On the agenda: La Plata Town Council — license plate reader (Oct 13)
⚠ Agenda Watch La Plata, Maryland · Tuesday, October 13, 2026 — in 5 days
About this record
The published agenda for this October 13 meeting contains: "license plate reader". This is the public record BEFORE the vote — read the document, then show up. Public comment is where cancellations start.
Check the agenda document for the meeting time.
The agenda, word for word
Government public record — the full text of the published document, archived October 8, 2026. Gold highlighting of key terms is ours, not the original’s. Read the original document ↗
Town Council
Regular Meeting
October 13, 2026, 6:00 PM
Council Chambers, La Plata Town Hall
305 Queen Anne St.
La Plata MD
Agenda
1.
Call to Order
1.1. Meeting Attendance and Decorum
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Meeting ID: 271 095 028 035 62
Passcode: vp3Sh6j2
(Calendar Year 2026)
In accordance with the Code of Maryland, General Provisions, Section 3-302 (Open Meetings
Act), notice is hereby given that a portion of this meeting will be held in closed session.
1.2. Roll Call
1.3. Pledge of Allegiance
1.4. Approval of the Meeting Agenda
2.
Disclosure of Closed Session
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2.1. Disclosure of Closed Session on September 22, 2026
3.
Consent Agenda
3.1. Adoption of Resolution 26-71, "Pavement Overlay and Repair Services Contract Renewal –
C.A. Bean, Inc."
4.
Petitions, Communications, Appearances and Public Comment
4.1. Public Comment
4.2. Presentation: La Plata Police Department (LPPD) Reaccreditation through the Commission on
Accreditation for Law Enforcement Agencies (CALEA)
5.
Matters of Council Discussion
5.1. Revision of Fats, Oils, and Grease Ordinance
5.2. Town Council Agenda Item Request: Small Business Initiative (Sampson)
5.3. Town Council Agenda Item Request: Elected Officials Travel Policy (Guttenberg)
6.
Matters of Information
6.1. La Plata Train Station Museum – Temporary Suspension of Public Operations
6.2. Removal and Decommissioning of Patuxent Court Playground
7.
Legislation
7.1. Ordinance 26-22, "Chapter 186 - Water and Sewers" (First Reading; For Introduction)
AN ORDINANCE concerning
Chapter 186 – Water and Sewers
FOR the purpose of amending Chapter 186, Water and Sewers, to revise certain provisions
related to Fats, Oils and Grease; to revise a definition; to revise the authority of approval and
enforcement of grease interceptors; to establish general requirements for the installation and
maintenance of grease interceptors, the disposal of collected materials, and the
maintenance of disposal records; to clarify concerning interceptor design, maintenance,
inspection and corrective action; and all matters generally relating thereto.
8.
New Business
8.1. Town Manager's Operational Report (Written Only)
8.2. Treasurer's Report (Written Only)
8.3. Cash Disbursement Report (Written Only)
8.4. Reports from the Town Council
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8.5. Future Agenda Forecast (Written Only)
9.
Motion for a Closed Session
9.1. Statutory Authority to Close Session: § 3-305(b)(1)(ii) To discuss any other personnel matter
that affects one or more specific individuals
Topic: Implications and risks associated with ongoing personnel and administrative matters
Reason for Closure: Staff to receive direction from Council on a personnel matter affecting
identifiable individuals
10. Adjourn
10.1. Adjournment
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FOR LEGISLATIVE USE ONLY
Item Number: 2026-1392
Date of Meeting: October 13, 2026
Agenda Item Summary
MEETING GROUP:
STAFF RESOURCE:
DEPARTMENT:
TYPE:
SUBJECT:
Town Council
Kristen DeMarr
Public Works
Town Council Resolution for Purchase
Pavement Overlay FY27 Contract Renewal – C.A. Bean
BACKGROUND:
The Department of Public Works is requesting renewal of the Master Paving Contract
executed February 9, 2023 with C.A. Bean for fiscal year 2027. Upon execution of the FY27
renewal, the contract expiration date will be extended to June 30, 2027.
The FY27 renewal will provide continued access to paving and pavement overlay services
necessary to maintain the Town’s roadway infrastructure. Pavement overlay locations and
material quantities will be determined based on the Town’s pavement overlay priority street
list and current roadway conditions. The finalized priority street list will be provided to C.A.
Bean upon execution of the contract renewal and prior to commencement of scheduled
pavement overlay activities.
Pavement overlay and associated roadway repair activities are anticipated to begin in fall
2026 and be completed by June 30, 2027, subject to weather, material availability, and
project scheduling.
FISCAL IMPACT:
The proposed FY27 contract renewal with C.A. Bean reflects a 16.5% price adjustment from
FY26 pricing. The adjustment is based on the OBI/ABI differential applicable to the contract
renewal period.
The resulting FY27 contract price is $116.50 per ton for bituminous concrete surface mix
with 9.5 MM aggregate. Material quantities for the FY27 renewal period will be updated
based on the Town’s pavement overlay priority street list.
AI Disclaimer: Portions of this document may have been drafted or compiled with the assistance of artificial
intelligence (AI). All content has been thoroughly reviewed, verified, and approved by town staff for accuracy.
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FOR LEGISLATIVE USE ONLY
Item Number: 2026-1392
Date of Meeting: October 13, 2026
Pavement overlay and roadway repair activities will be funded through Highway User
Revenue (HUR) funds, with expenditures authorized in a total amount not to exceed
$715,000.
STRATEGIC PLAN ALIGNMENT:
This contract renewal primarily aligns with Strategic Goal #5 – Public Service Readiness by
maintaining and improving the roadway infrastructure necessary to support the health,
safety, and ongoing needs of Town residents. It also supports Goal #2 – Operational
Excellence by providing an established mechanism for the efficient delivery of pavement
overlay and roadway repair services. The annual pavement overlay program further
supports the Town’s long-term infrastructure and capital improvement objectives through
proactive maintenance, preservation, and extension of the useful life of existing roadway
assets.
SUSTAINABILITY CONSIDERATIONS:
Continued pavement maintenance and timely roadway resurfacing support the long-term
sustainability of the Town’s transportation infrastructure by extending pavement service life,
reducing the need for more extensive roadway reconstruction, and making efficient use of
existing infrastructure.
Prioritizing pavement maintenance based on roadway condition and established needs can
help reduce lifecycle costs and the consumption of materials and resources associated
with premature roadway replacement. Where appropriate, pavement overlay activities will
be coordinated with other planned roadway improvements to minimize construction
impacts and avoid unnecessary duplication of work.
ADA CONSIDERATIONS:
Pavement overlay activities provide an opportunity to improve the condition and
accessibility of roadway surfaces and associated pedestrian facilities. Public Works will
evaluate pavement conditions and pedestrian access within project areas and address
applicable accessibility requirements when work impacts sidewalks, curb ramps,
crosswalks, or other pedestrian facilities.
AI Disclaimer: Portions of this document may have been
drafted or compiled with the assistance of artificial
intelligence (AI). All content has been thoroughly reviewed,
verified, and approved by town staff for accuracy.
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Agenda Item Summary Form
r2026.06.24
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FOR LEGISLATIVE USE ONLY
Item Number: 2026-1392
Date of Meeting: October 13, 2026
Where pavement overlay work affects accessible routes or pedestrian facilities,
improvements will be designed and constructed in accordance with applicable federal,
state, and local accessibility requirements, including the Americans with Disabilities Act
(ADA), to the extent required by the scope of work.
Construction activities will also be coordinated to maintain safe and reasonably accessible
pedestrian routes during the project, consistent with applicable requirements and site
conditions.
RECOMMENDED ACTION:
Adopt Resolution 26-71, “Pavement Overlay and Repair Services Contract Renewal – C.A.
Bean, Inc.,” authorizing the Town Manager to execute the FY27 C.A. Bean Contract
Renewal for Pavement Overlay Services in a total amount not to exceed $715,000.
ATTACHMENTS:
•
•
•
C.A. Bean Master Paving Contract
FY27 Price Sheet
FY27 Renewal Agreement
AI Disclaimer: Portions of this document may have been
drafted or compiled with the assistance of artificial
intelligence (AI). All content has been thoroughly reviewed,
verified, and approved by town staff for accuracy.
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Agenda Item Summary Form
r2026.06.24
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COUNCIL OF THE TOWN OF LA PLATA
Resolution 26-71
Introduced By:
Mayor Jeannine E. James, by request
Date Introduced:
October 13, 2026
Date Adopted:
Date Effective:
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A RESOLUTION concerning
Pavement Overlay and Repair Services Contract Renewal – C.A. Bean, Inc.
FOR
the purpose of authorizing the Town Manager to renew a contract agreement with
C.A. Bean, Inc., for Pavement Overlay and Repair Services; and all matters generally
relating thereto.
* * * * * ** * ** * * ** * *
WHEREAS, the Council of the Town of La Plata desires to facilitate the safe travel
throughout the Town; and
WHEREAS, the existing streets require periodic repair and maintenance; and
WHEREAS, street overlay performance is an essential part of the Public Works
Department's annual capital improvement plan; and
WHEREAS, street overlay and maintenance activities help improve our Town’s
streets and mobility and for our residents; and
WHEREAS, improving street conditions supports Americans with Disabilities Act
(ADA) safety and compliance initiatives; and
WHEREAS, maintaining a continuous business relationship with quality vendors is
viewed as a necessary action to ensure customer service, and C.A. Bean, Inc., has
consistently provided the highest levels of customer service to the Town for over a decade;
and
AI Disclaimer: Portions of this document may have been drafted or compiled with the assistance of artificial
intelligence (AI). All content has been thoroughly reviewed, verified, and approved by town staff for accuracy.
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Resolution 26-71
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WHEREAS, the monthly operating expenses under this contract will continue to be
paid using designated Highway User Revenue (HUR) funds and Water Enterprise funds; and
WHEREAS, Town Charter § C8-23 and Town Code Chapter 43 requires that all
expenditures in excess of twenty thousand dollars ($20,000), shall be advertised for sealed
bids, except for expenditures which the Town Council, by ordinance, has determined are not
subject to the sealed bid requirements; and
WHEREAS, Town staff recommends renewal of the existing agreement with C.A.
Bean, Inc., for pavement overlay and repair services to ensure continued quality customer
service to the Town while providing employment opportunities for people with physical and
mental disabilities; and
WHEREAS, Town Code, Chapter 43, Section 43-5, provides for provisions to
authorize the bypassing of any or all bid procedure steps in cases which warrant such
approval, and to allow the Chief Executive Officer to directly negotiate with any supplier if it
is in the best interest of the Town to do so; and
WHEREAS, the Town Council agrees that it is in the best interest of the Town to renew
the agreement for pavement overlay and repair services with C.A. Bean, Inc. NOW,
THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE TOWN OF LA PLATA that Noel C.
Stevens, Town Manager, is hereby authorized to execute and deliver, on behalf of the Town
of La Plata, an Agreement with C.A. Bean, Inc., for Pavement Overlay and Repair Services for
the period of July 1, 2026, through June 30, 2027, under the terms agreed upon on February
9, 2023, relating to Town of La Plata Invitation to Bid #ITB-PVMT-2022-11, “Pavement Overlay
and Maintenance,” attached hereto as Attachment 1, for a total expenditure not to exceed
seven hundred fifteen thousand dollars (715,000.00).
BE IT FURTHER RESOLVED, that the Price Proposal related to ITB-PVMT-2022-11,
“Pavement Overlay and Maintenance,” attached hereto as Attachment 2, is hereby adopted
and incorporated herein by reference.
AND BE IT FURTHER RESOLVED, that the Letter of Agreement related to ITB-PVMT2022-11, entitled “RE: PVMT-2202-11 Paving Overlay Contract Renewal” and attached
hereto as Attachment 3, is hereby adopted and incorporated herein by reference.
AI Disclaimer: Portions of this document may have been drafted or compiled with the assistance of artificial
intelligence (AI). All content has been thoroughly reviewed, verified, and approved by town staff for accuracy.
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Resolution 26-71
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ADOPTED AND APPROVED by the Council of the Town of La Plata on ____________, 2026.
SEAL:
COUNCIL OF THE TOWN OF LA PLATA
____________________________________
Jeannine E. James, Mayor
____________________________________
Paul C. Guttenberg, Councilman
____________________________________
Patrick McCormick, Councilman
ATTEST:
____________________________________
Gregory Sampson, Jr., Councilman
___________________________
Shelby Pritchett
Town Clerk
____________________________________
Tyjon C. Johnson, Councilman
Date: ______________________, 2026
AI Disclaimer: Portions of this document may have been drafted or compiled with the assistance of artificial
intelligence (AI). All content has been thoroughly reviewed, verified, and approved by town staff for accuracy.
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RESOLUTION 26-71
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Town of La Plata
RESOLUTION 26-71
Attachment 3
Mayor
Jeannine E. James
Town Manager
Chuck Stevens
Council
Paul C. Guttenberg
Patrick McCormick
Gregory Sampson, Jr.
Tyjon C. Johnson
Assistant Town Manager
Michelle D. Miner
September 29, 2026
Mr. William Bean, Jr.
C.A. Bean, Inc.
21603 Bean Family Lane
California MD 20619
RE: PVMT- 2202-11 Paving Overlay Contract Renewal
This letter serves as formal notice that the Town of La Plata intends to renew your contract
to provide pavement overlay materials and services in accordance with the Pavement
Overlay Contract (PVMT-2202-11).
The Town intends to initiate contract renewal on the first day of the Fiscal Year 2027, July 1,
2026, with a new contract expiration date of June 30, 2027. The Town has approved
expenditures of $715,000 for the FY27 contract period.
As agreed, there will be a 16.5% price adjustment based on OBI/ABI differential for this
contract renewal period. This adjustment results in FY27 contract pricing of $116.50 per ton
of bituminous concrete surface w/9.5 MM.
Material quantities for this renewal contract period will be updated based on the Town’s
pavement overlay priority street list. The updated street list will be provided to C.A. Bean,
Inc. upon execution of contract renewal and prior to the commencement of scheduled
pavement overlay activities.
The Town anticipates that pavement overlay and repair activities for FY27 will commence in
early spring of 2027 and be completed before June 30, 2027.
Please sign below in acknowledgement and agreement to this contract renewal letter and
confirm that all terms and conditions established under the Pavement Overlay Contract
(PVMT-2202-11) will remain in effect throughout the renewal term of July 1, 2026, through
June 30, 2027.
La Plata Town Hall, 305 Queen Anne Street, P.O. Box 2268, La Plata, Maryland 20646
(301) 934-8421 (301) 870-3377 Fax: (301) 934-3965
Web site: www.townoflaplata.org
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RESOLUTION 26-71
Attachment 3
The Town of La Plata appreciates the services provided by C.A. Bean, Inc. during the course
of this contract and looks forward to continuing our working relationship.
Sincerely,
Kristen DeMarr, PW Project Manager
Attachments:
1. FY27 Contract Unit Pricing Adjustment Sheet
CC:
Wilson Cochran, Director of Public Works
Noel C. Stevens, Town Manager
Michelle Miner, Assistant Town Manager
Karina Larsen, Treasurer
Colleen Wilson, Procurement Manager
_______________________________ _________________________________
Date of Execution and Witness
Date of Execution and Witness
_______________________________ __________________________________
Noel C. Stevens, Town Manager William B. Bean, Jr., Owner of C.A. Bean, Inc.
________________________________ __________________________________
Witness to Attest
Witness to Attest
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FOR LEGISLATIVE USE ONLY
Item Number: 2026-1392
Date of Meeting: October 13, 2026
Agenda Item Summary
MEETING GROUP:
STAFF RESOURCE:
DEPARTMENT:
TYPE:
SUBJECT:
Town Council
Chief Matthew Norris
Police Department
Presentation / Informational Briefing
CALEA Reaccreditation (3rd Award)
BACKGROUND:
The La Plata Police Department (LPPD) successfully earned its third cycle of reaccreditation
through the Commission on Accreditation for Law Enforcement Agencies (CALEA). The
CALEA accreditation initiative began for LPPD after its first assessment period where the
initial CALEA accreditation award was received in 2018 and has since become a core
element of the department’s commitment to professionalism, accountability, and
continuous improvement.
This presentation is provided to the Town Council as part of standard reaccreditation
protocol and stakeholder engagement. CALEA requires accredited agencies to demonstrate
ongoing compliance with nationally recognized best practices across policy, operations,
training, and community engagement. The CALEA Delegate, retired La Plata Police Chief
Carl Schinner, will deliver an overview of the assessment process, summarize compliance
achievements, highlight improvements made since the last cycle, and discuss areas
targeted for future enhancement.
FISCAL IMPACT:
The reaccreditation process is a planned professional expense funded through the Police
Department’s operating budget. Costs include annual CALEA continuation fees, technology
and policy management tools, training needs related to accreditation standards, annual
conference attendance, and preparations for onsite assessments. The initiative does not
incur significant long-term expenses beyond ongoing accreditation maintenance. No grants
or external revenue sources directly fund this accreditation cycle. The initiative
demonstrates strong fiscal sustainability. CALEA accreditation supports operational
efficiency, reduces liability risk, and may contribute to cost savings through standardization
of procedures and improved administrative controls.
AI Disclaimer: Portions of this document may have been drafted or compiled with the assistance of artificial
intelligence (AI). All content has been thoroughly reviewed, verified, and approved by town staff for accuracy.
Page 82 of 250
FOR LEGISLATIVE USE ONLY
Item Number: 2026-1392
Date of Meeting: October 13, 2026
STRATEGIC PLAN ALIGNMENT:
The CALEA reaccreditation initiative aligns with several key areas of the Town of La Plata’s
Strategic Plan, including:
•
Public Safety Excellence: Ensures the police department adheres to nationally
recognized best practices, advancing service quality and community trust.
•
Organizational Integrity & Professional Development: Supports continuous
improvement, staff competency, and accountability measures.
•
Community Engagement & Transparency: Reinforces communication and
collaboration between the police department and residents, strengthening public
confidence.
•
Operational Efficiency: Standardized policy and procedure management increases
consistency, clarity, and administrative efficiency across the department.
The initiative also complements long-term planning documents such as the Town’s
Comprehensive Plan and future public safety planning objectives.
SUSTAINABILITY CONSIDERATIONS:
CALEA reaccreditation supports several social sustainability goals, including:
•
Strengthened community relationships through transparency and improved service
outcomes
•
Enhanced procedural justice practices and equitable policing
•
Improved internal systems that support efficient, effective operations
•
Long-term resilience through proactive policy review, risk mitigation, and continuous
improvement cycles
Environmental or economic sustainability factors are indirectly supported through
operational efficiency and liability reduction.
AI Disclaimer: Portions of this document may have been
drafted or compiled with the assistance of artificial
intelligence (AI). All content has been thoroughly reviewed,
verified, and approved by town staff for accuracy.
Page 2 of 3
Agenda Item Summary Form
r2026.06.24
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FOR LEGISLATIVE USE ONLY
Item Number: 2026-1392
Date of Meeting: October 13, 2026
ADA CONSIDERATIONS:
CALEA standards require adherence to federal accessibility laws, including ADA
requirements applicable to public-facing services, facilities, and communication methods.
As part of the reaccreditation process, LPPD reviews policies related to accommodations
for persons with disabilities, accessible facilities, accessible communication formats, and
police interaction protocols to ensure compliance with current ADA guidance.
RECOMMENDED ACTION:
Town Council receive the presentation from the CALEA Delegate and formally acknowledge
the La Plata Police Department’s progress toward its third cycle of reaccreditation. No
formal council action is required.
ATTACHMENTS:
•
•
2026 CALEA Report - LPPD
2026 CALEA Award Letter - Omaha Conference
AI Disclaimer: Portions of this document may have been
drafted or compiled with the assistance of artificial
intelligence (AI). All content has been thoroughly reviewed,
verified, and approved by town staff for accuracy.
Page 3 of 3
Agenda Item Summary Form
r2026.06.24
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Law Enforcement Accreditation
April 20, 2026
LAW ENFORCEMENT ACCREDITATION
La Plata (MD) Police Department
Agency
La Plata (MD) Police Department
101 La Grange Ave
La Plata, MD 20646
Chief Executive Officer
Chief of Police
Matthew Norris
Methodology Overview
CALEA serves as the premier credentialing association for public
safety agencies and provides accreditation services for law
enforcement organizations, public safety communication centers,
public safety training academies, and campus security agencies. The
standards are promulgated by a board of 21 commissioners,
representing a full spectrum of public safety leadership. The
assessment process includes extensive self-assessment, annual
remote web-based assessments, and quadrennial site-based
assessments. Additionally candidate agencies are presented to the
Commission for final consideration and credentialing.
CALEA Accreditation is a voluntary process and participating
public safety agencies, by involvement, have demonstrated a
commitment to professionalism. The program is intended to enhance
organization service capacities and effectiveness, serve as a tool for
policy decisions and management, promote transparency and
community trust, and establish a platform for continuous review.
CALEA Accreditation is the Gold Standard for Public Safety
Agencies and represents a commitment to excellence.
1
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TABLE OF CONTENTS
Executive Summary
Chief Executive Officer Profile
Community Profile
Agency History
Law Enforcement Accreditation
CALEA standards reflect the current
thinking and experience of Law
Enforcement practitioners and
researchers. Major Law Enforcement
associations, leading educational and
training institutions, governmental
agencies, as well as Law
Enforcement executives
internationally, acknowledge
CALEA’s Standards for Law
Enforcement Agencies© and its
Accreditation Programs as
benchmarks for professional law
enforcement agencies.
Agency Structure and Function
Agency Successes
Future Issues for Agency
First Annual Compliance Services Review
Second Annual Compliance Services Review
Third Annual Compliance Services Review
Fourth Annual Compliance Services Review
Site-Based Assessment Review
Community Feedback and Review
Standards Related Data Tables
CALEA's Founding Organizations:
International Association of
Chiefs of Police (IACP)
Police Executive Research
Forum (PERF)
National Sheriffs Association
(NSA)
National Organization of
Black Law Enforcement
Executives (NOBLE)
2
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Law Enforcement Accreditation
April 20, 2026
EXECUTIVE SUMMARY
Overview:
The La Plata (MD) Police Department is currently commanded by Matthew Norris. The agency participates in an
accreditation process with components that include remote web-based assessment(s), as well as site-based assessment
activities. The executive summary serves as a synopsis of key findings, with greater details found in the body of the
report.
Compliance Services Review:
CALEA Compliance Services Member(s) Virgil Hubbard (CSM); Denise Mantey (CSM) remotely reviewed 70
standards for the agency using Law Enforcement Manual 6.17 and completed a report of findings on 9/8/2023. These
standards included specific time-sensitive issues, as well as all standards applicable to the agency by size and function.
If standard issues are found they are listed below.
CALEA Compliance Services Member(s) Kevin Konrad (CSM) remotely reviewed 59 standards for the agency using
Law Enforcement Manual 6.18 and completed a report of findings on 8/24/2024. These standards included specific
time-sensitive issues, as well as all standards applicable to the agency by size and function. If standard issues are found
they are listed below.
CALEA Compliance Services Member(s) Tanya Perry (CSM) remotely reviewed 100 standards for the agency using
Law Enforcement Manual 6.20 and completed a report of findings on 9/11/2025. These standards included specific
time-sensitive issues, as well as all standards applicable to the agency by size and function. If standard issues are found
they are listed below.
CALEA Compliance Services Member(s) Christopher Smith (CSM) remotely reviewed 57 standards for the agency
using Law Enforcement Manual 6.22 and completed a report of findings on 2/17/2026. These standards included
specific time-sensitive issues, as well as all standards applicable to the agency by size and function. If standard issues
are found they are listed below.
Site-Based Assessment Review:
From 3/22/2026 to 3/25/2026, Eric Kerns (Assessor) visited the agency following a consultation with the chief
executive officer regarding critical issues impacting the organization since the last assessment.
Findings:
During the Site-Based Assessment Review, the assessment team conducted 24 interviews regarding the topical areas
previously defined. The interviews were with agency members and members of the community. The approach not only
further confirmed standards adherence, but also considered effectiveness measures, process management and intended
outcomes.
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Law Enforcement Accreditation
April 20, 2026
CHIEF EXECUTIVE OFFICER PROFILE
Matthew Norris
Matthew Norris was appointed the Acting Chief of Police of the La Plata Police Department on March 24, 2025, after
the separation of service of former Chief Carl Schinner, and was official appointed Chief of Police on September 30,
2025. During his tenure in La Plata, Chief Norris has worked diligently to enhance the agency’s community
relationships through holistic problem solving. The police department has created initiatives such as Community Walks
& Block Parties, Replica Handgun Awareness, Stuff the Squad Car, Autism Acceptance, Operation Prevent Porch
Piracy, and the agency’s Home Video Mini Grant Program which has helped LPPD holistically address crime, qualityof-life, and other community issues and needs.
Prior to his appointment in La Plata, Chief Norris served for more than 16 years at various ranks and roles within the
La Plata Police Department. Prior to his appointment, Chief Norris held the command position of Special Operations
Commander. Chief Norris created the department’s NCIC program, Law Enforcement Specialist training, and has
operated the In-Car and Body Worn Camera programs. Chief Norris has extensive experience in criminal investigations
and served on the HIDTA sponsored Charles County Drug Task Force in partnership with the Washington/Baltimore
HIDTA and the Charles County Sheriff’s Office. He has also served as a collision reconstructionist, a Drug Recognition
Expert, and as the agency’s information technology liaison.
Chief Norris holds a Bachelor of Science degree in Psychology and a Master’s Degree in Criminal Justice from Liberty
University in Lynchburg, Virginia, where he graduated with high distinction. He is a graduate of the Federal Bureau of
Investigations Law Enforcement Executive Development (LEED) Program and the Northwestern University School of
Police Staff and Command. Acting Chief Norris is a member of the Maryland Chiefs of Police Association, the
International Association of Chiefs of Police, the MML Police Executive Association, and FBI LEEDA.
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Law Enforcement Accreditation
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COMMUNITY PROFILE
La Plata was originally founded in the 1870s as the Pennsylvania Railroad was granted a right-of-way to build its tracks
and station. The town was officially incorporated on April 4, 1888.
In 1940, the opening of the then Potomac River Bridge, which carries US Route 301 traffic over the Potomac River,
provided a link to King George, Virginia and brings long-distance east coast traffic through the town as an alternative to
U.S. 1 and, later, Interstate 95.
La Plata has been affected by two major tornadoes in its history. The first occurred on November 9, 1926. This tornado
killed sixteen people, thirteen of them were in the La Plata Elementary School, which was destroyed. It was estimated
to have been an F3 on the Fujita scale. On April 28, 2002, an F4 tornado cut a 24-mile-long swath through Charles
County, with areas around La Plata damaged most severely. This tornado caused four deaths. Local officials credited
federal and state-assisted new construction efforts with helping the town to remodel the downtown area following the
tornado. La Plata has grown into a vibrant community of approximately 10,700 residents and approximately 7.5 square
miles, with hundreds of small businesses that serve southern Maryland. La Plata is conveniently located about 30 miles
southeast of Washington, DC; 60 miles south of Baltimore; 45 miles southwest of Annapolis; and 80 miles north of
Richmond, Virginia. The town serves as the county seat for the Charles County government.
Currently, La Plata is preparing for a period of residential growth. Projections of adding several hundred new
residential units per year is in the current forecast. The estimated population in 2033 is between 20,000-25,000
residents.
The Town of La Plata operates under a Council-Manager form of government. The governing body consists of an
independently elected Mayor and four Council members, all of whom are elected by ward every four years.
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Law Enforcement Accreditation
April 20, 2026
AGENCY HISTORY
The La Plata Police Department (LPPD) was formed in 1963 when the town hired its first police chief, Henry Demarr.
It wasn’t until 1987 that a second officer was added to the force. In 1993, LPPD’s staff grew to four (4) officers
allowing the agency to provide limited overnight patrol coverage. Residential growth, annexation, and rebuilding after
the 2002 F4 tornado has been the catalyst behind the population increase.
Modern day LPPD has twenty-eight (28) sworn personnel positions providing twenty-four (24) hour coverage.
Moreover, LPPD officers are well trained and equipped to serve and protect the residents and businesses in the Town.
Although most specialized assignments are part-time, the agency has officers certified in collision reconstruction, drug
recognition (traffic), impaired driving checkpoints, commercial vehicle inspection, emergency casualty care, crime
scene processing, field training, residential and commercial crime prevention, as well as, general, firearms, taser, less
lethal, and field sobriety instructors.
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Law Enforcement Accreditation
April 20, 2026
AGENCY STRUCTURE AND FUNCTION
The La Plata Police Department currently has twenty-eight (28) authorized sworn officer positions and four (4) nonsworn employees. The supervisory staff is comprised of the following: Chief of Police, three (3) Captains, one (1)
Lieutenant, and five (5) Sergeants, five (5) corporals, and thirteen (13) officers. The Operations Division consists of
four patrol squads. The calls for service are dispatched by Charles County Emergency Services.
The Investigations Division is commanded by a captain and supervised by a detective sergeant. The agency has two (2)
detectives, one (1) drug task force officer, one (1) drug task force detective, and two (2) public/private partnership
officer who is assigned to the University of Maryland - Charles Regional Medical Center.
The four (4) non-sworn employees consist of one (1) full-time compliance coordinator, two (2) administrative assistant,
and one (1) cadet position.
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Law Enforcement Accreditation
April 20, 2026
AGENCY SUCCESSES
LPPD received its initial accreditation in July 2018. This was a major step for the agency as it works diligently to
provide quality service to La Plata's local residents and businesses.
The agency has had several other key successes during this self-assessment period. The agency added a full-time
administrative aid to assist with body and in-car camera subpoenas.
As part of the agency's succession plan, Sergeant Robert Bagley and Sergeant Matthew Norris attended the
Northwestern Staff and Command School. Sergeants Bagley and Norris join Lieutenant Michael Payne as
"homegrown" agency personnel who attended a nationally recognized command school.
Moreover, as part of an ongoing dialogue with the town's elected officials, an open discussion is ongoing to enhance the
agency's retirement benefits. nd School. Additionally, all of the agency's sergeants have successfully completed the
FBI's Law Enforcement Executive Development School. Moreover all individuals holding the rank of sergeant and
above, with the exception of a recently promoted sergeant, are graduates of the Federal Bureau of Investigations Law
Enforcement Executive Development School (LEEDS).
The spring and summer of 2021, brought firearm violence to La Plata. Violent crimes including a homicide, as well as,
contact and non-contact shootings occurred in several neighborhoods. Working with our law enforcement partners at
the Charles County Sheriff's Office (CCSO) numerous crime suppression details were initiated. Through these details
and other investigations approximately thirty (30) firearms were seized by LPPD and CCSO officers. Firearms seized
included ghost guns, stolen firearms, and an assault rifle.
Throughout this self-assessment period, the agency has focused on purging non-evidentiary custodial property.
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Law Enforcement Accreditation
April 20, 2026
FUTURE ISSUES FOR AGENCY
The La Plata Police Department, like many other law enforcement agencies in the United States, faces no greater
challenge than to retain and recruit quality individuals to serve in all facets of the organization. The agency faces
competition for qualified applicants in the greater Washington Metropolitan region due to the number of larger
municipalities as well as county, and state police departments and the significant number of federal law enforcement
agencies. The Town Council has been working to make the agency's pay and benefits more competitive.
The agency continues to experience an average 5% to 7% annual increase in calls for service since 2014 and is
challenged to provide sufficient staffing to handle an increased call volume. Aside from the increased call volume, the
agency has seen its calls for service grow in complexity. As calls for service have increased, statistics commonly
associated with non-committed patrol time have begun to decrease. Vehicle stops, impaired driving arrests, and patrol
checks have declined, not only because of call volume, but also COVID.
The facility that the agency currently occupies is an old post office and the agency has worked hard to remodel the
interior of the building to maximize its limited office space. The agency is considering expanding its work area to a
second floor but the cost of installing a stairwell or elevator is proving to be prohibitive. Currently, the agency is in
negations to lease a larger building that will need to be remodeled to accommodate a law enforcement agency.
While the agency’s technological capabilities have increased over the last several years, funding to maintain and
enhance those capabilities has been decreasing. While the agency is eager to increase the use of new technology such
as drones and license plate readers, they need to ensure sufficient support staff are in place to manage and protect the
resulting data and security requirements.
During this self-assessment period, the agency has seen a significant increase in calls for service relating to mental
health issues, homelessness, and domestic violence. Although, many officers have received 40-hours of crisis incident
training, the need for a county-wide mental health team is paramount.
Maryland Police Reform has brought undefined use of force benchmarks and a plethora of unfunded mandates. The
cost of extended body/in-car camera video, citizen disciplinary panels, and bi-annual mental health evaluations are only
a few budgetary unfunded mandates that will have considerable price tags for the agency in the near future.
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Law Enforcement Accreditation
April 20, 2026
YEAR 1 REMOTE WEB-BASED ASSESSMENT
Compliance Services Member: Virgil Hubbard (CSM); Denise Mantey (CSM) completed a report of findings of the
Year 1 Remote Web-based Assessment of La Plata (MD) Police Department. The review was conducted remotely and
included 70 standards from the CALEA® Standards for Law Enforcement Manual. The following standards were
reviewed and the findings are denoted:
Standards
Findings
1 Law Enforcement Role and Authority
1.1.1 Oath of Office (LE1) (MMMM)
Compliance Verified
1.1.2 Code of Ethics* (LE1) (MMMM)
Compliance Verified
1.2.9 Unlawful or Improper Bias in Public Safety* (LE1) (MMMM)
Compliance Verified
1.2.10 Duty to Intervene (LE1) (MMMM)
Compliance Verified
4 Use of Force
4.1.1 Use of Reasonable Force (LE1) (MMMM)
Compliance Verified
4.1.2 Use of Deadly Force (LE1) (MMMM)
Compliance Verified
4.1.3 Warning Shots (LE1) (MMMM)
Compliance Verified
4.1.4 Use of Authorized Less Lethal Weapons (LE1) (MMMM)
Compliance Verified
4.1.5 Rendering Medical Aid Following Police Actions (LE1) (MMMM)
Compliance Verified
4.1.6 Vascular Neck Restrictions (LE1) (MMMM)
Compliance Verified
4.1.7 Choke Holds (LE1) (MMMM)
Compliance Verified
4.2.1 Reporting Uses of Force* (LE1) (MMMM)
Compliance Verified
4.2.2 Written Use of Force Reports and Administrative Review* (LE1) (MMMM)
Compliance Verified
4.2.3 Operational Assignment (LE1) (MMMM)
Compliance Verified
4.2.4 Analyze Reports from Use of Force* (LE1) (MMMM)
Compliance Verified
11 Organization and Administration
11.3.3 Notify CEO of Incident with Liability (LE1) (MMMM)
Compliance Verified
12 Direction
12.1.3 Obey Lawful Orders (LE1) (MMMM)
Compliance Verified
15 Planning and Research
15.2.1 Annual Updating/Goals and Objectives* (LE1) (MMMM)
Compliance Verified
17 Fiscal Management and Agency Property
17.5.2 Operational Readiness (LE1) (MMMM)
Compliance Verified
22 Personnel Management System
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Standards
Findings
22.1.3 Benefits Program (LE1) (MMMM)
Compliance Verified
22.2.2 General Health and Physical Fitness (LE1) (MMMM)
Compliance Verified
26 Disciplinary Procedures and Internal Affairs
26.1.1 Code of Conduct (LE1) (MMMM)
Compliance Verified
26.1.3 Harassment (LE1) (MMMM)
Compliance Verified
26.2.1 Complaint Investigation (LE1) (MMMM)
Compliance Verified
26.2.2 Records, Maintenance and Security (LE1) (MMMM)
Compliance Verified
26.2.4 Complaint and/or Commendation Registration Procedures (LE1) (MMMM)
Compliance Verified
26.3.2 CEO Notification (LE1) (MMMM)
Compliance Verified
31 Recruitment and Selection
31.2.1 Recruitment Plan (LE1) (MMMM)
Compliance Verified
31.5.7 Emotional Stability/Psychological Fitness Examinations (LE1) (MMMM)
Compliance Verified
33 Training and Career Development
33.1.5 Remedial Training (LE1) (MMMM)
Compliance Verified
33.5.1 Annual In-Service Training Program* (LE1) (MMMM)
Compliance Verified
33.6.2 Tactical Team Training Program (LE1) (MMMM)
Not Applicable by Function
33.8.2 Skill Development Training Upon Promotion (LE1) (MMMM)
Compliance Verified
35 Performance Evaluation
35.1.2 Annual Evaluation* (LE1) (MMMM)
Compliance Verified
41 Patrol
41.1.5 Police Service Canines (LE1) (MMMM)
Not Applicable by Function
41.2.3 Roadblocks and Forcible Stopping* (LE1) (MMMM)
Compliance Verified
41.2.7 Mental Health Issues* (LE1) (MMMM)
Compliance Verified
41.3.5 Protective Vests (LE1) (MMMM)
Compliance Verified
44 Juvenile Operations
44.1.1 Juvenile Operations Policy (LE1) (MMMM)
Compliance Verified
45 Crime Prevention and Community Involvement
45.2.3 Accreditation Public Comment (LE1) (MMMM)
Compliance Verified
46 Critical Incidents, Special Operations, and Homeland Security
46.1.2 All Hazard Plan (LE1) (MMMM)
Compliance Verified
46.1.3 Command Function* (LE1) (MMMM)
Compliance Verified
46.1.4 Operations Function (LE1) (MMMM)
Compliance Verified
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Standards
Findings
46.1.9 All Hazards Plan Training* (LE1) (MMMM)
Compliance Verified
61 Traffic
61.1.10 DUI Procedures (LE1) (MMMM)
Compliance Verified
61.4.2 Hazardous Roadway Conditions (LE1) (MMMM)
Compliance Verified
71 Processing and Temporary Detention
71.1.1 Role and Authority (LE1) (MMMM)
Not Applicable by Function
71.1.2 Safety and Security (LE1) (MMMM)
Not Applicable by Function
71.2.1 Training* (LE1) (MMMM)
Not Applicable by Function
71.3.1 Training* (LE1) (MMMM)
Not Applicable by Function
71.4.1 Physical Conditions (LE1) (MMMM)
Not Applicable by Function
71.4.2 Fire Prevention/Suppression (LE1) (MMMM)
Not Applicable by Function
71.4.3 Inspections* (LE1) (MMMM)
Not Applicable by Function
72 Holding Facility
72.1.1 Training User Personnel* (LE1) (MMMM)
Not Applicable by Function
72.4.1 Securing Weapons (LE1) (MMMM)
Not Applicable by Function
72.5.3 Sight and Sound Separation (LE1) (MMMM)
Not Applicable by Function
73 Court Security
73.1.1 Role, Authority, Policies* (LE1) (MMMM)
Not Applicable by Function
73.3.1 Weapon Lockboxes (LE1) (MMMM)
Not Applicable by Function
73.4.2 External Communications (LE1) (MMMM)
Not Applicable by Function
73.5.12 Securing Weapons (LE1) (MMMM)
Not Applicable by Function
73.5.18 Designated Control Point (LE1) (MMMM)
Not Applicable by Function
81 Communications
81.2.10 Emergency Messages (LE1) (MMMM)
Compliance Verified
81.2.11 Misdirected Emergency Calls (LE1) (MMMM)
Compliance Verified
81.3.2 Alternate Power Source* (LE1) (MMMM)
Compliance Verified
82 Central Records
82.1.6 Computer File Backup and Storage* (LE1) (MMMM)
Compliance Verified
82.2.3 Case Numbering System (LE1) (MMMM)
Compliance Verified
83 Collection and Preservation of Evidence
83.2.6 Report Preparation (LE1) (MMMM)
Compliance Verified
84 Property and Evidence Control
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Standards
Findings
84.1.2 Storage and Security (LE1) (MMMM)
Compliance Verified
84.1.3 Temporary Security (LE1) (MMMM)
Compliance Verified
84.1.6 Inspections and Reports* (LE1) (MMMM)
Compliance Verified
Comments:
La Plata (MD) Police Department Year 1 Remote Assessment Report (Tier 1 Law Enforcement)
Area of Interest: Search and Seizure
Summary of Review:
The Accreditation Manager arranged for an interview with Detective Sergeant David Roys, who supervises the
Criminal Investigation Division, and Sergeant John Piersa, who is the patrol sergeant for Squad A.
The agency’s policy considers the parameters set forth in the Fourth Amendment of the United States Constitution.
Policy clearly provides direction for officers on warrantless searches including searches due to exigent circumstances,
plain view searches, abandoned property, search incident to arrest, consent searches, and searches of automobiles.
Officers receive initial training on search and seizure in the basic training academy. The agency includes search and
seizure training during its annual in-service training, periodically during roll call training, and when advanced training
opportunities become available.
The search warrant requirement kicks in for officers when time becomes a factor, consent is revoked, the exigency of a
situation ends, and evidence can be preserved until a search warrant may be obtained. The process for obtaining a
search warrant is straight forward for the agency. When officers can preserve the evidence, an application with
affidavit is completed, the application is forwarded to the supervisor for review and approval, the Assistant State’s
Attorney then reviews the application and approves it, then it is submitted to a judge for approval. Body cavity
searches require a search warrant, and the search must be conducted by a medical doctor in a medical facility. Strip
searches may be conducted upon approval of a supervisor and with reasonable articulable suspicion that the subject has
concealed evidence. The strip search must be conducted by an officer of the same sex, when available, and conducted
in a place of privacy. Strip searches of juveniles may only be conducted after obtaining a search warrant.
Supervision usually occurs throughout the entire process when officers are involved in an investigation with a search
situation. Supervisors also help to ensure that search warrant operations are deconflicted due to the vast number of
local, state, and federal agencies within the region. Incident reports documenting searches are reviewed and approved
by supervisors.
Additional reporting of searches includes a state reporting requirement for documentation of review for biased policing.
A tracking report is also completed on all search warrants, summonses, and arrests. This report is reviewed by the
sergeants and submitted to the Administrative Captain through the chain of command.
Area of Interest: Agency Training
Summary of Review:
The Accreditation Manager arranged for an interview with Chief of Police Carl Schinner.
La Plata Police Department puts a strong emphasis on training for both sworn and non-sworn members and has a
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comprehensive training policy that outlines training requirements for recruit training, in-service training, and specialized
training.
The department primarily uses the Anne Arundel County Police Academy for new recruits. This academy conducts
academy classes twice per year, uses the 21st century policing model and lasts seven months. Officers that successfully
complete the academy are then placed in the field training program that is a minimum of 12 weeks consisting of four
phases and three field training officers. Recruits are evaluated daily by the field training officer and are also given an
opportunity to comment on his/her progress and give any feedback regarding the program or FTO.
The state of Maryland requires a minimum of 18 hours of continuous education annually for all sworn members and
requires specific topics to be discussed. Under the supervision and management of Chief Carl Schinner, the La Plata
Police Department conducts annual refresher training with lesson plans approved by the Maryland Training
Commission. Funding provided by the city council and grants provide the department a significant training budget that
allows officers to attend various specialized training courses throughout the year. Officers typically average between 30
and 50 hours of training each annually.
Chief Schinner maintains files for each training course conducted to include lesson plans and attendance rosters.
Documentation of training attended is managed in the state training commission’s online database. These training files
are audited by the training commission for compliance with state training regulations.
On a monthly basis, Chief Schinner provides members of the city council with a listing of all training courses attended
by department members. In doing this, funding has not been an issue and Chief Schinner continuously receives positive
feedback regarding the amount and types of training department members receive.
Area of Interest: Property and Evidence Operations
Summary of Review:
The property and evidence function is managed by the administrative commander, Captain Michael Payne. Captain
Payne has been the evidence custodian since 2015 and has one detective assigned as a secondary custodian.
Policy at the time that Captain Payne entered his position lacked guidance on purging property items, but Captain
Payne has worked with the Chief, the state’s attorney’s office, his and other agency accreditation managers, to
incorporate the best practices for destruction of property, and has been able to make slow progress in reducing the
number of old items.
Officers are given instruction during field training as well as a periodic internal procedural course on collection and
packaging property items that includes a written and practical test. The department has several officers who process
felony crime scenes that have attended an extensive evidence collection course. Captain Payne has attended a property
management course through the International Association of Property and Evidence (IAPE) and hopes to seek
accreditation for the La Plata police department evidence room through IAPE in the future.
Officers collect property/evidence items and submit a report along with the item into temporary lockers. Captain
Payne, or the secondary property custodian, retrieves the items and logs them into the Records Management System.
Each item is given a specific storage location in the system and then taken to the storage warehouse located a short
distance from the department. All areas of the storage warehouse are properly secured with fencing, alarms, and
security codes. Only the evidence custodian and the secondary custodian are authorized to access this area.
All reports written by officers in which property/evidence has been collected are reviewed and approved by the
supervisor. The supervisors are responsible for ensuring the report is written and all property items are documented
correctly.
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Required inspections, audits and inventories are conducted as mandated by policy and accreditation standard. The
department contracts with an outside auditor who has accreditation experience to conduct the annual audits. Having an
external view of the function has proven to be a great asset to the department in ensuring the best practices are in place
and any deficiencies are recognized. Copies of all the inspections and audits are forwarded to the evidence custodian
for review so deficiencies can be corrected.
The department hopes to have a new facility within the next three years and will be able to house the
property/evidence items inside the police department building.
Area of Interest: Active Threats/Critical Incident Response
Summary of Review:
The Accreditation Manager arranged for an interview with Captain Robert Bagley. Captain Bagley is the agency’s
Operations Commander and oversees patrol, is the agency’s chief firearms instructor, instructs in other areas, and
serves also as the agency’s Emergency Operations Director.
Captain Bagley, along with Chief of Police Carl Schinner, are instrumental in the development of the Emergency
Operations Plan. Quarterly meetings are held by the agency, along with county, state, and federal planners to review
and assess policies, plans, and responses to critical incidents. These meetings may lead to adjustments in policies, plans,
and training when the need is identified.
The agency conducts annual tabletop and/or full-scale exercises of the Emergency Operations Plan. Due to the
agency’s proximity to Washington, D.C., the agency has conducted training exercises with county, state, military, and
the Department of Homeland Security in the past. The agency also conducts periodic in-service training with its officers
concerning critical incident response.
Captain Bagley, on behalf of the agency, also conducts active shooter training for businesses and school personnel. The
agency also utilizes social media and its website to provide information to the community on active shooter situations,
terrorism, and other critical incidents. When an incident does occur, the agency provides important information to the
community through social media, the communications center’s reverse 911, emails and texts for those who sign up for
them, and tornado sirens.
Supervisors, during a critical incident, are responsible for ensuring the scene is secured and additional resources are
sent to the scene for successful mitigation. Captain Bagley is currently working to get all supervisors trained in tactical
supervision training through a private vendor.
An incident report is completed on all critical incidents. Incidents are also documented in the Commander’s Log, which
is made available to agency personnel. Annual review of the Emergency Operations Plan is conducted, as well as twice
yearly inspections of equipment maintained by the agency for response to critical incidents. The reviews and
inspections with recommendations are sent to the Chief of Police for his review and action.
Findings:
The agency is in compliance with all standards relating to search and seizure, agency training, property and evidence,
and active threats/critical incident response. The agency has excellent systems in place that support the development of
strong policy in the areas of interest addressed during this remote assessment.
The agency has a strong, well-funded training program in place supportive of comprehensive training for its personnel
in a variety of topic areas. Policy also provides guidance in the handling and supervision of critical incidents in which
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the agency may become involved. Strong supervisory practices ensure proper handling of incidents that include search
and seizure, as well as active shooter situations.
Auditing and inspections ensure the agency is following best practices in both the property and evidence function as
well as preparation for critical incidents. Each agency member interviewed showed considerable expertise and
steadfastness in accomplishing their individual responsibilities. Each person understood the agency’s policies and
supportive processes to accomplish the high quality of work expected in their respective areas of interest. The data
collected for executive level review provides a broad analysis of factors for consideration, should there be a need to
amend policy or processes or account for agency performance.
Public Portal Summary:
The agency did not have any comments in Year 1 on the Public Comment Portal.
Statistical Data Tables:
The data tables provided by the agency are complete and consistent with the established reporting parameters.
Compliance Data Summary:
All standards identified as Not Applicable by the agency have been verified. The agency is a Tier 1 law enforcement
agency and does not have any Elected 20% standards.
Statistical data on compliance with applicable standards to ensure that the agency complies within the identified limits:
Number of Interviews Conducted: 4
Compliance Services Member(s) Name: Virgil Hubbard/Denise Mantey
Assessment Start and End Dates: September 1 – 9, 2023
Mandatory (M) Compliance: 153
Other-Than-Mandatory (O) Compliance: N/A
Standards Issues: 0
Waiver: 0
(O) Elect 20%: N/A
Not Applicable: 30
Total: 183
Percentage of applicable other-than-mandatory standards: N/A
Notes: The agency is in compliance with all applicable standards. The agency categorized 30 standards as not
applicable by function which have been verified as appropriately categorized by the web-based assessor. The agency
does not categorize any standards as Elected 20% as it is a Tier 1 law enforcement agency.
Findings
Public Portal Summary
Statistical Data Tables
Response from Agency Regarding Findings:
CEO Feedback not provided.
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Law Enforcement Accreditation
April 20, 2026
YEAR 2 REMOTE WEB-BASED ASSESSMENT
Compliance Services Member: Kevin Konrad (CSM) completed a report of findings of the Year 2 Remote Web-based
Assessment of La Plata (MD) Police Department. The review was conducted remotely and included 59 standards from
the CALEA® Standards for Law Enforcement Manual. The following standards were reviewed and the findings are
denoted:
Standards
Findings
1 Law Enforcement Role and Authority
1.2.1 Legal Authority Defined (LE1) (MMMM)
Compliance Verified
1.2.9 Unlawful or Improper Bias in Public Safety* (LE1) (MMMM)
Compliance Verified
3 Contractual Agreements for Law Enforcement Services
3.1.1 Written Agreement for Services Provided (LE1) (MMMM)
Compliance Verified
4 Use of Force
4.2.1 Reporting Uses of Force* (LE1) (MMMM)
Compliance Verified
4.2.4 Analyze Reports from Use of Force* (LE1) (MMMM)
Compliance Verified
4.3.1 Authorization: Weapons and Ammunition (LE1) (MMMM)
Compliance Verified
4.3.2 Demonstrating Proficiency with Weapons (LE1) (MMMM)
Compliance Verified
4.3.3 Annual/Biennial Proficiency Training* (LE1) (MMMM)
Compliance Verified
4.3.4 Prerequisite to Carrying Lethal/Less Lethal Weapons (LE1) (MMMM)
Compliance Verified
11 Organization and Administration
11.1.1 Description of Organization (LE1) (MMMM)
Compliance Verified
12 Direction
12.2.2 Dissemination and Storage (LE1) (MMMM)
Compliance Verified
15 Planning and Research
15.2.1 Annual Updating/Goals and Objectives* (LE1) (MMMM)
Compliance Verified
17 Fiscal Management and Agency Property
17.4.2 Cash Fund/Accounts Maintenance* (LE1) (MMMM)
Not Applicable by Function
22 Personnel Management System
22.1.8 Employee Identification (LE1) (MMMM)
Compliance Verified
22.1.9 Military Deployment and Reintegration (LE1) (MMMM)
Compliance Verified
26 Disciplinary Procedures and Internal Affairs
26.1.4 Disciplinary System (LE1) (MMMM)
Compliance Verified
26.3.3 Investigation Time Limits (LE1) (MMMM)
Compliance Verified
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Standards
Findings
31 Recruitment and Selection
31.5.1 Background Investigations (LE1) (MMMM)
Compliance Verified
33 Training and Career Development
33.4.1 Basic Law Enforcement Training Required (LE1) (MMMM)
Compliance Verified
33.4.2 Basic Law Enforcement Training Program (LE1) (MMMM)
Compliance Verified
33.5.1 Annual In-Service Training Program* (LE1) (MMMM)
Compliance Verified
33.5.3 Accreditation Process Orientation (LE1) (MMMM)
Compliance Verified
41 Patrol
41.2.2 Pursuit of Motor Vehicles* (LE1) (MMMM)
Compliance Verified
41.2.3 Roadblocks and Forcible Stopping* (LE1) (MMMM)
Compliance Verified
41.2.7 Mental Health Issues* (LE1) (MMMM)
Compliance Verified
42 Criminal Investigation
42.1.6 Exculpatory Evidence (LE1) (MMMM)
Compliance Verified
46 Critical Incidents, Special Operations, and Homeland Security
46.1.1 Planning Responsibility (LE1) (MMMM)
Compliance Verified
46.1.9 All Hazards Plan Training* (LE1) (MMMM)
Compliance Verified
46.1.10 Active Threats* (LE1) (MMMM)
Compliance Verified
46.1.13 Continuity of Operations Plan (LE1) (MMMM)
Compliance Verified
46.2.7 Special Events Plan (LE1) (MMMM)
Compliance Verified
46.3.2 Hazardous Materials Awareness Training (LE1) (MMMM)
Compliance Verified
54 Public Information
54.1.3 Media Access (LE1) (MMMM)
Compliance Verified
61 Traffic
61.1.2 Uniform Enforcement Procedures (LE1) (MMMM)
Compliance Verified
61.1.7 Stopping/Approaching (LE1) (MMMM)
Compliance Verified
61.3.3 Escorts (LE1) (MMMM)
Compliance Verified
70 Detainee Transportation
70.1.1 Pre-Transport Detainee Searches (LE1) (MMMM)
Compliance Verified
70.1.7 Procedures, Escape* (LE1) (MMMM)
Compliance Verified
70.4.2 Rear Compartment Modifications (LE1) (MMMM)
Compliance Verified
81 Communications
81.2.2 Continuous, Two-Way Capability (LE1) (MMMM)
Compliance Verified
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Standards
Findings
81.2.13 First Aid Over Phone (LE1) (MMMM)
Compliance Verified
81.3.2 Alternate Power Source* (LE1) (MMMM)
Compliance Verified
82 Central Records
82.1.1 Privacy and Security (LE1) (MMMM)
Compliance Verified
83 Collection and Preservation of Evidence
83.1.1 24-Hour Availability (LE1) (MMMM)
Compliance Verified
83.3.2 Evidence, Laboratory Submission (LE1) (MMMM)
Compliance Verified
84 Property and Evidence Control
84.1.1 Evidence/Property Control System (LE1) (MMMM)
84.1.4 Security of Controlled Substances, Weapons for Training (LE1) (MMMM)
84.1.6 Inspections and Reports* (LE1) (MMMM)
Compliance Verified
Not Applicable by Function
Compliance Verified
91 Campus Law Enforcement
91.1.1 Risk Assessment and Analysis* (LE1) (MMMM)
Not Applicable by Function
91.1.3 Campus Background Investigation (LE1) (MMMM)
Not Applicable by Function
91.1.4 Campus Security Escort Service (LE1) (MMMM)
Not Applicable by Function
91.1.5 Emergency Notification System (LE1) (MMMM)
Not Applicable by Function
91.1.6 Behavioral Threat Assessment (LE1) (MMMM)
Not Applicable by Function
91.1.7 Security Camera Responsibilities* (LE1) (MMMM)
Not Applicable by Function
91.1.8 Emergency Only Phones and Devices* (LE1) (MMMM)
Not Applicable by Function
91.1.9 Administrative Investigation Procedures (LE1) (MMMM)
Not Applicable by Function
91.2.1 Agency Role and Responsibilities (LE1) (MMMM)
Not Applicable by Function
91.3.1 Agency Role and Responsibilities* (LE1) (MMMM)
Not Applicable by Function
91.4.1 Position Responsible for Clery Act* (LE1) (MMMM)
Not Applicable by Function
Comments:
No report comments provided.
Area of Interest: Juvenile Offenders
The State of Maryland has established clear guidelines for handling juvenile cases, emphasizing the need for options
and resources. This, along with the CALEA standards related to juvenile investigations, has helped the agency develop
strong processes, procedures, and specific agency policy for interactions with juveniles. Under these policies,
conversations with juveniles who are suspects typically require the presence of an attorney, a mandate introduced by
the Juvenile Reform Act of 2022.
When juveniles are facing charges, the Criminal Investigation Division (CID) takes responsibility for their cases and
follows up with them as needed. The handling of such cases is managed by either a sergeant or a police officer first
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class (PFC). New juvenile laws and missing persons cases are significant areas of focus. Crisis Intervention Team (CIT)
training, overseen by juvenile services and the Health Department in each county, enhances officers’ skills in managing
interactions with juvenile offenders.
The agency has found the workload related to juveniles is generally heavier during the school year compared to the
summer months. Notably, the role of the School Resource Officer falls under county jurisdiction rather than this
agency’s direct responsibility. For cases involving non-violent offenses by juveniles, there is a diversion program to
teen court, where teens serve as jurors and recommend community service hours. This program, managed by the local
sheriff’s office, has shown few repeat offenders.
The agency supports community engagement with juveniles through its Cadet and Explorer programs. The Explorer
program is open to students from ninth grade and up, while the Cadet program is for individuals over 20 years old who
have aged out of the Explorer program. The Explorers are provided a hands-on introduction to the activities of a law
enforcement officer and helps with recruitment in future years. Cadets assist with non-enforcement duties such as
parking complaints, traffic direction, and minor assistance, without the authority to make arrests or carry firearms. The
agency also organizes block parties with activities for both parents and children.
The Captain of CID collects data on the weekly number of juvenile cases to analyze trends and patterns. This data
collection supports community policing efforts related to interactions with juveniles and other community contacts. It
also helps the agency identify opportunities for improvements to the agency’s policies or training related to juvenile
contacts.
Area of Interest: Traffic Operations and Enforcement
The La Plata Police Department has been engaged with CALEA for some time and tenured members observed the
current practices are notably improved over those that existed prior to being an accredited agency. The agency policies
related to traffic operations were found to be robust and well-constructed to meet community needs while following the
best practices in law enforcement and CALEA standards. One noted improvement by personnel is how bias-based
traffic stops are more effectively tracked and reported to the State of Maryland. The agency also produces related
reports to verify compliance and identify potential issues.
The Basic Law Enforcement Academy covers fundamental training for traffic direction and stops for new officers. The
agency also offers advanced training in areas such as ARIDE (Advanced Roadside Impaired Driving Enforcement),
DRE (Drug Recognition Expert), and traffic reconstruction of serious vehicle crashes. Maryland provides substantial
free training opportunities to support these areas.
The agency uses Preliminary Breath Tests (PBT) at the scene of impaired driving investigations and conduct breath
analyses with an intoximeter or blood tests when necessary. Five Drug Recognition Experts (DREs) evaluate suspected
drugged driving cases. Although drugged driving incidents have recently declined, the agency continues to conduct
dedicated DUI checkpoints. Since 2016, these checkpoints have included a special dedication to a victim who died due
to a drunk driver to bring awareness to the community about the impact impaired driving has on victims and their
families. Often as many as five different agencies participate in these checkpoints.
The agency Crash Reconstruction Team investigates traffic crashes that are severe or involve a fatality. The agency has
a goal to expand from its current three-member team to train others within the agency to expand its abilities and
coverage. La Plata Police Department also receives assistance with these investigations from the local Sheriff’s Office
and the Maryland State Police as needed.
The agency recently implemented a speed camera program for school zones. As part of this program, citations are
issued only after a sworn officer verifies the violation. Data collected from this program helps the agency allocate
resources more effectively.
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The agency also has certified officers to monitor pedestrian crosswalks and issue citations to drivers who fail to yield.
This program involves a volunteer who assists by using the crosswalk. Officers then identify and cite drivers who do
not comply with yielding regulations.
Area of Interest: Strategic Planning
CALEA helps ensure accountability for the agency by prompting regular evaluations of agency goals and objectives.
This process prevents issues from being overlooked and is an invaluable tool for risk management.
The annual review of goals and objectives is a crucial part of the La Plata Police Department’s operations, facilitated
by CALEA (Commission on Accreditation for Law Enforcement Agencies). Progress is assessed through input from
each division, which is reviewed by the command staff. These updates help shape the following year's plan and can
influence budgetary and training decisions.
The updated goals and objectives are communicated to agency personnel via email and discussed in meetings. Progress
and updates are included in the plan, which is also used to inform future planning, budget impacts, and training needs.
A copy of the plan is made available to all agency personnel. It is also provided to the mayor to aid in the town’s
budgeting process.
One of the current opportunities facing the La Plata Police Department and the Town of La Plata is the growth of the
town. The town is experiencing rapid expansion, with around 3,500 new homes being added, increasing the population
from approximately 11,000 to 20,000 citizens in the coming years. The first garden housing type development is also
being introduced to the town for the first time. As a second-ring suburb of Washington, DC, the town maintains a
favorable crime rate compared to neighboring counties. With the towns and agency’s growth, succession planning is
critical for the continued success of the police department. They are focusing on training at all levels to prepare for the
agency’s future. They are applying CALEA standards from the advanced law enforcement accreditation to enhance
their succession planning process.
Internally, the agency has several challenges that it is working to turn into strengths. These include addressing the lack
of space in the current police department station. The town has taken the first steps to address this and acquired a 22acre lot for a new police department facility. Plans include re-engaging with the architect soon, as the current building,
over 70 years old, lacks sufficient space.
Recruitment and retention remain challenging for most law enforcement agencies. Currently, the La Plata Police
Department has one officer in the basic law enforcement academy and one vacancy in the traffic division, which they
are actively working to fill.
Speeding is the primary complaint fielded by the agency and they aim to fill the traffic officer position when the agency
is fully staffed. They are also tackling increased drug problems through partnerships with the Charles County Drug
Task Force, which addresses street-level dealing of illegal drugs, and the Washington Metro HIDTA office, which
exists to address the distribution chain for drug trafficking.
Area of Interest: Mental Health Response
In Maryland, CIT (Crisis Intervention Team) training is now a requirement for all new officers attending the Basic Law
Enforcement Academy. This mandate has been in place for about two years. The training equips officers to effectively
handle mental health crises in the community and ensure dignity for those in crisis. The agency also offers peer-to-peer
support services for employees of the agency who need help.
Officers receive annual refresher training on mental health issues during in-service sessions. This training and the
overall approach are informed by data and experiences, leading to continuous improvements. For example, following a
recent quadruple homicide and suicide, La Plata Police Department increased CISM training to better prepare officers
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for such extreme events.
The agency is committed to ongoing professional development for officers who have been on the job for some time.
They offer the 40-hour CIT training to those officers and provide opportunities for advanced CISM (Critical Incident
Stress Management) training. This comprehensive approach has earned recognition from the community and other
agencies for its effectiveness.
Project Lifesaver is managed by our administrative assistants and has been active for about a year. It uses radio
transponders to track subscribers who may not be able to care for themselves if they leave home unattended. Typical
participants include people with mental development issues or those with dementia. The program currently supports
three citizens and involves partnerships with local organizations. Project Lifesaver also conducts refresher training at
public events to educate and raise awareness about the program within the community.
The agency has community partnerships to deliver services to people who are experiencing mental or physical crisis.
This includes collaboration with Mobile Intensive Health through local fire departments, which helps provide medical
diagnoses. They also work closely with hospital social workers and counselors to support individuals in mental health
crises or those who may pose a danger to themselves or others. Two officers are specifically assigned to the hospital to
assist individuals in mental health crises.
Historical data drives changes in policy and training, helping to justify budget allocations related to mental health
responses. Agency policies are developed in alignment with CALEA standards, allowing officers to make informed
decisions based on their experiences during incidents. These policies were reviewed during the assessment and were
found to be well-structured and effectively directive.
Findings
The La Plata Police Department is following all standards related to the topics covered in these area of interest
interviews. The agency rules are direct and uncomplicated in terms of agency written directives and procedures. In
addition, they review their practices in place to evaluate agency performance. This ensures employee compliance with
agency written directives and CALEA standard requirements. It is apparent that the agency takes the accreditation
process seriously and lives by the best practices in law enforcement that are the backbone of CALEA accreditation.
All staff members who were interviewed demonstrated they understand the agency’s written directives, processes, and
practices that were part of these interviews. This level of comprehension and corresponding participation allows the La
Plata Police Department to provide excellent service using the existing policies and procedures of the agency. The data
collected and analyzed for review as part of the traffic operations, strategic planning, and mental health response
provide sufficient information that addresses the effectiveness of current practices. It also supplies the agency with data
and recommendations should there be a need to improve a policy, process, or agency performance.
Public Portal Summary
There were six comments entered into the CALEA public portal for this agency as of August 25, 2024. Chief Schinner
explained that all comments receive attention and a response when information is available to contact the person who
submitted the comment. Five of the comments were in support of the agency and their efforts towards re-accreditation
through CALEA. One was an anonymous comment regarding personnel records, but it did not provide detail or a
means to follow up on the comment with its author. Maryland statutes provide clear and concise direction on the
maintenance of personnel records and the agency has demonstrated its compliance with these laws through the
assessment process.
Statistical Data Tables
The data tables provided by the agency are complete and consistent with the established reporting parameters.
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Summary:
Number of Interviews Conducted: 11
Compliance Services Member(s): Kevin Konrad (CSM)
Web-Based Assessment Start Date: 08/16/2024
Web-Based Assessment End Date: 08/24/2024
Standards Issues
0
Waiver
0
Applicable Mandatory (M)
153
Applicable Other-Than-Mandatory (O)
0
Not Applicable
31
Total:
184
Elect 20% (O)
0
Percentage of applicable other-than-mandatory standards:
%
Response from Agency Regarding Findings:
There were no standard issues in PY2. As we move to the next version of standards, LPPD will be making
modifications to written directive to ensure further compliance with law enforcements best practices. CALEA has
provided LPPD with a roadmap to succeed and has served as an excellent risk management tool.
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Law Enforcement Accreditation
April 20, 2026
YEAR 3 REMOTE WEB-BASED ASSESSMENT
Compliance Services Member: Tanya Perry (CSM) completed a report of findings of the Year 3 Remote Web-based
Assessment of La Plata (MD) Police Department. The review was conducted remotely and included 100 standards
from the CALEA® Standards for Law Enforcement Manual. The following standards were reviewed and the findings
are denoted:
Standards
Findings
1 Law Enforcement Role and Authority
1.2.4 Search and Seizure (LE1) (MMMM)
Compliance Verified
1.2.5 Arrest with/without Warrant (LE1) (MMMM)
Compliance Verified
1.2.9 Unlawful or Improper Bias in Public Safety* (LE1) (MMMM)
Compliance Verified
1.2.10 Duty to Intervene (LE1) (MMMM)
Compliance Verified
4 Use of Force
4.2.1 Reporting Uses of Force* (LE1) (MMMM)
Compliance Verified
4.2.4 Analyze Reports from Use of Force* (LE1) (MMMM)
Compliance Verified
4.3.3 Annual/Biennial Proficiency Training* (LE1) (MMMM)
Compliance Verified
12 Direction
12.1.1 CEO Authority and Responsibility (LE1) (MMMM)
Compliance Verified
12.1.2 Command Protocol (LE1) (MMMM)
Compliance Verified
15 Planning and Research
15.2.1 Annual Updating/Goals and Objectives* (LE1) (MMMM)
Compliance Verified
17 Fiscal Management and Agency Property
17.4.2 Cash Fund/Accounts Maintenance* (LE1) (MMMM)
Not Applicable by Function
21 Classification and Delineation of Duties and Responsibilities
21.2.2 Job Description Maintenance and Availability* (LE1) (MMMM)
Compliance Verified
22 Personnel Management System
22.1.3 Benefits Program (LE1) (MMMM)
Compliance Verified
22.1.5 Employment Related Injury or Death (LE1) (MMMM)
Compliance Verified
22.2.2 General Health and Physical Fitness (LE1) (MMMM)
Compliance Verified
22.4.1 Grievance Procedures (LE1) (MMMM)
Compliance Verified
26 Disciplinary Procedures and Internal Affairs
26.1.3 Harassment (LE1) (MMMM)
Compliance Verified
26.2.1 Complaint Investigation (LE1) (MMMM)
Compliance Verified
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Standards
Findings
26.3.5 Notification of Allegations and Rights (LE1) (MMMM)
Compliance Verified
31 Recruitment and Selection
31.2.1 Recruitment Plan (LE1) (MMMM)
Compliance Verified
31.4.1 Selection Process Described (LE1) (MMMM)
Compliance Verified
31.4.7 Selection Criteria (LE1) (MMMM)
Compliance Verified
31.5.1 Background Investigations (LE1) (MMMM)
Compliance Verified
31.5.7 Emotional Stability/Psychological Fitness Examinations (LE1) (MMMM)
Compliance Verified
33 Training and Career Development
33.1.6 Employee Training Record Maintenance (LE1) (MMMM)
33.4.4 Limited Function Alternate Training Requirements (LE1) (MMMM)
33.5.1 Annual In-Service Training Program* (LE1) (MMMM)
33.6.2 Tactical Team Training Program (LE1) (MMMM)
Compliance Verified
Not Applicable by Function
Compliance Verified
Not Applicable by Function
34 Promotion
34.1.1 Agency Role, Authority and Responsibility (LE1) (MMMM)
Compliance Verified
35 Performance Evaluation
35.1.9 Personnel Early Intervention System* (LE1) (MMMM)
Compliance Verified
40 Crime Analysis and Intelligence
40.2.3 Criminal Intelligence Procedures* (LE1) (MMMM)
Compliance Verified
41 Patrol
41.1.5 Police Service Canines (LE1) (MMMM)
Not Applicable by Function
41.2.2 Pursuit of Motor Vehicles* (LE1) (MMMM)
Compliance Verified
41.2.3 Roadblocks and Forcible Stopping* (LE1) (MMMM)
Compliance Verified
41.2.4 Notification Procedures (LE1) (MMMM)
Compliance Verified
41.2.7 Mental Health Issues* (LE1) (MMMM)
Compliance Verified
41.2.8 Administration of Pharmaceuticals (LE1) (MMMM)
Compliance Verified
41.3.6 Protective Vests/Pre-Planned, High Risk Situations (LE1) (MMMM)
Compliance Verified
41.3.8 In-Car and/or Body-Worn Audio/Video (LE1) (MMMM)
Compliance Verified
42 Criminal Investigation
42.2.1 Preliminary Investigations Steps (LE1) (MMMM)
Compliance Verified
42.2.8 Interview Rooms (LE1) (MMMM)
Compliance Verified
43 Vice, Drugs, and Organized Crime
43.1.1 Complaint Management (LE1) (MMMM)
Compliance Verified
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Standards
Findings
44 Juvenile Operations
44.2.1 Handling Offenders (LE1) (MMMM)
Compliance Verified
44.2.3 Custodial Interrogation and Non-Custodial Interviews (LE1) (MMMM)
Compliance Verified
45 Crime Prevention and Community Involvement
45.2.3 Accreditation Public Comment (LE1) (MMMM)
Compliance Verified
46 Critical Incidents, Special Operations, and Homeland Security
46.1.1 Planning Responsibility (LE1) (MMMM)
Compliance Verified
46.1.2 All Hazard Plan (LE1) (MMMM)
Compliance Verified
46.1.3 Command Function* (LE1) (MMMM)
Compliance Verified
46.1.4 Operations Function (LE1) (MMMM)
Compliance Verified
46.1.5 Planning Function (LE1) (MMMM)
Compliance Verified
46.1.6 Logistics Function (LE1) (MMMM)
Compliance Verified
46.1.7 Finance/Administration Function (LE1) (MMMM)
Compliance Verified
46.1.9 All Hazards Plan Training* (LE1) (MMMM)
Compliance Verified
46.1.10 Active Threats* (LE1) (MMMM)
Compliance Verified
61 Traffic
61.1.4 Informing The Violator (LE1) (MMMM)
Compliance Verified
61.1.5 Uniform Enforcement Policies (LE1) (MMMM)
Compliance Verified
61.4.1 Motorist Assistance (LE1) (MMMM)
Compliance Verified
61.4.3 Towing (LE1) (MMMM)
Compliance Verified
70 Detainee Transportation
70.1.2 Searching Transport Vehicles (LE1) (MMMM)
Compliance Verified
70.1.6 Procedures, Transport Destination (LE1) (MMMM)
Compliance Verified
70.1.8 Notify Court of Security Risk (LE1) (MMMM)
Not Applicable by Function
70.2.1 Detainee Restraint Methods (LE1) (MMMM)
Compliance Verified
71 Processing and Temporary Detention
71.1.1 Role and Authority (LE1) (MMMM)
Not Applicable by Function
71.1.2 Safety and Security (LE1) (MMMM)
Not Applicable by Function
71.2.1 Training* (LE1) (MMMM)
Not Applicable by Function
71.3.2 Procedures (LE1) (MMMM)
Not Applicable by Function
71.4.1 Physical Conditions (LE1) (MMMM)
Not Applicable by Function
71.4.2 Fire Prevention/Suppression (LE1) (MMMM)
Not Applicable by Function
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Standards
Findings
71.4.3 Inspections* (LE1) (MMMM)
Not Applicable by Function
72 Holding Facility
72.1.1 Training User Personnel* (LE1) (MMMM)
Not Applicable by Function
72.4.1 Securing Weapons (LE1) (MMMM)
Not Applicable by Function
72.5.3 Sight and Sound Separation (LE1) (MMMM)
Not Applicable by Function
73 Court Security
73.1.1 Role, Authority, Policies* (LE1) (MMMM)
Not Applicable by Function
73.3.1 Weapon Lockboxes (LE1) (MMMM)
Not Applicable by Function
73.4.2 External Communications (LE1) (MMMM)
Not Applicable by Function
73.5.12 Securing Weapons (LE1) (MMMM)
Not Applicable by Function
73.5.18 Designated Control Point (LE1) (MMMM)
Not Applicable by Function
74 Legal Process
74.1.1 Information, Recording (LE1) (MMMM)
Compliance Verified
81 Communications
81.2.1 24 Hour, Toll-Free Service (LE1) (MMMM)
Compliance Verified
81.2.5 Access to Resources (LE1) (MMMM)
Compliance Verified
81.3.1 Communications Center Security (LE1) (MMMM)
Compliance Verified
81.3.2 Alternate Power Source* (LE1) (MMMM)
Compliance Verified
82 Central Records
82.2.2 Reporting Requirements (LE1) (MMMM)
Compliance Verified
82.3.4 Traffic Citation Maintenance (LE1) (MMMM)
Compliance Verified
83 Collection and Preservation of Evidence
83.2.1 Guidelines and Procedures (LE1) (MMMM)
Compliance Verified
83.2.4 Equipment and Supplies (LE1) (MMMM)
Compliance Verified
84 Property and Evidence Control
84.1.4 Security of Controlled Substances, Weapons for Training (LE1) (MMMM)
Not Applicable by Function
84.1.5 Records, Status of Property (LE1) (MMMM)
Compliance Verified
84.1.6 Inspections and Reports* (LE1) (MMMM)
Compliance Verified
91 Campus Law Enforcement
91.1.1 Risk Assessment and Analysis* (LE1) (MMMM)
Not Applicable by Function
91.1.3 Campus Background Investigation (LE1) (MMMM)
Not Applicable by Function
91.1.4 Campus Security Escort Service (LE1) (MMMM)
Not Applicable by Function
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Standards
Findings
91.1.5 Emergency Notification System (LE1) (MMMM)
Not Applicable by Function
91.1.6 Behavioral Threat Assessment (LE1) (MMMM)
Not Applicable by Function
91.1.7 Security Camera Responsibilities* (LE1) (MMMM)
Not Applicable by Function
91.1.8 Emergency Only Phones and Devices* (LE1) (MMMM)
Not Applicable by Function
91.1.9 Administrative Investigation Procedures (LE1) (MMMM)
Not Applicable by Function
91.2.1 Agency Role and Responsibilities (LE1) (MMMM)
Not Applicable by Function
91.3.1 Agency Role and Responsibilities* (LE1) (MMMM)
Not Applicable by Function
91.4.1 Position Responsible for Clery Act* (LE1) (MMMM)
Not Applicable by Function
Comments:
No report comments provided.
Area of Interest: Recruitment and Selection
As part of the review process, standards in Chapter 31 (Recruitment and Selection) were selected, and an interview
was conducted with the Detective Sergeant, who is the supervisor in charge of recruitment and hiring. The agency’s
policies and procedures are structured in a manner that provides clear guidance related to the performance and
management of the agency’s recruitment and selection operations.
Members of the recruitment team have had formalized training and have attended related seminars. These team
members have brought the information back to the agency and provided on-the-job training for agency members who
will be attending events for recruitment purposes. Online training is also provided periodically to personnel
participating in recruiting. The Town Human Resources Division provides all members with equal employment
opportunity (EEO) training before the start of any recruitment or selection activities. Additional training in background
investigations is also provided for all personnel who are tasked with conducting background investigations for an
applicant.
The agency has developed a Recruitment Plan with stated objectives for meeting the agency's hiring goals.
Additionally, informational recruiting brochures have been designed, as well as a postcard with a printed QR code on
the back that allows applicants to access the application site. These brochures and postcards are distributed to all
personnel to use in their recruiting efforts while out in the community and are displayed at local churches and
community business locations. Recruitment team members attend job fairs and community events throughout the year.
Recruitment also takes place through word of mouth from current employees during daily interactions with the public.
The agency also takes advantage of social media to advertise open positions. The La Plata Human Resources Division
also posts open positions on the official website, job boards, and employment websites. Currently, the agency does not
have an incentive program in place, but they are exploring options of sign-on bonuses to continue attracting quality
candidates.
The hiring process begins with the completion of an in-house application. Once an application is submitted, a recruiter
will reach out to the applicant and explain the testing requirements for the written test and the physical agility test,
along with providing information on available testing dates.
When an applicant feels like they are ready to complete the testing process, they will contact the agency to be
scheduled. Upon successful completion of both testing elements, the candidate is required to complete a prebackground interview that also includes collecting information about how they found out about the position. The
candidate is then provided with a background information packet and a polygraph packet they are required to
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complete. Once these packets are completed and returned, the agency begins conducting a background investigation
which may take two to three months to complete.
While the background investigation is being completed, the applicant will be scheduled for a series of examinations that
must be successfully completed in order to move on to the next step. The first step is a scheduled polygraph
examination. The next step is a psychological exam, followed by a physical examination that includes a stress test along
with vision and hearing exams.
The next step in the process is a panel interview. The interview panel is made up of one person from the Human
Resources Division, a member of the command staff, a patrol Sergeant (if available), along with one or two members
from the community or the business association.
Once all steps have been completed successfully, the candidate is hired. If there are no open positions, applicants are
placed on a waiting list in order of their assigned scores, with preference given to experienced police officers or those
applicants who are eligible to attend an abbreviated academy. At the time of the interview, all positions were filled and
there are currently three applicants on the waiting list. When a position becomes available, an applicant will be chosen
from this list. If they have remained on the list for one year or longer, the existing background investigation will be
reviewed and updated, along with any collection of any new information and information that has changed since the
initial completion of the background investigations. All agency civilian positions are handled through the Town Human
Resources Division.
For the purposes of recruitment and selection, members of the recruitment team report to the Detective Sergeant for
recruitment activities. The Detective Sergeant has the main responsibility for recruitment and selection activities and
reports to the Special Operations Commander.
The agency tracks the cycle of each application from the time they are received. Each completed step and the activity
date is maintained in a spreadsheet to allow for review of the process at any given time. All initial background reports
are also maintained. When attending job fairs, the agency maintains a sign-in sheet to track those who complete an
application. The sign in sheet contains the applicant’s name, e-mail address, and general information. This data is used
to determine which events garnered the most activity and to determine which events the agency will attend in the
future. Additionally, an after-action report is completed after each event the agency attends that is reviewed during
recruitment team meetings to determine what the team can improve upon.
Area of Interest: Employee Wellness
As part of the review process, the appropriate standards in Chapter 22 (Personnel Management System) and Standard
35.1.9 (Personnel Early Warning System) were selected, and an interview was conducted with the Captain currently
assigned as the acting agency CEO. The agency policies and procedures are structured in a manner that provides clear
guidance related to the performance and management of the agency’s employee wellness programs.
All agency members are provided with in-service training each year that includes a physical fitness component. This
training consists of a shuttle run, body drag, stair climbing, and crossing a fence. This training also meets the state
requirement for a physical assessment each year. The agency has also provided basic training on the Employee
Assistance Program (EAP), provided by the town, that includes information about the program and how to use the
program. The acting agency CEO has completed training through the Cooper Institute to act as an instructor and
evaluator for nutrition, physical fitness, and mental wellness. He also provides on-the-job training for any personnel
who may be available to assist with the oversight or instruction of the physical training sessions.
Over the last several years, the state has mandated specific requirements for annual physical training, as well as
biennial mental wellness assessments. For the mental wellness assessment, the agency has a contract with a local
licensed professional. Previously, the agency CEO could mandate a wellness assessment based on need, but with the
new law, it is mandatory. Initially, a lot of the officers looked at mental health and assessment as a weakness, but the
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officers have a better understanding of the need for this review and are appreciating the requirement for assessments.
The assessment meetings with professionals seem to be well-received, resulting in developing better relationships with
providers, with officers feeling it is good to open up and have someone to talk to who is not considered to be within the
inner circle of the agency or a member of the agency’s command staff. The relationships that are being developed also
assist when a debrief for a serious incident is necessary, as well as when the early intervention program identifies an
employee who may need additional assistance. The agency’s employee intervention program helps the agency identify
patterns or notice negative behaviors and provide assistance to employees when concerns are first brought forward.
The town Employee Assistance Program (EAP) may not be used very often, but it is promoted and available to
employees to also provide additional voluntary assistance. The agency recently had an officer utilize EAP up to the
maximum number of sessions provided free of charge. After an employee reaches a cap through this complementary
program, health insurance will cover additional visits, with a co-pay required for each visit. The agency also has a
Chaplain who is available to provide peer support to agency members. The agency works with faith-based
organizations in the service area to provide assistance and services as needed. These organizations also assist the
agencies with Faith and Blue events, as well as the awards ceremony.
The town council is very pro-law enforcement and understand the importance of wellness for all employees. The
agency has been working on trying to implement additional programs to assist with the mental health of all employees,
these programs will need funding and approval. These programs include providing a physical fitness incentive, an
agency gym or workout area, and an allowance to work out for a designated time frame while on duty, but remain
available for calls. As the town realizes that mentally and physically fit officers make better officers, they are working
on a wellness program with four local gyms to develop a membership partnership with a discounted fee that the
employee will be reimbursed for as long as monthly attendance requirements are met.
Supervision for employee wellness programs typically follows the standard chain of command. Due to the sensitive
nature of some of the programs, employees are allowed to utilize the EAP program without consulting a supervisor. The
lead instructor or the assisting instructor serves as the supervisor during physical training sessions. The agency Chaplain
reports to the Special Operations Commander and can also report directly to the agency CEO.
Currently, the agency is not collecting specific data on the wellness programs available. The agency is tracking training
completed and certifications achieved related to wellness.
Area of Interest: All Hazards
As part of the review process, standards in Chapter 46 (Critical Incidents, Special Operations and Homeland Security)
were selected, and an interview was conducted with the Operations Commander, who is also the town Emergency
Coordinator and the Commander of the Special Response Team. The agency’s policies and procedures are structured in
a manner that provides clear guidance related to the performance and management of the agency’s All Hazards
operations.
All sworn personnel are required to complete several basic Federal Emergency Management Agency (FEMA) Incident
Command System online courses. They also complete training on crowd control during the academy. The agency
provides in-service training on various topics from the Emergency Operations Plan annually and participates in countywide tabletop exercises. The agency has participated in drills for active threat events and tabletop exercises with the
local Army Training Center. Agency personnel are enrolled in monthly online training and are assigned incident
command training and hazard training through the program. Each year, the agency hosts a tabletop exercise, and as
staffing allows, additional agency personnel are invited to participate.
Command staff members are required to complete advanced in-person FEMA Incident Command System courses. The
agency is currently working on getting all command staff members through this advanced training. The acting agency
CEO is responsible for planning agency responses to critical incidents. He has received training through formal
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education in Homeland Security and Emergency Preparedness, as well as state-level courses on the county's All
Hazards plans and operations, and the National Tactical Officers Association (NTOA) Command School on public
disorder.
The agency is located in the county seat, and as such, it participates in many events. The agency is currently using the
Incident Command System for all pre-planned events. By doing this, it provides officers with additional opportunities to
know what to expect and how to act in the event of a critical incident. The acting agency CEO is responsible for all
pre-planning, road closures, and security for events. Once a plan has been put in place, a pre-meeting is held where
assignments are reviewed, and the plans are discussed with assigned personnel. When events have concluded, a debrief
session is held in order to develop an after-action report for the event.
The agency has created a Continuity of Operations Plan and an Emergency Operations Plan to provide guidance to
personnel during critical incidents. The agency also has a room on-site that can be utilized as an Emergency Operations
Center when needed, as well as access to the County Emergency Operations Center room approximately two minutes
away.
For day-to-day operations, officers have a defined chain of command for supervision. However, personnel assigned to
work planned events typically report directly to the assigned commander on duty, who is in charge of the event or is
identified as the incident commander. During critical incidents, officers will be responsible for reporting to the
designated Incident Commander.
The agency continuously completes after-action reports for all critical incidents and pre-planned events. The acting
agency CEO uses these reports to research past activities, look at threats, and current events to use for preplanning and
preparation for future events.
Area of Interest: In-Car/Body Worn Cameras
As part of the review process, the appropriate standards in Chapter 41 (Patrol – Section 3 Equipment) were selected,
and an interview was conducted with the Captain currently assigned as the acting agency CEO. The agency’s policies
and procedures are structured to provide clear guidance on the performance and management of the agency’s in-car
and body worn camera operations. During this review, the agency was in standard manual version 6.20, which does not
include the newest standard related to recording equipment. However, the agency’s current policy addresses many of
the bullets in the new standard. The agency is required to show full compliance with this new standard by November
2025 when it upgrades its standards manual.
All new employees receive a four-hour block of initial training on the agency’s recording systems. This training
provides an overview of the policy, camera system hardware, and requirements for recording enforcement,
investigative actions, and evidentiary items. It also covers how to classify or categorize recordings, who can view the
information, and who can add notes to the audit trails. Every two years, a refresher course is provided to reinforce
proper classification of recordings and adding report numbers for usability. Supervisory training is also conducted,
addressing supervisory roles in policy compliance, required reviews, and documenting notes and audit trails within the
system.
The agency is equipped with in-car and body worn recording devices. Some systems in newer cars automatically
activate all linked devices once emergency lights are engaged. Reviews have shown strong compliance with personnel
manually activating devices as required by policy. Officers may mute audio when necessary, but are only permitted to
deactivate recordings at the completion of a call or once a detainee has been transported and released to jail personnel.
Recordings are used for both criminal cases and administrative purposes. Administrative uses include complaint
investigations, where footage provides an accurate account of events, as well as for training, primarily to demonstrate
favorable actions and best practices. Officers are notified if their recordings will be used for training. All officers must
test equipment at the beginning of each shift and notify supervisors of issues. Recordings are now stored in the cloud,
though hard copy recordings are retained with case files as needed. Retention follows state minimum requirements.
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Officers may only review their own recordings unless supervisor approval is granted for work-related purposes.
Officers report questions or concerns about agency-issued recording devices to their direct supervisor. For additional
assistance, they may consult the designated program coordinator. Supervisors are responsible for ensuring compliance
with policy, approving access to recordings, and supporting operational integrity.
The agency conducts an annual audit of compliance with the in-car and body worn camera policy. Additionally,
reviews of recordings are conducted, and results are compiled into reports containing observations on officer
performance and recommendations for training topics.
Findings
This review looked closely at each area of interest to determine the value for the agency of the activities examined.
This review determined the LaPlata Police Department’s administrative processes in the areas of interest demonstrated
that the agency developed policies and procedures that address and complement the standards specific to those areas
and are following all related standards.
The agency’s directives on Recruitment and Selection include the Recruitment Plan to assist in filling all positions and
creating a waiting list for applicants, along with providing information on the agency for applicants through printed
materials and the use of social media, and community involvement. The agency complies with state requirements for
employee wellness and is proposing new plans to advance its efforts to assist employees. The agency directive on All
Hazards planning includes guidance on operations for critical incidents as well as pre-planned events. The agency also
takes advantage of using the Incident Command System (ICS) for pre-planned events to provide a better understanding
of the system for all personnel. The agency directive on recording systems provides officers with specific directions on
when to activate recordings and procedures for categorizing recordings to establish necessary retention periods.
It was determined that the agency meets CALEA standards for training in all areas of interest that were reviewed. It
was also determined that the agency provides good oversight and supervision in the areas of interest to ensure
employee accountability, while at the same time looking for ways to improve operations. Data collected for all areas of
interest provided the foundation to review operations and determine any additional needs.
All agency members interviewed during the Year 3 annual review demonstrated considerable knowledge of their
individual responsibilities, as well as understanding of the agency’s policies and procedures required to produce high
quality work relating to each of the areas of interest. The agency CEO is supportive of the CALEA Accreditation
program and has the best interest in taking steps necessary to ensure personnel under his command are equipped with
the tools and information necessary to protect the agency's service area.
Public Portal Summary
The agency received no correspondence through the CALEA Public Portal System for this annual review period.
Statistical Data Tables
The data tables provided by the agency are complete and consistent with the established reporting parameters. The
reporting period for the data contained in the CIMRS charts is Calendar Year 2024.
Summary:
Number of Interviews Conducted: 4
Compliance Services Member(s): Tanya Perry (CSM)
Web-Based Assessment Start Date: 07/25/2025
Web-Based Assessment End Date: 08/02/2025
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Standards Issues
0
Waiver
0
Applicable Mandatory (M)
152
Applicable Other-Than-Mandatory (O)
0
Not Applicable
32
Total:
184
Elect 20% (O)
0
Percentage of applicable other-than-mandatory standards:
%
Response from Agency Regarding Findings:
CEO Feedback not provided.
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Law Enforcement Accreditation
April 20, 2026
YEAR 4 REMOTE WEB-BASED ASSESSMENT
Compliance Services Member: Christopher Smith (CSM) completed a report of findings of the Year 4 Remote Webbased Assessment of La Plata (MD) Police Department. The review was conducted remotely and included 57 standards
from the CALEA® Standards for Law Enforcement Manual. The following standards were reviewed and the findings
are denoted:
Standards
Findings
1 Law Enforcement Role and Authority
1.2.3 Compliance with Constitutional Requirements (LE1) (MMMM)
Compliance Verified
1.2.8 Strip/Body Cavity Search (LE1) (MMMM)
Compliance Verified
1.2.9 Unlawful or Improper Bias in Public Safety* (LE1) (MMMM)
Compliance Verified
4 Use of Force
4.1.1 Use of Reasonable Force (LE1) (MMMM)
Compliance Verified
4.1.2 Use of Deadly Force (LE1) (MMMM)
Compliance Verified
4.1.4 Use of Authorized Less Lethal Weapons (LE1) (MMMM)
Compliance Verified
4.1.5 Rendering Medical Aid Following Police Actions (LE1) (MMMM)
Compliance Verified
4.1.6 Vascular Neck Restrictions (LE1) (MMMM)
Not Applicable by Function
4.1.7 Choke Holds (LE1) (MMMM)
Compliance Verified
4.2.1 Reporting Uses of Force* (LE1) (MMMM)
Compliance Verified
4.2.4 Analyze Reports from Use of Force* (LE1) (MMMM)
Compliance Verified
4.3.1 Authorization: Weapons and Ammunition (LE1) (MMMM)
Compliance Verified
4.3.2 Demonstrating Proficiency with Weapons (LE1) (MMMM)
Compliance Verified
4.3.3 Annual/Biennial Proficiency Training* (LE1) (MMMM)
Compliance Verified
4.3.4 Prerequisite to Carrying Lethal/Less Lethal Weapons (LE1) (MMMM)
Compliance Verified
11 Organization and Administration
11.1.1 Description of Organization (LE1) (MMMM)
Compliance Verified
11.3.1 Responsibility/Authority (LE1) (MMMM)
Compliance Verified
11.6.1 Specialized Criminal Enforcement Units (LE1) (MMMM)
Not Applicable by Function
11.6.2 Specialized Criminal Enforcement Unit, Review* (LE1) (MMMM)
Not Applicable by Function
12 Direction
12.2.1 The Written Directive System (LE1) (MMMM)
Compliance Verified
15 Planning and Research
15.2.1 Annual Updating/Goals and Objectives* (LE1) (MMMM)
Compliance Verified
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Standards
Findings
22 Personnel Management System
22.2.5 Extra-Duty Employment (LE1) (MMMM)
Compliance Verified
26 Disciplinary Procedures and Internal Affairs
26.1.1 Code of Conduct (LE1) (MMMM)
Compliance Verified
26.1.3 Harassment (LE1) (MMMM)
Compliance Verified
26.1.7 Dismissal Procedures (LE1) (MMMM)
Not Applicable by Function
26.2.1 Complaint Investigation (LE1) (MMMM)
Compliance Verified
26.2.2 Records, Maintenance and Security (LE1) (MMMM)
Compliance Verified
33 Training and Career Development
33.1.5 Remedial Training (LE1) (MMMM)
Compliance Verified
33.4.3 Field Training Program* (LE1) (MMMM)
Compliance Verified
33.5.1 Annual In-Service Training Program* (LE1) (MMMM)
Compliance Verified
35 Performance Evaluation
35.1.9 Personnel Early Intervention System* (LE1) (MMMM)
Compliance Verified
41 Patrol
41.2.1 Responding Procedures (LE1) (MMMM)
Compliance Verified
41.2.2 Pursuit of Motor Vehicles* (LE1) (MMMM)
Compliance Verified
41.2.3 Roadblocks and Forcible Stopping* (LE1) (MMMM)
Compliance Verified
41.2.5 Missing Persons (LE1) (MMMM)
Compliance Verified
41.2.6 Missing Children (LE1) (MMMM)
Compliance Verified
41.3.2 Equipment Specification/Replenishment (LE1) (MMMM)
Compliance Verified
41.3.10 In-Car and/or Body-Worn Audio/Video Review* (LE1) (MMMM)
Compliance Verified
42 Criminal Investigation
42.1.3 Case File Management (LE1) (MMMM)
Compliance Verified
42.2.6 Informants (LE1) (MMMM)
Compliance Verified
43 Vice, Drugs, and Organized Crime
43.1.5 Covert Operations (LE1) (MMMM)
Compliance Verified
44 Juvenile Operations
44.2.1 Handling Offenders (LE1) (MMMM)
Compliance Verified
44.2.2 Procedures for Custody (LE1) (MMMM)
Compliance Verified
61 Traffic
61.1.10 DUI Procedures (LE1) (MMMM)
Compliance Verified
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Standards
Findings
61.3.2 Direction/Control Procedures (LE1) (MMMM)
Compliance Verified
71 Processing and Temporary Detention
71.2.2 Procedures (LE1) (MMMM)
Not Applicable by Function
71.3.1 Training* (LE1) (MMMM)
Not Applicable by Function
81 Communications
81.2.3 Recording Information (LE1) (MMMM)
Compliance Verified
81.2.4 Radio Communications Procedures (LE1) (MMMM)
Compliance Verified
81.2.6 Calls for Service Information Victim/Witness Calls (LE1) (MMMM)
Compliance Verified
81.2.7 Recording and Playback (LE1) (MMMM)
Compliance Verified
81.3.2 Alternate Power Source* (LE1) (MMMM)
Compliance Verified
82 Central Records
82.1.2 Juvenile Records (LE1) (MMMM)
Compliance Verified
82.1.6 Computer File Backup and Storage* (LE1) (MMMM)
Compliance Verified
82.2.1 Field Reporting System (LE1) (MMMM)
Compliance Verified
83 Collection and Preservation of Evidence
83.2.6 Report Preparation (LE1) (MMMM)
Compliance Verified
84 Property and Evidence Control
84.1.6 Inspections and Reports* (LE1) (MMMM)
Compliance Verified
Comments:
No report comments provided.
Findings
N/A, Year 4
Public Portal Summary
The La Plata, Maryland Police Department received one correspondence for this annual review. The individual was
concerned about the United States Immigration and Customs Enforcement agents' presence in the community and
about separating families. The agency is aware of portal comments and addresses the comments if possible.
Statistical Data Tables
The data tables provided by the agency are complete and consistent with the established reporting parameters.
Summary:
Number of Interviews Conducted: 0
Compliance Services Member(s): Christopher Smith (CSM)
Web-Based Assessment Start Date: 02/06/2026
Web-Based Assessment End Date: 02/14/2026
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Standards Issues
4
Waiver
0
Applicable Mandatory (M)
153
Applicable Other-Than-Mandatory (O)
0
Not Applicable
32
Total:
185
Elect 20% (O)
0
Percentage of applicable other-than-mandatory standards:
%
Response from Agency Regarding Findings:
CEO Feedback not provided.
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Law Enforcement Accreditation
April 20, 2026
SITE-BASED ASSESSMENT
3/25/2026
Observable Standards Review
During the site-based assessment, Law Enforcement Tier 1 observable standards associated with Chapter 41 – Patrol,
Chapter 70 – Detainee Transportation, Chapter 81 – Communications, and Chapter 84 – Property and Evidence
Control were observed. All observable standards were confirmed as properly meeting, and sometimes exceeding the
standards of the Commission. The Town of La Plata (MD) Police Department has a signed self-renewing Memorandum
of Understanding/Mutual Aid Agreement with Charles County (MD) Sheriff's Office - Communications Center for 911
services and dispatch.
Observable standards for Chapter 72 – Holding Facility, and Chapter 73 Court Security were Not Applicable (N/A) by
Function.
Summary of Agency Adjustments to Standards Issues
There were no standard issues requested to be reviewed by the Assessment Services Manager.
There were also no standard issues found during the site-based assessment.
Summary Public Access Portal
The La Plata (MD) Police Department utilizes the CALEA Public Access Portal to receive feedback from the
community. A link to this site was posted to the Town of La Plata's web page and the agency's web page and promoted
via agency social media. During the site-based assessment period there were no public comments to review.
Area of Interest: Collection and Processing of Evidence
During the site-based assessment, the Lieutenant of Administration Division, Detective/Patrolman First Class of Special
Operations Division – Property and Evidence Custodian, Patrolman First Class and Crime Scene Processor of Patrol
Division, detailed the strategies of the agency in support of the Collection and Processing of Evidence. The La Plata
(MD) Police Department (LPPD) maintains specialized patrol officers as crime scene processors specifically trained,
specially equipped, and dedicated to the responsibility of crime scene processing.
The La Plata (MD) Police Department’s evidence collection policies, procedures, training, and practices are robust and
well-defined. Written policies clearly outline responsibilities, submission protocols, and chain-of-custody requirements,
and these directives are reinforced through regular training and supervision. Each staff member understands their duties
related to evidence collection, which promotes consistent, reliable performance and helps ensure that investigative and
prosecutorial needs are met.
Officers receive comprehensive training in locating, collecting, preserving, packaging, and submission of evidence and
are responsible for crime scene processing of minor crimes including latent prints and photography. Training
emphasizes scene safety, contamination prevention, proper use of personal protective equipment, documentation of
scene conditions, and the importance of maintaining an unbroken chain of custody. Officers assigned to crime scene
processing as an ancillary duty receive specialized training in crime scene investigation through a qualified police
certification organization.
The La Plata (MD) Police Department (LPPD) has the primary responsibility for all requests for police services,
enforcement of traffic laws, investigation of all traffic accident investigations, and criminal investigations within the
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incorporated Town of La Plata except for major Part I Crimes. The Town of La Plata and the LPPD maintain a signed
self-renewing Memorandum of Agreement (MOU) / Mutual Aid Agreement (MAA) with the Charles County Sheriff’s
Office (CCSO) that includes the CCSO investigating major Part I crimes in the incorporated Town of La Plata. The
MOU specifically outlines the major crimes that the CCSO has the primary responsibility of investigating. The
MOU/MAA also outlines the responsibilities of the CCSO for the investigation of major Part I Crimes including crime
scene processing and collection of evidence.
LPPD patrol shifts typically have an officer assigned as a specialized crime scene processor. Off-duty crime scene
processors are available twenty-four hours a day. Also, the Charles County Sheriff’s Office (CCSO) has a twenty-fourhour on-call schedule for their crime scene technicians that are available to assist the LPPD through the MOU/MAA.
The LPPD also has certified accident reconstructionist to investigate major traffic collisions that are available twentyfour hours a day.
LPPD crime scene processors have state-of-the-art equipment to assist with collection and processing evidence. All
officers are assigned basic crime scene processing equipment for proper collection and preservation of physical
evidence. The crime scene processors have specialized equipment for photography, digital video, scene imaging, and
video analysis. The agency recently acquired a high-precision 3D laser scanning device to capture a digital
reproduction of a crime scene or assist accident re-constructionists with documenting a collision with major serious
injury or fatality. Traffic re-constructionists and crime scene processors receive training on the laser scanning device.
The agency has a separate workspace for officers to complete evidence tagging and can submit evidence 24 hours a
day with established intake procedures and a secure temporary locker system. Once evidence is submitted to the
property and evidence unit, access is restricted to authorized property and evidence staff to prevent unauthorized
handling. If an officer identifies an error or needs to re-examine an item, they must request access through property and
evidence personnel; such requests are logged and tracked. This process ensures the chain of custody for each piece of
evidence is documented and retained for court proceedings and evidentiary integrity. The evidence custodian regularly
checks for new evidence submissions and processes submitted evidence promptly.
On-scene supervisors actively manage incidents and when the scene is rendered safe provide direction for scene
security. Supervisors assign personnel to control access properly containing, preserving, and securing the crime scene
including processing the scene. LPPD supervisors are also responsible for reviewing and approval of submitted written
reports.
LPPD supervisors determine when CCSO crime scene technicians and/or detectives are needed to process and
investigate a crime based on need for resources, multiple reported crimes or the type of reported crime. When the
CCSO handles the investigation then all reporting and evidence are collected by the CCSO crime scene unit for proper
evidence handling and chain of custody. When LPPD officers have collected evidence prior to CCSO crime scene unit
staff arrival, supervisors ensure the evidence and written reports are transferred appropriately to the CCSO with proper
documentation and chain of custody.
Information and investigations are documented in the agency’s records management system (RMS) in a written report.
Physical evidence is collected and packaged according to Maryland State Police Forensic Sciences Division (MSPFSD)
standards and submitted and transferred to the MSPFSD for processing and analysis. Follow-up investigations and
information collected from forensic analysis are also documented in RMS in a supplemental report. Chain of custody
from MSPFSD is logged and tracked with a submittal and return receipt and added to the case file as an attachment.
The agency had numerous success stories of how the agency successfully utilized crime scene processing in the
collection and processing of evidence including the MOU/MAA agreement. One example of collection and processing
of evidence was a major shooting that occurred during March 2026. LPPD officers responded to the major shooting
call and probable death investigation. Upon arrival, LPPD officers located two bloody witnesses/victims’ roadside with
no crime scene. The area where the two witnesses/victims were located was secured and protected. Photographs were
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taken of the witnesses/victims along with statements. Supervisors requested CCSO respond to take over the
investigation based on the major crime. At the direction of CCSO command LPPD officers stayed on-scene and
assisted CCSO members with the initial investigation. Officers identified the suspect and then located information to
track the suspect via cellular phone and vehicle information. Due to the collaboration and cooperation of members
from both agency members the suspect was apprehended within hours in another state and the gunshot homicide victim
was located. LPPD members transferred all written reports and photographs to the CCSO enduring chain of custody.
Overall, the La Plata (MD) Police Department’s evidence collection and processing policies, procedures, training, and
practices including the MOU/MAA are robust. They clearly define all aspects of evidence handling to include
photographing, collecting, packaging, security, and logging of evidence including transfer of evidence to the Charles
County Sheriff’s Office (CCSO). Agency members are aware of their duties related to the collection, processing, and
management of evidence which enable them to be successful in this area. Through adherence of established policies
and procedures, accountability, and continuous improvement, officers and the crime scene processors contribute to
maintaining public trust and fair administration of justice practices.
Area of Interest: Use of Force
During the site-based assessment, the Major/Deputy Chief of Police and Patrolman Frist Class of Special Operations
Division and Defensive Tactics Instructor detailed the strategies of the agency in support of use of force and response
to resistance function.
The La Plata (MD) Police Department (LPPD) recognizes and respects the value of all human life without prejudice.
All newly hired sworn officers in an open forum take a Sanctity of Life pledge. CALEA compliant written directives
support that officers are vested with the authority to use reasonable force and protect public welfare, with the use
reasonable force when warranted, in carrying out their duties. To ensure force is consistently applied appropriately, the
agency constantly monitors and evaluates their use of force policies to carefully balance all interest. Policy addresses
the use of deadly force and the usage of authorized less lethal weapons including prohibiting choke holds or vascular
neck restraint unless deadly force would be considered reasonable.
Training reinforces the policy of the La Plata Police Department providing strategies to members in properly executing
intended objectives with restraint, de-escalation, and in accordance with lawful authority and desired agency outcomes.
Agency policy defines the objectives relating to responding to mental illness or crisis and includes a concerted effort to
modify routine practices and procedures, taking more time, and showing sensitivity to minimize the use of force in
resolving matters that require the agency to take citizens with mental illness into custody. Agency policy and training
constantly evolve with de-escalation and scenario-based training, Use of Force tactics, Crisis Intervention Team (CIT)
training, implicit bias, conflict resolution, and best practices. The agency also utilizes a comprehensive online learning
management system designed specifically for law enforcement agencies that cover critical areas of interactive training.
Every use of force incident requires a police report and an administrative response to resistance report. An
administrative review including review of all video/audio captured data (body-worn and in-car) is conducted by the
involved members’ sergeant. The supervisory review involves determining compliance with agency policies or if there
were notable issues such as policy adherence, training needs, equipment failures and if disciplinary issues are
warranted. If a response to resistance results in death or serious physical injury the involved member is placed on
administrative leave during the review.
The response to resistance report is forwarded to the division commander and then forwarded to the chief of police for
review. Upon approval of the report the response to resistance report is filed in an electronic software database and
retained per State of Maryland records retention statues. If policy, training, weapons, or equipment issues are noted the
division commander is notified to ensure appropriate action is taken. If the division commander or chief of police
disagrees with the findings, or disposition, the response to resistance incident is then forwarded to the Major/Deputy
Chief of Police for further review as an internal affairs administrative review.
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At the conclusion of the response to resistance review the administrative response to resistance report and the written
citizen complaint, if completed, is forwarded to the Charles County Police Accountability Board (PAB) per the
Maryland 2021 Police Accountability Act. The PAB reviews the response to resistance review and the citizen’s
complaint to enhance community trust. If the PAB determines an officer should be charged and receive discipline, then
the administrative review is forwarded to the Charles County Administrative Charging Committee (ACC) for
disposition and any disciplinary actions. The findings of the PAB and/or ACC are then forwarded to the chief of police
for any action if needed. The officer can ask for a trial board if they disagree with the PAB and ACC findings and
charges.
The Major/Deputy Chief of Police annually completes a comprehensive Response to Resistance Analysis. The analysis
includes review of each use of force including review of agency policies and procedures, training effectiveness and
equipment needs. The agency has also utilized an external subject matter expert to review the response to resistance
policy to ensure compliance. The agency’s frequency of response to resistance incidents remains low with only four (4)
incidents in 2025 as compared to the agency’s five (5) year average of 12.8 incidents per year. The agency contributes
this decline to adherence to law enforcement training best practices and equipment.
Area of Interest: Internal Affairs and Citizens Complaints
During the site-based assessment, the Major/Deputy Chief of Police, Captain of Operations Division and Lieutenant of
Special Operations Division detailed the strategies of the agency in support of the internal affairs function and citizen
complaints.
CALEA compliant written directives provide clear direction, detailed guidance, and best practices concerning this
critical process. Written directives detail all aspects of the process including complaint receipt, notice, investigation,
documentation, and overall reporting and documentation. During this CALEA assessment period, agency policies and
procedures were also reviewed and updated based on the Maryland Police Accountability Act (MPAA) of 2021, that
became effective July 1, 2022. This law required counties in Maryland to create three (3) oversight boards that consist
of: a Police Accountability Board (PAB), Administrative Charging Committee (ACC), and a Trial Board to review
citizen complaints and any misconduct cases.
The Chief of Police, Major/Deputy Chief of Police along with division commanders, has attended formal specialized
training courses on conducting internal investigations. The chief of police has strong confidence in the Major/Deputy
Chief of Police and division commanders’ training and experience in conducting these investigations.
Recently the agency completed a re-organization of the agency, reclassifying two positions and adding a Major/Deputy
Chief of Police position. The internal affairs function was removed as a primary duty of the Chief of Police based on
workload and is now a primary duty of the Major/Deputy Chief of Police. The Major/Deputy Chief of Police now
manages and conducts internal affairs investigations and is supported by division commanders when needed. The
Major/Deputy Chief of Police position reports directly to the Chief of Police.
The agency constantly seeks input from the public regarding the performance of agency personnel. The process to
make a complaint (or commendation) is posted on the Town of La Plata website and the agency’s website and social
media platform. All complaints, including anonymous complaints, are taken, documented, and investigated. The nature
of the complaint guides who will investigate the complaint, time limits to complete the investigations, and how it is
documented and recorded. The Chief is advised of all complaints.
Every citizen’s complaint and internal affairs investigation are reviewed and investigated, with findings documented in
confidential and secure electronic records management software. The software is secured with login credentials and
user roles and permissions. Personnel in the chain of command and/or direct supervisors have access to filed
complaints and are made aware of the complaint. Supervisors investigating complaints provide findings and provide
input into the decision-making process with recommendations of any disciplinary or training decisions. This packet of
information with the citizen’s complaint form, findings, violations or if the complaint was not sustained or exonerated
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are reviewed through the chain of command and by the chief of police for final approval or revisions. The packet of
information is then forwarded to the PAB for review and any action by the PAB or Trial Board.
The agency utilizes information from citizen complaints and internal affairs investigations to enhance operations. This
includes written directives, training, equipment, and supervision focusing on the type of complaint and if any changes
could result in preventing future similar complaints, providing better service, or enhancing the performance of agency
personnel.
Overall, the La Plata (MD) Police Department’s internal affairs function and citizen complaint management policies
and procedures clearly define all aspects of complaint management and investigations. The agency views the Internal
Affairs process as a means of continuous improvement and monitoring agency and personnel actions. The agency
utilizes the information gained from the Internal Affairs process to refine the process itself and to enhance agency and
personnel performance.
Area of Interest: Community Partnerships / Memorandum of Understandings/ Mutual Aid Agreements / Community
Engagement
During the site-based assessment the Major/Deputy Chief of Police, Major/Assistant Sheriff of the Charles County
Sheriff’s Office (CCSO), Director of Charles Regional Medical Center (CRMC), Lieutenant of Maryland State Police,
First Sergeant of the Maryland Transportation Authority, CEO of Lifestyles of Maryland, Program Director of
Pathfinders for Autism, and an owner/operator of a local restaurant detailed strategies of the agency in support of the
agency’s community partnerships, memorandum of understandings (MOU) and mutual aid agreements (MAA), and
community engagement.
The agency’s policies and procedures communicate the importance of developing strong relationships within the
community, taking an active role in achieving agency goals related to crime prevention, and treating all with dignity and
respect. Memorandum of Understanding (MOU)/Mutual Aid Agreement (MAA) written agreements provide direction
with seamless requests in law enforcement services in the Town of La Plata and Charles County Maryland including
the Charles Regional Medical Center.
Agency members receive training related to community policing, crime prevention, and community outreach. Recent
training also included diversity and inclusion, cultural competency, unconscious bias, and interaction with community
members with Autism and other intellectual developmental disabilities
The La Plata (MD) Police Department strives on community relations and embeds this ideology into the culture of their
organization. The importance of community partnerships is established at the highest levels of the organization, which
filters down to the lowest ranking officers. The agency works daily to develop and maintain positive relationships with
the community through a variety of evolving outreach initiatives to address quality of life issues.
The Chief of Police leads from the front by hosting numerous events and programs that include National Night Out
(NNO), Coffee with a Cop (numerous events annually), and Public Safety Cadet Program, along with several other
events that provide opportunities for positive interaction with the community.
The Agency’s Special Operations Commander is primarily responsible for planning and coordinating crime prevention
and community outreach activities. All members are expected to have community contacts daily focusing on crime
prevention within the community.
The agency engages the community of the Town of La Plata on multiple levels beginning with the visibility of
uniformed sworn members on patrol and a unified coordinated effort of participation and skills from all agency
members. Patrol Officers are responsible for specific assigned duties and responsibilities that include neighborhood
patrols, vacation checks, business and residential security checks.
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The agency further enhances communication with the community with numerous public information and crime
prevention talks, neighborhood meetings and community watch groups. and monthly crime watch council meetings.
Through a variety of programs, special details, speaking engagements, and outreach initiatives, the agency works each
day to develop and maintain a positive relationship with residents of all ages. At each event members interact with
citizens, allowing citizens opportunities to voice compliments or concerns.
Agency members participate in community outreach programs such as safe transactions, Tim Tebow’s A Night To
Shine, and events for Special Olympics. The agency’s largest community event is the Kent Avenue Corridor block
party interacting with residents of all ages and socioeconomic status. The agency partners with a plethora of community
partners (faith based, medical, restaurants and businesses, and law enforcement partners) to support attendees with
community resources and information. The agency serves hot dogs, chips, and ice cream and attendees receive back to
school supplies, and non-perishable and perishable food items.
The agency also collaborated with the community partners to refurbish the previous police department building to open
a community center. The goal of the community center is to provide a safe place for the community including meeting
mentors, homework assistance, and after school assistance
The agency is involved with Town of La Plata sponsored events, such as: Children’s Summer Shows, Friday Night
Concerts, Watermelon Bash, Veteran’s Day Parade, and several holiday gatherings throughout the year. Members of
the agency have numerous community interactions daily and throughout the year that impact a diverse group of
residents.
The agency partners and works through Memorandums of Understandings (MOU’s) / Mutual Aid Agreements (MAA’s)
with surrounding law enforcement agencies (local and state) for mutual aid and police services. The agency also
partners with these agencies during community events, toy drives, and food collection. The agencies have shared goals
of community trust and collaboration with the community and assist one another at the numerous community events
and food collection events throughout the Town of La Plata and Charles County Maryland. Distribution of groceries
and toys are used to create opportunities for positive, non-enforcement interactions between police officers and the
community, fostering an environment that enhances community trust.
The CCSO Major/Assistant Sheriff commented the LPPD is a professional law enforcement partner, and the agencies
have a great professional relationship. The agencies have a signed self-renewing MOU/MAA and seamlessly work
together during mutual aid requests, saturation patrols, criminal investigations and especially community events. The
LPPD also assists with CCSO sponsored community events such as Shop with a Cop.
The MOU/MAA written agreement is encompassing and addresses joint jurisdiction and primary duties for each
agency. The MOU/MAA states La Plata Police Department has primary responsibility to answer calls for service and
investigation of criminal complaints in the jurisdiction of the Town of La Plata, Maryland except for major Part I
crimes. The CCSO has the primary responsibility to investigate major crimes that occur in the Town of LA Plata based
on personnel and resources. The La Plata Police Department detectives and crime scene processors assist the CCSO
with investigations when feasible. The LPPD also attends weekly CCSO CompStat meetings and is involved in CCSO’s
Crime Solvers program.
The LPPD has robust social media (16,000 followers) and public information program that engages the community of
all ages on a social media platform. The agency monitors, posts, engages, and promotes the agency on the social media
platform in a timely fashion. Social Media posts include information on safety and security, crime prevention tips,
crime alerts, traffic alerts, and public relations stories to educate the public on things occurring in the community and
showcasing the agency’s community outreach.
The Compliance Coordinator/Accreditation Manager is responsible for Citizen Surveys. Monthly surveys are sent to a
random selection of citizens that had contact with LPPD officers including contact during traffic stops. A detailed
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analysis of the compiled data is completed, and the results are posted on the agency’s website.
The Chief of Police is responsible for completing the Maryland Police Training and Standards Commission Community
Policing Program Annual Report. The annual report is all encompassing of how the agency interacts with the
community daily with discretionary-based enforcement. The report outlines and reviews community policing within the
agency, training, problem solving and quality of life issues including how agency partners assist with addressing
community problems. Programs and events are reviewed and evaluated for effectiveness.
Discussions with agency members, during the site-based assessment revealed all members embrace community
outreach building relationships with citizens of all ages. The agency continually looks for opportunities to interact and
engage with the community, especially events that attract a diversified group of residents. Annually, community events
and programs are reviewed and evaluated for effectiveness and improvements in the agency’s community policing
annual reports. The agency’s policies and procedures communicate the importance of developing strong relationships
within the community and treating all with dignity and respect.
Findings
During the pre-assessment phase of the site-based assessment four areas of interest were selected by the agency and
the site-based assessor to include community Partnerships/Memorandums of Understandings/Mutual Aid
Agreements/Community Engagement, Use of Force, Internal Affairs/Citizen Complaints, and collection and processing
of evidence. Detailed information regarding each of these areas of interest has been highlighted in this report.
The La Plata (MD) Police Department has adopted the standards of the Commission as a basis for effective and
responsive police administration. The standards result in well-defined, considered policies and procedures that are
clearly communicated.
Agency policy and procedures were found to support general operations and training. The general perspective of the
agency’s policy and procedures reviewed prior to and during the site-based assessment, including observable standards
and proofs of compliance, were found to meet and sometimes exceeded the standards of the Commission. The
Major/Deputy Chief and Compliance Coordinator/Accreditation Manager provided during the four-year assessment
period the La Plata (MD) Police Department’s written directives were reviewed and revised according to Maryland
State Statutes, Maryland Police Reform (2021 – 2022) and the Maryland Accountability Act of 2021 (effective July
2022), current trends, and best practices, including administrative and operational processes related to standards of the
Commission.
Training efforts and new technology are funded and supported to promote success at the point of implementation. The
La Plata (MD) Police Department utilizes training through various platforms to provide each member with the skill set
to effectively and fairly police the community they serve. The agency has developed meaningful partnerships with local
and state law enforcement organizations to provide enhanced law enforcement training. Members of the agency are
subject-matter experts and instructors for the agency.
Operations are clearly defined and properly managed as they occur. Information and data derived from analysis and
reviews are carefully produced, considered, and along with an informed view of the profession, best practices, and the
community they serve, allow the agency to continuously progress and improve.
In this accreditation period, the La Plata (MD) Police Department has done an excellent job of examining professional
trends and accreditation standards to augment processes and agency performance. The agency constantly interacts with
the Charles County (MD) Sheriff’s Office (CCSO), including actively participating in the CCSO’s weekly CompStat
meetings.
During this accreditation period the agency updated departmentally issued firearms to firearms with optics. The agency
has plans to upgrade their records management system. The agency has a wireless connectivity network utilizing a
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public safety remote network in patrol vehicles. This network allows access to critical applications including the
agency’s unmanned aerial vehicle program with the ability to stream live video. The agency has seen numerous positive
results from the unmanned aerial vehicle’s video camera system with locating missing persons and surveillance of
narcotics investigations.
During interviews and a ride-along with officers it is clear each understands the operations and expectations of the
agency. All employees understand the roles and responsibilities of the agency and the community they serve. Each one
recognizes the importance of meaningful and successful citizen contacts.
Oversight of the La Plata (MD) Police Department is well established with layers of insulation to provide direct
supervision and support to all employees. The agency recently conducted a re-organization with the reclassification of
two captain positions. The agency added a Major/Deputy Chief of Police position and reclassified two Division
Commander positions to Lieutenant positions. Each level of supervision and management throughout the agency
understands their significance in accomplishing the mission statement of the agency.
The agency also utilizes information derived from external sources such as other La Plata departments, appointed
officials, agencies of the criminal justice system, citizens and most importantly agency members. The agency has
established relationships with entities and individuals that provide input, suggestions, and support to various decisions
the agency is contemplating. These relationships have produced positive results for the agency and the community.
The La Plata (MD) Police Department collects, analyzes, and responds to the data and information it collects. It seeks
to capture a wide range of information including accreditation mandated and relevant reports like the use of force
response to resistance analysis and time sensitive reports related to property and evidence as well as the state mandated
Maryland Police and Training and Standards - Community Policing Program Annual Report. The annual reports and
analyses are examples of how the agency collects, analyzes, and utilizes information. These reports contain
constructive information and are analyzed in accordance with accreditation expectations.
The Chief of Police and Major/Deputy Chief of Police detailed the efforts made at Executive/Command level to make
use of the data produced by the agency in these areas, and how that information comports with best practices of
professional affiliates, governing bodies, funding sources, and current events in the profession that they glean from
media sources, court rulings, and their academics and training. Including academics and training, the Chief has received
extensive training and experience in his law enforcement career. The agency uses external sources, training, and
experience to assess the progress of the profession and staff, including the use of internal reports to identify new goals
and objectives for the agency.
In this accreditation review period, the La Plata (MD) Police Department has examined accreditation standards,
professional trends and best practices from several sources to augment the information it considers when reviewing
agency performance. The agency is focused on trends, issues, and best practices of the ever-changing policing
profession including accreditation standards and needs of the community.
Interview: Agency
The Site-Based Assessor interviewed 10 members of the agency regarding the areas of interest: Chief of Police,
Major/Deputy Chief of Police, Captain of Operations/Patrol Division, Lieutenant of Special Operations Division,
Lieutenant of Administration Division, Compliance Coordinator/Accreditation Manager, Detective/Patrolman First
Class of Special Operations Division – Property and Evidence Custodian, Patrolman First Class of Special Operations
Division and Defensive Tactics Instructor, Patrolman First Class and Crime Scene Processor of Patrol Division,
Patrolman First Class of Patrol Division, officers and professional staff members.
The chief said he has great employees that embrace CALEA standards with applicable policies that assist with
continual improvement. Information regarding best practices is also gleaned from the International Association of
Chiefs of Police (IACP), Maryland Association of Chiefs of Police and Sheriffs, Maryland Municipal League, Federal
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Bureau of Investigation – Law Enforcement Executive Development Association Executive Leadership Institution,
higher education and training related to leadership and change, publications and most importantly members of the
agency. The chief and his staff welcome information from agency members and the community that have a different
lens and perspective to share information to enhance agency performance with best practices.
The agency recently completed a re-organization of the agency. Two captain positions were reclassified to lieutenant
positions with an addition of a Major/Deputy Chief of Police position. The re-organization and agency goals and
objectives related to community policing continue to enhance the agency. The agency has a good foundation with
CALEA standards, policies, procedures, and best practices that continually enhance the agency. The Major/Deputy
Chief of Police position was also needed to assist with agency oversight and workload related to Maryland Police
Reform (2021 – 2022) and the Maryland Accountability Act of 2021 (effective July 2022). The Town Council of La
Plata Maryland recently approved a Law Enforcement Officers’ Pension System (LEOPS) for the agency.
The Chief commented that the agency goals and objectives are currently focused on growth of the Town of La Plata
and the need for additional personnel, continued professional training, advanced equipment, and advancing technology
with radio system upgrades. The agency also has a tremendous need for a new police headquarters building.
The agency currently has a memorandum of understanding with the Charles County (MD) Sheriff’s Office (CCSO) to
investigate major crimes that occur in the Town of La Plata based on agency resources and personnel. The agency
embeds officers with the CCSO to enhance investigative skills of agency members with criminal investigations and
narcotic investigations. The agency recently acquired a high-precision 3D laser scanning device to capture a digital
reproduction of a crime scene and assist accident re-constructionists with documenting major traffic collisions.
The agency also upgraded firearms to new firearms with optics. The agency recently implemented an unmanned aerial
system with the capability of streaming live video. The agency’s bandwidth of the mobile data system allows for live
video feed to command officers and/or incident command to monitor incidents. Technological advancements are highly
considered a force multiplier.
The Town of La Plata and the agency are vested in a very professional police department with modern equipment and
technology. The agency focuses on succession planning for all members. Agency members are assigned ancillary duties
to enhance knowledge and skills, especially with the upgraded and newly implemented technology.
Interview: Parent/Partner Agencies
The Site-Based Assessor interviewed 8 leaders of the community of parent/partner agencies that work directly with the
agency on community safety issues. The following community leaders were interviewed: Mayor of the Town of La
Plata Maryland, three Town Council Members of the Town of La Plata Maryland, Lieutenant of Maryland State Police
– La Plata Maryland Barracks, First Sergeant/ Police Detachment Commander of Maryland Transportation Authority,
Major/Assistant Sheriff of Charles County (MD) Sheriff’s Office, Director of the University of Maryland Charles
Regional Medical Center,
All comments received from the community leaders were positive and praiseworthy regarding the agency, its practices,
and its reputation regarding compliance with accreditation standards. The mayor commented that the police department
has seen continuous growth during the past four years. The agency fosters a culture of helping the community and
embraces community policing with an open-door policy. Town council members are fully supportive of the agency and
their commitment to the CALEA process and re-accreditation.
The Lieutenant of the Maryland State Police commented that the agencies have a fantastic relationship and assist each
other when needed. They collaborate on several community engagement activities, especially with food collection for
the community of Charles County and the Town of La Plata Maryland. The First Sergeant of the Maryland
Transportation Authority commented the La Plata Police Department is phenomenal to work with. The agencies
collaborate on traffic check points and community engagement activities such as national night out, shop with a cop,
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and block parties.
The Major/Assistant Sheriff of the Charles County (MD) Sheriff’s Office (CCSO) commented that the agencies
seamlessly work together answering calls for service including working under a Memorandum of Understanding
(MOU)/Mutual Aid Agreement (MAA) written agreement for investigations and crime scene processing of major Part 1
Crimes that occur in the Town of La Plata Maryland due to the significant amount of resources and personnel of the
CCSO. La Plata Police Department (LPPD) staff also actively participates in CCSO weekly CompStat meetings. The
agencies also work well together in assisting one another with training sessions, traffic initiatives, and community
engagement events.
The Director of the University of Maryland Charles Regional Medical Center commented they work with the La Plata
(MD) Police Department under a MAA written agreement for officers that are assigned to the medical center. Officers
are employees of the La Plata Police Department and are not employees of the medical center. The agency is very
responsive even if the assigned officer is not on shift in the emergency department and behavioral health unit.
Command staff meet quarterly with Medical Center administration and have a great working relationship. The director
gave an example of the professionalism of the agency that occurred approximately two years ago. A person entered the
emergency department brandishing a firearm. La Plata police officers worked with medical center security handling the
situation very professional and took the person into custody without incident. The director described the agency as
compassionate and caring.
Interview: Community
The Site-Based Assessor interviewed 3 community members identified by the agency with information and perspective
on agency performance, trust, and confidence in the Community. The following community members were
interviewed: Chief Executive Officer (CEO) of Lifestyles of Maryland, Program Director of Pathfinders for Autism,
and a Restaurant Operator/Owner.
All comments received from the community members were positive and praiseworthy regarding the agency, its
practices, and its reputation regarding compliance with accreditation standards. A few descriptive words used to
describe the agency were: compassionate, caring, dedicated, community oriented, and accepting people with
disabilities. The CEO of Lifestyle of Maryland described the agency as compassionate and truly caring about the
community. Officers are dedicated to the profession and very professional. The agencies collaborate with assistance for
the unhoused, residents in need and promoting community safety linking people to community resources.
The Program Director of Pathfinders for Autism commented that during in-service training the agency incorporates
training regarding interaction with citizens with intellectual and developmental disabilities. The agency also partners
with Pathfinders to host community mock traffic stop training sessions to encourage positive interactions between
police officers and community members with autism. Attendees meet and engage with officers including active
participation during mock traffic stops to learn from one another. The agency wrapped a cruiser for autism awareness
supporting inclusion, awareness and understanding. The agency also is immersed in Crisis Intervention Team (CIT)
training for sworn officers.
The restaurant owner/operator commented that the LPPD is a great agency that cares about the community. The
agency asks the community for feedback and then utilizes the feedback to enhance the agency and the community. The
agency hosts and is involved in numerous community events annually. The restaurant partners with the agency in an
annual community block party and other annual community engagement events and events for special Olympics with
LPPD, CCSO and the Maryland State Police. It is evident that the officers interact and connect with residents of all
ages and residents know the officers. Community members are also involved in agency oral interview boards during
hiring processes having a voice in applicants that will patrol the Town of La Plata. The owner further commented that
people feel safe in La Plata Maryland where they play, eat, and visit.
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Summary:
Number of Interviews Conducted: 24
Assessors' Names: Eric Kerns (Assessor)
Site-Based Assessment Start Date: 03/22/2026
Site-Based Assessment End Date: 03/25/2026
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Law Enforcement Accreditation
April 20, 2026
STATISTICS AND DATA TABLES
Overview
The following information reflects empirical data submitted by the candidate agency specifically related to CALEA
Standards. Although the data does not confirm compliance with the respective standards, they are indicators of the
impact of the agency’s use of standards to address the standards' intent
Traffic Warnings & Citations - Reaccreditation Year 1
Data Collection Period: 1/1/2022 - 12/31/2022
Race/Sex
Warnings Citations Total
White Non-Hispanic Male
1172
264
1436
Black Non-Hispanic Male
1177
526
1703
Hispanic Latino Any Race Male
24
21
45
Other Male
9
59
68
White Non-Hispanic Female
768
195
963
Black Non-Hispanic Female
1006
307
1313
Hispanic Latino Any Race Female
32
19
51
Other Female
30
33
63
TOTAL
4218
1424
5642
Reaccreditation Year 1 Notes:
The data in the chart above includes both reportable and non-reportable data, as described in Maryland law.
The La Plata Police Department (LPPD) tracks traffic stop demographics through the Maryland State Police
Department’s E-Ticket Program. By Maryland Statue, TR 25-113, law enforcement agencies serving a population
exceeding 10,000 residents are required to collect and report certain traffic stop data to the Maryland Justice Analysis
Center.
According to TR 25-113, traffic stops involving Radio Detection and Ranging (RADAR), Laser Imaging Detection and
Ranging (LIDAR), and Visual Average Speed Computer and Recorder (VASCAR) are considered non-reportable
traffic stops. Additionally, car stops as a result of selective enforcement details, such as monitoring a traffic control
device, are also not considered a reportable traffic stop.
During reportable car stops: 41.7% involved Caucasians; 51.9% African Americans; 3.9% Hispanics; and 2.5% other
people groups. As depicted on the previous chart, the Town of La Plata’s demographic makeup consists of 59.5%
Caucasians; 29.60% African Americans; 3.9% Hispanics; and 7% other people groups.
LPPD’s traffic stops fail to mirror the population of the Town, a large portion of the individuals involved in traffic
interactions with officers are non-residents. United States 301 (Crain Highway) is a busy north-south thoroughfare from
Glasgow, Delaware to Sarasota, Florida. Crain Highway brings several thousand vehicles through La Plata on a daily
basis. Maryland Route 6 (Charles Street) is a busy corridor roadway traversing La Plata to St. Mary’s County.
La Plata also serves as the trade center for the southern end of Charles County and northern King George County,
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Virginia. The Town has several of the region’s premier grocery stores, chain restaurants, department stores, and unique
“mom and pop” shops. Being the county seat, the vast majority of Charles County’s government buildings, including
the courthouse, sheriff’s office headquarters and detention center, school board, and social services are housed within
the town. La Plata is also home to the University of Maryland Charles Regional Medical Center, the county’s only
hospital, which receives emergency patients from Charles, St. Mary’s, Prince George’s, and King George (VA)
counties.
The demographic makeup of Charles County is 50.1% African Americans; Caucasians 41.6%; Hispanics 6.3%; and
other people groups comprising 2% of residents.
In 2022, the La Plata Police Department’s traffic stop data fell between the demographics of the Town of La Plata and
those of Charles County and owing to the fact that the agency received two bias-based policing complaints; one of the
complaints was later withdrawn and the other was not sustained, strongly suggests officers are acting in good cause and
the officers’ car stops are a result of circumstances encountered and not as a result of bias based profiling or racial
profiling.
In 2022, male drivers of all demographic groups received a traffic citation during 29.6% of car stops, while female
drivers were issued a citation 23.6% of the time. At closer examination, male Caucasian motorist received a citation
23% during car stops, while Caucasian female drivers received a citation 20.3% of the time. African American male
drivers received a citation during 34.8% of car stops, while female African American motorist received a citation
during 25.3% of the time.
During the 2022 in-service, LPPD utilized Police One Academy for anti-bias training. The anti-bias training built upon
previous training classes on implicit bias and diversity trainings. All LPPD employees will be required to attend
emotional intelligence training in 2023.
The results of the agency’s 2022 Bias Based Profiling Review will be made available to all LPPD personnel, with a
member of command staff leading roll call discussions on the review results.
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Legend
White Non-Hispanic Male
Black Non-Hispanic Male
Hispanic Latino Any Race Male
Other Male
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Traffic Warnings & Citations - Reaccreditation Year 2
Data Collection Period: 1/1/2023 - 12/31/2023
Race/Sex
Warnings Citations Total
White Non-Hispanic Male
634
121
755
Black Non-Hispanic Male
1048
513
1561
Hispanic Latino Any Race Male
82
43
125
Other Male
58
23
81
White Non-Hispanic Female
457
90
547
Black Non-Hispanic Female
722
207
929
Hispanic Latino Any Race Female
36
5
41
Other Female
32
8
40
TOTAL
3069
1010
4079
Reaccreditation Year 2 Notes:
The La Plata Police Department (LPPD) tracks traffic stop demographics through the Maryland State Police
Department’s E-Ticket Program. By Maryland Statue, TR 25-113, law enforcement agencies serving a population
exceeding 10,000 are required to collect and report certain traffic stop data to the Maryland Justice Analysis Center.
According to TR 25-113, traffic stops involving Radio Detection and Ranging (RADAR), Laser Imaging Detection and
Ranging (LIDAR), and Visual Average Speed Computer and Recorder (VASCAR) are considered non-reportable
traffic stops. Additionally, car stops as a result of selective enforcement details, such as monitoring a traffic control
device, are also not considered a reportable traffic stop.
During reportable car stops: 44.73% involved Caucasians; 47.72% African Americans; 5.27% Hispanics; and 2.28%
other people groups. As depicted on the previous chart, the Town of La Plata’s demographic makeup consists of 54.2%
Caucasians; 37.4% African Americans; 4.1% Hispanics; and 4.3% other people groups.
LPPD’s traffic stops do not mirror the population of the Town, however a large portion of the individuals involved in
traffic interactions with officers are non-residents. United States 301 (Crain Highway) is a busy north-south
thoroughfare from Glasgow, Delaware to Sarasota, Florida. Crain Highway brings several thousand vehicles through La
Plata on a daily basis.
Maryland Route 6 (Charles Street), which is the major east/west routine through La Plata is a busy corridor. Route 6
traverses from the Potomac River in Charles County to Oraville in St. Mary’s County.
La Plata also serves as the trade center for the southern end of Charles County and northern King George County,
Virginia. The Town has several of the region’s premier grocery stores, chain restaurants, department stores, and unique
“mom and pop” shops. Being the county seat, the vast majority of Charles County’s government buildings, including
the courthouse, sheriff’s office headquarters and detention center, school board, and social services are housed within
the town.
La Plata is also home to the University of Maryland Charles Regional Medical Center, the county’s only hospital,
which receives emergency patients from Charles, St. Mary’s, Prince George’s, and King George (VA) counties.
The demographic makeup of Charles County is 53.3% African Americans; Caucasians 38.2%; Hispanics 6.5%; and
other people groups comprising 2% of residents.
In 2023, the La Plata Police Department’s traffic stop data fell between the demographics of the Town of La Plata and
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those of Charles County and owing to the fact that the agency received one bias-based policing complaint which had a
non-sustained finding by the Charles County Administrative Charging Committee. This strongly suggests officers are
acting in good cause and the officers’ car stops are a result of circumstances encountered and not as a result of bias
based profiling or racial profiling.
In 2023, male drivers of all demographic groups received a traffic citation during 29.02% of car stops, while female
drivers were issued a citation 20.17% of the time. At closer examination, male Caucasian motorist received a citation
20.75% during car stops, while Caucasian female drivers received a citation 17.24% of the time. African American
male drivers received a
citation during 33.87% of car stops, while female African American motorist received a citation during 22.28% of the
time.
During the 2022 in-service, LPPD utilized Police One Academy for anti-bias training and in 2023 implicit-bias
training.. These two training courses are built upon previous training classes on other diversity training. Moreover, most
LPPD officers received training on emotional intelligence in 2023.
The results of the agency’s 2023 Bias Based Profiling Review will be made available to all LPPD personnel, with a
member of command staff leading roll call discussions on the review results..
Legend
White Non-Hispanic Male
Black Non-Hispanic Male
Hispanic Latino Any Race Male
Other Male
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Traffic Warnings & Citations - Reaccreditation Year 3
Data Collection Period: 1/1/2024 - 12/31/2024
Race/Sex
Warnings Citations Total
White Non-Hispanic Male
374
172
546
Black Non-Hispanic Male
618
315
933
Hispanic Latino Any Race Male
78
91
169
Other Male
37
6
43
White Non-Hispanic Female
294
80
374
Black Non-Hispanic Female
462
223
685
Hispanic Latino Any Race Female
29
7
36
Other Female
14
0
14
TOTAL
1906
894
2800
Reaccreditation Year 3 Notes:
The data in the chart above includes both reportable and non-reportable traffic stop data as defined by Maryland law.
The La Plata Police Department (LPPD) tracks traffic stop demographics through the Maryland State Police’s E-Ticket
Program. Under Maryland Statute TR §25-113, law enforcement agencies serving populations of more than 10,000
residents are required to collect and report specific traffic stop data to the Maryland Justice Analysis Center.
According to the statute, traffic stops resulting from Radio Detection and Ranging (RADAR), Laser Imaging Detection
and Ranging (LIDAR), and Visual Average Speed Computer and Recorder (VASCAR) are considered non-reportable.
Stops conducted during selective enforcement details—such as monitoring traffic control devices—are also classified
as non-reportable.
Among reportable traffic stops conducted by LPPD in 2024:
31.50% involved Caucasian drivers
58.10% involved African American drivers
7.8% involved Hispanic drivers
2.6% involved individuals from other demographic groups
As shown in the previous chart, the demographic composition of the Town of La Plata is:
48.79% Caucasian
35.10% African American
7.85% Hispanic
8.26% other demographic groups
While LPPD’s traffic stop demographics do not directly mirror the Town’s population, it is important to note that a
significant portion of vehicle stops involve non-residents. U.S. Route 301 (Crain Highway) is a major north-south
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corridor stretching from Glasgow, Delaware to Sarasota, Florida, and it brings thousands of vehicles through La Plata
daily. Maryland Route 6 (Charles Street) also serves as a heavily trafficked corridor connecting La Plata to St. Mary’s
County.
Additionally, the Town of La Plata functions as a regional hub for commerce and government services. It hosts
numerous retail establishments, restaurants, and small businesses, as well as the county courthouse, sheriff’s office
headquarters, detention center, board of education, and Department of Social Services. The University of Maryland
Charles Regional Medical Center, the county’s only hospital, is also located in La Plata and serves patients from
Charles, St. Mary’s, Prince George’s, and King George (VA) counties.
The demographic makeup of Charles County is:
54.20% African American
37.20% Caucasian
8.20% Hispanic
0.40% other demographic groups
In 2024, LPPD’s traffic stop data reflected a demographic pattern that fell between the Town’s and County’s
population profiles. During the year, the agency received one complaint alleging bias-based policing during a trafficrelated investigation. After a thorough internal review, the agency found no evidence of racial bias beyond the
perception of the complainant. The Charles County State’s Attorney’s Office also reviewed the incident and declined
to file charges. The agency is currently awaiting the Charles County Administrative Charging Committee’s
recommendation regarding any potential disciplinary action.
Analysis of 2024 traffic stops revealed the following citation issuance rates:
Male drivers received citations in 33.13% of stops
Female drivers received citations in 27.10% of stops
Male Caucasian drivers: 30.12%
Female Caucasian drivers: 27.10%
Male African American drivers: 32.34%
Female African American drivers: 31.50%
As part of its ongoing commitment to fair and unbiased policing, LPPD incorporated anti-bias training into its 2024 inservice curriculum using Police One Academy. This training built upon prior instruction in implicit bias and diversity
awareness. Additionally, all employees completed supplementary anti-bias training through PowerDMS.
The findings of the department’s 2024 Bias-Based Profiling Review will be shared with all personnel. A member of the
command staff will lead roll call discussions to ensure department-wide understanding and engagement with the
review’s conclusions.
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Legend
White Non-Hispanic Male
Black Non-Hispanic Male
Hispanic Latino Any Race Male
Other Male
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Traffic Warnings & Citations - Reaccreditation Year 4
Data Collection Period: 1/1/2025 - 12/31/2025
Race/Sex
Warnings Citations Total
White Non-Hispanic Male
437
143
580
Black Non-Hispanic Male
678
260
938
Hispanic Latino Any Race Male
99
36
135
Other Male
47
51
98
White Non-Hispanic Female
314
60
374
Black Non-Hispanic Female
429
103
532
Hispanic Latino Any Race Female
32
23
55
Other Female
17
2
19
TOTAL
2053
678
2731
Reaccreditation Year 4 Notes:
The data presented in the chart above includes both reportable and non-reportable traffic stop data as defined by
Maryland law. The La Plata Police Department (LPPD) tracks traffic stop demographics through the Maryland State
Police’s E-Ticket Program. Under Maryland Transportation Article §25-113, law enforcement agencies serving
populations greater than 10,000 residents are required to collect and report specific traffic stop data to the Maryland
Justice Analysis Center. Pursuant to the statute, traffic stops resulting from Radio Detection and Ranging (RADAR),
Laser Imaging Detection and Ranging (LIDAR), and Visual Average Speed Computer and Recorder (VASCAR) are
classified as non-reportable. Stops conducted during selective enforcement initiatives, such as monitoring traffic control
devices, are also considered non-reportable.
Among reportable traffic stops conducted by LPPD in 2025, 34.93% involved Caucasian drivers, 53.82% involved
African American drivers, 6.96% involved Hispanic drivers, and 4.28% involved individuals from other demographic
groups. When compared to the Town of La Plata’s residential demographics—48.79% Caucasian, 35.10% African
American, 7.85% Hispanic, and 8.26% other demographic groups—the department’s traffic stop data does not directly
mirror the Town’s population. However, this variance is not unexpected given that a substantial portion of enforcement
activity involves non-resident motorists traveling through the jurisdiction.
The Town of La Plata is intersected by major transportation corridors that significantly influence traffic patterns. U.S.
Route 301 (Crain Highway) serves as a primary north-south artery extending from Glasgow, Delaware to Sarasota,
Florida, carrying thousands of vehicles through the Town each day. Maryland Route 6 (Charles Street) is likewise a
heavily traveled corridor connecting La Plata to neighboring St. Mary’s County. Beyond commuter traffic, La Plata
functions as a regional center for commerce, healthcare, and government services. The Town is home to numerous
retail establishments, restaurants, and small businesses, as well as the county courthouse, sheriff’s office headquarters,
detention center, board of education, and Department of Social Services. The University of Maryland Charles Regional
Medical Center—the county’s only hospital—draws patients from Charles, St. Mary’s, Prince George’s, and King
George County, Virginia. These factors collectively contribute to a daytime population that differs from residential
census data.
When viewed in a broader context, the demographic composition of Charles County—54.20% African American,
37.20% Caucasian, 8.20% Hispanic, and 0.40% other demographic groups—more closely aligns with LPPD’s traffic
stop patterns. Accordingly, the department’s 2025 data reflects a demographic distribution that falls between the
Town’s and the County’s population profiles, supporting the conclusion that regional travel and commuter traffic
heavily influence enforcement contacts.
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During 2025, LPPD officers issued 678 citations and 2,053 warnings. Male drivers received citations in 27.98% of
traffic stops, while female drivers received citations in 19.18% of stops. A closer review by race and gender showed
that male Caucasian drivers were cited in 24.66% of stops and female Caucasian drivers in 16.04%. Male African
American drivers received citations in 27.73% of stops compared to 19.36% for African American female drivers.
Hispanic male drivers were cited in 26.67% of stops, while Hispanic female drivers were cited in 41.82%. Drivers
categorized within “other” demographic groups showed a citation rate of 52.04% for males and 10.53% for females.
Percentages associated with smaller sample sizes should be interpreted cautiously, as limited enforcement contacts can
create greater statistical fluctuation and are less indicative of systemic trends.
As part of its ongoing commitment to fair and impartial policing, LPPD continued to integrate anti-bias instruction into
its 2025 in-service training curriculum through PoliceOne Academy, reinforcing prior training related to implicit bias,
diversity awareness, and procedural justice. All employees also completed supplementary anti-bias training through
PowerDMS to ensure department-wide compliance and understanding. The findings of the department’s 2025 BiasBased Profiling Review will be shared with all personnel, and a member of the command staff will lead roll call
discussions to promote transparency, reinforce accountability, and ensure continued adherence to the agency’s
commitment to equitable law enforcement practices.
Legend
White Non-Hispanic Male
Black Non-Hispanic Male
Hispanic Latino Any Race Male
Other Male
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Biased Based Profiling
Year 1 Data Collection Period: 1/1/2022-12/31/2022
Year 2 Data Collection Period: 1/1/2023-12/31/2023
Year 3 Data Collection Period: 1/1/2024-12/31/2024
Year 4 Data Collection Period: 1/1/2025-12/31/2025
Complaints from:
Year 1
Year 2
Year 3
Year 4
Traffic Contacts
2
1
0
0
Field Contacts
0
0
1
0
Asset Forfeiture
0
0
0
0
Reaccreditation Year 1 Notes:
Traffic Stops
In 2022, the La Plata Police Department’s traffic stop data fell between the demographics of the Town of La Plata and
those of Charles County and owing to the fact that the agency received two bias-based policing complaints; one of the
complaints was later withdrawn and the other was not sustained, strongly suggests officers are acting in good cause and
the officers’ car stops are a result of circumstances encountered and not as a result of bias based profiling or racial
profiling.
Pedestrian Stops
During 2022, gun-related crimes continued in La Plata. Aside from several reckless endangerment incidents and
seizures of loaded handguns on traffic stops, the agency responded to two different homicides. In November, four
individuals were murdered in a homicide/suicide in a residential neighborhood. In December, one individual was
murdered in the business district. Thus, interdicting firearms before someone is injured is a priority for the agency.
Forty-seven (47) individuals were stopped in twenty-six (26) events. Seventy-nine (79%) percent of those stopped
were males, and 21% females. Of those stopped 43% involved African American males; Caucasian males made up
38%; African American females 2%, Caucasian females 12%, and Hispanic males 5%. One of the suspicious activity
stops included an individual on the Office of Homeland Security’s terrorist watch list.
Asset Forfeitures
All asset forfeitures are reviewed by members of command staff prior to the seizure paperwork being forwarded to the
Charles County State’s Attorney’s Office (CCSAO). The seizures are then carefully reviewed by the CCSAO prior to
any civil action being filed with the courts. In 2022, LPPD did not file for any asset forfeitures.
Reaccreditation Year 2 Notes:
In 2023, the La Plata Police Department’s traffic stop data fell between the demographics of the Town of La Plata and
those of Charles County and owing to the fact that the agency received one bias-based policing complaint which had a
non-sustained finding by the Charles County Administrative Charging Committee. This strongly suggests officers are
acting in good cause
and the officers’ car stops are a result of circumstances encountered and not as a result of bias based profiling or racial
profiling.
Reaccreditation Year 3 Notes:
In 2024, the agency received one complaint in which a citizen alleged that investigative actions, including a search,
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were conducted in a biased manner. The incident stemmed from a call for service regarding threats and harassment,
during which a suspect description was provided. Following a thorough internal investigation, the agency found no
evidence to substantiate claims of racial bias beyond the complainant's personal perception. The Charles County State’s
Attorney’s Office reviewed the matter and declined to pursue charges against the involved officers. The agency is
currently awaiting the Charles County Administrative Charging Committee’s decision regarding any potential
disciplinary recommendations.
Reaccreditation Year 4 Notes:
There were no biased based complaints in 2025.
Legend
Traffic Contacts
Field Contacts
Asset Forfeiture
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Use Of Force - Reaccreditation Year 1
Data Collection Period: 1/1/2022 - 12/31/2022
White Non-Hispanic Black Non-Hispanic Hispanic Latino Any Race Other
Male
Female
Male
Female
Male
Female
Total
Male Female
Firearm
6
Discharge
0
0
0
0
0
0
0
0
0
Display Only
1
1
3
1
0
0
0
0
6
ECW
2
Discharge Only
0
0
0
0
0
0
0
0
0
Display Only
0
0
2
0
0
0
0
0
2
Baton
0
0
0
0
0
0
0
0
0
Chemical/OC
0
0
0
0
0
0
0
0
0
Weaponless
0
0
2
0
0
0
0
0
2
Canine
0
Release Only
0
0
0
0
0
0
0
0
0
Release and Bite
0
0
0
0
0
0
0
0
0
Total Uses of Force 1
1
7
1
0
0
0
0
10
Total Number of
0
Incidents Resulting
In Officer Injury or
Death
0
0
0
0
0
0
0
0
Total Use of Force
Arrests
1
1
7
1
0
0
0
0
10
Total Number of
0
Suspects Receiving
Non-Fatal Injuries
0
1
0
0
0
0
0
1
Total Number of
0
Suspects Receiving
Fatal Injuries
0
0
0
0
0
0
0
0
Total Agency
Custodial Arrests
63
37
107
60
7
5
0
0
279
Total Use of Force
Complaints
0
0
1
0
0
0
0
0
1
Reaccreditation Year 1 Notes:
During 2022, LPPD officers responded to ten (10) incidents where officers had to respond to resistance. The highest
level of response used in each incident is as follows: Empty hand control was utilized once, Tasers were displayed three
(3) times, and firearms were displayed six (6) times.
The Department responded to 16,910 calls for service in 2022. The response to resistance per call-for-service is .064%.
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This compares to a response to resistance per call for service of .12% in 2021.
In 2022, adults accounted for 287 of the agency’s 301 arrests, with juveniles making up the remaining 14 arrests.
LPPD’s response to resistance to adult arrests ratio was 4.31% in 2022, compared to 3.64% in 2021.
Geographically, response to resistance incidents occurred as follows: Residential Communities-five (5);
Commercial/Retail-three (3); and Traffic Stops-two (2).
Data collected shows 40% of response to resistance incidents occur on weekends, and 80% percent of response to
resistance incidents occur between 1200-2359 hours.
Seventy (70) percent, or seven (7) of response to resistance incidents involved African American males; 10% or one
incident an African American female; 10%, or one incident, Caucasian male; and 10%, or 1 incident involved an
Caucasian female.
No juveniles were involved in reportable response to resistance incidents. Fifty (50%) percent of response to resistance
incidents involved an individual between 18-29 years of age; 10% involved the 40-49 years of age group, and 40%
involved individuals who are 50-years or older.
Only one (1) individual in a response to resistance incident report injury. It is believed those injuries were sustained
when the individual was actively stabbing another person inside a restaurant.
Other Incident Factors (May Include More Than One Per Incident)
In six (6) of the ten (10) responses to resistance incidents, or 60%, other factors came in to play. In two (2) of the
incidents, violence was in progress as/or just prior to the officer(s) arriving. One (1) of the incidents involved
individuals with a history of mental illness. Two (2) of the incidents were alcohol related, and one (1) incident involved
a known police fighter.
LPPD policies on response to resistance, less-lethal weapons, and firearms policies were reviewed to ensure it reflected
CALEA’s sixth edition of standards and recent policy mandates from the legislators in Annapolis.
Aside from the internal review of the response to resistance policy, the agency utilized an outside policy expert to
ensure the document was not only CALEA compliant, but also reflects the most recent state and federal court
decisions. The most recent legal review was completed in July 2020.
In the prior year’s review, command staff noted the importance of better tracking of both firearm and taser displays. As
seen in this year’s analysis, the policy change continues to bring about an increase in both firearm and taser display
data.
In fall, 2022, the agency held its annual Taser recertification. In 2021, the agency held its biennial ASP baton and
pepper spray refresher. Recertification is scheduled for 2023.
The agency contracted with the Verbal Judo Institute to provide eight (8) hours of training in 2022. Moreover, the
agency utilized virtual Police One Academy for the following classes:
• De-Escalation Techniques
• Duty to Intercede
• Understanding Excited Delirium
The Maryland Police & Correction Training Commission (MPCTC) requires all sworn personnel to attend, demonstrate
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proficiency, and receive a minimum passing score for the following:
• 50-Round Day Fire Course
• 50-Round Low Light Fire Course
• 30-Round Malfunction Drill
• Judgmental Firearms Course
• Classroom Training (2 Hours)
All officers achieved passing firearms scores and demonstrated proficiency with the agency’s issued handgun.
Officers who are approved to carry a patrol rifle and/or shotgun qualified with their personal weapons. Officers
approved to carry a patrol rifle qualify semi-annually, while officers who carry a shotgun qualify annually.
Response to Resistance Complaints
One (1) complaint was received reference response to resistance. The complaint was forwarded to the agency’s
Internal Affairs Unit. The complainant has failed to follow up with the assigned investigator.
Warning Shots
By policy, warning shots are prohibited. There were no warning shots fired in 2022.
Choke Holds and Lateral Vascular Neck Restraints
By policy, lateral vascular neck restraints are prohibited. Moreover, choke holds are only authorized when deadly force
is justified. In 2022, there were no choke holds or lateral vascular neck restraints utilized.
Summation
The agency’s frequency of response to resistance is very low. Eight (8) of the ten (10) response to resistance were
displays, one (1) incident involved empty hand control and a display, and one (1) involved an empty hand control.
In 2022, the agency continued to respond to calls for service involving firearms. Moreover, the agency had a record
number of homicides in 2022. The two homicide events both involved firearms. The events left five (5) dead.
In two (2) of the agency’s response to resistance incidents, violence was already in progress prior to officers arriving. In
three (3) others incident either a law enforcement officer or a loss prevention officer had engaged in a foot pursuit prior
to the response to a firearm or taser display. In two (2) of those foot pursuits, a handgun was located, and in the
remaining foot pursuit, a knife was recovered.
The agency continues its ongoing dialogue with its inhouse firearms, taser, and less-lethal weapon instructors to ensure
the agency is following best practices. Moreover a review of the agency’s written directives and training is discussed
annually. Equipment is also a key point of discussion to ensure LPPD officers have tools they need to succeed.
Although proficiency training is important, the agency also ensured continuing education is ongoing to assist officers in
de-escalating situations whenever possible. In 2022, verbal judo, de-escalation techniques, duty to intervene, and
understanding excited delirium were training topics covered to provide officers additional tools.
Currently the agency is attempting to purchase four (4) BolaWraps to increase officer and suspect safety. The agency is
also planning to migrate to the Glock 9mm as its service weapon.
All of the response to resistance reports were reviewed via the chain-of-command and found to be policy compliant.
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Legend
White Non-Hispanic Male
White Non-Hispanic Female
Black Non-Hispanic Male
Black Non-Hispanic Female
Hispanic Latino Any Race Male
Hispanic Latino Any Race Female
Other Male
Other Female
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Use Of Force - Reaccreditation Year 2
Data Collection Period: 1/1/2023 - 12/31/2023
White Non-Hispanic Black Non-Hispanic Hispanic Latino Any Race Other
Male
Female
Male
Female
Male
Female
Total
Male Female
Firearm
6
Discharge
0
0
0
0
0
0
0
0
0
Display Only
2
0
4
0
0
0
0
0
6
ECW
8
Discharge Only
1
0
2
0
0
0
0
0
3
Display Only
2
1
1
0
1
0
0
0
5
Baton
0
0
0
0
0
0
0
0
0
Chemical/OC
0
0
0
0
0
0
0
0
0
Weaponless
2
0
4
0
1
0
0
0
7
Canine
0
Release Only
0
0
0
0
0
0
0
0
0
Release and Bite
0
0
0
0
0
0
0
0
0
Total Uses of Force 7
1
11
0
2
0
0
0
21
Total Number of
2
Incidents Resulting
In Officer Injury or
Death
0
3
0
0
0
0
0
5
Total Use of Force
Arrests
6
1
10
0
2
0
0
0
19
Total Number of
1
Suspects Receiving
Non-Fatal Injuries
0
3
0
1
0
0
0
5
Total Number of
0
Suspects Receiving
Fatal Injuries
0
0
0
0
0
0
0
0
Total Agency
Custodial Arrests
41
27
110
52
2
2
2
0
236
Total Use of Force
Complaints
0
0
1
0
0
0
0
0
1
Reaccreditation Year 2 Notes:
During 2023, LPPD officers responded to twenty-one (21) incidents where officers had to respond to resistance. The
highest level of response used in each incident is as follows: Firearms were displayed six times. Taser stun was utilized
once, taser probes were deployed twice, and taser were display five times. Empty hand control was utilized seven
times.
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Calls for Service/Response to Resistance Ratio - The Department responded to 17,823 calls for service in 2023. The
response to resistance per call-for-service is .117%. This compares to a response to resistance per call for service of
.064% in 2022.
Arrests/Response to Resistance Ratio - In 2023, adults accounted for 228 of the agency’s 232 arrests, with juveniles
making up the remaining 4 arrests. LPPD’s response to resistance to adult arrests ratio was 4.31% in 2021, compared to
9% in 2022.
Geographically, response to resistance incidents occurred as follows: Residential Communities-nine (9);
Commercial/Retail-five (5); Traffic Stops-three (3); Other Locations-two (2); and hotels-two (2).
Data collected shows 52% of response to resistance incidents occur on weekends, and 62% percent of response to
resistance incidents occur between 1200-2359 hours.
Fifty-two (52%) percent, or 11 events, of response to resistance incidents involved African American males; 33%, or 7
incidents, Caucasian males; 10%, or 2 incidents involved Hispanic males; and 5%, or 1 incident involved a Caucasian
female. One juvenile was involved in reportable response to resistance incidents, a taser display. Thirty-three (33%)
percent of response to resistance incidents involved an individual between 18-29 years of age; 14% involved the 40-49
years of age group, and 10% involved individuals who are 50-years or older.
Three (3) individuals in a response to resistance incident report injury. Two other individuals were treated for taser
probe wounds. Five incidents led to injuries to officers, the most severe injury being to an officer’s shoulder.
Other Incident Factors (May Include More Than One Per Incident)
In fourteen (14) of the twenty-one (21) responses to resistance incidents, or 67%, other factors came into play. In two
(2) of the incidents, violence was in progress as/or just prior to the officer(s) arriving. Four (4) of the incidents involved
individuals with a history of mental illness. Eight (8) of the incidents were alcohol related, and two (2) incidents
involved controlled dangerous substances.
Policy/Equipment/Training/Reporting
LPPD policies on response to resistance, less-lethal weapons, and firearms policies were reviewed to ensure it reflected
CALEA’s sixth edition of standards and recent policy mandates from the legislators in Annapolis.
Aside from the internal review of the response to resistance policy, the agency utilized an outside policy expert to
ensure the document was not only CALEA compliant, but also reflects the most recent state and federal court
decisions. The most recent legal review was completed in June 2022.
In the prior year’s review, command staff noted the importance of better tracking of both firearm and taser displays, as
well as when officers utilize empty hands control. As seen in this year’s analysis, the policy change continues to bring
about an increase in both firearm and taser display, as well as empty hands control data.
In fall, 2023, the agency held its annual Taser recertification, as well as its biennial ASP baton and pepper spray
refresher.
The agency contracted with the Verbal Judo Institute to provide eight (8) hours of training in 2022. Moreover, the
agency utilized virtual Police One Academy for the following classes:
• De-Escalation Techniques
• Duty to Intercede
• Understanding Excited Delirium
• Ambush Awareness
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The Maryland Police & Correction Training Commission (MPCTC) requires all sworn personnel to attend, demonstrate
proficiency, and receive a minimum passing score for the following:
• 30-Round Day Fire Course Iron Sights
• 30-Round Day Fire Course Optic Sights
• 30-Round Low Light Fire Course Iron Sights
• 30-Round Low Light Fire Course Optic Sights
• 30-Round Malfunction Drill
• Judgmental Firearms Course
• Classroom Training (2 Hours)
All officers achieved passing firearms scores and demonstrated proficiency with the agency’s issued handgun.
Officers who are approved to carry a patrol rifle and/or shotgun qualified with their personal weapons. Officers
approved to carry a patrol rifle qualify semi-annually, while officers who carry a shotgun qualify annually.
Warning Shots - By policy, warning shots are prohibited. There were no warning shots fired in 2023.
Choke Holds and Lateral Vascular Neck Restraints - By policy, lateral vascular neck restraints are prohibited.
Moreover, choke holds are only authorized when deadly force is justified. In 2023, there were no choke holds or lateral
vascular neck restraints utilized.
Summation
The agency’s frequency of response to resistance is low. Eleven (11) of the twenty-one (21) response to resistance
were displays, seven (7) incident involved empty hand control, two (2) taser probes, and one (1) involved a taser stun.
In 2023, the agency continued to respond to calls for service involving firearms,
In eight (8) events the individuals involved in the response to resistance had consumed alcohol, four were in mental
health crisis, and two had ingested a controlled dangerous substance. In two (2) other incidents violence was in
progress before the officers arrived.
The agency continues its ongoing dialogue with its inhouse firearms, taser, and less-lethal weapon instructors to ensure
the agency is following best practices. Moreover, a review of the agency’s written directives and training is discussed
annually. Equipment is also a key point of discussion to ensure LPPD officers have tools they need to succeed.
Although proficiency training is important, the agency also ensured continuing education is ongoing to assist officers in
de-escalating situations whenever possible. In 2022, verbal judo, de-escalation techniques, duty to intervene, and
understanding excited delirium were training topics covered to provide officers additional tools.
In 2023, the agency completed its migration from S&W .40 caliber handguns to Glock Model 45 9mm handguns. The
transition also included optic sites and a mounted light source. With rare exception, officers scores improved after
being trained and issued the new Glock handguns.
All of the response to resistance reports were reviewed via the chain-of-command. One incident was sent to the Prince
George’s County Police Department’s Use of Force Review Committee for input. PGPD’s UFRC found the officer did
not use excessive force. The UFRC did recommend wordsmithing the agency’s Taser policy to address removing
individuals from a motor vehicle. After the UFRC input, all of LPPD’s response to resistance reports were found to be
within policy.
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Legend
White Non-Hispanic Male
White Non-Hispanic Female
Black Non-Hispanic Male
Black Non-Hispanic Female
Hispanic Latino Any Race Male
Hispanic Latino Any Race Female
Other Male
Other Female
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Use Of Force - Reaccreditation Year 3
Data Collection Period: 1/1/2024 - 12/31/2024
White Non-Hispanic Black Non-Hispanic Hispanic Latino Any Race Other
Male
Female
Male
Female
Male
Female
Total
Male Female
Firearm
6
Discharge
0
0
0
0
0
0
0
0
0
Display Only
0
1
3
1
0
0
1
0
6
ECW
2
Discharge Only
1
0
0
0
0
0
0
0
1
Display Only
0
0
1
0
0
0
0
0
1
Baton
0
0
0
0
0
0
0
0
0
Chemical/OC
0
0
1
0
0
0
0
0
1
Weaponless
1
0
4
2
0
0
0
0
7
Canine
0
Release Only
0
0
0
0
0
0
0
0
0
Release and Bite
0
0
0
0
0
0
0
0
0
Total Uses of Force 2
1
9
3
0
0
1
0
16
Total Number of
1
Incidents Resulting
In Officer Injury or
Death
0
2
0
0
0
0
0
3
Total Use of Force
Arrests
1
1
6
2
0
0
0
0
10
Total Number of
0
Suspects Receiving
Non-Fatal Injuries
0
0
0
0
0
0
0
0
Total Number of
0
Suspects Receiving
Fatal Injuries
0
1
0
0
0
0
0
1
Total Agency
Custodial Arrests
40
27
103
53
6
0
4
1
234
Total Use of Force
Complaints
0
0
0
0
0
0
0
0
0
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Legend
White Non-Hispanic Male
White Non-Hispanic Female
Black Non-Hispanic Male
Black Non-Hispanic Female
Hispanic Latino Any Race Male
Hispanic Latino Any Race Female
Other Male
Other Female
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Use Of Force - Reaccreditation Year 4
Data Collection Period: 1/1/2025 - 12/31/2025
White Non-Hispanic Black Non-Hispanic Hispanic Latino Any Race Other
Male
Female
Male
Female
Male
Female
Total
Male Female
Firearm
2
Discharge
0
0
0
0
0
0
0
0
0
Display Only
0
0
1
1
0
0
0
0
2
ECW
1
Discharge Only
0
0
0
0
0
0
0
0
0
Display Only
1
0
0
0
0
0
0
0
1
Baton
0
0
0
0
0
0
0
0
0
Chemical/OC
0
0
0
0
0
0
0
0
0
Weaponless
0
0
1
0
0
0
0
0
1
Canine
0
Release Only
0
0
0
0
0
0
0
0
0
Release and Bite
0
0
0
0
0
0
0
0
0
Total Uses of Force 1
0
2
1
0
0
0
0
4
Total Number of
1
Incidents Resulting
In Officer Injury or
Death
0
0
0
0
0
1
0
2
Total Use of Force
Arrests
1
0
2
0
0
0
0
0
3
Total Number of
0
Suspects Receiving
Non-Fatal Injuries
0
1
0
0
0
0
0
1
Total Number of
0
Suspects Receiving
Fatal Injuries
0
0
0
0
0
0
0
0
Total Agency
Custodial Arrests
48
15
89
39
6
1
1
0
199
Total Use of Force
Complaints
0
0
0
0
0
0
0
0
0
Reaccreditation Year 4 Notes:
During calendar year 2025, La Plata Police Department (LPPD) officers documented four (4) response to resistance
incidents. The highest level of force utilized consisted of two (2) firearm displays, one (1) electronic control weapon
(ECW) display, and one (1) weaponless control technique. No firearms were discharged, and no ECWs were deployed
in either probe or stun mode. Additionally, officers did not utilize batons, oleoresin capsicum (OC) spray, or canine
deployments during any response to resistance incidents.
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Demographic Overview
Of the four incidents:
Two (2) involved Black Non-Hispanic males
One (1) involved a Black Non-Hispanic female
One (1) involved a White Non-Hispanic male
No response to resistance incidents involved Hispanic/Latino individuals or persons categorized within the “Other”
demographic group.
Injuries and Complaints
One (1) suspect sustained a non-fatal injury. There were no fatal injuries reported.
Two (2) incidents resulted in officer injuries; however, none were life-threatening. The agency received zero use-offorce complaints during the assessment period, supporting the conclusion that officers acted within established legal
and departmental guidelines.
In 2025, LPPD conducted 199 custodial arrests, three (3) of which involved a response to resistance. This equates to
approximately 1.5% of all custodial arrests, demonstrating that force remains an infrequent occurrence relative to
enforcement activity.
Agency policies governing response to resistance, less-lethal weapons, and firearms were reviewed to ensure alignment
with CALEA Sixth Edition standards, Maryland legislative requirements, and current case law. The department
remains committed to maintaining written directives that reflect evolving best practices in law enforcement.
All sworn personnel successfully completed the Maryland Police and Correctional Training Commission (MPCTC)
firearms qualification requirements and demonstrated proficiency with agency-issued weapons. Officers authorized to
carry patrol rifles and shotguns also maintained required qualification schedules.
Department policy continues to prohibit warning shots, and none were fired in 2025.
Further, lateral vascular neck restraints are prohibited, and choke holds are authorized only when deadly force is
justified. There were no reported uses of either technique during this reporting period.
The department continues to emphasize training focused on officer safety, decision-making, and de-escalation
strategies to minimize the need for force whenever possible while maintaining the ability to respond effectively to
rapidly evolving threats.
LPPD’s response to resistance frequency in 2025 remained notably low. The majority of incidents involved displays of
force rather than physical applications, indicating that officer presence, communication, and tactical positioning were
generally effective in gaining compliance without escalation.
All response to resistance reports were reviewed through the chain of command and determined to be within
departmental policy. The absence of complaints, the limited number of suspect injuries, and the overall low application
rate of force reflect the department’s continued commitment to professional, constitutional policing.
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The La Plata Police Department will continue its annual evaluation of response to resistance incidents, training
programs, equipment, and written directives to ensure officers remain properly prepared while maintaining compliance
with CALEA standards and nationally recognized law enforcement best practices.
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Legend
White Non-Hispanic Male
White Non-Hispanic Female
Black Non-Hispanic Male
Black Non-Hispanic Female
Hispanic Latino Any Race Male
Hispanic Latino Any Race Female
Other Male
Other Female
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Grievances
Year 1 Data Collection Period: 1/1/2022-12/31/2022
Year 2 Data Collection Period: 1/1/2023-12/31/2022
Year 3 Data Collection Period: 1/1/2024-12/31/2024
Year 4 Data Collection Period: 1/1/2025-12/31/2025
Grievances
Year 1
Year 2
Year 3
Year 4
Number
0
0
0
0
Reaccreditation Year 1 Notes:
During the past five (5) years the agency has received one (1) grievance. The grievance was about the agency’s
corporal promotional process. This grievance was settled at the lowest level of relief.
Chief Schinner believes the reason for the agency’s low level of grievances is in part to the open-door policy exercised
by all four (4) commanders. Moreover, although the rank and file are not entitled to collective bargaining, Chief
Schinner routinely meets with the leadership of the recently formed Fraternal Order of Police Lodge #151. This allows
issues, real or perceived, to be discussed in a timely manner and a resolution achieved.
A review of the agency’s grievance procedures and reporting found no need for revisions.
Reaccreditation Year 2 Notes:
During the past five (5) years the agency has received no grievance.
Chief Schinner believes the reason for the agency’s low level of grievances is in part to the open-door policy exercised
by all four (4) commanders. Moreover, although the rank and file are not entitled to collective bargaining, Chief
Schinner routinely meets with the leadership of the recently formed Fraternal Order of Police Lodge #151. This allows
issues, real or perceived, to be discussed in a timely manner and a resolution achieved.
A review of the agency’s grievance procedures and reporting found no need for revisions.
Reaccreditation Year 3 Notes:
Over the past five (5) years, the agency has not received any formal grievances. Chief Schinner attributes this to the
agency’s open-door policy, consistently maintained by all four (4) commanders. Although the rank-and-file officers do
not have collective bargaining rights, Chief Schinner holds regular meetings with the leadership of the recently
established Fraternal Order of Police Lodge #151. These meetings provide a forum for addressing concerns—whether
real or perceived—in a timely and constructive manner. A review of the agency’s grievance procedures and reporting
mechanisms revealed no need for revision.
Reaccreditation Year 4 Notes:
Over the past five (5) years, the La Plata Police Department has not received any formal grievances, indicating a
sustained organizational climate that promotes transparency, accountability, and employee trust. Chief Norris attributes
this outcome to the agency’s firmly established open-door policy, which is actively supported and modeled by all three
(3) commanders. This leadership approach fosters direct communication, encourages the early resolution of concerns,
and reinforces employee confidence in the department’s administrative processes.
While rank-and-file officers do not operate under collective bargaining rights, Chief Norris proactively meets with the
leadership of the recently established Fraternal Order of Police Lodge #151 to ensure employees maintain a viable and
respected avenue for discussing workplace matters. These routine engagements provide a structured and professional
forum to identify emerging issues, address concerns—whether actual or perceived—and implement solutions before
they escalate into formal disputes.
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During this assessment period, a comprehensive review of the agency’s grievance procedures, reporting mechanisms,
and accessibility was conducted to evaluate both effectiveness and organizational risk. The review found that current
practices are clearly communicated, consistently applied, and aligned with contemporary law enforcement best
practices emphasizing procedural fairness and employee wellness. The absence of formal grievances, coupled with
ongoing leadership engagement, suggests the department’s approach is functioning as intended.
Based on this analysis, the agency has determined that the existing grievance process remains effective and responsive
to employee needs; therefore, no policy revisions are recommended at this time. Leadership will continue to monitor
organizational climate and reporting practices to ensure the department maintains a professional work environment
grounded in trust, communication, and accountability.
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Personnel Actions
Year 1 Data Collection Period: 1/1/2022-12/31/2022
Year 2 Data Collection Period: 1/1/2023-12/31/2023
Year 3 Data Collection Period: 1/1/2024-12/31/2024
Year 4 Data Collection Period: 1/1/2025-12/31/2025
Year 1
Year 2
Year 3
Year 4
Suspension
2
0
2
3
Demotion
0
0
0
0
Resign In Lieu of Termination
0
0
0
0
Termination
0
0
0
1
Other
4
3
0
0
Total
6
3
2
4
Commendations
32
27
41
Reaccreditation Year 1 Notes:
Two suspensions for medical. Personnel action - tiktok incident (car wash)
Reaccreditation Year 2 Notes:
There are two open cases from this calendar year awaiting disposition.
Reaccreditation Year 3 Notes:
In 2024, one officer was suspended pending the outcome of an off-duty felony charge. An additional officer was
suspended pending the outcome of a trial board related to a truthfulness violation
Reaccreditation Year 4 Notes:
During the assessment period, the La Plata Police Department took appropriate administrative action in response to
several personnel matters. Two officers were still suspended pending the outcome of a Trial Board, consistent with
departmental policy and due process requirements. One officer was initially suspended pending the investigation of a
complaint; however, upon completion of the investigation, the officer was returned to full duty status.
Additionally, one probationary officer was terminated due to unsatisfactory job performance. As a probationary
employee, the officer did not meet the standards and expectations required for continued employment with the agency.
These actions reflect the department’s commitment to accountability, professional standards, and the fair and
consistent application of personnel procedures.
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Calls For Service / Crime Data - Reaccreditation Year 4
Data Collection Period: 1/1/2022 - 12/31/2025
Year 1
Year 2
Year 3
Year 4
16910
17823
18828
17631
Murder
2
0
0
1
Forcible Rape
0
0
0
0
Robbery
5
7
4
2
Aggravated Assault
33
25
29
23
Burglary
24
17
28
10
Larceny-Theft
173
197
165
147
Motor Vehicle Theft
6
9
19
35
Arson
0
0
1
1
Calls for Service
Calls for Service
Crime Data
Reaccreditation Year 4 Notes:
In 2025, 14.5% of the agency’s Part I crimes were classified as violent in nature, including murder, rape, robbery, and
aggravated assault. The remaining 85.5% were categorized as non-violent or property crimes. As is common in most
municipalities, larceny accounted for the largest share of LPPD’s Part I crime, comprising approximately 67% of the
total.
Calls for service have continued to trend upward in the post-COVID era. The agency responded to 17,631 calls for
service in 2025, reflecting sustained demand for police services when compared to prior years. Meanwhile, custodial
arrests have continued to decline. Contributing factors include the decriminalization of marijuana and drug
paraphernalia, as well as legislative changes that afford officers greater discretion in issuing criminal citations in lieu of
arrest.
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Motor Vehicle Pursuit
Year 1 Data Collection Period: 1/1/2022-12/31/2022
Year 2 Data Collection Period: 1/1/2023-12/31/2023
Year 3 Data Collection Period: 1/1/2024-12/31/2024
Year 4 Data Collection Period: 1/1/2025-12/31/2025
Year 1
Year 2
Year 3
Year 4
Total Pursuits
4
3
4
1
Forcible stopping techniques used
0
1
2
0
Terminated by Agency
1
1
3
0
Policy Compliant
4
3
2
1
Policy Non-Compliant
0
0
2
0
Total Collisions
0
1
1
0
Officer
0
0
0
0
Suspect
0
0
0
0
ThirdParty
0
0
0
0
Traffic
2
0
0
0
Felony
2
0
1
1
Misdemeanor
0
3
0
0
Pursuits
Collisions
Injuries
Reason Initiated
Reaccreditation Year 1
During 2022, LPPD officers engaged in four (4) pursuits. Two (2) were for traffic violations, one (1) was for an assault
with a motor vehicle, and one (1) was for felony assault of a police officer.
By policy, La Plata police officers are permitted to engage in pursuits for the following criminal incidents:
• Murder/Manslaughter
• Rape
• Carjacking
• Armed robbery
• Kidnapping/Abduction
• Unlawful shooting, stabbing, assaulting etc., with intent to maim, disfigure, or disable; as set forth in the Maryland
Criminal Law Article. This does not include pursuits for unlawful flight to avoid apprehension for a minor misdemeanor
crime.
• Firearm violations as set forth in the Maryland Criminal Law Article.
• Vehicle theft of a marked emergency vehicle
• Hit and run personal injury or fatal collisions.
• Assist a lone allied law enforcement partner who is pursuing a vehicle though La Plata.
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Pursuit External Conditions and Collisions
Road conditions were dry in three (3) of the pursuits. All four (4) pursuits involved LPPD slick top cruisers. There were
no injuries sustained during pursuits in 2022.
The average pursuit lasted approximately 2.75 miles. Two (2) pursuits involved officers assisting a lone allied law
enforcement in a pursuit within the town’s limits. One (1) pursuit ended in a bailout at the Patuxent Inn, and one (1)
pursuit/fail to stop ended when the driver pulled over.
All of the agency’s pursuits were found to be policy compliant.
The sample size of pursuits this year do not display any trends. However, looking at historic data, pursuits tend to occur
on weekends during the late evening or early morning hours.
During 2022, LPPD officers answered 16,910 calls for service. Thus, .02% of calls for service involved an officer
pursuing a vehicle.
Reaccreditation Year 2
During 2023, LPPD officers engaged in three (3) pursuits. All three (3) involved individuals who were reportedly
armed with firearms.
By policy, La Plata police officers are permitted to engage in pursuits for the following criminal incidents:
• Murder/Manslaughter
• Rape
• Carjacking
• Armed robbery
• Kidnapping/Abduction
• Unlawful shooting, stabbing, assaulting etc., with intent to maim, disfigure, or disable; as set forth in the Maryland
Criminal Law Article. This does not include pursuits for unlawful flight to avoid apprehension for a minor misdemeanor
crime.
• Firearm violations as set forth in the Maryland Criminal Law Article.
• Vehicle theft of a marked emergency vehicle
• Hit and run personal injury or fatal collisions.
Pursuit External Conditions and Collisions - Road conditions were dry and clear in all three (3) of the pursuits. Two (2)
pursuits involved LPPD slick top marked cruisers and one (1) involved an unmarked cruiser. There were no injuries
recorded during pursuits in 2023.
The average pursuit lasted approximately 2.3 miles. One (1) pursuit was cancelled by the agency, one (1) ended in a
collision with the driver being apprehended, and the third pursuit ended when the suspect stopped and was
apprehended after a firearm’s display.
All pursuits were found to be policy compliant. Although the pursuit sample size is relatively small, pursuits tend to
occur between 1801-2359 hours. During 2023, LPPD officers answered 17,823 calls for service. Thus, .016% of calls
for service involved an officer pursuing a vehicle.
Pursuit Ending Devices/Techniques
The agency issues pursuit ending devices known as “stop sticks.” Only officers who have been certified in the use of
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“stop sticks” can utilize them.
On January 8, 2023, at approximately 0412 hours, members of the Charles County Sheriff’s Office were pursuing five
vehicles on Port Tobacco Road. LPPD officers, who were not involved in actively pursuing the suspects. However,
they did deploy stop sticks that all five vehicles drove over causing multiple disabled vehicles. Three individuals were
eventually arrested by CCSO and LPPD officers.
At this time, no LPPD officers have been trained in the “pit maneuver.” Moreover, the agency does not plan to train
officers in the technique anytime in the near future.
Policy and Reporting Review
In 2020, the agency began to utilize Blue Team software to track pursuits, response to resistance, and internal affairs
investigation. The software meets the agency’s needs and provides the data in this analysis.
As noted earlier, the agency’s policy only allows LPPD officers to engage in pursuits for crimes of violence, handgun
violations, for the pursuit of a stolen emergency vehicle, and to aid a sole allied law enforcement officer who is
engaged in a pursuit until another backup officer is able to assist. The agency’s pursuit policy is under continuous
review and changes will be made as needed, however at this time the written directive does not require wordsmithing.
Equipment Needs - LPPD allows officers who have been properly trained with “stop sticks” to carry the pursuit ending
equipment in their cruises. The “stop sticks” have worked well and will continue to be utilized when the deployment
can be done safely.
Reaccreditation Year 3
Pursuit Activity – 2024
Total Pursuits: 4
1 for a burglary
3 traffic-related (one involved a stolen vehicle)
Vehicle Types Involved:
3 in slick top marked cruisers
1 in an unmarked cruiser
Conditions:
All occurred under dry and clear road conditions
All occurred on weekends, primarily between 1800–0600 hours
Average pursuit distance: ~4 miles
No injuries recorded
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Pursuit Outcomes:
3 pursuits were agency-cancelled
1 ended in a collision with a bail-out before LPPD arrival
Policy Review:
2 pursuits were policy compliant
1 (burglary-related) prompted discussion to revise policy language
1 was non-compliant, involving a new officer who terminated the pursuit
Call for Service Comparison:
LPPD responded to 18,828 calls for service
.021% of calls involved a pursuit
Tire Deflation Device (Stop Stick) Deployment
Certification Requirement: Only certified officers may deploy stop sticks
Training in PIT Maneuver:
No officers trained
No future plans to implement PIT training
Key Deployments:
Jan 8, 2023 – Successful deployment for 5 suspected stolen vehicles at CCSO request
May 5, 2024 – Used to stop a stolen vehicle pursued by CCSO to Potomac River Crossing; pursuit picked up by KGCS
deputies
Aug 7, 2024 – Used in response to a hit-and-run vehicle from Waldorf; successfully deployed in La Plata
Dec 3, 2024 – Joint deployment with CCSO for a commercial robbery suspect from Virginia
Vehicle hit two sets of stop sticks
Resulted in a fatal crash (1 deceased passenger, 2 critically injured individuals)
No LPPD units actively engaged in the pursuit
Equipment Status & Recommendations
LPPD will continue using stop sticks as they have proven effective when deployed safely
Officers will be equipped only if certified
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No expansion planned for PIT or other tactical intervention training
Reaccreditation Year 4
During calendar year 2025, the La Plata Police Department engaged in one (1) vehicle pursuit. Departmental policy
permits officers to initiate pursuits only for serious criminal offenses, including murder/manslaughter, rape, carjacking,
armed robbery, kidnapping/abduction, unlawful shooting, stabbing, or assault with intent to maim, disfigure, or disable
as defined in the Maryland Criminal Law Article; firearm violations; theft of a marked emergency vehicle; and hit-andrun collisions involving personal injury or death. The policy expressly prohibits pursuits for unlawful flight related to
minor misdemeanor offenses.
On March 28, 2025, at approximately 0159 hours, officers responded to the Best Western in La Plata for a report of a
subject threatening a victim with a handgun. Officers attempted a traffic stop on the suspect vehicle, which refused to
stop and fled, initiating the pursuit. The suspect drove at excessive speeds, committed multiple traffic violations, and
discarded items from the vehicle while traveling through La Plata, Charles County, and Prince George’s County.
The pursuit lasted approximately 13 miles and was conducted in compliance with departmental policy, as it involved a
reported firearm violation and a violent threat to a victim. The incident concluded when the suspect vehicle struck
deployed stop sticks near the Route 5/Route 301 split and became disabled. Officers executed a felony stop, took the
suspect into custody without injury, and recovered a handgun with an obliterated serial number.
The pursuit was determined to be policy compliant following supervisory review. With only one (1) pursuit occurring
during the year, the agency did not identify any patterns or trends specific to 2025. However, a review of historical
data indicates that pursuits most commonly occur on weekends during the late evening or early morning hours.
During 2025, LPPD officers responded to 17,631 calls for service. Of those calls, approximately 0.02% resulted in a
vehicle pursuit, demonstrating that pursuits remain a rare occurrence for the agency and are initiated only under
circumstances that meet the strict criteria established by departmental policy.
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Agency Breakdown Report - Reaccreditation Year 1
Data Collection Period: 1/1/2022 - 12/31/2022
White Non-Hispanic Black Non-Hispanic Hispanic Latino Any Race Other
Total
Male
Female
Male
Female
Male
Female
Male Female
Executive
1
0
0
0
0
0
0
0
1
Command
3
0
0
0
0
0
0
0
3
Supervisory
Positions
7
0
2
0
0
0
0
0
9
Non-Supervisory
Positions
6
0
2
0
0
0
1
0
9
Sworn Personnel
Sub Total
22
Non Sworn Personnel
Executive
0
0
0
0
0
0
0
0
0
Managerial
0
0
0
0
0
0
0
0
0
Supervisory
Positions
0
0
0
0
0
1
0
0
1
Non-Supervisory
Positions
2
3
0
0
1
0
0
0
5
Sub Total
6
Total
28
Reaccreditation Year 1 Notes:
One Corporal left the agency halfway through the year and another officer was promoted to fill the spot.
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Legend
White Non-Hispanic Male
White Non-Hispanic Female
Black Non-Hispanic Male
Black Non-Hispanic Female
Hispanic Latino Any Race Male
Hispanic Latino Any Race Female
Other Male
Other Female
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Agency Breakdown Report - Reaccreditation Year 2
Data Collection Period: 1/1/2023 - 12/31/2023
White Non-Hispanic Black Non-Hispanic Hispanic Latino Any Race Other
Total
Male
Female
Male
Female
Male
Female
Male Female
Executive
1
0
0
0
0
0
0
0
1
Command
4
0
0
0
0
0
0
0
4
Supervisory
Positions
7
0
3
0
0
0
0
0
10
Non-Supervisory
Positions
5
0
1
0
2
0
1
0
9
Sworn Personnel
Sub Total
24
Non Sworn Personnel
Executive
0
0
0
0
0
0
0
0
0
Managerial
0
0
0
0
0
1
0
0
1
Supervisory
Positions
0
0
0
0
0
0
0
0
0
Non-Supervisory
Positions
1
5
0
0
0
0
1
0
7
Sub Total
8
Total
32
Reaccreditation Year 2 Notes:
We had three white females in the police academy, and one other (Asian) male in the police academy.
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Legend
White Non-Hispanic Male
White Non-Hispanic Female
Black Non-Hispanic Male
Black Non-Hispanic Female
Hispanic Latino Any Race Male
Hispanic Latino Any Race Female
Other Male
Other Female
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Agency Breakdown Report - Reaccreditation Year 3
Data Collection Period: 1/1/2024 - 12/31/2024
White Non-Hispanic Black Non-Hispanic Hispanic Latino Any Race Other
Total
Male
Female
Male
Female
Male
Female
Male Female
Executive
1
0
0
0
0
0
0
0
1
Command
4
0
0
0
0
0
0
0
4
Supervisory
Positions
8
0
3
0
0
0
0
0
11
Non-Supervisory
Positions
4
2
1
0
1
0
2
0
10
Sworn Personnel
Sub Total
26
Non Sworn Personnel
Executive
0
0
0
0
0
0
0
0
0
Managerial
0
0
0
0
0
0
0
0
0
Supervisory
Positions
0
0
0
0
0
1
0
0
1
Non-Supervisory
Positions
1
2
0
0
0
0
0
0
3
Sub Total
4
Total
30
91
Page 175 of 250
Legend
White Non-Hispanic Male
White Non-Hispanic Female
Black Non-Hispanic Male
Black Non-Hispanic Female
Hispanic Latino Any Race Male
Hispanic Latino Any Race Female
Other Male
Other Female
92
Page 176 of 250
Agency Breakdown Report - Reaccreditation Year 4
Data Collection Period: 1/1/2025 - 12/31/2025
White Non-Hispanic Black Non-Hispanic Hispanic Latino Any Race Other
Total
Male
Female
Male
Female
Male
Female
Male Female
Executive
2
0
0
0
0
0
0
0
2
Command
3
0
0
0
0
0
0
0
3
Supervisory
Positions
8
0
3
0
0
0
0
0
11
Non-Supervisory
Positions
6
2
1
0
1
0
2
0
12
Sworn Personnel
Sub Total
28
Non Sworn Personnel
Executive
0
0
0
0
0
0
0
0
0
Managerial
0
0
0
0
0
0
0
0
0
Supervisory
Positions
0
0
0
0
0
1
0
0
1
Non-Supervisory
Positions
1
2
1
0
0
0
0
0
4
Sub Total
5
Total
33
Reaccreditation Year 4 Notes:
During the assessment period, the La Plata Police Department experienced several personnel changes within its ranks.
Chief Carl Schinner separated from the agency in good standing after dedicated service to the department and
community. Following his departure, the Town appointed Chief Matthew Norris to lead the organization, ensuring
continuity in leadership and the agency’s ongoing commitment to professional law enforcement services.
Additionally, one sworn officer resigned from the department in good standing to accept a position with another law
enforcement agency. The officer’s departure reflects the professional mobility common within the policing profession
and was not related to disciplinary action or performance concerns.
93
Page 177 of 250
Legend
White Non-Hispanic Male
White Non-Hispanic Female
Black Non-Hispanic Male
Black Non-Hispanic Female
Hispanic Latino Any Race Male
Hispanic Latino Any Race Female
Other Male
Other Female
94
Page 178 of 250
Sworn Officer Selection - Reaccreditation Year 1
Data Collection Period: 1/1/2022 - 12/31/2022
White Non-Hispanic Black Non-Hispanic Hispanic Latino Any Race Other
Total
Male
Female
Male
Female
Male
Female
Male Female
Applications
Received
9
4
18
4
1
0
1
0
37
Applicants Hired
2
1
1
0
1
0
0
0
5
Percent Hired
22%
25%
6%
0%
100%
%
0%
%
N/A
0%
N/A
Percent of
Workforce
Population
14%
5%
5%
Reaccreditation Year 1 Notes:
141 apps received and only 37 participated in process. We do not track demographic information on initial applications.
Legend
95
Page 179 of 250
White Non-Hispanic Male
White Non-Hispanic Female
Black Non-Hispanic Male
Black Non-Hispanic Female
Hispanic Latino Any Race Male
Hispanic Latino Any Race Female
Other Male
Other Female
96
Page 180 of 250
Sworn Officer Selection - Reaccreditation Year 2
Data Collection Period: 1/1/2023 - 12/31/2023
White Non-Hispanic Black Non-Hispanic Hispanic Latino Any Race Other
Total
Male
Female
Male
Female
Male
Female
Male Female
Applications
Received
1
2
4
0
0
0
1
0
8
Applicants Hired
0
2
0
0
0
0
0
0
2
Percent Hired
0%
100%
0%
%
%
%
0%
%
N/A
0%
N/A
Percent of
Workforce
Population
8%
0%
0%
Reaccreditation Year 2 Notes:
LPPD received 26 applications for police officer. Eight individuals showed up for testing. Those eight individuals are
reflected above.
Legend
97
Page 181 of 250
White Non-Hispanic Male
White Non-Hispanic Female
Black Non-Hispanic Male
Black Non-Hispanic Female
Hispanic Latino Any Race Male
Hispanic Latino Any Race Female
Other Male
Other Female
98
Page 182 of 250
Sworn Officer Selection - Reaccreditation Year 3
Data Collection Period: 1/1/2024 - 12/31/2024
White Non-Hispanic Black Non-Hispanic Hispanic Latino Any Race Other
Total
Male
Female
Male
Female
Male
Female
Male Female
Applications
Received
6
0
4
2
0
0
0
0
12
Applicants Hired
0
0
0
0
0
0
0
0
0
Percent Hired
0%
%
0%
0%
%
%
%
%
N/A
0%
N/A
Percent of
Workforce
Population
0%
0%
0%
Reaccreditation Year 3 Notes:
Three of the 2024 applicants were hired in 2025 (2 white males and 1 black male)
Legend
99
Page 183 of 250
White Non-Hispanic Male
White Non-Hispanic Female
Black Non-Hispanic Male
Black Non-Hispanic Female
Hispanic Latino Any Race Male
Hispanic Latino Any Race Female
Other Male
Other Female
100
Page 184 of 250
Sworn Officer Selection - Reaccreditation Year 4
Data Collection Period: 1/1/2025 - 12/31/2025
White Non-Hispanic Black Non-Hispanic Hispanic Latino Any Race Other
Total
Male
Female
Male
Female
Male
Female
Male Female
Applications
Received
3
0
6
0
1
0
0
0
10
Applicants Hired
2
0
1
0
0
0
0
0
3
Percent Hired
67%
%
17%
%
0%
%
%
%
N/A
0%
N/A
Percent of
Workforce
Population
8%
4%
0%
Reaccreditation Year 4 Notes:
During 2025, the La Plata Police Department hired three (3) sworn officers who had initially applied with the agency in
2024. Two (2) of the new hires were lateral officers from out of state, bringing prior law enforcement training and
experience that allowed for a more efficient onboarding process. The third hire was a former agency Cadet who
successfully transitioned into a sworn officer role, demonstrating the effectiveness of the department’s cadet program
as a recruitment and development pipeline. These strategic hires supported the agency’s commitment to maintaining
staffing levels while enhancing operational readiness through the addition of both experienced personnel and internally
developed talent.
Legend
101
Page 185 of 250
White Non-Hispanic Male
White Non-Hispanic Female
Black Non-Hispanic Male
Black Non-Hispanic Female
Hispanic Latino Any Race Male
Hispanic Latino Any Race Female
Other Male
Other Female
102
Page 186 of 250
Sworn Officer Promotions - Reaccreditation Year 1
Data Collection Period: 1/1/2022 - 12/31/2022
White Non-Hispanic Black Non-Hispanic Hispanic Latino Any Race Other
Male
Tested
Female
Male
Female
Male
Female
Total
Male Female
3
3
Promoted
3
3
Percent Promoted
100 %
Eligible After
Testing
%
%
%
%
%
%
%
N/A
Legend
White Non-Hispanic Male
White Non-Hispanic Female
Black Non-Hispanic Male
Black Non-Hispanic Female
Hispanic Latino Any Race Male
Hispanic Latino Any Race Female
Other Male
Other Female
103
Page 187 of 250
Sworn Officer Promotions - Reaccreditation Year 2
Data Collection Period: 1/1/2023 - 12/31/2023
White Non-Hispanic Black Non-Hispanic Hispanic Latino Any Race Other
Total
Male
Female
Male
Female
Male
Female
Male Female
Tested
7
0
1
0
0
0
0
0
8
Eligible After
Testing
10
0
1
0
0
0
1
0
12
Promoted
6
0
1
0
0
0
0
0
7
Percent Promoted
86 %
%
100 %
%
%
%
%
%
N/A
Reaccreditation Year 2 Notes:
Included in the promotional chart are several reclassifications. Three lieutenants were reclassified to the rank of
captain. The remaining individual on the lieutenant's promotional was promoted to the rank of corporal. Two
individuals were promoted to the rank of corporal and one to the rank of police officer first class.
Legend
104
Page 188 of 250
White Non-Hispanic Male
White Non-Hispanic Female
Black Non-Hispanic Male
Black Non-Hispanic Female
Hispanic Latino Any Race Male
Hispanic Latino Any Race Female
Other Male
Other Female
105
Page 189 of 250
Sworn Officer Promotions - Reaccreditation Year 3
Data Collection Period: 1/1/2024 - 12/31/2024
White Non-Hispanic Black Non-Hispanic Hispanic Latino Any Race Other
Total
Male
Female
Male
Female
Male
Female
Male Female
Tested
4
1
1
0
1
0
0
0
7
Eligible After
Testing
4
1
0
0
1
0
0
0
6
Promoted
1
1
0
0
1
0
0
0
3
Percent Promoted
25 %
100 %
0%
%
100 %
%
%
%
N/A
Reaccreditation Year 3 Notes:
One individual was promoted to Corporal. Two individuals were promoted to patrol officer first class.
Legend
White Non-Hispanic Male
White Non-Hispanic Female
Black Non-Hispanic Male
Black Non-Hispanic Female
Hispanic Latino Any Race Male
Hispanic Latino Any Race Female
Other Male
Other Female
106
Page 190 of 250
Sworn Officer Promotions - Reaccreditation Year 4
Data Collection Period: 1/1/2025 - 12/31/2025
White Non-Hispanic Black Non-Hispanic Hispanic Latino Any Race Other
Total
Male
Female
Male
Female
Male
Female
Male
Female
Tested
0
1
0
0
0
0
1
0
2
Eligible After
Testing
0
1
0
0
0
0
1
0
2
Promoted
1
1
0
0
0
0
1
0
3
Percent Promoted
%
100 %
%
%
%
%
100 % %
N/A
Reaccreditation Year 4 Notes:
During the 2025 calendar year, the La Plata Police Department experienced several personnel changes reflective of the
agency’s continued commitment to professional growth and leadership development. Two patrol officers successfully
completed the promotional testing process and were elevated to the rank of Patrolman First Class, recognizing their
demonstrated performance, experience, and readiness for increased responsibility.
Additionally, Captain Matthew Norris was appointed as Chief of Police. The position of Chief is an appointed
executive leadership role; therefore, no promotional testing was conducted as part of the selection process. Chief
Norris brings extensive law enforcement experience and leadership to the organization, and his appointment supports
the agency’s mission of maintaining effective, professional police services for the community.
Legend
107
Page 191 of 250
White Non-Hispanic Male
White Non-Hispanic Female
Black Non-Hispanic Male
Black Non-Hispanic Female
Hispanic Latino Any Race Male
Hispanic Latino Any Race Female
Other Male
Other Female
108
Page 192 of 250
109
Page 193 of 250
9532 Liberia Avenue
Suite 813
Manassas, VA 20110
703-352-4225
www.calea.org
July 25, 2026
Mr. Matt Norris
Chief of Police
La Plata Police Department
101 La Grange Avenue
La Plata, MD 20646
Chief Norris:
CALEA® Accreditation serves as the International Gold Standard for Public Safety Agencies. This
correspondence serves to recognize the La Plata Police Department has been awarded Law
Enforcement Accreditation effective July 25, 2026, for the Third time. This award remains in effect
for four years and the agency retains all privileges associated with this status during that period.
The process of CALEA Accreditation begins with a rigorous self-assessment, requiring a review of
policies, practices, and processes against internationally accepted public safety standards. This is
followed with an assessment by independent assessors with significant public safety experience.
Additionally, public feedback is received to promote community trust and engagement. Structured
interviews are conducted with select agency personnel and others with knowledge to assess the
agency’s effectiveness and overall service delivery capacities. The decision to accredit is rendered
by a governing body of twenty-one Commissioners following a public hearing and review of all
reporting documentation.
CALEA Accreditation is a continuous process and serves as the foundation for a successful, well
managed, transparent, community-focused public safety agency. To this end, an agency must
maintain its accredited status by remaining in compliance with CALEA standards at all times.
CALEA congratulates the La Plata Police Department for demonstrating a commitment to
professional excellence through accreditation. CALEA Accreditation is the Mark of Professional
Excellence and should be displayed proudly by those who have earned this honor.
Sincerely,
W. Craig Hartley, Jr.
Executive Director
“The Gold Standard in Public Safety”
Page 194 of 250
9532 Liberia Avenue
Suite 813
Manassas, VA 20110
703-352-4225
www.calea.org
July 25, 2026
Again, congratulations on your most recent CALEA® Accreditation. As you move into the next
four years, we are providing you with anticipated dates for your web-based and site-based
assessments. Please note the change to your web-based assessment time frame, as we have
modified them to reflect a more accurate four-year review.
The La Plata Police Department’s Law Enforcement Accreditation Year 1, 2, 3 and 4 web-based
assessments are predicted to occur during the following weeks:
Year 1: March 26 - April 3, 2027
Year 2: February 25 - March 4, 2028
Year 3: March 9 - 17, 2029
Year 4: December 14 - 22, 2029
The La Plata Police Department site-based review is anticipated for the week of February 11.
CALEA reserves the right to modify assessment dates based on scheduling and/or staffing needs.
Agencies are required to follow CALEA’s best practices for continued compliance, located on the
CALEA website under tools and tutorials.
As a reminder, you should log into the CALEA Information Management and Reporting System
(CIMRS) and complete or update agency information as needed. You are required to remit annual
status reports for the next three years, through CIMRS, to document progression of continuous
organizational improvement. The report is due not later than 30 days after your award anniversary
date of July 28.
If you should have any questions or need additional information, please contact your Regional
Program Manager.
Sincerely,
W. Craig Hartley, Jr.
Executive Director
“The Gold Standard in Public Safety”
Page 195 of 250
FOR LEGISLATIVE USE ONLY
Item Number: 2026-1394
Date of Meeting: October 13, 2026
Agenda Item Summary
MEETING GROUP:
STAFF RESOURCE:
DEPARTMENT:
TYPE:
SUBJECT:
Town Council
Aaron Mosrie
Inspections
Town Council Ordinance
Chapter 186, Section 186-16 “Use of Public Sewers” – Fats, Oils,
and Grease
BACKGROUND:
The proposed amendments revise the Town's existing requirements governing fats, oils,
grease, sand, and solids interceptors and establish a more comprehensive regulatory
framework for the management of fats, oils, and grease (FOG) generated by food service
establishments (FSEs).
The existing provisions establish general requirements for the installation and maintenance
of interceptors, the disposal of collected materials, and the maintenance of disposal
records. The proposed amendments retain those basic requirements while providing
significantly greater specificity concerning interceptor design, maintenance, inspection and
corrective action.
The overall objective is to provide clear and consistent standards that help prevent
excessive FOG and solids from entering the public sanitary sewer system and to provide
property owners and food service establishments with clearly defined responsibilities for
maintaining effective grease-control systems.
The proposed amendments represent a transition from the Town's existing general
interceptor requirements to a more comprehensive FOG management program.
The amendments are intended to accomplish four principal objectives:
•
•
Prevent excessive FOG and solids from entering the public sewer system;
Establish clear standards for interceptor installation, capacity, maintenance, and
operation;
AI Disclaimer: Portions of this document may have been drafted or compiled with the assistance of artificial
intelligence (AI). All content has been thoroughly reviewed, verified, and approved by town staff for accuracy.
Page 196 of 250
FOR LEGISLATIVE USE ONLY
Item Number: 2026-1394
Date of Meeting: October 13, 2026
•
•
Define responsibilities for property owners, FSE owners, operators, and employees;
and
Provide the Town with clear inspection, documentation, and corrective-action
procedures for determining and maintaining compliance.
Substantive Changes
1. Establishes a minimum standard for exterior grease interceptors.
The proposed code establishes a minimum 2,000-gallon capacity for exterior grease
interceptors and requires the interceptors to be located outside the building and accessible
for inspection, cleaning, pumping, and servicing, unless an alternate location is approved
by the Inspector.
The amendment also requires interceptor locations and installation details to be included
in applicable construction or plumbing plans.
Reason for change: The existing code generally requires an interceptor of a type and capacity
approved by the appropriate authorities but does not establish a specific minimum capacity
or provide the same level of installation detail. The proposed language establishes a clear
and predictable standard for new installations.
The proposed amendment also removes references to the Maryland Department of Health
as an approving authority for the type and capacity of grease interceptors. The Department
of Health does not have authority over the design or capacity requirements for grease
interceptors. Removing this reference clarifies the respective regulatory responsibilities and
ensures that the ordinance identifies the appropriate local authority for review and approval
of interceptor installations.
This proposed change would also align the Town's ordinance with the applicable grease
interceptor provisions contained in the Charles County Code, providing greater consistency
between the Town's requirements and the surrounding County's regulatory framework.
AI Disclaimer: Portions of this document may have been
drafted or compiled with the assistance of artificial
intelligence (AI). All content has been thoroughly reviewed,
verified, and approved by town staff for accuracy.
Page 2 of 5
Agenda Item Summary Form
r2026.06.24
Page 197 of 250
FOR LEGISLATIVE USE ONLY
Item Number: 2026-1394
Date of Meeting: October 13, 2026
2. Clarifies which food-service fixtures require interceptor treatment.
The proposed language specifically addresses sinks, dishwashers, floor drains, mop sinks,
and other equipment located in food preparation and cleanup areas. It requires those
fixtures to be connected to an interceptor or other approved treatment device appropriate
to the type of waste being generated.
Reason for change: The additional specificity reduces uncertainty regarding which fixtures
must receive pretreatment and recognizes that some establishments may have FOG as their
primary concern while others may primarily generate solids.
3. Provides a mechanism for correcting inadequate existing systems.
The proposed amendments authorizes the Inspector to require an existing interceptor to be
upgraded, replaced, or modified when it is determined to be inadequate, improperly sized,
improperly installed, or otherwise incapable of effectively controlling FOG discharges.
Reason for change: The existing language does not provide the same level of specificity
concerning how the Town may address an existing system that is demonstrated to be
inadequate. The new provision creates a clear corrective mechanism while allowing the
Inspector to establish an appropriate timeframe for compliance.
4. Expands inspection and compliance provisions.
The proposed code expressly authorizes the Inspector to inspect regulated interceptor
devices and requires owners and operators to provide safe and unobstructed access for
inspection, sampling, maintenance verification, and compliance purposes.
Reason for change: Clear inspection authority and access requirements are necessary to
verify whether interceptor systems are being properly maintained and are performing their
intended function.
AI Disclaimer: Portions of this document may have been
drafted or compiled with the assistance of artificial
intelligence (AI). All content has been thoroughly reviewed,
verified, and approved by town staff for accuracy.
Page 3 of 5
Agenda Item Summary Form
r2026.06.24
Page 198 of 250
FOR LEGISLATIVE USE ONLY
Item Number: 2026-1394
Date of Meeting: October 13, 2026
FISCAL IMPACT:
The proposed amendments to Chapter 186-16 (“Use of Public Sewers – Fats, Oils, and
Grease”) are anticipated to have minimal fiscal impact on the Town. The ordinance primarily
clarifies standards, inspection authority, and compliance procedures rather than creating
new operational programs or staffing needs. Existing inspection resources are expected to
accommodate the added specificity without requiring additional personnel or funding.
There may be nominal revenue from permit-related fees associated with new or upgraded
interceptor installations. Any such fees would be applied in accordance with the Town’s
adopted annual fee schedule.
STRATEGIC PLAN ALIGNMENT:
Review and revision of the Town’s ordinances aligns with the 2022 Strategic Plan as follows:
Goal #1: Good Governance
•
•
Revising the FOG ordinance directly fulfills the strategic priority of maintaining clear,
current, and effective Town policies.
Updating the ordinance based on system data, compliance trends, and industry
standards supports evidence-based governance.
Goal #5: Public Service Readiness
•
Up‑to‑date FOG regulations act as a preventive tool by reducing system stress and
avoiding costly emergency repairs. The implementation of preventive maintenance
and proactive system management reduces sewer blockages, prevents damage to
wastewater systems, and extends the lifespan of Town infrastructure assets.
SUSTAINABILITY CONSIDERATIONS:
Regular review and revision of FOG regulations helps prevent sewer blockages, system
overflows, and premature infrastructure degradation—directly reinforcing the
Comprehensive Plan’s guidance on protecting core facilities and ensuring reliable utility
service. FOG buildup can lead to sewer overflows that release contaminants into
waterways. By keeping the ordinance current with evolving best practices, the Town
AI Disclaimer: Portions of this document may have been
drafted or compiled with the assistance of artificial
intelligence (AI). All content has been thoroughly reviewed,
verified, and approved by town staff for accuracy.
Page 4 of 5
Agenda Item Summary Form
r2026.06.24
Page 199 of 250
FOR LEGISLATIVE USE ONLY
Item Number: 2026-1394
Date of Meeting: October 13, 2026
strengthens its environmental commitment to established goals related to environmental
quality, watershed protection, and reduction of pollutants entering natural systems.
ADA CONSIDERATIONS:
Under the ADA, the Town must ensure that Compliance instructions, notices, permit
applications, and inspection results are accessible to individuals with disabilities. f a
business operator or employee has a disability that affects their ability to perform required
compliance tasks (such as manual cleaning or recordkeeping), ADA principles obligate the
Town to provide a clear process for requesting reasonable accommodations. Town
inspectors enforcing the ordinance must provide accessible communication during
inspections (e.g., in writing, verbally, or through auxiliary aids as needed) and ensure that
inspection procedures do not unintentionally discriminate against business owners or
operators with disabilities.
RECOMMENDED ACTION:
Adopt Ordinance 26-22, “Chapter 186 – Water and Sewers,” amending Chapter 186, Section
186-16, “Use of public sewers.”
ATTACHMENT:
Current Chapter 186, Section 186-16, “Use of public sewers”
AI Disclaimer: Portions of this document may have been
drafted or compiled with the assistance of artificial
intelligence (AI). All content has been thoroughly reviewed,
verified, and approved by town staff for accuracy.
Page 5 of 5
Agenda Item Summary Form
r2026.06.24
Page 200 of 250
Small Business Initiative
This small business initiative aims to foster a supportive environment for small businesses in La
Plata. It builds on previous proposals by Councilman McCormick and Mayor James regarding
tourism and property tax.
Both initiatives provided a strong foundation for supporting small businesses and homeowners.
However, the property tax bill did not pass, and the tourism bill applies only to businesses meeting
specific criteria. This initiative expands the benefits to all small business owners.
ST
These proposals align with the town council’s current priorities, including Capital Improvement
Projects, the Wastewater Treatment Plan, and Resident Tax Relief.
E
This discussion aims to determine whether there is sufficient support to add any proposals to a
future agenda for potential implementation in FY29. Some proposals may be enacted through
council consensus or resolution. FY29 is proposed to balance staff workload and allow adequate
time for a thorough review.
U
Proposals
Q
A. Fee Schedule: Section 101-3, Farmers Market Permit
1. A 50% reduction of the fees (all daily and seasonal permits)
R
E
2. Businesses that have operated continuously in the Farmers Market for three years will receive
an additional 50% reduction in permit fees.
3. Businesses operating in the Farmers Market for five or more consecutive years will receive a
permanent permit fee waiver, provided their participation remains continuous.
Example: Current Saturday and Wednesday seasonal fee: $226.00
A 50% reduction would result in a new seasonal fee of $113.
•
After three years of continuous operation, the fee would be further reduced to $56.50.
After five years of continuous operation, the permit fee would be permanently waived,
provided the business remains active in the Farmers Market.
B
•
Y
•
Reason for Proposal: Encourage long-term participation, reward established operators and
promote stability and a business-friendly climate.
Proposed Next Step: Request that Staff or the Finance Committee conduct a feasibility analysis
to identify any unintended consequences and provide a report on long-term concerns by July 2027.
Maintain the current fee for FY28 until the review is complete.
NOT STAFF PRODUCT. FOR TOWN COUNCIL DISCUSSION ONLY.
Page 201 of 250
B. Fee Schedule: Section 101-3, Miscellaneous Permits (Home Office Permit)
1. Reduce the current home office permit fee by 50%, from $46 to $23.
Reason for Proposal: Promote a business-friendly environment for small businesses in La Plata
and simplify the process of starting a business.
Proposed Next Step: Request that staff or the Finance Committee conduct a feasibility analysis
to identify any unintended consequences and provide a report on long-term concerns by July 2027.
Maintain the current fee for FY28 until the review is complete.
ST
C. Micro Capital Improvement Grants
1. The total fund will be budgeted for no more than $10,000.
U
E
2. Small businesses operating within La Plata can apply for the Capital Improvement Grant. If
approved, the grant will match capital improvement expenses dollar for dollar, up to $1000.
Eligible improvements include cosmetic updates such as lighting, painting, and new signage. This
applies to businesses that have operated in La Plata for at least three consecutive years and are
focused on upkeep and beautification.
D. Micro Loan
R
E
Q
Proposed Next Step: Request that Staff or the Finance Committee conduct a feasibility analysis
to identify any unintended consequences and provide a report on long-term concerns by July 2027.
1. The total fund will be budgeted at no more than $10,000.
B
Y
2. New and existing small businesses in La Plata may apply for microloans ranging from $400 to
$1,000. If approved, monthly repayments will begin in 60 days. Failure to repay may result in a
fine. All repayment plans will be scheduled for a total of 12 months. Loans have the option to be
repaid early.
Reason for Proposal: Support new and existing businesses in La Plata and foster a more businessfriendly environment.
Proposed Next Step: Request that Staff or the Finance Committee conduct a feasibility analysis
to ensure there are no unintended consequences and produce a report addressing any long-term
concerns in calendar year July 2027.
NOT STAFF PRODUCT. FOR TOWN COUNCIL DISCUSSION ONLY.
Page 202 of 250
E. B2B Tax Credit
1. Businesses headquartered in La Plata that routinely obtain services or materials from other La
Plata small businesses will receive a modest tax credit on commercial property.
2. Reason for Proposal: Encourage small business development, growth, and stability.
F. Purchasing and Procurement Policy Update
ST
Proposed Next Step: Request that Staff or the Finance Committee conduct a study to determine
how many small businesses in La Plata own their property versus rent or lease. This assessment is
essential to ensure the proposal’s effectiveness. Staff should submit the report to council by
January 2028.
E
1. Establish a policy goal that 5% of all purchases and procured items, including materials and
services, should be made with businesses headquartered in La Plata or Charles County.
Q
U
2. If approved, this would be a policy goal rather than a mandate. The policy would require a
cursory review to determine if businesses in La Plata or Charles County can provide the needed
service or material before considering other vendors. Final selection will still be based on quality,
cost, and reliability. La Plata businesses will compete on equal terms and receive fair
consideration.
R
E
3. Reason for Proposal: Create a business-friendly environment that promotes and supports
businesses in La Plata and Charles County.
Y
4. Proposed Next Step: Request that Staff or the Finance Committee conduct a feasibility analysis
to ensure there are no unintended consequences and produce a report addressing any long-term
concerns in calendar year July 2027.
B
5. Note: Business development and growth in Charles County benefit La Plata by broadening the
tax base and reducing the need for future tax increases on residents.
G. Business Liaison
1. Establish as an additional duty or budget for an additional full-time employee a small business
liaison.
2. This individual would be responsible for assisting small businesses owners with applying for
permits, grants, loans etc., answering any questions pertaining to operating within the town limits,
and conducting community outreach and education.
NOT STAFF PRODUCT. FOR TOWN COUNCIL DISCUSSION ONLY.
Page 203 of 250
3. Reason for Proposal: To create a business-friendly environment that is supportive of small
businesses trying to operate within La Plata.
B
Y
R
E
Q
U
E
ST
4. Proposed Next Step: Request that Staff or the Finance Committee conduct a feasibility analysis
to ensure there are no unintended consequences and produce a report addressing any long-term
concerns in calendar year January 2028.
NOT STAFF PRODUCT. FOR TOWN COUNCIL DISCUSSION ONLY.
Page 204 of 250
Council of the Town of La Plata
Paul C. Guttenberg
Councilor, Ward I
Oct 5th, 2026
Town Council
Paul C. Guttenberg, Ward I
Matter of Discussion: Request Staff Work for Policy Development
Elected Official Travel & Expense Policy
ST
MEETING GROUP:
COUNCIL MEMBER
TYPE:
SUBJECT:
BACKGROUND: The Town currently has no formal Policy or Standard Operating Procedure
(SOP) governing elected official travel and expenses. Instead, in practice administrative staff
informally apply the “Town employee” Travel & Expense Policy to elected officials.
U
E
My own review of FY26 and FY27 YTD elected officials' travel expenditures evaluated against
the provisions of the employee Travel & Expense Policy revealed to me significant procedural
vulnerabilities and conflicts with current practices.
Expenditure Area
$425.00 in gala/auction tickets coded as
Registrations (GL 01-100-001-5574) for
municipal legislative activity by the
Council.
Key Policy Element to Adopt
Prohibition on expensing social/alcohol
focused events.
Municipal
Memberships
Dues renewed automatically without
explicit Council benefit review and vote
to procure.
All events using public funding must receive
Council pre-approval prior to expenses being
processed and recorded in an appropriate and
clearly defined GL account to assure
transparency.
Require annual Council review and explicit
vote on organizational membership fees
during budget cycle.
Lodging & Meal
Rates
Inconsistent lodging costs for members
at same events.
Codifying allowable limits, capping lodging
and meals at federal GSA per diem rates.
Reimbursement
Processing
Mileage and per diem paid automatically
without verification.
Require member-initiated request form with
point-to-point official travel for mileage and
attestation of provided meals.
B
Y
Charity Galas &
Fundraisers
Potential Risk / In Practice Policy
Conflict
Expensed Wine Tasting, Gala Events,
and Charity Auction attendance by an
elected official.
R
E
Social / Recreational
Events
Q
For staff's reference, the table below outlines the general compliance gaps I identified in recent
(FY26 & FY27 YTD) expenditure data and the corresponding policy controls to be codified:
TOWN OF LA PLATA
305 Queen Anne Street, La Plata, Maryland 20646
(301) 934-8421 (301) 870-3377 Fax: (301) 934-3965
Web site: www.townoflaplata.org
NOT STAFF PRODUCT. FOR TOWN COUNCIL DISCUSSION ONLY.
Page 205 of 250
Additionally, the Town currently pays recurring annual dues for various organizational
memberships (under General Ledger line 01-100-001-5510 Dues/Memberships) that appear to
renew automatically year over year. Without a formal review process, it is not always fully
apparent to members of the Council what the actual or intended tangible benefit of each
membership is to the Town or the community.
Operating under informal staff practice without a Council-adopted governance framework in my
opinion does not provide taxpayers responsible management of costs and creates operational and
financial ambiguities for both elected officials and staff. To eliminate these issues, responsibly
manage public funds, and ensure transparency I propose the Town Council establish a
dedicated Elected Officials’ Travel & Expense Policy alongside a formal policy mechanism for
evaluating annual municipal memberships.
ST
The intent of these policy recommendations is to bind the five-member elected council to travel
expense standards and transparent oversight.
E
PROPOSAL: My request is that the Town Council consider and direct the Town Manager to
draft a formal Elected Officials’ Travel & Expense Policy for Council adoption, incorporating
the following core structural features:
1. Centralized Staff Procurement & Member-Initiated Reimbursements:
Centralized Procurement: Affirm that all advance travel arrangements
(registrations, lodging, airfare) are to be executed centrally by Town
administrative staff using Town P-Cards upon request. By policy, the Town will
not issue town credit cards to elected officials.
o
Member-Initiated Attestation (Reimbursement Trigger): Out-of-pocket
reimbursements for mileage or per diem allowances will no longer be issued
automatically by staff. Instead, reimbursements must be initiated by the attending
member submitting a standardized Travel Expense Request Form. This form will
serve as the required documentation and attestation of actual eligibility (e.g.,
verifying personal vehicle use, and confirming which meals were or were not
provided at the attended travel event).
R
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Q
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o
Y
2. Two-Tiered Approval Framework for Travel:
Tier 1 (Annual Pre-Approvals for Known Travel Events): Known, recurring state
and regional events (such as MML Conferences, and Academy for Excellence in
Local Governance modules) are pre-approved annually during the budget process.
Attendance at a Tier 1 event authorizes staff to execute centralized procurement
and process member-initiated reimbursement requests without additional Council
votes.
B
o
o
Tier 2 (Ad-Hoc & Single-Attendee Travel): Any official travel, gala, charity
event, or conference not included on the Tier 1 annual pre-approval list requires
pre-approval by a majority vote of the Town Council before Town funds are
committed.
La Plata Town Hall, 305 Queen Anne Street, P.O. Box 2268, La Plata, Maryland 20646
(301) 934-8421 (301) 870-3377 Fax: (301) 934-3965
Web site: www.townoflaplata.org
Page 2 of 3
NOT STAFF PRODUCT. FOR TOWN COUNCIL DISCUSSION ONLY.
Page 206 of 250
3. Annual Council Review of Municipal Memberships & Affiliations:
o
Establish a policy mandate that all municipal organizational memberships,
institutional affiliations, and associated annual dues (General Ledger line 01-100001-5510 Dues/Memberships) must be explicitly presented to the Town Council
for review and decision during the annual budget cycle. Rather than allowing
renewals to occur automatically, staff will provide a brief summary of the cost
and anticipated municipal benefit for each organizational membership, allowing
the Council to make deliberate annual decisions on which affiliations the Town
wishes to maintain or discontinue.
4. General Ledger Accounting Refinements:
o
Staff to evaluate the need for General Ledger improvements to 01-100-001
sections and make recommendations to refine and or better define categorization
of expenses recorded for elected travel and municipal memberships.
o
ST
5. Annual Public Transparency Reporting:
Direct staff to publish an annual summary report (beginning at the end of FY 27)
detailing all travel, registration, event, and membership expenditures for each of
the five Council seats, and costs for municipal memberships.
Q
U
E
FISCAL IMPACT: There is no negative fiscal impact for drafting this policy. Codifying elected
official per diem caps, eliminating non-reimbursable social expenses, and requiring Council preapproval for ad-hoc travel will protect Town funds in the future, streamline administrative PCard usage, and provide more predictable and transparent budget execution across the General
Ledger 01-100-001 line items.
R
E
STRATEGIC PLAN ALIGNMENT: This initiative directly aligns with Goal #1: Good
Governance. By replacing informal practices with an explicit, legally sound travel policy for
elected officials, the Town Council demonstrates improved fiscal stewardship, enacts improved
internal financial controls, and provides transparency for public official expenditures.
B
Y
RECOMMENDED ACTION: Direct the Town Manager to prepare an Elected Officials’
Travel & Expense Policy which includes Annual Municipal Memberships review. The Town
Manager should use the guidance provided here as the basis to develop these policies and present
it for Council review and adoption at the earliest practical meeting and no later than the final
regular meeting of 2026.
Respectfully,
Paul C. Guttenberg
Councilor, Ward I
Email: [email protected]
La Plata Town Hall, 305 Queen Anne Street, P.O. Box 2268, La Plata, Maryland 20646
(301) 934-8421 (301) 870-3377 Fax: (301) 934-3965
Web site: www.townoflaplata.org
Page 3 of 3
NOT STAFF PRODUCT. FOR TOWN COUNCIL DISCUSSION ONLY.
Page 207 of 250
FOR LEGISLATIVE USE ONLY
Item Number: 2026-1391
Date of Meeting: October 13, 2026
Agenda Item Summary
MEETING GROUP:
STAFF RESOURCE:
DEPARTMENT:
TYPE:
SUBJECT:
Town Council
Chuck Stevens, Town Manager
Executive
Informational Presentation – Staff Direction Requested
La Plata Train Station Museum – Temporary Suspension of Public
Operations
BACKGROUND:
The La Plata Train Station Museum, located at 101 Kent Avenue, occupies the Town's
restored historic train depot and an adjacent caboose, and houses photographs, model
layouts, and other memorabilia related to the Town's founding and its history along the
former Pope's Creek Line of the Baltimore and Potomac Railroad. The museum is currently
opened to the public on a limited basis, approximately six times per year, by volunteers
coordinated through the Historic Preservation Commission.
There is presently no formal license, operating agreement, or other documented
arrangement between the Town and these volunteers establishing responsibilities, access
controls, or accountability, although volunteers currently hold keys to and unsupervised
access to the facility. Public attendance has been modest, typically fewer than ten visitors
per opening, and the site has also recently experienced an incident of vandalism.
The Train Station Property's parking area has historically been accessed by way of a curb cut
across an adjacent, privately owned parcel. Beginning in early 2026, physical changes made
by the owner of that adjacent parcel effectively blocked vehicular access to the Town's
parking area. The Town is pursuing resolution of this access matter through appropriate
channels; that process is expected to take some time to reach a conclusion. In the interim,
visitors wishing to reach the museum must park along the public street, where there is no
dedicated sidewalk or protected pedestrian route to the site.
This situation parallels considerations previously presented to Council regarding the Fire
Station Museum, in which staff recommended pausing capital and operational
commitments until a qualified, accountable operating partner could be identified and a
formal agreement established. Consistent with that approach, and given the combination
of the unresolved access issue, the absence of a documented operating relationship with
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Page 208 of 250
FOR LEGISLATIVE USE ONLY
Item Number: 2026-1391
Date of Meeting: October 13, 2026
current volunteers, and the site security concerns noted above, staff is temporarily
suspending public operations at the La Plata Train Station Museum. Operations would
resume once (1) the access matter is resolved and (2) a qualified operating partner is
identified and formalized through a written agreement.
FISCAL IMPACT:
There is no material fiscal impact associated with this recommendation. The museum
generates no revenue and operates with a dedicated budget line; suspending public
openings does not affect the Town's current or future budget. Any costs associated with
securing the site during the suspension period will be allocated to the current budget.
STRATEGIC PLAN ALIGNMENT:
This recommendation supports Goal #1 (Good Governance), which calls on the Town to
manage all assets as a responsible fiduciary and to ensure infrastructure and programs are
maintained through fair, transparent, and accountable processes. It also supports Goal #2
(Operational Excellence), which calls for retaining appropriate staffing, facilities, and
structure to deliver quality public service, and Goal #5 (Public Service Readiness), which
calls for planning infrastructure and site access in a manner that supports the health, safety,
and wellness of residents and visitors.
SUSTAINABILITY CONSIDERATIONS:
This pause in public operations creates an opportunity for the Town to identify a sustainable,
long-term stewardship model for this historic asset, in place of the current ad hoc volunteer
arrangement, consistent with the heritage preservation and civic asset management
practices identified in Sustainable Maryland's community action framework. A formal
operating partnership would better position the museum for consistent programming,
ongoing maintenance, and preservation of the collection for future generations.
ADA CONSIDERATIONS:
As part of identifying a long-term operating model for the facility, staff will evaluate the site
and structure against current Americans with Disabilities Act (ADA) guidance, consistent
with the Town's ongoing commitment to accessible public facilities. Any future capital or
operational decisions regarding the museum will incorporate that evaluation.
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drafted or compiled with the assistance of artificial
intelligence (AI). All content has been thoroughly reviewed,
verified, and approved by town staff for accuracy.
Page 2 of 3
Agenda Item Summary Form
r2026.06.24
Page 209 of 250
FOR LEGISLATIVE USE ONLY
Item Number: 2026-1391
Date of Meeting: October 13, 2026
RECOMMENDED ACTION:
This item is presented for the Town Council's information only; no Council action is required.
The decision to temporarily suspend public operations of the La Plata Train Station Museum
is an operational determination made by the Town Manager. Staff is bringing this matter to
the Council's attention because the museum is a public-facing Town asset, and members
of the public may raise questions or offer comment on this decision at a Council meeting.
Operations will resume once (1) the access matter affecting the Train Station Property's
parking area is resolved, and (2) a qualified operating partner is identified, and a formal
operating agreement is established, consistent with the approach regarding the Fire Station
Museum.
ATTACHMENTS:
None.
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drafted or compiled with the assistance of artificial
intelligence (AI). All content has been thoroughly reviewed,
verified, and approved by town staff for accuracy.
Page 3 of 3
Agenda Item Summary Form
r2026.06.24
Page 210 of 250
FOR LEGISLATIVE USE ONLY
Item Number: 2026-1395
Date of Meeting: October 13, 2026
Agenda Item Summary
MEETING GROUP:
STAFF RESOURCE:
DEPARTMENT:
TYPE:
SUBJECT:
Town Council
Kristen DeMarr
Public Works
Information Presentation
Neighborhood Parks – Patuxent Ct Playground Removal
BACKGROUND:
On June 9, staff presented an overview of the Town’s park and green space inventory, a
comprehensive assessment of neighborhood playgrounds, and recommendations for
future park investments. The presentation included a map identifying Town-owned and
privately-owned playgrounds that have historically been maintained by the Town.
As part of the assessment, staff recommended removing and decommissioning the
Patuxent Ct playground from the Town’s park inventory. The recommendation is based on
the playground’s limited community benefit, the Town’s lack of legal access to the property
on which the playground is located, and the unsafe condition of existing equipment and
surfacing.
Based on findings from a third-party inspection findings and staff’s subsequent condition
assessment, staff sent a certified letter to Somerset Maple LLC, current owner of record, on
August 3, 2026, notifying the property owner of the Town’s intent to remove the playground
equipment.
Because the playground has been determined to be unsafe for public use and does not
provide sufficient community benefit to warrant continued operation and maintenance,
Town staff has decided to remove and dispose of the playground equipment and border.
Upon completion of the removal and disposal, the Town will discontinue maintenance of the
playground area and remove the location from the Town’s park inventory.
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Page 211 of 250
FOR LEGISLATIVE USE ONLY
Item Number: 2026-1395
Date of Meeting: October 13, 2026
FISCAL IMPACT:
This presentation has no budgetary impact. Funding for parks projects is identified through
the Town’s annual budget development process. The presentation does not constitute a
proposal for, or approval of, any specific playground project or future site improvement.
STRATEGIC PLAN ALIGNMENT:
This presentation supports the Town’s Strategic Goal #2 – Operational Excellence and Goal
#5 – Public Service Readiness by providing Council with information regarding the Town’s
existing playground assets, assessment findings, and future funding considerations. The
information presented supports informed decision-making, promotes responsible
stewardship of Town resources, and helps ensure that the Town’s park and recreational
assets are appropriately aligned with community needs.
SUSTAINABILITY CONSIDERATIONS:
Decommissioning the Patuxent Ct playground will reduce the Town’s ongoing
maintenance, repair, and resource requirements associated with an aging playground
facility. Removing an amenity that no longer provides sufficient community benefit will
allow the Town to focus maintenance, labor, and financial resources on park facilities and
amenities that are actively serving the community.
Streamlining the Town’s park inventory in this manner supports more efficient and
sustainable management of public assets while reducing the resources required to
maintain infrastructure that is no longer meeting community needs.
ADA CONSIDERATIONS:
The decommissioning of the Patuxent Ct playground does not involve the installation of new
recreational facilities. Any future improvements or redevelopment of playground sites
would be evaluated for compliance with applicable accessibility requirements and
standards, including:
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drafted or compiled with the assistance of artificial
intelligence (AI). All content has been thoroughly reviewed,
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Page 2 of 3
Agenda Item Summary Form
r2026.06.24
Page 212 of 250
FOR LEGISLATIVE USE ONLY
Item Number: 2026-1395
Date of Meeting: October 13, 2026
•
•
•
•
•
Conformance with Americans with Disabilities Act (ADA) requirements and
applicable accessibility standards
Provision of accessible routes to and within any future playground or recreational
areas
Incorporation of inclusive play opportunities for users of varying ages and abilities
Provision of accessible surfacing, seating, and other supporting site amenities, as
applicable
Consideration of universal design principles to promote equitable access and
participation
RECOMMENDED ACTION:
No formal action by the Council is recommended at this time. This presentation is intended
to provide the Council with additional context regarding staff’s assessment and
recommendation to remove and decommission the Patuxent Ct playground.
ATTACHMENTS:
•
Certified Letter to Somerset Maple LLC
re: Notice of Cessation of Maintenance and Removal of Playground Equipment
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drafted or compiled with the assistance of artificial
intelligence (AI). All content has been thoroughly reviewed,
verified, and approved by town staff for accuracy.
Page 3 of 3
Agenda Item Summary Form
r2026.06.24
Page 213 of 250
Town of La Plata
Mayor
Jeannine E. James
Town Manager
Chuck Stevens
Council
Paul C. Guttenberg
Patrick McCormick
Gregory Sampson, Jr.
Tyjon C. Johnson
Assistant Town Manager
Michelle D. Miner
August 3, 2026
Somerset Maple LLC or To Whom It May Concern
106 Sussex St, Fredericksburg, VA 22405-3107
Re: Notice of Cessation of Maintenance and Removal of Playground Equipment
Property Address: 405 Patuxent Ct., La Plata, MD 20646
Dear Property Owner,
The Town is providing this notice regarding the playground located on the above-referenced
property.
For a period of time, the Town has undertaken limited maintenance activities at this location due
to the absence of an active homeowners association and concerns for the surrounding
community. These maintenance activities were performed as a temporary measure and should
not be construed as the Town accepting ownership of, or responsibility for, the property or its
improvements.
Based upon a recent third-party playground inspection and independent assessment by Town
staff, the playground has been determined to present safety concerns and is no longer considered
suitable for public use. In the interest of protecting public health and safety, the Town has
determined that it cannot continue to maintain or repair the playground.
Accordingly, the Town hereby provides notice that, on or after September 1, 2026, Town
personnel or its contractor will remove the existing playground equipment and associated
playground border materials from the property to eliminate the identified public safety hazard.
Following the removal of these items, the Town will cease all grounds maintenance, equipment
maintenance, repairs, replacement, and other maintenance operations at this location.
Following completion of the removal activities, all responsibility for the property, including its
maintenance, condition, and any future improvements, will remain with the property's owner.
If you believe you have received this notice in error or wish to discuss this matter, please contact
Chuck Stevens, Town Manager, at 301-658-6656 or [email protected].
La Plata Town Hall, 305 Queen Anne Street, P.O. Box 2268, La Plata, Maryland 20646
(301) 934-8421 (301) 870-3377 Fax: (301) 934-3965
Web site: www.townoflaplata.org
Page 214 of 250
Thank you for your attention to this matter.
Sincerely,
Chuck Stevens
Town Manager
Town of La Plata
305 Queen Anne Street
La Plata, Maryland 20646
[email protected]
301-658-6656
La Plata Town Hall, 305 Queen Anne Street, P.O. Box 2268, La Plata, Maryland 20646
(301) 934-8421 (301) 870-3377 Fax: (301) 934-3965
Web site: www.townoflaplata.org
Page 2 Page
of 2 215 of 250
COUNCIL OF THE TOWN OF LA PLATA
Ordinance 26-22
Introduced By:
Mayor Jeannine E. James, by request
Date Introduced:
October 13, 2026
Date Adopted:
Date Effective:
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January 01, 2027
AN ORDINANCE concerning
Chapter 186 – Water and Sewers
FOR
the purpose of amending Chapter 186, Water and Sewers, to revise certain provisions
related to Fats, Oils and Grease; to revise a definition; to revise the authority of
approval and enforcement of grease interceptors; to establish general requirements
for the installation and maintenance of grease interceptors, the disposal of collected
materials, and the maintenance of disposal records; to clarify concerning interceptor
design, maintenance, inspection and corrective action; and all matters generally
relating thereto.
BY
repealing and reenacting with amendments
Chapter 186 – Water and Sewers
Sections 186-1 and 186-16
Code of the Town of La Plata
(1998 Edition and Supplements)
SECTION 1: BE IT ENACTED BY THE COUNCIL OF THE TOWN OF LA PLATA that
Chapter 186, Sections 186-1 and 186-16 of the Code of the Town of La Plata (1998 Edition
and Supplements) be and it is hereby repealed in its entirety, and new Chapter 186, Section
186-16 is added to the Code of the Town of La Plata (1998 Edition and Supplements) to stand
in the place of the Chapter so repealed and to read as attached hereto as Attachment 1.
SECTION 2: AND BE IT FURTHER ENACTED that this Ordinance shall become
effective 1st day of January, 2027.
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Page 216 of 250
Ordinance 26-22
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Page 2 of 9
ADOPTED AND APPROVED by the Council of the Town of La Plata on _______________.
SEAL:
COUNCIL OF THE TOWN OF LA PLATA
________________________________________
Jeannine E. James, Mayor
________________________________________
Paul C. Guttenberg, Councilman
________________________________________
Patrick McCormick, Councilman
ATTEST:
________________________________________
Gregory Sampson, Jr., Councilman
______________________________
Shelby Pritchett
Town Clerk
________________________________________
Tyjon C. Johnson, Councilman
Date ____________________
EXPLANATION:
CAPITALS INDICATE MATTER ADDED TO EXISTING LAW.
((Double Parentheses)) indicate matter deleted from existing law.
Underlining indicates amendments to bill.
Strike Out indicates matter stricken from bill by amendment or deleted from
the law by amendment.
*** indicates existing law not depicted in bill and not being altered by bill
[Brackets] indicate renumbering of matter in existing law
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Page 217 of 250
Ordinance 26-22
Attachment 1
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Page 1 of 7
CHAPTER 186 – WATER AND SEWERS
186-1 – Definitions.
***
GREASE TRAP OR GREASE ((INCEPTOR — A trap in a drain or waste pipe to prevent
grease from passing into a sewer system. The grease trap must comply with charles county,
state, environmental protection agency and industry standards.)) INTERCEPTOR — A
PLUMBING DEVICE OR APPURTENANCE INSTALLED IN A SANITARY DRAINAGE SYSTEM
AND DESIGNED TO INTERCEPT, SEPARATE, COLLECT, AND RETAIN FATS, OILS, GREASE,
AND SIMILAR SUBSTANCES FROM WASTEWATER BEFORE DISCHARGE INTO THE SANITARY
SEWER SYSTEM. FOR PURPOSES OF THIS CHAPTER, A GREASE TRAP SHALL HAVE A RATED
LIQUID CAPACITY OF FIFTY (50) GALLONS OR LESS, AND A GREASE INTERCEPTOR SHALL
HAVE A RATED LIQUID CAPACITY GREATER THAN FIFTY (50) GALLONS.
***
186-16 – Use of public sewers.
***
F.
Grease, oil and sand interceptors shall be provided by the property owner ((in
accordance with requirements of the Maryland Department of Health, or)) when, in
the opinion of the inspector, they are necessary for the proper handling of liquid
wastes containing floatable grease in excessive amounts, as specified in Subsection
C, or any flammable wastes, sand or other harmful ingredients, except that such
interceptors shall not be required for private living quarters or dwelling units. ((All
interceptors shall be of a type and capacity approved by the Maryland Department of
Health or its agent, and the Chief Executive Officer and shall be located as to be
readily and easily accessible for cleaning and inspection. In the maintaining of these
interceptors, the owner(s) shall be responsible for the proper removal and disposal
by appropriate means of the captured material and shall maintain records of the
dates and means of disposal, which are subject to review by the inspector. Any
removal and hauling of the collected materials not performed by the owner's
personnel must be performed by currently licensed waste disposal firms.)) THE
PROPERTY OWNER OF A COMMERCIAL PROPERTY SHALL BE ULTIMATELY
RESPONSIBLE FOR ENSURING THE INSTALLATION, MAINTENANCE, INSPECTION,
CLEANING, PUMPING, AND PROPER FUNCTIONING OF ANY GREASE TRAP OR
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Page 218 of 250
Ordinance 26-22
Attachment 1
Page 2 of 7
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GREASE INTERCEPTOR SERVING A FOOD SERVICE ESTABLISHMENT LOCATED ON
THE PROPERTY. THE PROPERTY OWNER’S RESPONSIBILITY SHALL NOT BE
RELIEVED OR TRANSFERRED BY LEASE, CONTRACT, OR OTHER AGREEMENT WITH
A TENANT. FAILURE OF A TENANT OR OTHER OCCUPANT TO COMPLY WITH THE
REQUIREMENTS OF THIS SECTION SHALL NOT RELIEVE THE PROPERTY OWNER OF
RESPONSIBILITY FOR COMPLIANCE.
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(1) ALL GREASE INTERCEPTORS SHALL BE LOCATED OUTSIDE THE BUILDING SERVED
AND SHALL BE READILY AND EASILY ACCESSIBLE FOR INSPECTION, CLEANING,
PUMPING AND SERVICING, UNLESS AN ALTERNATE LOCATION IS SPECIFICALLY
APPROVED IN WRITING BY THE INSPECTOR. GREASE INTERCEPTORS SHALL HAVE
A MINIMUM CAPACITY OF TWO THOUSAND (2,000) GALLONS.
(2) THE LOCATION, CONFIGURATION AND INSTALLATION OF ALL GREASE
INTERCEPTORS SHALL BE SHOWN ON THE APPLICABLE CONSTRUCTION OR
PLUMBING PLANS IN BOTH PLAN AND PROFILE VIEWS, INCLUDING PIPE INVERTS,
ELEVATIONS, FLOW DIRECTION AND OTHER INFORMATION NECESSARY TO
DEMONSTRATE COMPLIANCE WITH THIS CHAPTER. PLANS SHALL BE SUBJECT TO
REVIEW AND APPROVAL BY THE INSPECTOR.
(3) ALL PLUMBING FIXTURES, DRAINS AND EQUIPMENT LOCATED IN FOOD
PREPARATION AND CLEANUP AREAS, INCLUDING, BUT NOT LIMITED TO, SINKS,
DISHWASHERS, FLOOR DRAINS AND MOP SINKS, SHALL BE CONNECTED TO
GREASE CONTROL EQUIPMENT (GCE) APPROVED BY THE INSPECTOR. SUCH
DEVICES MAY INCLUDE GREASE TRAPS OR GREASE INTERCEPTORS FOR
ESTABLISHMENTS THAT GENERATE FATS, OILS AND GREASE (FOG), OR SOLIDS
INTERCEPTORS FOR ESTABLISHMENTS WHERE SOLIDS, SEEDS, PULP OR SIMILAR
MATERIALS ARE THE PRIMARY CONCERN. NO SUCH FIXTURE, DRAIN OR
EQUIPMENT SHALL BE CONNECTED DIRECTLY TO THE SANITARY SEWER WITHOUT
GREASE CONTROL EQUIPMENT TREATMENT UNLESS SPECIFICALLY AUTHORIZED
IN WRITING BY THE INSPECTOR.
(4) IN MAINTAINING GREASE CONTROL EQUIPMENT, THE OWNER(S) SHALL BE
RESPONSIBLE FOR THE PROPER REMOVAL AND DISPOSAL, BY APPROPRIATE
MEANS, OF THE CAPTURED MATERIAL AND SHALL MAINTAIN RECORDS OF THE
DATES AND MEANS OF DISPOSAL, WHICH RECORDS SHALL BE SUBJECT TO
REVIEW BY THE INSPECTOR. ANY REMOVAL AND HAULING OF COLLECTED
MATERIALS NOT PERFORMED BY THE OWNER'S PERSONNEL SHALL BE
PERFORMED BY CURRENTLY LICENSED OR PERMITTED WASTE DISPOSAL FIRMS,
AS APPLICABLE.
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(5) A MORE FREQUENT CLEANING AND INSPECTION SCHEDULE MAY BE REQUIRED BY
THE INSPECTOR WHEN IT IS DETERMINED THAT THE FACILITY IS DISCHARGING
EXCESSIVE AMOUNTS OF GREASE TO THE PUBLIC SEWER SYSTEM.
(6) IF EXISTING GCE IS DETERMINED BY THE INSPECTOR TO BE INADEQUATE,
INSUFFICIENT, IMPROPERLY SIZED, IMPROPERLY INSTALLED, OR OTHERWISE
INCAPABLE OF EFFECTIVELY CONTROLLING THE DISCHARGE OF FATS, OILS, OR
GREASE INTO THE PUBLIC SEWER SYSTEM, THE OWNER SHALL UPGRADE,
REPLACE, OR MODIFY THE GCE AND ITS INSTALLATION TO COMPLY WITH THE
REQUIREMENTS OF THIS CHAPTER, INCLUDING THE CURRENT MINIMUM
CAPACITY AND INSTALLATION REQUIREMENTS. ANY REQUIRED UPGRADE,
REPLACEMENT, OR MODIFICATION SHALL BE COMPLETED WITHIN THE TIME
PERIOD SPECIFIED BY THE INSPECTOR.
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G. In addition to all other provisions of this chapter, the following special provisions apply
to establishments required to provide ((a grease trap))GREASE CONTROL EQUIPMENT,
including but not limited to ((FSE))FSES. THE REQUIREMENTS OF THIS SECTION SHALL
NOT BE CONSTRUED TO AUTHORIZE A GREASE TRAP OR OTHER GREASE CONTROL
EQUIPMENT IN LIEU OF THE MINIMUM TWO-THOUSAND (2,000) GALLON EXTERIOR
GREASE INTERCEPTOR REQUIRED BY SUBSECTION F.
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(1) Grease ((trap)) INTERCEPTOR maintenance — Over fifty (50) gallons.
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(a) Grease ((trap))INTERCEPTOR maintenance is critical to the grease trap's
performance. ((each)) FSE is required to maintain the grease
((trap))INTERCEPTOR in satisfactory operating condition by the periodic removal
of the entire contents of the grease ((trap))INTERCEPTOR. All costs for
inspections, pumping, sampling, analysis, or other maintenance ((is))ARE the
responsibility of the FSE owner or operator. ((Property owners of commercial
properties are responsible for the installation and maintenance of a grease trap
that serves multiple FSES that are located on a single parcel or development.)) To
ensure that the grease ((trap))INTERCEPTOR is working as ((it was)) designed, the
following maintenance procedures are required for APPROVED grease
((traps))INTERCEPTORS over fifty (50) gallons:
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[1] Content removal — Maintenance must include the complete removal of the
entire contents, including floating materials, wastewater, settled solids and
grease accumulated on the side of the device. Decanting or discharging of
removed waste or wastewater back into the grease ((trap))INTERCEPTOR from
which the waste or wastewater was removed or any other grease
((trap))CONTROL EQUIPMENT for the purpose of reducing the volume to be
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disposed of is strictly prohibited. No ((fog))FOG that has accumulated in a
grease ((trap))INTERCEPTOR is allowed to pass into any sewer lateral, sewer
system, storm drain, or public ((right of way))RIGHT-OF-WAY during
maintenance activities.
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[2] Maintenance frequency — All APPROVED grease ((traps))INTERCEPTORS
OVER FIFTY (50) GALLONS must be pumped out completely by a permitted
waste hauler whenever the accumulation of grease and solids is twenty-five
percent (25%) of the grease ((trap's))INTERCEPTOR’S overall liquid depth or at
least once every ninety (90) days, whichever is more stringent. ((Exception))AN
EXCEPTION to this minimum frequency of pumping may be made with special
written approval from the ((Chief Executive Officer))INSPECTOR for
generators of small quantities of grease waste. In no case will the frequency
of pumping be less than once every six (6) months.
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[3] Prohibition of additives — The introduction of additives such as bacteria,
enzymes, emulsifiers, or similar chemicals designed for the purpose of
emulsifying
or
controlling
((fog))FOG
discharge
into
grease
((traps))INTERCEPTORS or associated plumbing is strictly prohibited.
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[4] Septage hauler — All FSES must ensure that all recovered contents of the
grease INTERCEPTOR ((trap be))ARE removed and disposed of by a permitted
septage hauler.
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(2) Self-cleaning grease trap maintenance — Under fifty (50) gallons.
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(a) Proper on-site material disposal methods shall be demonstrated and
implemented (e.g., absorb liquids into solid form and dispose into trash, and
collected grease is transported by a permitted septage hauler).
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(b) The grease and floatable solids must be removed at A minimum of once each
week and the entire contents of the grease trap removed from the grease trap and
baffles at a minimum of once every thirty (30) days.
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(c) All records of grease trap self-cleaning maintenance must be handwritten with
permanent ink and logged. Grease trap self-cleaning maintenance logs must
include, at a minimum, the date and time of cleaning, total gallons removed,
method of disposal, and name of person witnessing the cleaning. The
maintenance logs must be readily available for inspection and retained on-site
for a minimum of three (3) years.
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(3) Required training.
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Page 5 of 7
(a) All owners or operators, or their designee, are required to be trained on
recommended ((BPM'S))BMPS for preventing ((fog))FOG from entering the
sewage system. In addition, all employees who have been identified by the owner
or operator to have responsibility for management of food preparation and
cleaning in food preparation areas shall be made aware of all required and
recommended BMPS for preventing fog from entering the sewage system. They
must have a general knowledge of the function of the grease trap. ((new))NEW
employees must be initially trained within one (1) week of employment. Each
employee must receive periodic refresher training at intervals not to exceed one
(1) year. Documentation of BMP employee training must be kept on-site at the
establishment and readily available for review.
(4) Best management practices.
(a) All FSES are required to implement the following BMPS in order to prevent and
reduce the quantity of ((fog))FOG discharged to the grease ((trap))CONTROL
EQUIPMENT, sanitary sewer system, and storm sewer system. Each FSE shall
adopt and create BMPS that work for the establishment's needs, which shall
generally include the following.
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[1] Scrape pots and pans prior to washing.
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[2] Do not pour, scrape or otherwise dispose of ((fog))FOG into the sink or drains.
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[3] Collect fryer oil and store in barrels for recycling.
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[4] Dry sweep floors prior to washing and mopping. Place collected material from
sweeping in trash receptacles.
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[5] Dump mop water only to drains connected to your ((fog))FOG treatment
system.
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[6] Use absorbents to soak up spills containing ((fog))FOG.
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[7] Do not put food (((including liquid food))) such as milkshakes, syrups, batters
and gravy down the drain. Use strainers on sinks and floor drains to prevent
solid material from entering the sewer system.
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[8] Post "no fats, oils, grease" signs near sinks and drains. ((if))IF you have an
automatic grease recovery device, empty the collection pan before ((in))IT
becomes full.
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[9]
Provide your employees with the proper equipment for cleaning your
grease trap/interceptor or grease recovery device.
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[10]
Train all kitchen staff in the BMPS for ((fog))FOG disposal and
the impacts of fog accumulation in the sewer system.
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[11]
Provide regular refresher training/discussion for proper
disposal of ((fog))FOG for all employees.
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[12]
Establish a schedule for cleaning grease-laden areas (e.g. fryers,
vents, grills, etc.)
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[13]
Inspect grease traps/interceptors after pumping to ensure adequate
cleaning and proper((ly)) functioning.
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[14]
Drain screens shall be installed on all drainage pipes in food
preparation areas. This includes kitchen sinks, floor drains, and mop sinks.
Drain screens shall be cleaned as needed.
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(5) ((fog))FOG record((s)) keeping.
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(a) Users shall retain and make available upon request of authorized representatives
all records required to be collected by the users pursuant to this chapter.
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(b) These records shall remain available for a period of at least three (3) years after
their collection.
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(c) Records shall include, when applicable, grease trap maintenance and repair
service statements, grease trap self-cleaning maintenance logs, septage hauler
statementS of service for fog removal, and employee training logs.
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(d) Grease trap maintenance and repair service statements, grease trap selfcleaning maintenance logs, and septage hauler statement of service for fog
removal shall be submitted electronically to the ((town))TOWN at least quarterly.
H. Where pretreatment or flow-equalizing facilities are provided or required for any waters
or wastes, they shall be maintained continuously in satisfactory and effective operation
by the owner at ((his))THE OWNER’S expense.
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I. When required by the inspector, the owner of any property serviced by a building sewer
carrying industrial wastes shall install a suitable structure, together with such necessary
meters and other appurtenances, in the building sewer to facilitate observation,
sampling and measurement of the wastes. Such structure, when required, shall be
accessibly and safely located and shall be constructed in accordance with plans
approved by the inspector. The structure shall be installed by the owner at ((his))THE
OWNER’S expense and shall be maintained by ((him))THE OWNER so as to be safe and
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accessible at all times.
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J. All measurements, tests and analyses of the characteristics of waters and wastes to
which reference is made in this chapter shall be determined in accordance with the
latest edition of Standard Methods for the Examination of Water and Wastewater.
published by the American Public Health Association. Sampling methods, locations,
times, durations and frequencies are to be determined on an individual basis, subject to
approval by the inspector.
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K. No statement contained in this chapter shall be construed as preventing any special
agreement or arrangement between the ((town))TOWN and any industrial concern
whereby an industrial waste of unusual strength or character may be accepted by the
((town))TOWN for treatment.
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Page 224 of 250
Town of La Plata
Mayor
Jeannine E. James
Town Manager
Chuck Stevens
Council
Paul C. Guttenberg
Patrick McCormick
Gregory Sampson, Jr.
Tyjon C. Johnson
Assistant Town Manager
Michelle D. Miner
Subj: Town Manager’s Operational Report
Period Ending: September 30, 2026
Date Prepared: October 8, 2026
I. Town Manager's Update
The Town of La Plata closed the first quarter of Fiscal Year 2027 with continued operational
stability and meaningful progress on several governance, planning, and infrastructure priorities.
Town departments continued to deliver core services without interruption throughout September
2026. At its September 8, 2026 meeting, the Town Council completed legislative action on the
governance documents introduced in August, adopting Ordinance 26-19 amending Chapter 13
(Council) of the Town Code and Resolution 26-50 proposing a Town Charter amendment
addressing the powers and duties of the Mayor, along with related resolutions revising the
Council's Rules of Procedure and providing for the initial election of a Council Chair. The
Council also adopted an update to the Town's Accessory Dwelling Unit regulations to align with
recent changes in State law, approved five consulting contracts to support the Town's municipal
stormwater permit obligations and implementation of the State's new Mason's Law requirements,
and approved two agreements with the Maryland State Highway Administration advancing the
Maryland Route 6 (Charles Street) Streetscaping Project. Staff continued to advance capital,
infrastructure, and long-range planning efforts, reflecting the organizational capacity and
strategic focus that guide Town operations.
Strategic Initiatives Update
•
Water Conservation Policy Development (Zoning Text Amendment 03-2026): The
draft Water Conservation Ordinance returned to the full Planning Commission on
September 1, 2026. Following additional revisions, the Commission directed staff to
schedule a public hearing on the draft ordinance, which was scheduled for the Planning
Commission's October 6, 2026 meeting.
•
Fiscal Impact Analysis: Matrix Design Group completed its draft report on the Town's
fiscal impact analysis on September 30, 2026, building on the scenario-based fiscal
model and Geographic Information System-based dashboard developed earlier in the
project. Staff are currently reviewing the draft document. Matrix Design Group will
present its findings to the Town Council on October 27, 2026, and the project remains on
track.
La Plata Town Hall, 305 Queen Anne Street, P.O. Box 2268, La Plata, Maryland 20646
(301) 934-8421 (301) 870-3377 Fax: (301) 934-3965
Web site: www.townoflaplata.org
Page 225 of 250
•
Facilities Master Plan: Michael Baker International transmitted the final version of the
Phase I Report covering the Space Needs Assessment and Programming, which
supersedes the draft Phase I report submitted in May 2026. The Town has received the
final report and is currently reviewing it. All other Facilities Master Plan activities,
including the Phase II cost estimates that will inform future capital planning decisions,
are continuing, and the project remains on schedule for completion in January 2027.
Additional Notable Items
•
Community Relations and Engagement: Town leadership met with local military units
and regional leadership at Naval Support Facility Indian Head. The event provided an
opportunity to strengthen relationships with neighboring jurisdictions and area military
installations and to identify areas of mutual interest for future collaboration.
•
Electronic Document Recording: The Finance Department has implemented Simplifile,
a secure, web-based platform that allows the Town to receive, review, and record deeds
electronically. Rather than relying on mailed documents, paper checks, or in-person
counter visits, local submitters can now securely upload deeds directly to the Town's
digital queue, where staff can inspect, stamp, and return recorded files online. The service
is provided at no cost to counties and municipalities, integrates directly with the Town's
existing land records system, and processes all associated fees automatically through
secure Automated Clearing House transfers.
•
Sidewalk and Americans with Disabilities Act Capital Planning: Citylogix has
completed its sidewalk condition assessment and Americans with Disabilities Act ramp
evaluation for the Town. The resulting dataset will allow the Town to move from
complaint-driven repairs to a risk-ranked maintenance and capital program for sidewalks
and pedestrian access. Citylogix is scheduled to deliver its draft report to the Town in
October.
•
County Library Site Development: The Planning Department issued a grading permit
on September 30, 2026, for the new Charles County library building, allowing the County
to begin site development, install site infrastructure, and extend Talbot Drive and North
Maple Avenue.
•
Fire Hydrant Replacement Program: Public Works staff are conducting field
inspections to verify the status and location of approximately 20 hydrants currently
identified as out of service, representing approximately 3.4 percent of the Town's hydrant
network, and are cross-referencing Town records with those of the La Plata Volunteer
Fire Department. Replacement of these units will begin in October at a target pace of one
unit per week, and staff will continue to coordinate with the Fire Department so that
replacement priorities support emergency operational needs.
•
Cybersecurity and Fraud Awareness: During the month, the Town became aware of a
fraudulent invoice sent from an email address impersonating the Town's Planning
Department. Staff have recommended public messaging reminding residents, businesses,
and vendors that the Town does not request payment by wire transfer, along with adding
a similar notice to Town invoices. Separately, Dataprise, the Town's managed
La Plata Town Hall, 305 Queen Anne Street, P.O. Box 2268, La Plata, Maryland 20646
(301) 934-8421 (301) 870-3377 Fax: (301) 934-3965
Web site: www.townoflaplata.org
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information technology services provider, has recommended an additional email security
layer in response to targeted phishing activity, which staff are evaluating.
II. Departmental Operational Highlights
Human Resources
The Human Resources Department focused on recruitment, the transition of the Town's deferred
compensation plans, and continued compensation study activities throughout September.
•
Talent Management: The Town ended the month with 91 of 102 budgeted positions
filled and 11 vacancies. Town Hall carried one vacancy in the Planning Department,
created by an internal transfer to Public Works; a Planner I position was posted, and
resumes were forwarded to the Planning Department for review on September 22. Public
Works, the Wastewater Treatment Plant, and Engineering carried five vacancies:
interviews for the Director of Engineering position were held, the Office Coordinator
position was filled internally, and a Public Works Technician I began employment on
September 28. The Police Department carried five vacancies, including one arising from
a retirement; open officer and cadet positions are posted, with 19 officer applications and
4 cadet applications received.
•
Turnover and Labor: The monthly turnover rate for September was 1.12 percent,
reflecting one hire and one separation against an average staffing level of 90 employees.
The quarterly turnover rate for July through September was 5.6 percent. Total overtime
costs for the month were $25,577.59, corresponding to 617.8 hours. Police Department
overtime decreased to $11,687.46 and 220.54 hours, down from $18,865.13 and 365.18
hours in August.
•
Compensation and Benefits: Enrollment kits for the Town's 457(b) and 401(a) deferred
compensation plans were distributed to staff as part of the transition to the Town's new
plan provider, Lincoln Financial. A transition blackout period is in effect and is expected
to lift on October 9. The first payroll contributions to the new provider were made with
the September 24 pay date, and the provider confirmed that funds were successfully
transferred from MissionSquare on September 24. The Town's compensation study with
Bolton continued to advance, with 63 organizational assessments and 62 position
description questionnaires collected from staff. Phase 3 (job and organizational analysis,
including job architecture, Fair Labor Standards Act review, and job description
revisions) and Phase 4 (market, staffing, and pay analysis) are now underway, with the
next significant update anticipated in November.
•
Professional Development: Human Resources staff served as a speaker at the Public
Sector Human Resources Association National Conference, supported the setup of
personnel items in the Town's OpenGov financial system in coordination with the Town
Treasurer, and participated in professional webinars on pay grid tools, cybersecurity risks
associated with artificial intelligence-driven hiring fraud, and payroll analysis.
La Plata Town Hall, 305 Queen Anne Street, P.O. Box 2268, La Plata, Maryland 20646
(301) 934-8421 (301) 870-3377 Fax: (301) 934-3965
Web site: www.townoflaplata.org
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Public Safety (Police Department)
The Police Department maintained active enforcement, investigative, and community
engagement operations throughout September.
•
Calls and Incident Volume: Officers responded to 1,825 calls for service in September,
an increase from the 1,585 calls reported in August; these include both officer-initiated
activity and responses to citizen calls. The highest-volume call categories included adult
and child welfare checks (52), crash investigations (41), domestic-related incidents (34),
commercial and residential intrusion alarms (28), and thefts (23). A total of 56 incident
and crime reports were generated, including 25 Part I crimes (an increase of 9 from
August) and 17 Part II crimes (a decrease of 6 from August). Six reportable collisions
involving injury or towed vehicles were investigated during the period.
•
Traffic and Crime Trends: Traffic enforcement produced 72 total stops, resulting in 20
citations, 97 warnings, and 4 must-appear arrests, with no driving-under-the-influence
arrests; School Zone speed cameras issued 650 citations. Notable crime trends for the
month included 14 thefts, 3 aggravated assaults, 2 burglaries, 1 vehicle theft, and 8
emergency petitions. Seventeen adults and two juveniles were arrested during the period.
Patrol officers continued working Maryland State Highway Administration grants for
speed enforcement, impaired driving enforcement, and commercial vehicle enforcement,
and all squads conducted radar enforcement in Agricopia in response to speeding
complaints. Commercial Vehicle Enforcement inspectors conducted 11 commercial
vehicle inspections, six of which resulted in out-of-service violations, with 10 violations
cited.
•
Special Operations: The Criminal Investigations Unit transitioned staffing during the
month following the retirement of a detective and the assignment of a new detective
sergeant. Investigators assumed the investigation of a destruction of property incident at
Wills Park and a rent fraud and embezzlement case at Magnolia Gardens Apartments
involving multiple victims, and assisted with the execution of a search and seizure
warrant related to a first-degree assault involving a firearm and a juvenile. Multiple
narcotics task force investigations remain ongoing.
•
Recruitment and Training: The Department is currently recruiting for four sworn
officer vacancies and one non-sworn Police Cadet position, with five viable applicants
progressing through the background investigation phase. Recruitment efforts continue
through social media, an electronic signboard on Crain Highway, and planned recruiting
events. Training during the month included patrol rifle and shotgun qualifications,
Implicit Bias Training, TASER annual operator training, National Incident-Based
Reporting System training, cardiopulmonary resuscitation training, an active assailant
trends webinar, the Aspiring Leaders program offered by the Maryland Chiefs of Police
and Sheriffs Association, and the Northwestern University School of Police Staff and
Command. Officers also served as role players for the Southern Maryland Criminal
Justice Academy, and preparation and program approvals for the fall in-service training
are underway.
La Plata Town Hall, 305 Queen Anne Street, P.O. Box 2268, La Plata, Maryland 20646
(301) 934-8421 (301) 870-3377 Fax: (301) 934-3965
Web site: www.townoflaplata.org
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•
Community Engagement and Operations: The Department participated in the 25th
Anniversary Commemoration of September 11, the Special Olympics Law Enforcement
Torch Run, and the Law Enforcement Appreciation Breakfast and Chapel at Grace
Lutheran School, and provided traffic control for the Sacred Heart Bicycle Ride for
Vocations. A previously ordered Traffic Operations vehicle purchase was completed and
is awaiting vendor upfitting, and Patrol Division staff devoted considerable time to fleet
repairs and emissions testing. The Department's grant application exceeding $300,000 to
the Maryland Governor's Office of Crime Control and Prevention for the planned
Motorola portable radio upgrade, necessary for compliance with the Charles County
Sheriff's Office and Charles County Department of Emergency Services communications
system, is currently under internal review by that office. Department leadership also met
with the University of Maryland Charles Regional Medical Center regarding an officer
detail and participated in the Bolton staff study, the Charles County Criminal Justice
Coordinating Council, and the Metropolitan Washington Council of Governments
Regional Traffic Task Force. The Department mourns the loss of the Chief of Police of
the Town of Denton.
Legislative Services
The Legislative Services Department supported a substantial legislative agenda, including the
completion of the Town's governance documents, managed a steady volume of public records
requests, and supported community recognition, outreach, and boards and commissions activities
throughout September.
•
Legislation: The Town Council adopted three ordinances and seventeen resolutions
during September. Ordinances adopted September 8 included Ordinance 26-19 (Chapter
13, Council), projected to take effect October 28; Ordinance 26-20 (Chapter 191, Zoning
Ordinance, Accessory Dwelling Units); and Ordinance 26-21 (Amendment to the Fiscal
Year 2027 Fee Schedule), both effective September 24. Governance-related resolutions
included Resolution 26-50 (Charter Amendment, Powers and Duties of the Mayor),
Resolution 26-53 (Revision of Town Council Rules of Procedure, Council Chair), and
Resolution 26-54 (Initial Election of Council Chair), the latter two projected to take effect
September 28. Contract and procurement resolutions included Resolution 26-57 (Lawn
and Landscaping Services Agreement Renewal, Melwood Enterprises), Resolution 26-58
(Wills Memorial Park Court Resurfacing, Beltway Striping and Traffic Control),
Resolution 26-59 (Wastewater Treatment Plant Fiscal Year 2027 Vehicle Purchase),
Resolutions 26-60 through 26-64 (Municipal Stormwater Permit Design and Consulting
Services Contracts with BayLand Consultants and Designers, Century Engineering, EA
Engineering, Science, and Technology, KCI Technologies, and Rummel, Klepper and
Kahl), Resolution 26-65 (Technical Review of Design-Build Services for the Dorchester
Community Center, CDM Smith), Resolution 26-66 (Town Sidewalk Survey Agreement
for Services, Citylogix), and Resolution 26-67 (Ratification of Stormwater Drainage
Repair Contract, Austins Dirtworks). The Council also adopted Resolutions 26-68 and
26-69, contracts with the Maryland State Highway Administration for the acquisition of
Town-owned property rights for the Maryland Route 6 (Charles Street) Streetscaping
La Plata Town Hall, 305 Queen Anne Street, P.O. Box 2268, La Plata, Maryland 20646
(301) 934-8421 (301) 870-3377 Fax: (301) 934-3965
Web site: www.townoflaplata.org
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Project, and on September 22 adopted Resolution 26-70 (Policy on Meeting Decorum
and the Designated Public Demonstration Area).
•
Public Information Act Requests: Staff processed 17 Public Information Act requests
during the month (16 new, 1 carried over), spanning police records and body-worn
camera footage, procurement and vendor contract records, license plate reader contracts,
planning and permitting records, code enforcement records, and board appointment
records. Eleven requests were closed within the month, with six remaining open pending
invoice payment by the requestor or staff response.
•
Awards and Recognition: Proclamations were issued recognizing National Prisoner of
War and Missing in Action Recognition Day (September 18), Community Planning
Month (October), and National Code Compliance Month (October), and a Certificate of
Recognition was issued for Direct Support Professional Recognition Week (September
13 through 19).
•
External Engagement: Staff coordinated with the Charles County Board of Elections on
election support. The La Plata Farmers Market recorded a monthly customer count of
1,776 on August 29 and was named one of the top three farmers markets in Southern
Maryland in the Southern Maryland News Best of Southern Maryland contest.
•
Training and Professional Development: Staff participated in professional webinars on
artificial intelligence and integrated agenda workflows and on code codification and
supplementation, and attended the Maryland Municipal Clerks Association virtual
meeting.
•
Boards and Commissions: The Council made appointments to the Board of Appeals (2),
Ethics Commission (1), and Historic Preservation Commission (1). Vacancies remain on
the Sustainability Advisory Committee (4), Design Review Board (2, member/alternate),
Ethics Commission Alternate Member (1), Finance Committee (4), and Historic
Preservation Commission (2, member/alternate). No new applications were received
during the month. One term on the Parks and Recreation Board is set to expire between
January and March 2027.
Planning & Code Enforcement
The Planning Department advanced several ordinance initiatives, development reviews, and
intergovernmental coordination efforts, while Code Enforcement, Inspections, and Stormwater
staff maintained an active workload of permitting, inspections, and infrastructure management
activities.
•
Planning and Development: Staff issued a grading permit for the new County library
building on September 30 (see Section I) and supported the Planning Commission's
continued review of the draft Water Conservation Ordinance (see Section I). Staff is
updating the Town's Forest Conservation Ordinance to align with State law changes that
took effect July 1, 2026; once the State approves the proposed revisions, the update will
be scheduled for Planning Commission review, likely before the end of the year. On
September 17, staff held a pre-application meeting with Charles County regarding the
La Plata Town Hall, 305 Queen Anne Street, P.O. Box 2268, La Plata, Maryland 20646
(301) 934-8421 (301) 870-3377 Fax: (301) 934-3965
Web site: www.townoflaplata.org
Page
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proposed demolition of the former armory building on Hawthorne Road, west of Crain
Highway, which the County plans to redevelop as a new Emergency Medical Services
station. At its September 18 meeting, the Historic Preservation Commission approved the
Town's first Centennial Plaque, recognizing Martin's Service Station, established in 1923,
and provided positive feedback on staff's proposed Legacy Business Ordinance. Staff
completed a second review of the most recent resubmittal of the Pinegrove Development
traffic study, which D.R. Horton must provide every three years or after every 750 units
approved through a preliminary plat; several deficiencies remain, particularly regarding
the timing of required traffic mitigation measures. Working with Brudis and Associates,
the Town's traffic consultant, staff completed a draft administrative Traffic Impact Study
Manual supporting the Adequate Public Facilities Ordinance's Roads component; the
draft will be sent to the Town Attorney for review and is anticipated to be finalized for
use in October. Staff also met with Main Street Maryland representatives regarding La
Plata's Main Street boundary map and program development, consulted with several
established Main Street communities on their program practices, and will attend the Main
Street Maryland Conference in October. The Planning Department also continued
managing its regular administrative workload, including plan processing, permitting,
Public Information Act responses, and customer service.
•
Permitting and Certificates of Occupancy: The Town issued 41 permits in September
(37 residential and 4 commercial), including 8 mechanical, 6 deck, 4 sign, 3 electrical, 3
plumbing, 3 solar, and 2 new single-family dwelling permits, among others. Nineteen
Certificates of Occupancy were issued.
•
Code Enforcement and Utility Inspections: The Department of Inspections completed
202 permit inspections during September, compared with 285 in September 2025, with
year-over-year decreases in most categories, including electrical final, water meter, and
plumbing rough-in inspections. Code enforcement activity included 9 rental inspections,
2 rental re-inspections, 23 property maintenance inspections, 4 building code compliance
inspections, 18 vehicle and parking violations, 3 health and safety inspections, and 2
zoning violations; staff also removed 54 unpermitted signs and issued 6 civil citations.
Utility inspection activity included 6 sanitary sewer inspections, 9 stormwater
inspections, 13 asphalt and concrete inspections, 6 commercial fats, oils, and grease
inspections, 5 water distribution inspections, and 6 Miss Utility locate requests, along
with 8 utility and code enforcement projects.
•
Stormwater and National Pollutant Discharge Elimination System: At Tilghman
Lake Dam, staff inspected the site and continued coordinating with the Maryland
Department of the Environment on silt fence removal, after which the Town will assume
erosion and sediment control inspection and maintenance responsibilities. Work
continued on the Heritage Green Parkway Extension, with the contractor backfilling to
meet proposed grades in the cul-de-sac and staff coordinating a hydrant relocation to
accommodate a Southern Maryland Electric Cooperative transformer; Charles County
has approved the plans, final permit issuance is pending, and coordination on potential
bonding requirements is ongoing. On the Norfolk Drive infrastructure maintenance
La Plata Town Hall, 305 Queen Anne Street, P.O. Box 2268, La Plata, Maryland 20646
(301) 934-8421 (301) 870-3377 Fax: (301) 934-3965
Web site: www.townoflaplata.org
Page
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project, pipe and headwall installation is complete and Norfolk Drive has reopened; the
remaining ditch regrading will be completed once fencing within the drainage easement
is removed, and staff have requested that the Maryland State Highway Administration
evaluate needed maintenance within the Maryland Route 488 right-of-way. Staff
responded to bidder questions on the Kent Avenue to North Oak Avenue Utilities Project,
which will replace approximately 700 linear feet of storm pipe and five storm inlets,
install two new junction boxes, replace local waterlines as needed for Lead and Copper
Rule Improvements compliance, replace or install sidewalks and Americans with
Disabilities Act ramps as needed, mill and pave North Oak Avenue, and survey utilities
within the corridor; the bid opening was scheduled for October 1. Following the Town
Council's approval of five stormwater consultants, one firm has begun coordinating with
staff to complete the systemwide assessment required under Mason's Law (Senate Bill
189). Staff also reviewed Request for Qualifications submissions for on-call storm,
debris, and geotechnical services, and coordinated with developers, homeowners
associations, residents, and other departments on drainage concerns, easements, bond
reductions, and development projects, including the Stagecoach proposed development
and the County library project.
•
Stormwater Permit Reporting and Retrofit Projects: Staff continued preparing the
Phase II National Pollutant Discharge Elimination System annual report, covering Fiscal
Years 2025 and 2026 and due to the State by October 31, 2026, including coordination of
best management practice database and Geographic Information System updates with the
Town's contractor, Spatial Systems, and updates to the Illicit Discharge Detection and
Elimination Standard Operating Procedure with the Department of Inspections. Staff
provided the 2024 and 2025 annual progress reports for publication on the Town's
website, contributed a stormwater article to the Town newsletter for public education
compliance, and secured permission from Blue Water Baltimore to use its educational
materials in future newsletters. On retrofit projects required under the permit, the
proposed pipe liner at Redwood Lake could not pass through the existing pipe joint
because of an unexpected pipe, and a design modification is now pending a redline
revision and permit modification; at Quailwood Parkway, one property owner has
declined to provide a needed easement, and the matter remains pending Town Attorney
review and potential action; and permitting is complete for the Agricopia Section 1 pond,
Caroline Drive South, and Morris Drive East projects, which now require easement
dedication. Looking ahead to the fourth quarter of calendar year 2026, staff will
participate in the Maryland Association of Municipal Stormwater Administrators'
Mason's Law municipal subgroup and consult with the Town of Mount Airy on
implementation, begin coordinating Fiscal Year 2027 permit-required inspections, and
coordinate with the Department of Inspections on notices of violation for private
stormwater facilities in need of maintenance.
La Plata Town Hall, 305 Queen Anne Street, P.O. Box 2268, La Plata, Maryland 20646
(301) 934-8421 (301) 870-3377 Fax: (301) 934-3965
Web site: www.townoflaplata.org
Page
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10 232 of 250
Public Works and Utilities
The Public Works and Utilities teams maintained uninterrupted core service delivery while
advancing park improvements, hydrant and metering programs, and several procurement actions
throughout September.
•
Sanitation, Parks, and Grounds: Weekly trash and recycling collection routes were
completed without interruption. Staff performed 38 container deliveries and replacements
and completed a bulk pickup collection for 78 residents on September 14. Regular facility
preparation and grounds maintenance supported park rental activities, staff completed
remediation of the Wills Park soccer field, and leaf blowing and acorn removal from the
poured-in-place playground surfacing were added to the Wills Park weekly maintenance
schedule. Roads and stormwater crews repaired a sinkhole and storm box on Pocahontas
Court and patched a pothole on Heritage Green Parkway.
•
Water Production and Distribution: Total monthly water production was 35.19 million
gallons, with an average daily flow of 1.173 million gallons per day. Staff installed 16
new account meters, completed 11 meter and node replacements for current customers,
performed 2 low-pressure checks, and completed 32 Miss Utility locate requests; no
water leak repairs were required during the month. Five emergency callouts were
addressed, and one water quality complaint was resolved. The Maryland Department of
the Environment and the United States Geological Survey conducted annual sampling of
Wells 8 and 11.
•
Wastewater Treatment Plant: The plant reported a total monthly flow of 33.69 million
gallons, with an average daily flow of 1.123 million gallons per day and sludge totals of
147.63 tons; one emergency callout was addressed, and nine work orders were completed
during the month. Staff attended the Chesapeake Tri-Association Conference and the
Water Environment Federation Technical Exhibition and Conference, which focus on
water technology, education, and clean-water solutions, and a plant operator was awarded
an Operator Scholarship at the Water Environment Federation conference. An electrical
controls contractor diagnosed and repaired issues with the grit removal system and
installed new controls for the return activated sludge pumps, and Cummins Wagner
diagnosed issues with the plant's compressor system, with its report pending. Repairs to
the Modification 2 clarifier remain on schedule, with parts expected for delivery in
December or January.
•
Sewer Collections: Five emergency callouts were addressed during the month, and crews
cleared sewer backups at four locations, including a sewer cleanout repair on Clarks Run
Road. Staff completed monthly cleaning of various pumping stations to support
continued reliable operation and met with Pinegrove development staff to discuss
upcoming upgrades to the Willow Lane Pump Station.
•
Capital Projects: At the Wills Park playground, the contractor completed work to adjust
equipment placement, raise swing heights, and correct custom train panel heights.
Installation of a replacement slide section and correction of an uneven junction on the
curved slide for the two-to-five-year-old structure remain outstanding; this work is
La Plata Town Hall, 305 Queen Anne Street, P.O. Box 2268, La Plata, Maryland 20646
(301) 934-8421 (301) 870-3377 Fax: (301) 934-3965
Web site: www.townoflaplata.org
Page
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anticipated to be completed before the end of October and will not require a playground
closure, with final project acceptance to follow. Resurfacing of the Wills Park basketball
and tennis courts was completed during the last week of September; staff will reinstall
basketball backboards, install new tennis court poles and net, and raise the grade along
the tennis court border, and the fence contractor is scheduled to begin reinstalling fencing
on October 5, with all remaining work anticipated to be complete prior to October 16. For
neighborhood parks, certified letters sent in August to the owners of the Patuxent Court
and Phoenix Run playground parcels were returned as expected. An informational
presentation on removal of the Patuxent Court playground is included on the October 13
Council agenda, removal of the Hemlock Court tot lot is scheduled to be completed
before the end of October, and staff are working with the Town Attorney to move
forward with condemnation proceedings to obtain legal access to the privately owned
Phoenix Run playground parcels. Staff began the fire hydrant replacement effort
described in Section I, and Citylogix completed road and sidewalk data collection for the
Town's pavement condition analysis, with a presentation of the analysis and data platform
to follow once all data has been uploaded. There were no updates this month on the
Water Model or Route 6 Road and Water Main Upgrade projects.
•
Automated Meter Infrastructure and Geographic Information Systems: The
Automated Meter Infrastructure system read rate was 96.85 percent for September, with 7
additional node and meter replacements completed; the estimated-billing elimination
project is now 82.6 percent complete, with 284 of 344 accounts converted. Geographic
Information Systems staff produced a map to assist Events staff with scarecrow
placement for the Fall Festival and created an updated Main Street boundary map for the
Planning Department, replacing the previous 2018 version and establishing a defined
geographic area to guide future streetscape improvements.
Vehicle Maintenance, Procurement, and Staffing: The division completed 27 vehicle and
equipment work orders during the month (2 reactive, 25 preventive). The Town Council
approved renewal of the Melwood lawn maintenance contract on September 8, and renewal of
the hydrant maintenance contract is pending signature. The bid opening for the Kent Avenue and
North Oak Avenue stormwater and road improvement project was scheduled for October 1, a
pre-bid meeting for the Southwest Quadrant Sewer Force Main project is scheduled for October
6, and renewal of the paving contract with C.A. Bean is pending Council consideration on
October 13. Public Works also welcomed a new Office Coordinator and a new Technician I
during the month.
La Plata Town Hall, 305 Queen Anne Street, P.O. Box 2268, La Plata, Maryland 20646
(301) 934-8421 (301) 870-3377 Fax: (301) 934-3965
Web site: www.townoflaplata.org
Page
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Monthly Treasurer Report
For Fiscal Year 2027 Through August 31, 2026
1
Page 235 of 250
Bank & Investment Accounts as of
August 31, 2026
Investment Account Balance
Checking Account Activity
Balance at 08/01/2026
Credits
Cash/Check Deposits
Online Trans Deposits
Taxes
Intra-Gov't & Grants Deposits
Other Deposits
Interest from MBS
Transfer from ICS
Debits
Payroll (Salary/Taxes/Benefits)
Check Payments
Vendor ACH Payments
Other Outflows
Returned Payments
Transfer to ICS
Balance at 08/31/2026
$1,889,802.00
$416,185.06
$1,012,222.04
$668,269.68
$15,000.00
$33,039.00
$37,458.40
$1,931,819.09
$4,113,993.27
WesBanco Investment Account
(ICS)
Balance at 08/01/2026
In from Checking Account
Interest
Out to Checking Account
Balance at 08/31/2026
$50,801,506.26
$1,422,379.80
$162,516.04
-$1,931,819.09
$50,454,583.01
Mulit-Bank Securities, Inc.
Money Market
Certificates of Deposit
Balance at 08/31/2026
$259,588.68
$9,448,600.03
$9,708,188.71
PNC MLGIP - General Account
$664,031.56
$603,103.73
$1,562,396.57
$112.00
$1,055.61
$1,422,379.80
$4,253,079.27
$1,750,716.00
Balance at 08/01/2026
Interest
Balance at 08/31/2026
$4,448,810.92
$14,158.10
$4,462,969.02
PNC MLGIP - Vehicle Repl
Balance at 08/01/2026
Interest
Balance at 08/31/2026
$1,092,525.35
$3,476.90
$1,096,002.25
2
Page 236 of 250
General Fund Revenue and
Expenditure Overview
Budget to Date
Revenues
Expenditures
Budget
$20,723,599
$20,723,599
Actual
% Remaining $ Remaining
$830,802
96.0% $19,892,797
$2,422,837
88.3% $18,300,762
Budget to actual comparison does not include amounts for HGSTD.
Prior Year Actuals Comparison
Revenues
Expenditures
FY 2026
$1,177,952
$1,905,882
FY 2027
% Variance
$ Variance
$830,802
-29.5%
-$347,151
$2,422,837
27.1%
$516,954
FY actual comparison does not include amounts for HGSTD and Inspection passthrough income & costs.
3
Page 237 of 250
General Fund Revenues Overview
Revenues
Category
TAX REVENUE
OTHER - PERMITS
INTER-GOVERNMENTAL
SERVICE CHARGES
FEES & FINES
MISCELLANEOUS
OTHER SOURCES
FY2027
YTD
Budget
Revenues
$10,296,202
$505,596
$209,900
$27,538
$3,795,892
$3,443
$357,328
$8,292
$259,600
$69,620
$767,948
$216,314
$5,086,729
$0
$20,773,599
$830,802
% of FY27 YTD Revenue By Category
26.0%
8.4%
0.4%
3.3%
60.9%
1.0%
TAX REVENUE
OTHER - PERMITS
INTER-GOVERNMENTAL
SERVICE CHARGES
FEES & FINES
MISCELLANEOUS
4
Page 238 of 250
General Fund Operating Expenditure Overview
Department
LEGISLATIVE
FY2027
Budget
YTD
% of
Operating
Operating
Expenditures Expenditures
$451,800
$81,621
3.9%
$1,136,851
$216,896
10.3%
HR/PERSONNEL
$373,668
$46,097
2.2%
PLANNING-ZONING
$837,196
$148,947
7.1%
ADMINISTRATION
$599,218
$80,260
3.8%
INFORMATION TECHNOLOGY
$485,707
$103,418
4.9%
GENERAL SERVICES
$176,080
$45,335
2.2%
POLICE DEPARTMENT
$5,805,933
$888,976
42.3%
INSPECTIONS & ENFORCEMENT
$303,492
$44,827
2.1%
EMERGENCY PREPAREDNESS
$13,804
$6,528
0.3%
PUBLIC WORKS ADMINISTRATION
$607,371
$90,067
4.3%
ENGINEERING
$211,260
$1,629
0.1%
FACILITIES MAINT & OPERATIONS
$680,037
$94,066
4.5%
FLEET MAINTENANCE
$152,172
$32,415
1.5%
STREETS & STORMWAYS
$853,154
$95,593
4.5%
PARKS & RECREATION-GENERAL
$317,600
$36,895
1.8%
$388,784
$88,956
4.2%
$13,394,127
$2,102,526
FINANCIAL ADMINISTRATION
COMMUNITY PROMOTION
FY27 % of Operating Expenditures by Function
PARK / RECREATION / CULTURE
PUBLIC WORKS
PUBLIC SAFETY
GENERAL GOVERNMENT
0%
5%
10% 15% 20% 25% 30% 35% 40% 45% 50%
Total Operating Expenditures through August 2026 is 15.7% of FY2027 Budget
5
Page 239 of 250
General Fund Expenditure Overview (cont.)
Department
FINANCIAL ADMINISTRATION
HR/PERSONNEL
PLANNING-ZONING
INFORMATION TECHNOLOGY
GENERAL SERVICES (Cap Transfers)
POLICE DEPARTMENT
PUBLIC WORKS ADMINISTRATION
FACILITIES MAINT & OPERATIONS
STREETS & STORMWAYS
PARKS & RECREATION-GENERAL
FY27 Capital YTD Capital
Budget
Expenditures
$35,000
$29,760
$60,000
$13,000
$390,000
$18,299
$130,000
$0
$1,986,457
$0
$244,123
$116,597
$100,000
$76,326
$1,558,000
$4,367
$796,292
$0
$2,029,600
$61,962
$7,329,472
$320,311
% of Expenditures by Category
2.4%
2.4%
13.2%
49.2%
32.7%
Category
SALARY & BENEFITS
CONTRACTING SERVICES
SUPPLIES & MATERIALS
OTHER EXPENDITURES
CAPITAL OUTLAY
FY2027
YTD
Budget
Expenditures
$9,608,215
$1,192,123
$2,824,643
$793,429
$672,841
$59,354
$288,428
$57,620
$7,329,472
$320,311
$20,723,599
$2,422,837
SALARY & BENEFITS
CONTRACTING SERVICES
SUPPLIES & MATERIALS
OTHER EXPENDITURES
CAPITAL OUTLAY
6
Page 240 of 250
General Fund FY 2027 Budget vs Actual YTD
Department
FY2027
Budget
Total Exp at
08/31/2026
Budget
Remaining
Percent
Remaining
FY2027 Budget vs YTD Expenditures
$7,000,000
LEGISLATIVE
FINANCE
HR/PERSONNEL
PLANNING-ZONING
ADMINISTRATION
INFORMATION TECHNOLOGY
GENERAL SERVICES
$451,800
$1,171,851
$433,668
$1,227,196
$599,218
$615,707
$2,162,537
$81,621
$246,656
$59,097
$167,246
$80,260
$103,418
$45,335
$370,179
$925,195
$374,571
$1,059,950
$518,958
$512,289
$2,117,202
81.9%
79.0%
86.4%
86.4%
86.6%
83.2%
97.9%
GENERAL GOVERNMENT
$6,661,977
$783,633
$5,878,344
88.2%
$3,000,000
POLICE
INSPECTIONS & ENFORCEMENT
EMERGENCY PREPAREDNESS
PUBLIC SAFETY
$6,050,056
$303,492
$13,804
$6,367,352
$1,005,573
$44,827
$6,528
$1,056,928
$5,044,483
$258,665
$7,276
$5,310,424
83.4%
85.2%
52.7%
83.4%
$2,000,000
PUBLIC WORKS ADMINISTRATION
ENGINEERING
FACILITIES MAINT & OPERATIONS
FLEET MAINTENANCE
STREETS & STORMWAYS
PUBLIC WORKS & MAINTENANCE
$707,371
$211,260
$2,238,037
$152,172
$1,649,446
$4,958,286
$166,393
$1,629
$98,433
$32,415
$95,593
$394,463
$540,978
$209,631
$2,139,604
$119,757
$1,553,853
$4,563,823
76.5%
99.2%
95.6%
78.7%
94.2%
92.0%
$-
PARKS & RECREATION-GENERAL
COMMUNITY PROMOTION
PARKS & RECREATION/EVENTS
$2,347,200
$388,784
$2,735,984
$98,857
$88,956
$187,813
$2,248,343
$299,828
$2,548,171
95.8%
77.1%
93.1%
Total General Fund
$20,723,599
$2,422,837 $18,300,762
88.3%
Budget to actual comparison does not include HGSTD.
$6,000,000
$5,000,000
$4,000,000
$1,000,000
FY2027 Budget
Remaining Operating Budget 84.3%
Remaining Capital Budget 95.6%
Total Exp at 08/31/2026
7
Page 241 of 250
Water Fund Revenue and Expense
Overview
Budget to Date
Budget
Actual
% Remaining
Revenues
$4,993,478
$60,651
98.8%
Category
SALARY & BENEFITS
CONTRACTING SERVICES
SUPPLIES & MATERIALS
OTHER EXPENDITURES
CAPITAL OUTLAY
TRANSFERS
Fiscal
Budget
FYD Expense
$504,628
$36,626
$601,528
$188,013
$329,071
$13,944
$227,996
$5,203
$3,075,000
$18,026
$255,255
$0
$4,993,478
$261,811
Budget
Remaining
92.7%
68.7%
95.8%
97.7%
99.4%
100.0%
94.8%
Total Expenditures through month end % of FY2027 Budget
Revenues
Expenditures
2.0%
5.3%
6.9%
14.0%
71.8%
5.2%
Prior Year Actuals Comparison
FY 2026
$19,363
$292,244
% of YTD Expense by Category
SALARY & BENEFITS
CONTRACTING SERVICES
OTHER EXPENDITURES
CAPITAL OUTLAY
SUPPLIES & MATERIALS
FY 2027
% Variance
$ Variance
$60,651
213.2%
$41,287
$261,811
-10.4%
-$30,432
8
Page 242 of 250
Sewer Revenue & Expense Overview
Revenues
Category
INTAR-GOVERNMENTAL
SERVICE CHARGES
FEES & FINES
MAJ FAC FEE REV
MISCELLANEOUS
OTHER SOURCES
Budgeted
$16,000
$5,250,342
$59,000
$0
$400,532
$5,381,827
YTD
Revenues
$0
$2,365
$23,980
$0
$181,822
$0
$11,107,701
$208,167
Expense
Category
SALARY & BENEFITS
CONTRACTING SERVICES
SUPPLIES & MATERIALS
OTHER EXPENDITURES
CAPITAL OUTLAY
DEBT & TRANSFERS
Fiscal
Budget
YTD Expense
$1,398,597
$168,535
$1,514,654
$326,957
$745,608
$106,577
$1,444,482
$25,035
$4,760,000
$8,680
$1,244,360
$0
$11,107,701
$635,785
Total Expenditures through month end % of FY2027 Budget
Budget
Remaining
100.0%
59.4%
0.0%
54.6%
100.0%
98.1%
Prior Year Actuals Comparison
Revenues
Expenditures
FY 2026
$271,886
$781,989
FY 2027
% Variance
$ Variance
$208,167
-23.4%
-$63,719
$635,785
-18.7%
-$146,204
% of YTD Expense by Category
1.4%
3.9%
26.5%
16.8%
Budget
Remaining
87.9%
78.4%
85.7%
98.3%
99.8%
100.0%
94.3%
5.7%
51.4%
SALARY & BENEFITS
CONTRACTING SERVICES
OTHER EXPENDITURES
CAPITAL OUTLAY
SUPPLIES & MATERIALS
9
Page 243 of 250
Sanitation Fund Revenue and Expense
Overview
Budget to Date
Budget
Actual
% Remaining
Revenues
$2,797,807
$20,959
99.3%
Category
SALARY & BENEFITS
CONTRACTING SERVICES
SUPPLIES & MATERIALS
OTHER EXPENDITURES
CAPITAL OUTLAY
TRANSFERS
Fiscal
Budget
YTD Expense
$929,621
$138,563
$934,364
$182,898
$152,306
$3,323
$70,640
$0
$250,000
$200
$460,876
$0
$2,797,807
$324,985
Budget
Remaining
85.1%
80.4%
97.8%
100.0%
99.9%
100.0%
88.4%
Total Expenditures through month End % of FY2027 Budget
11.6%
% of Expenditures by Category
1.0%
56.3%
42.6%
Prior Year Actuals Comparison
FY 2026
FY 2027
% Variance
$ Variance
Revenues
$16,725
$20,959
25.3%
$4,234
Expense
$301,376
$324,985
7.8%
$23,609
SALARY & BENEFITS
CONTRACTING SERVICES
SUPPLIES & MATERIALS
10
Page 244 of 250
Stormwater Fund Revenue and
Expense Overview
Budget to Date
Budget
Actual
% Remaining
Revenues
$3,544,758
$19,495
99.5%
Category
SALARY & BENEFITS
CONTRACTING SERVICES
SUPPLIES & MATERIALS
OTHER EXPENDITURES
CAPITAL OUTLAY
TRANSFERS
Fiscal
Budget
FYD Expense
$260,765
$32,906
$144,454
$16,859
$272,502
$7,369
$126,220
$1,090
$2,464,500
$50,415
$276,317
$0
$3,544,758
$108,640
Budget
Remaining
87.4%
88.3%
97.3%
99.1%
98.0%
100.0%
96.9%
% of YTD Expense by Category
30.3%
46.4%
15.5%
6.8%
Total Expenditures through month End % of FY2027 Budget
3.1%
Prior Year Actuals Comparison
Revenues
Expenditures
FY 2026
$12,948
$65,377
FY 2027
% Variance
$ Variance
$19,495
50.6%
$6,547
$108,640
66.2%
$43,263
SALARY & BENEFITS
CONTRACTING SERVICES
SUPPLIES & MATERIALS
CAPITAL OUTLAY
11
Page 245 of 250
Vendor History Report
By Vendor Name
Town of La Plata
Posting Date Range Payment Date Range 08/01/2026 - 08/31/2026
Description
Vendor Set: 01 - Vendor Set 01
0330 - ABC BURGLAR ALARM SYSTEMS INC.
0318 - ACME AUTO LEASING, LLC
1085 - ADVANCE AUTO PARTS
10150 - Aerzen USA Corp
1723 - ALEXANDER & CLEAVER, P.A.
10039 - ALL ROADS KENWORTH DC, LLC
0134 - AMAZON CAPITAL SERVICES, INC.
1677 - AMRIZE MID-ATLANTIC INC.
1665 - ANN MARGARET SIDLEY
9821 - APG MEDIA OF SOUTHERN MARYLAND
9730 - ATKINSON HVACR, INC
9978 - AUSTINS DIRTWORKS LLC
9741 - BACKYARD AMUSEMENTS, LLC
9496 - BATTERIES & TOOLS ETC., LLC
1496 - BAYSIDE KUBOTA
1760 - Beltway Striping & Traffic Control, Inc
0739 - BEST WAY, INC.
1722 - BLISS PRODUCTS AND SERVICES, INC.
1399 - BOARD OF WATERWORKS
0235 - BOBBY MCKEY'S DUELING PIANO BAR
0420 - BURCH OIL CO., INC.
9513 - CANON SOLUTIONS AMERICA, INC.
1660 - CDM SMITH INC.
1405 - CHANEY ENTERPRISES
0801 - CHARLES COUNTY GOVERNMENT
3204 - CHESAPEAKE EMPLOYERS INSURANCE
9525 - CHICK-FIL-A
1766 - CHRISTOPHER LUZZI
0974 - CINTAS CORP #393
0894 - CINTAS CORPORATION
1022 - CIRCUS ICE CREAM, INC.
0878 - CIVISTA MEDICAL CENTER
1238 - CLERK OF THE CIRCUIT COURT CC
40000 - Combined Insurance, a CHUBB Company
0966 - COMCAST
0164 - CORE & MAIN
0645 - CRISWELL CHEVROLET
10/7/2026 9:47:26 AM
Amount
Shipping
Tax
Discount
Net
Payment
229.64
6,100.00
2,475.67
1,194.81
7,750.00
13,466.37
2,538.88
2,103.42
1,500.00
441.00
7,258.72
20,023.00
4,161.28
500.70
403.90
5,250.00
1,080.00
745,520.63
150.00
2,250.00
1,124.13
448.73
24,150.00
1,162.19
73,795.38
17,624.00
713.56
300.00
3,843.17
2,132.42
882.00
281,948.48
10.00
417.14
621.97
351.02
76,125.93
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
229.64
6,100.00
2,475.67
1,194.81
7,750.00
13,466.37
2,538.88
2,103.42
1,500.00
441.00
7,258.72
20,023.00
4,161.28
500.70
403.90
5,250.00
1,080.00
745,520.63
150.00
2,250.00
1,124.13
448.73
24,150.00
1,162.19
73,795.38
17,624.00
713.56
300.00
3,843.17
2,132.42
882.00
281,948.48
10.00
417.14
621.97
351.02
76,125.93
229.64
6,100.00
2,475.67
1,194.81
7,750.00
13,466.37
2,538.88
2,103.42
1,500.00
441.00
7,258.72
20,023.00
4,161.28
500.70
403.90
5,250.00
1,080.00
745,520.63
150.00
2,250.00
1,124.13
448.73
24,150.00
1,162.19
73,795.38
17,624.00
713.56
300.00
3,843.17
2,132.42
882.00
281,948.48
10.00
417.14
621.97
351.02
76,125.93
Page 1 of 4
Page 246 of 250
Vendor History Report
Posting Date Range Description
9342 - D&D TIRE CO, INC
1594 - DATAPRISE INC
1614 - DEPT OF PUBLIC SAFETY & CORR
9645 - DR. JACK LEEB
0291 - DUFFIELD HAULING, INC.
10167 - Elan Corporate Payment Systems
2003 - FERGUSON ENTERPRISES, INC.
1674 - FIRST DUE WAGON LLC
1686 - FORTILINE, INC.
0514 - FOVNDRY by VAN EPEREN
9353 - FREEMIRE & ASSOCIATES, INC.
1762 - FULL CIRCLE TRAINING SOLUTIONS
9647 - GEORGE S COYNE CHEMICAL CO., INC
0498 - GLOBALPAYMENT INTEGRATED
9813 - GRAINGER, INC
1695 - HARDWAY CONNECTION
10179 - Hawkins Inc
9888 - HEALTH EQUITY
0880 - HERTRICH FLEET SERVICES, INC
9616 - INGERSOLL RAND COMPANY
1768 - INVOICE CLOUD, INC.
1611 - J&R SUPPLY CORPORATION
10025 - Jack Morris
1764 - JAMES R GILLIAM JR
3617 - JERRY'S ELECTRIC
1736 - JOHN E. REID AND ASSOCIATES, INC.
0856 - JUDY'S CLEANERS, INC
10074 - KARPINSKI, CORNBROOKS & KARP, P.A.
1424 - KEYSTONE PUBLIC SAFETY, INC.
1719 - KIMLEY-HORN AND ASSOCIATES, INC.
0551 - LA PLATA HARDWARE
4403 - LA PLATA MILL & SUPPLY CO., INC
0972 - LA PLATA TIRE CENTER
9244 - LABORATORY CORPORATION OF
0457 - LANE ENTERPRISES, INC.
0577 - LEXIPOL
4407 - LOCAL GOVERNMENT INS TRUS
8202 - LOWES
5087 - M&T BANK TRUST OPERATIONS
5053 - MARYLAND ENVIRONMENTAL
5014 - MARYLAND MUNICIPAL LEAGUE
1583 - MARYLAND MUNICIPAL PUBLIC
7600 - MCCRONE, INC.
0550 - MEAD & HUNT
10/7/2026 9:47:26 AM
Amount
2,889.00
37,536.81
176.00
565.00
12,899.64
16,555.58
598.05
250.00
1,691.16
1,050.00
4,982.50
459.00
9,530.68
984.66
16.47
1,900.00
11,813.88
4,909.00
114,423.00
1,393.92
3,523.38
1,593.31
240.00
200.00
275.00
149.00
224.50
660.60
0.00
10,050.00
254.07
1,244.41
1,127.01
168.00
11,162.80
1,670.92
273,110.00
730.42
13,773.43
19,708.20
300.00
75.00
780.00
59,586.00
Shipping
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Tax
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Discount
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Net
2,889.00
37,536.81
176.00
565.00
12,899.64
16,555.58
598.05
250.00
1,691.16
1,050.00
4,982.50
459.00
9,530.68
984.66
16.47
1,900.00
11,813.88
4,909.00
114,423.00
1,393.92
3,523.38
1,593.31
240.00
200.00
275.00
149.00
224.50
660.60
0.00
10,050.00
254.07
1,244.41
1,127.01
168.00
11,162.80
1,670.92
273,110.00
730.42
13,773.43
19,708.20
300.00
75.00
780.00
59,586.00
Payment
2,889.00
37,536.81
176.00
565.00
12,899.64
16,555.58
598.05
250.00
1,691.16
1,050.00
4,982.50
459.00
9,530.68
984.66
16.47
1,900.00
11,813.88
4,909.00
114,423.00
1,393.92
2,250.00
1,593.31
240.00
200.00
275.00
149.00
224.50
660.60
2,885.00
10,050.00
254.07
1,244.41
1,127.01
168.00
11,162.80
1,670.92
273,110.00
730.42
13,773.43
19,708.20
300.00
75.00
780.00
59,586.00
Page 2 of 4
Page 247 of 250
Vendor History Report
Posting Date Range Description
1763 - MICHAEL C. PALGUTA
0065 - MISSION COMMUNICATIONS LLC
3200 - Mission Sqare -457- #300535
10155 - MK Consulting Engineers LLC
1688 - MOBILE STEAAM SOLUTIONS, INC.
10184 - Modaxo Traffic Management USA Inc.
1300 - MUTUAL OF OMAHA COMPANIES
9557 - National Business Furniture LLC
1225 - NIPPON SANSO MATHESON, INC
9542 - O2 SUPPLY COMPANY, INC.
10017 - OLD Bay Technology, LLC
7406 - ON DUTY SUPPLY, INC
0265 - ONE CALL CONCEPTS, INC
0895 - Paylocity - AP
0945 - Paylocity - PR
0118 - PLANCHEK, INC.
10127 - Playground Patrol, LLC.
1513 - PNC BANK
1281 - POTTER, STEVE
0583 - RE: Neighborhood Mini Grant
0416 - RE: PLANNING & ZONING REFUND
0271 - RE: TILGHMAN LAKE DEPOSIT REFUND
1701 - REGINALD BERRY
9922 - RING CENTRAL, INC.
1730 - RIVER OAKS LANDSCAPE & DESIGN LLC
0926 - RUDD'S PEST CONTROL
9308 - SCOTT LAW GROUP, LLC
1071 - SIEMENS INDUSTRY, INC
1341 - SMECO
7408 - SOSMETAL PRODUCTS, INC.
7423 - SOUTHERN MARYLAND HYDRAUL, INC.
10101 - Southern Maryland Martial Arts, Inc.
7495 - STATE RETIREMENT & PENSION
1769 - STREETSCAN USA INC
9729 - SUBURBAN SIGNS, INC
0672 - T & T SWEEPING SERVICE
1656 - The Executive Corporation
10190 - TransUnion Risk and Alternative Data Solutions, Inc
1758 - UHY Advisors, Inc.
0389 - UNCLE SKEETER'S GUTTER CLEANING
1515 - USABLUEBOOK
1761 - UVELL, LLC
0449 - VAN DALEN INDUSTRIES
0282 - VERIZON
10/7/2026 9:47:26 AM
Amount
2,500.00
7,516.80
23,019.00
54,346.70
200.00
15,624.00
5,181.26
518.96
129.00
19.22
600.00
43.16
252.33
3,836.43
579,421.05
114,629.96
2,200.00
3,163.76
1,200.00
200.00
378.00
0.00
500.00
2,676.11
2,101.00
535.00
187.50
1,289.98
52,610.39
752.78
929.77
475.00
37,727.82
20,710.00
1,374.00
2,230.00
1,216.88
100.00
9,315.00
225.00
10,701.70
265.00
145.00
1,327.66
Shipping
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Tax
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Discount
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Net
2,500.00
7,516.80
23,019.00
54,346.70
200.00
15,624.00
5,181.26
518.96
129.00
19.22
600.00
43.16
252.33
3,836.43
579,421.05
114,629.96
2,200.00
3,163.76
1,200.00
200.00
378.00
0.00
500.00
2,676.11
2,101.00
535.00
187.50
1,289.98
52,610.39
752.78
929.77
475.00
37,727.82
20,710.00
1,374.00
2,230.00
1,216.88
100.00
9,315.00
225.00
10,701.70
265.00
145.00
1,327.66
Payment
2,500.00
7,516.80
23,019.00
54,346.70
200.00
15,624.00
5,181.26
518.96
129.00
19.22
600.00
43.16
252.33
3,836.43
579,421.05
114,629.96
2,200.00
3,163.76
1,200.00
200.00
378.00
0.00
500.00
2,676.11
2,101.00
535.00
187.50
1,289.98
52,610.39
752.78
929.77
475.00
37,727.82
20,710.00
1,374.00
2,230.00
1,216.88
100.00
9,315.00
225.00
10,701.70
265.00
145.00
1,327.66
Page 3 of 4
Page 248 of 250
Vendor History Report
Posting Date Range -
Description
10122 - Verizon Connect Fleet USA LLC
0268 - VERIZON WIRELESS
1706 - VORTEX INDUSTRIES, LLC
0344 - WASTE MANAGEMENT OF MARYLAND
10149 - Whiteford, Taylor & Preston LLP
1699 - WISHBONE
Vendors: (131)
Amount
206.95
4,465.88
744.00
14,910.29
9,389.16
104.25
Total 01 - Vendor Set 01: 2,927,474.29
Vendors: (131)
10/7/2026 9:47:26 AM
Report Total: 2,927,474.29
Shipping
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Tax
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Discount
Net
Payment
0.00
206.95
206.95
0.00
4,465.88
4,465.88
0.00
744.00
744.00
0.00
14,910.29
14,910.29
0.00
9,389.16
9,389.16
0.00
104.25
104.25
0.00 2,927,474.29 2,929,085.91
0.00
0.00
0.00 2,927,474.29 2,929,085.91
Page 4 of 4
Page 249 of 250
Town of La Plata
Mayor
Jeannine E. James
Town Manager
Chuck Stevens
Council
Paul C. Guttenberg
Patrick McCormick
Gregory Sampson, Jr.
Tyjon C. Johnson
Assistant Town Manager
Michelle D. Miner
Tentative Agenda Item Forecast
The following is a list of items tentatively scheduled for Town Council consideration/discussion
within the next several weeks (list is not all-inclusive). The scheduled items are tentative and
should be verified prior to the meeting. The final agenda will be posted on the Town’s website
https://www.townoflaplata.org/ on the Friday before a scheduled Tuesday meeting. The public
may sign up to speak at Town Council meetings during scheduled public hearings or during the
Public Comment portion of any Town Council Meeting.
October 27, 2026 – Town Council Meeting:
•
•
•
•
•
•
Ordinance Update: 186-16 - Use of public sewers. Fats, Oils and Greases (Potential
Second Reading)
Proclamation: Operation Green Light
Proclamation: Shop Small La Plata
Neighborhood Grants
Presentation by Matrix Group: Fiscal Impact of Zoning
Annual Council Priorities
Nov 10, 2026 – Town Council Meeting:
•
•
•
•
Ordinance Update: Water Conservation Policies
Proclamation: Municipal Government Works Month
Annual Town Council Meeting Schedule for 2027
Introduction of an Annexation Request
La Plata Town Hall, 305 Queen Anne Street, P.O. Box 2268, La Plata, Maryland 20646
(301) 934-8421 (301) 870-3377 Fax: (301) 934-3965
Web site: www.townoflaplata.org
Page 250 of 250
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Showing up is how towns win. Put it on the calendar before it slips.
Public comment is where cancellations start. Three minutes, plain words, your own story.
The cameras, the coverage, and the local record for this community.
Provenance
Where this record came from. Every source is listed, permanently.
- Agenda Watch · Oct 8, 2026
- DeFlock research desk · Oct 8, 2026
Permanent ID DKT-2026-001994 — this record is never deleted.
Record history
Every change to this record, logged as it happened.
- Oct 8, 2026 Filed on the Docket
- Oct 8, 2026 Full document archived — public record
- Oct 8, 2026 Corroborated by another source DeFlock research desk
← The full Docket · every meeting, vote, and action on the permanent record · also in the National Record Index.