HomeMy WebLinkAboutReso 94-289 - Approve provisions of the MOU entered into between the COR & the Peace Officers Association of Redding, Misc Employers Effective 09/11/94 v
RESOLUTION NO. 94-2Z7
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A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF REDDING
APPROVING THE PROVISIONS OF THE MEMORANDUM OF UNDERSTANDING
ENTERED INTO BETWEEN THE CITY OF REDDING AND THE PEACE
OFFICERS ASSOCIATION OF REDDING, MISCELLANEOUS EMPLOYEES,
EFFECTIVE SEPTEMBER 11, 1994.
WHEREAS, the Peace Officers Association of Redding, Miscellaneous
Employees, has been formally recognized as the majority representative
of an appropriate unit of employees, as set forth in Section 2 . 1 of
Article 2 of the attached Memorandum of Understanding; and
WHEREAS, the designated representatives of the City of Redding
have conferred with and entered into a Memorandum of Understanding with
the designated representatives of the Peace Officers Association of
Redding, Miscellaneous Employees, as required by the provisions of the
Meyers-Milias-Brown Act of 1968; and
WHER.FAS, a true copy of the Memorandum of Understanding is
attached hereto and incorporated herein by reference;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Redding that the aforesaid Memorandum of Understanding is hereby
approved, and shall become effective September 11, 1994.
I HEREBY CERTIFY that the foregoing Resolution was introduced,
read, and adopted at a special meeting of the City Council on the 20th
day of September, 1994, by the following vote:
AYES: COUNCIL MEMBERS: P. Anderson, Kehoe, McGeorge, Murray and R. Anderson
NOES: COUNCIL MEMBERS: None
ABSENT: COUNCIL MEMBERS: None
ABSTAIN: COUNCIL MEMBERS: None
ROBERT C. ANDERSON, Mayor
City of Redding
A ST: FORM PROV D:
ity Clerk RANDALL
CONNIE STROHMAYER, HAYS, City Attorney v
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MEMORANDUM OF UNDERSTANDING
between
THE DESIGNATED REPRESENTATIVES OF THE CITY OF REDDING
and
THE DESIGNATED REPRESENTATIVES
of the
PEACE OFFICERS ASSOCIATION OF REDDING
MISCELLANEOUS EMPLOYEES
EFFECTIVE : January 26 , 1989
AMENDED: May 21 , 1991 , to be effective May 12 , 1991
AMENDED: September 20, 1994 , to be effective September 11 ,
1994
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TABLE OF CONTENTS
ARTICLE Page
1 Preamble --------------------------------------- 1
2 Recognition ------------------------------------ 3
3 Association Security --------------------------- 4
4 Grievance Procedure ---------------------------- 4
5 Safety ----------------------------------------- 6
6 Disability and Unemployment -------------------- 6
7 Employee Status -------------------------------- 8
8 Wages and Classifications ---------------------- 9
9 Hours and Overtime ----------------------------- 11
10 Seniority -------------------------------------- 13
11 Promotion and Transfer ------------------------- 13
12 Demotion and Layoff ---------------------------- 14
13 Leave of Absence ------------------------------- 14
14 Expenses --------------------------------------- 16
15 Sick Leave ------------------------------------- 17
16 Funeral Leave ---------------------------------- 19
17 Holidays --------------------------------------- 19
18 Vacations -------------------------------------- 20
19 Uniforms --------------------------------------- 23
20 Miscellaneous ---------------------------------- 24
21 Employee Benefit Programs ---------------------- 25
22 Term ------------------------------------------- 27
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EXHIBIT "A-1 " - Schedule of Wage Rates ------------------- 1
EXHIBIT "A-2" - Schedule of Wage Rates ------------------- 1
EXHIBIT "A-3 " - Schedule of Wage Rates ------------------- 1
EXHIBIT "B" - Job Definitions -------------------------- 1-2
EXHIBIT "C" - Substance Abuse Policy ------------------ 1-5
EXHIBIT "D" - Performance Standards --------------- ( 110 pages )
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MEMORANDUM OF UNDERSTANDING
THIS MEMORANDUM OF UNDERSTANDING, made and entered into this
21st day of February, 1989 , by and between the designated
representatives of the CITY OF REDDING ( a public agency as defined
in Section 3501 ( c) of Chapter 10 of Division 4 of Title 1 of the
Government Code of the State of California) , hereinafter referred
to as the City, and the designated representatives of the Peace
Officers Association of Redding ( a recognized employee organization
as defined in Section 3501 (b) of Chapter 10 of Division 4 of Title
1 of the Government Code of the State of California) , hereinafter
referred to as Association;
W I T N E S S E T H:
WHEREAS, the parties hereto desire to facilitate the peaceful
adjustment of differences that may from time to time arise between
them, to promote harmony and efficiency to the end that the City,
the Association and the general public may benefit therefrom, and
to establish fair and equitable wages, hours and working conditions
for certain hereinafter designated employees of the City;
NOW, THEREFORE, the parties hereto do agree as follows :
ARTICLE 1
Preamble
1 . 1 The parties acknowledge the provisions of Chapter 10
(Section 3500 , et . seq. ) of Division 4 of Title 1 of the Government
Code of the State of California.
1 . 2 It is the policy of the City and the Association not to,
and neither party will , interfere with, intimidate, restrain,
coerce or discriminate against any employee because of race, creed,
sex, color or national origin.
1 . 3 The City is engaged in rendering services to the public
and the City and the Association recognize their mutual obligation
for the continuous rendition and availability of such services .
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1 . 4 The duties performed by employees of the City as part of
their employment pertain to and are essential to the operation of
a municipality and the welfare of the public dependent thereon .
During the term of this Memorandum of Understanding, employees
shall not partially or totally abstain from the performance of
their duties for the City. The Association shall not call upon or
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authorize employees individually or collectively to engage in such
activities and shall make a reasonable effort under the circum-
stances to dissuade employees from engaging in such activities .
Those employees who do individually or collectively, partially or
totally abstain from the performance of their duties for the City
shall be subject to disciplinary action up to and including dis-
charge from employment without recourse .
1 . 5 City employees shall perform loyal and efficient work and
service and shall use their influence and best efforts to protect
the properties of the City and its service to the public and shall
cooperate in promoting and advancing the welfare of the City and in
preserving the continuity of its service to the public at all
times .
1 . 6 The City and the Association shall cooperate in promoting
harmony and efficiency among City employees . The parties have met
and conferred in good faith and have reached agreement on pro-
cedures set forth in this Memorandum of Understanding for resolu-
tion of disputes between the parties . The Association agrees that
it will follow the procedures as set forth in this Memorandum of
Understanding or the bargaining process required by the Meyers-
Milias-Brown Act and will make every effort to persuade its members
to also use the established procedures , rather than to use any
other method or forum such as appeals directly to the news media or
the City Council for resolution of problems or disputes arising out
of this Memorandum of Understanding.
1 . 7 Notwithstanding anything to the contrary, the Peace
Officers Association of Redding recognizes and accepts the right of
City of Redding management to manage the City. This recognition
includes acceptance of the fact that the management rights listed
below are not subject to either grievance procedures or the meeting
and conferring in good faith process provided for by the Meyers-
Milias-Brown Act . It is agreed by the parties to this Memorandum
that management rights include, by way of illustration and not by
way of limitation, the following: ( a) the full and exclusive
control of the management of the City; (b) the supervision of all
operations, methods , processes and means of performing any and all
work, the control of the property and the composition, assignment,
direction and determination of the size of its working forces; (c)
the right to determine the work to be done by employees; (d) the
right to change or introduce new or improved operations , methods ,
means or facilities; and ( e) the right to hire, schedule, promote,
demote, transfer, release and lay off employees and the right to
suspend, discipline and discharge employees and otherwise to
maintain an orderly, effective and efficient operation.
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ARTICLE 2
Recognition
2 . 1 The City recognizes the Association as the "Majority
Representative" of all employees of the City Police Department who
hold a classification listed on Exhibit "A" of this Memorandum of
Understanding. The provisions of this Memorandum of Understanding
hereinafter set forth shall apply only to those employees of the
City of Redding for whom the Peace Officers Association of Redding
is the established majority representative .
2 . 2 Official representatives of the Association will be per-
mitted access to City property to confer with City employees on
matters of employer-employee relations , but such representatives
shall not interfere with work in progress without agreement of
Management.
2 . 3 The City will provide the Association adequate bulletin
board space for the purpose of posting thereon matters relating to
official Association business .
2 . 4 The City and the Association will not interfere with,
intimidate, restrain, coerce or discriminate against any employee
because of the employee ' s membership or non-membership in the
Association or the employee ' s activity on behalf of the
Association.
2 . 5 Any employee, at the employee ' s request, shall be
permitted representation by an Association representative . The
foregoing shall apply to reprimands and disciplinary actions,
providing there is not unreasonable delay in obtaining
representation.
2 . 6 Joint Association-Management meetings shall be held as
often as agreed upon by the Association and Management. The pur-
pose of these meetings shall be to promote harmony and efficiency
and to improve communications between employees and all levels of
management. The meeting agenda shall be determined by those in
attendance and there shall be no restrictions on the subject mat-
ter, provided the meetings shall not substitute for normal
grievance procedures or for formal negotiations between the par-
ties . Those in attendance shall consist of the Association ' s
Negotiating Committee and the City' s Police Chief , the City' s
Director of Personnel Services and such other management personnel
as determined by the Director of Personnel Services . The meetings
shall be summarized in written minutes . Except that the provisions
of this section shall be observed, the meetings shall be self-
organizing.
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2 . 7 Whenever the parties are engaged in the periodic meeting
and conferring in good faith for the purpose of modifying or
amending the provisions of this Memorandum of Understanding, no
more than three ( 3 ) employees shall participate as Association
representatives with no more than two ( 2 ) employee representatives
being absent from the same shift . In order to avoid hardships on
either the City or employee representatives , the City may transfer
such employee representatives to day shift duty for the purpose of
enabling employees to participate in the meeting and conferring
process .
ARTICLE 3
Association Security
3 . 1 The City shall deduct from their wages , the regular mem-
bership dues of employees who are members of the Association and
who individually and voluntarily authorize such deductions in
writing in accordance with the provisions of Section 1157 . 3 of the
Government Code of the State of California .
3 . 2 Deductions shall be made from the first and second pay-
roll periods of each month in approximately equal amounts and a
check for the total deductions shall be submitted to the Peace
Officers Association of Redding within five ( 5 ) working days of the
date the deductions are withheld from the employee ' s check.
Deductions may include individual insurance and benefit programs .
3 . 3 The form of check-off authorization shall be approved by
both the City and the Association .
ARTICLE 4
Grievance Procedure
4 . 1 Any grievance which may arise between the Association or
any of its members and the City, with respect to the interpretation
or application of any of the terms of this Memorandum of
Understanding and with respect to such matters as the alleged dis-
criminatory or arbitrary discharge, demotion or discipline of an
individual employee, shall be determined by the provisions of this
article, except that such matters as are included in the definition
of impasse as set forth in Resolution No . 4217 are not a grievance .
Probationary employees shall not be entitled to invoke Article 4 ,
Grievance Procedure, with regard to matters of discharge , or
demotion. This shall not, however, prevent a probationary employee
from exercising any other rights under this Memorandum of
Understanding. Every employee designated by the City to hear the
grievance of a subordinate shall have the authority to settle that
grievance .
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4 . 2 The initial step in the adjustment of a grievance shall
be a discussion between the Association ' s President or Vice Presi-
dent , or any other person designated by the grievant, and the
immediate Management Supervisor directly involved, Division Head or
Department Director Bead as applicable , who will answer within ten
( 10 ) working days . This step shall be started within thirty ( 30 )
working days of the date of the action complained of or the date
the grievant became aware of the incident which is the basis for
the grievance . This step may be taken during the working hours of
the Association President or Vice President . The foregoing steps
may be supplemented by written presentations as well as the oral
discussions required above . The notice of the time , date and loca-
tion of all meetings between the grievant ' s representatives and
management representatives must be in writing.
4 . 3 Step Two : If a grievance is not resolved in the initial
step, the second step shall be a discussion between the Associa-
tion' s President or Vice President and the Personnel Officer who
shall answer within ten ( 10 ) working days . This step shall be
taken within ten ( 10 ) working days of the date of the Department
Director' s I4e&&La answer in Step One .
4 . 4 Step Three : If a grievance is not resolved in the second
step, the third step shall be the presentation of the grievance, in
writing, by the Association President or Vice President to the City
Manager, who shall answer, in writing, within ten ( 10) working
days . The third step shall be taken within ten ( 10 ) working days
of the date of the answer in Step Two .
4 . 5 ( a) Step Four: If a grievance is not resolved in the
third step, the fourth step shall be referral by either the City or
the Association to arbitration . The fourth step shall be taken
within twenty ( 20) working days of the date of the answer in Step
Three .
4 . 5 (b) An arbitrator shall be appointed on each occasion that
a grievance is submitted to arbitration. The City and the
Association shall mutually agree to the arbitrator. If the City
and the Association fail to reach mutual agreement on the appoint-
ment of an arbitrator, each side shall submit a list of five ( 5 )
names to the other. Each party shall , at a meeting of its repre-
sentatives, alternately strike a name from the list of ten ( 10 )
names . The first party to strike a name shall be determined by
lot . At the point in time when one ( 1 ) name remains , that person
shall be the appointed arbitrator. The costs of arbitration shall
be borne equally by the City and the Association. The City and the
Association shall pay the compensation and expenses for their
respective witnesses . At the Association' s request , the City shall
release employees from duty to participate in arbitration
proceedings .
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4 . 5 ( c ) The arbitrator shall hold such hearings and shall
consider such evidence as to the arbitrator appears necessary and
proper. The first hearing shall be held within ninety ( 90 ) working
days of the date of referral to arbitration . The decision of the
arbitrator shall be final and binding on the City and the
Association and the aggrieved employee , if any, provided that such
decision does not in any way add to, disregard or modify any of the
provisions of this Memorandum of Understanding.
4 . 6 Failure by either party to meet any of the aforementioned
time limits as set forth in Sections 4 . 2 , 4 . 3 , 4 . 4 , or 4 . 5 ( a) will
result in forfeiture by the failing party; except however, that the
aforementioned time limits may be extended by mutual written
agreement . Grievances settled by forfeiture shall not hind either
party to an interpretation of this Memorandum of Understanding, nor
shall such settlements be cited by either party as evidence in the
settlement of subsequent grievances .
4 . 7 Notwithstanding the aforementioned procedure, any indi-
vidual employee shall have the right to present grievances to the
City and to have such grievances adjusted without the intervention
of the Association, provided that the adjustment shall not be
inconsistent with this Memorandum of Understanding, and further
provided that the Association' s President shall be given an oppor-
tunity to be present at such adjustment.
ARTICLE 5
Safety
5 . 1 The City Council desires to maintain a safe place of
employment for City employees and to that end City management shall
make all reasonable provisions necessary for the safety of
employees in the performance of their work.
5 . 2 Regular meetings will be held on all jobs to plan the job
and emphasize safety in its performance .
5 . 3 Safety meetings will be held upon reasonable notification
that either party to this agreement requests one.
ARTICLE 6
Disability and Unemployment
6 . 1 Supplemental Benefits for Industrial Injury: Whenever
any regular employee who is a member of the Public Employees '
Retirement System is disabled, whether temporarily or permanently,
by injury or illness arising out of and in the course of the
employee ' s duties , which comes within the application of the
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Workers ' Compensation and Insurance Chapters of the State Labor
Code , the employee shall become entitled, regardless of the
employee ' s period of service with the City to compensation at the
rate of eighty-five percent ( 85%) of the employee ' s regular salary,
in lieu of temporary disability payments , if any, which would be
payable under the State Labor Code, for the period of such
disability but not exceeding six ( 6 ) months , or until such earlier
date as the employee is retired on permanent disability pension.
At the conclusion of six ( 6 ) months of receipt of supplemental
benefits at the rate of eighty-five percent ( 85%) of regular
salary, any regular employee who is still unable to return to work
and is still receiving temporary disability indemnity payments
shall become entitled to receive supplemental benefits at the rate
of seventy percent ( 70%) of the employee ' s regular salary for the
period of such disability but not exceeding six ( 6 ) months or until
such earlier date as the employee is retired on permanent
disability pension through the Public Employees ' Retirement System .
In consideration of this benefit, the regular employee shall pay
over to the City any temporary or permanent disability compensation
received, whether from Workers ' Compensation, employee group
insurance benefits or unemployment compensation benefits provided
for under State law, and shall affirmatively assist the City in
obtaining any such benefits to which the employee may be entitled
but has not yet received arising out of such disability, but such
payment from the employee to the City from such sources shall not
exceed in amount the supplemental benefits paid to the employee by
the City in accordance with the provisions of this paragraph.
6 . 2 An employee who is absent by reason of industrial dis-
ability may be returned to work by the City and given temporary
light duties within the employee ' s ability to perform, with the
consent of the employee' s physician . The duration of any such
period of temporary work shall be determined by City. Such
employee shall be compensated at the then current rate of pay of
the employee ' s regular classification while engaged in such
temporary duties . The City may require an employee being
considered for return to work after an absence caused by disability
or illness to submit to a medical examination by a physician or
physicians approved by City for the purpose of determining that
such employee is physically and mentally fit and able to perform
the duties of the employee ' s position without hazard to himself, or
to the employee' s fellow employees , or to the employee ' s own per-
manent health.
6 . 3 If a third party is found to be responsible for the
employee ' s industrial injury and the employee recovers a judgment
in damages from said third party, then all supplemental benefits
received as provided for in Section 6 . 1 not already repaid from the
other sources mentioned in Section 6 . 1 shall be repaid to the City
by the employee.
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6 . 4 Vacation and sick leave shall be accrued while a regular
employee is absent from work as a result of a job related disabil-
ity and receiving the supplemental benefits to Workers ' Compensa-
tion temporary disability compensation as set forth in 6 . 1 for the
period of such disability, but not exceeding one ( 1 ) year . All
regular and probationary employees who are receiving Workers ' Com-
pensation temporary disability benefits shall receive group insur-
ance coverage during the period in which they are receiving tempo-
rary disability compensation for up to a maximum of a cumulative
total of five ( 5 ) years at the City' s expense . Holidays which
occur during the period for which an employee is receiving tempo-
rary disability compensation shall not be recognized by such
employee for compensation purposes .
ARTICLE 7
Employee Status
7 . 1 Employees will be designated as regular, probationary or
full time temporary depending upon the purpose for which they are
hired and their length of continuous service with the City.
7 . 2 A regular employee is an employee who has one ( 1 ) year or
more seniority with the City in full time employment .
7 . 3 A probationary employee is defined as an employee hired
for a full time position that has been regularly established as an
authorized position and is of indeterminate duration. A proba-
tionary employee shall receive not less than the minimum rate for
the job and shall be eligible for sick leave pay, vacation pay,
holiday pay, retirement plan participation, insurance coverage and
items of a similar nature as the employee becomes eligible, but
shall not be given preferential consideration for promotion or
transfer or be eligible for a leave of absence. Upon completion of
one ( 1 ) year of continuous full time service with City, a pro-
bationary employee shall be given the status of a regular employee .
Notwithstanding any other provisions of this Article, an employee ' s
probationary period shall be extended by the duration of any unpaid
absence of ten ( 10) or more consecutive workdays . A probationary
period may also be extended at the discretion of City management
for a period not to exceed three ( 3 ) months for the purpose of
enabling a more extensive review and evaluation of a probationary
employee prior to the employee obtaining permanent status . A
probationary employee shall be notified in writing of such an
extension not less than ten ( 10 ) working days prior to the
expiration of the probationary period.
7 . 4 A full time temporary employee is defined as an employee
hired for occasional or seasonal work for a period not to exceed
six ( 6 ) months . A full time temporary employee shall receive not
less than the minimum rate for the job but shall not be eligible
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for sick leave pay, holiday pay, vacation pay, insurance coverage ,
retirement plan participation or items of a similar nature, nor
shall an employee accrue seniority or promotion and transfer
rights , or leave of absence rights . If a full time temporary
employee is reclassified to probationary status , the employee shall
be credited with all continuous service in determining eligibility
for such benefits as may accrue to the employee in the new status .
ARTICLE 8
Wages and Classifications
8 . 1LZ Employees shall be paid a wage rate based upon their
work performance . Upon initial appointment to a classification, an
employee shall normally be paid the lowest wage rate for that
classification . An employee may, however, be paid a wage rate
above the lowest wage rate if circumstances justify it . Notwith-
standing the following requirements relative to periods of employ-
ment at a salary step, the Chief of Police may recommend salary
step increases at an earlier time or more than one step increase at
a time . Step increases require City Manager approval and may be
granted as follows : After thirteen ( 13 ) full pay periods of
employment at Salary Step 1 and with satisfactory or above work
performance during the full time period, an employee will be
advanced to Salary Step 2 . After twenty-six ( 26 ) full pay periods
of employment at Salary Step 2 and with satisfactory or above work
performance during the full time period, an employee will be
advanced to Salary Step 3 . After twenty-six ( 26 ) full pay periods
of employment at Salary Step 3 and with satisfactory or above work
performance during the full time period, an employee will be
advanced to Salary Step 4 . After twenty-six ( 26 ) full pay periods
of employment at Salary Step 4 and with satisfactory or above work
performance during the full time period, an employee will be
advanced to Salary Step 5 . A full pay period as used herein is
defined as one in which the employee works or is paid for time off
for at least half of the regularly scheduled work hours . The
effective date of a higher wage step shall be the first day of the
pay period following qualification for the new step.
8 . 1 (b) Should an employee wish to appeal a denial of a step
increase, the employee may do so by submitting an appeal ( 1 ) to the
Chief of Police , and if not resolved, ( 2 ) to an advisory committee
comprised of two ( 2 ) representatives designated by the Association
and one ( 1 ) representative designated by Police management . The
committee will consider the appeal and make an advisory
recommendation to the City Manager whose decision will be final .
Such appeal must be made within thirty ( 30 ) days of the date of
denial of the merit increase .
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8 . 2 Wages shall be paid at bi-weekly intervals on Thursdays
at the end of the employee ' s work period after 12 : 00 noon for a pay
period ending no earlier than the preceding Saturday. If a pay day
falls on a holiday, payment shall be made on the preceding workday.
8 . 3 When an employee is temporarily assigned to work in a
classification higher than the employee ' s regular classification,
the employee shall be paid at the rate established for the higher
classification, with a minimum of four ( 4 ) hours and time computed
to the next full hour, except when the work is performed outside of
the regular work hours and the duration is less than four ( 4 )
hours . When an employee is temporarily assigned to work in a
higher classification which has a wage range overlapping the wage
range of the employee ' s regular classification, the employee shall
be paid at the wage rate of the classification to which the
employee is temporarily assigned, which is next higher to the
employee ' s present wage rate , but not more than the top wage rate
of the temporary classification .
8 . 4 When an employee is temporarily assigned to work in a
classification lower than the employee ' s regular classification,
the employee ' s rate of pay will not be reduced.
8 . 5 For purposes of wage rate progression in a temporary
classification, the time worked by an employee in other than the
employee ' s regular classification shall also be accrued in such
temporary classification.
8 . 6 ( a) Attached hereto and made a part hereof is Exhibit
"A-1" , Exhibit "A-211 , Exhibit "A-3" titled "Schedule of Wage
Rates . "
8 . 6 (b) Effective 193-1 September 11 , 1994 , wage
rates shall be increased by six-pereent-f6%} three percent ( 3%) .
8 . 6 ( c ) Effective 1992 September 10 , 1995 , wage
rates shall be increased by fear-pereent-f4%} three percent ( 3%) .
8 . 6 (d) Effective A4ay-9•,-=1-933 September 8 , 1996 , wage rates
shall be increased by three percent ( 3%) .
8 . 7 ( a) Attached hereto and made a part hereof is Exhibit
"B" entitled "Job Definitions . "
8 . 7 (b ) Attached hereto and made a part hereof is Exhibit
"D" entitled "Minimum Performance Standards for Community Service
Officers" .
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8 . 8 ( a) Whenever any employee is assigned to work a regu-
larly scheduled shift which begins between 1 : 30 p . m . and 12 : 00
Midnight , the employee shall receive shift differential pay of
fifty cents ( $ . 50 ) per hour for each hour worked during that regu-
larly scheduled shift , in addition to the employee ' s regular hourly
payrate .
8 . 8 (b) Whenever any employee is assigned to work a regularly
scheduled shift which begins between 12 : 00 Midnight and 4 : 00 a.m . ,
the employee shall receive shift differential pay of seventy-five
cents ( $ . 75 ) per hour for each hour worked during that regularly
scheduled shift, in addition to the employee ' s regular hourly
payrate.
8 . 9 Effective September 11 , 1994 , an educational incentive of
two and one half percent ( 2 . 5%) shall be added to the base pay of
those regular employees with an A.A. or A. S . degree or sixty ( 60 )
semester units of credit .
ARTICLE 9
Hours and overtime
9 . 1 All regular employees will receive full time employment
for each work week employed, provided they report for duty and are
capable of performing their work. This is not to be interpreted
that the City does not retain the right to lay off or release
employees on account of lack of work or other valid reason at the
end of the work week.
9 . 2 Each employee shall report for work at the employee ' s
regularly established headquarters and shall return thereto at the
conclusion of the day' s work and the time spent in traveling
between such headquarters and the job site shall be considered as
time worked.
9 . 3 A work week is defined to consist of seven ( 7 ) consecu-
tive calendar days , Sunday through Saturday, and a basic work week
is defined to consist of five ( 5 ) consecutive workdays of eight ( 8)
hours each. The basic work week may begin on any day of the week
or at any hour of the day during the work week.
9 . 4 Overtime is defined as ( a) time worked in excess of forty
(40) hours in a work week, (b) time worked in excess of eight ( 8 )
hours , ( c ) time worked on a non-workday, (d) time worked outside of
regular hours on a workday, and ( e) time worked on a holiday.
Overtime shall be computed to the nearest one-quarter ( 1/4 ) hour.
Time worked as defined in ( a) or ( c ) above as a result of a shift
change shall not be regarded as overtime for compensation purposes . i
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9 . 5 Overtime compensation shall be paid at a rate equivalent
to one and one-half ( 1-1/2 ) times the regular rate of pay or, at
the employee ' s option, the employee may elect to receive time off
with pay at the rate of one and one-half ( 1-1/2 ) hours off for each
overtime hour worked. Compensatory time off with pay shall be
scheduled in the same manner as vacations are normally scheduled.
The maximum compensatory time off available for any employee at any
time shall be limited to the maximum allowable CTO accumulation
pursuant to the federal Fair Labor Standards Act . In the event
overtime is worked when an employee has the maximum accumulation of
compensatory time off, tw-
o hundred forty ( 240 ) hours , the employee
shall be paid for the overtime worked as set forth above .
Employees whose employment with the City is terminated for any
reason shall , at the time of termination, receive payment for any
unused compensatory time off previously earned.
9 . 6 Employees who are required to report for work on their
non-workdays or on holidays they are entitled to have off or out-
side of their regular hours on workdays , shall be paid overtime
compensation for the actual time worked, but in no event for less
than two ( 2 ) hours compensation for each call-out, except however,
that employees shall not be paid more than time and one-half the
regular rate of pay for any given time period. If an employee who
is called for such work outside of the employee' s regular hours on
a workday continues to work into the employee ' s regular hours , the
employee shall be paid overtime compensation only for the actual
time worked. If an employee performs overtime work immediately
following the end of the employee ' s regular shift, the employee
shall be paid overtime compensation only for the actual time
worked.
9 . 7 Overtime shall be distributed as equally as is practica-
ble among those employees who are qualified and available and who
volunteer for overtime work and the City shall not require employ-
ees who have worked overtime to take equivalent time off during a
workday without pay.
9 . 8 Community Service Officers shall select shift and days
off by seniority with the department . Such selection shall be
subject to change based on departmental needs and/or administrative
adjustments . As much notice as is practical shall be provided when
changes , shifts , and days off are made .
9 . 9 ( a) Community Service Officers assigned to field
operations shall select watch and days off by seniority with the
Department , except as otherwise provided herein. Shift rotation
will be scheduled every four ( 4 ) months beginning the first day of
the pay period closest to January 1 , May 1 , and September 1 . An
officer will not be permitted to remain on a given shift in excess
of twelve ( 12 ) consecutive months . Community Service officers may
be assigned to days off and a watch based on Departmental needs_
and/or administrative adjustments . As much notice as is practical
I -
12
will be provided when making assignments based upon Departmental
needs and/or administrative adjustments . Any administrative
adjustment in assignment made after completion of a watch sign up
shall not give an employee the right to bump for another watch a
change in days off , or vacation .
9 . 9 (b) Community Service Officers assigned to the Services
Unit of the Administrative Services Division shall select watch and
days off by seniority with the Department , except as otherwise
Provided herein. Shift rotations will be made to coincide with
shift rotations of Field Operations . A Communitv Service Officer
will not be permitted to remain on a given shift in excess of eight
( 8 ) consecutive months . Community Service Officers maybe assigned
to days off and a watch based on Department needs and/or
administrative adjustments . As much notice as is practical will
be provided when making assignments based upon Departmental needs
and/or administrative adjustments . Any administrative adjustment
in assignment made after completion of a watch sign up shall not
give an employee the right to bump for another watch , a change in
days off or vacation.
ARTICLE 10
Seniority
10 . 1 Seniority is defined as total length of continuous ser-
vice with the City. In determining an employee ' s seniority, the
continuity of the employee ' s service will be deemed to be broken by
termination of employment by reason of ( 1 ) resignation, ( 2 )
discharge for cause, ( 3 ) layoff, ( 4 ) failure to return immediately
on the expiration of a leave of absence or acceptance of other full
time employment while on leave, and ( 5 ) absence without pay,
without a leave of absence, in excess of five ( 5 ) workdays .
Continuity of service will not be broken and seniority will accrue
when an employee is ( a) inducted, enlists or is called to active
duty in the Armed Forces of the United states or service in the
Merchant Marine or under any Act of Congress which provides that
the employee is entitled to reemployment rights , (b) on duty with
the National Guard, ( c) absent due to industrial injury, or (d) on
leave of absence . Seniority, as defined in this section, does not
apply to preference for shift scheduling or vacation scheduling.
4
ARTICLE 11
Promotion and Transfer
11 . 1 All promotions and transfers shall be in accordance with
standards and procedures as determined by the City.
11 . 2 Whenever any employee covered by this Memorandum of
13
it
Understanding is appointed to the classification of Police Officer,
and such employee fails to satisfactorily complete the probationary
period for Police Officer, such employee shall be returned to the
former classification held prior to becoming a Police Officer, or
be placed in any other classification which is mutually
satisfactory to the employee and the City, except whenever the City
discharges the employee from employment with the City.
ARTICLE 12
Demotion and Layoff
12 . 1 When it becomes necessary for the City to lay off regular
employees , the City will give employees involved as much 'notice as
possible, but in no event will such employees receive less than two
( 2 ) weeks notice of layoff . Where probationary or temporary
employees are to be laid off, no notice of layoff need be given.
12 . 2 Layoff in all cases due to lack of work will be deter-
mined by an employee ' s seniority. An employee whose job is being
eliminated may elect to displace an employee in a lower paid clas-
sification and if the employee' s seniority is greater than that of
the employee in the lower paid classification .
12 . 3 Regular employees who are laid off will be given prefer-
ence in filling future vacancies for a period up to t-vire-Fa}-years
eighteen ( 18 ) months , in the reverse order in which employees were
laid off , providing they keep the City advised of their current
address . Notifications of position vacancies shall be by
registered mail to the employee ' s last known address , as supplied
by the employee . Re-employment shall be based upon the laid-off
employee ' s ability to meet current employment standards . If an
employee does not accept re-employment, the employee ' s name shall
be removed from the re-employment list and the employee shall no
longer have re-employment rights . If a laid-off employee is
subsequently re-hired off a reemployment list into a classification
covered under the terms of this Memorandum of Understanding, the
employee ' s sick leave balance , original hire date , and vacation
accrual rate shall be reinstated.
12 . 4 Notwithstanding the provisions of this Article, the City
and the Association may agree to other procedures during the 'term
of this Memorandum of Understanding.
ARTICLE 13
Leave of Absence
13 . 1 Leave of absence may be granted to regular employees by
the City Manager for urgent and substantial reason, up to a maximum
14
of one ( 1 ) year, providing satisfactory arrangements can be made to
perform the employee ' s duties without undue interference with the
normal routine of work. Inability to return to work after an
employee ' s sick leave has been exhausted will be considered as an
urgent and substantial reason and in such cases a leave will be
granted.
13 . 2 A leave of absence will commence on and include the first
workday on which the employee is absent and terminates with and
includes the workday preceding the day the employee returns to
work.
13 . 3 All applications for leave of absence shall be made in
writing except when the employee is unable to do so . The condi-
tions under which an employee will be restored to employment on the
termination of leave of absence shall be clearly stated by the City
in conjunction with the granting of a leave of absence . Upon an
employee ' s return to work after a leave of absence, the employee
will be reinstated to the employee ' s former position and working
conditions , providing that the employee is capable of performing
the duties of the former position, except that if there has been a
reduction of forces or the employee ' s position has been eliminated
during said leave, the employee will be returned to the position
the employee would be in had the employee not been on a leave of
absence .
13 . 4 An employee ' s status as a regular employee will not be
impaired by such leave of absence and the employee ' s seniority will
accrue .
13 . 5 If an employee fails to return immediately on the expi-
ration of the employee' s leave of absence or if the employee
accepts other full time employment while on leave , the employee
will thereby forfeit the leave of absence and terminate the
employee ' s employment with the City.
13 . 6 An employee on a leave of absence as provided herein
shall not accrue vacation or sick leave benefits nor maintain group
insurance coverage . An employee may, however, at the employee' s
option and expense, maintain the employee ' s group insurance
coverage providing the full monthly premium is received in the
Finance Department of the City on or before the first day of the
month for which the premium is intended. Notwithstanding the
above, however, if the leave of absence is as a result of
exhaustion of sick leave benefits , an employee ' s group insurance
may be maintained for up to three ( 3 ) calendar months on the normal
premium-sharing formula, providing the employee pays the employee ' s
share of the premium on a timely basis .
15
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ARTICLE 14
Expenses
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14 . 1 whenever employees use their personal vehicles for City
business at the City' s convenience , reimbursement will be at the
rate of twenty-five cents ( x . 25 ) per mile .
14 . 2 whenever employees use their personal vehicle for the
employee ' s/employer' s convenience for out of City travel on
official City business , the total allowance for transportation
shall in no case exceed the cost of tourist-class air passage if
such service is available . (This would include any additional
expenses that would be incurred for lodging, per diem allowances ,
meals and other expenses . ) If air serviceis not available , the
allowance for use of a personal vehicle , shall be subject to
authorization by the Director of Finance .
14 . 3 The City is not responsible for any loss or damage ,
operating maintenance or repair expenses to personal vehicles used
on City business .
14 . 4 when travel by air has been offered and the employee
elects , with Department Director approval , to utilize ground
transportation , travel time will be allowed on the same basis as if
the employee had traveled by air . The employee will charge to the
City only the time that would have been required to make the trip
using airline transportation. All time in excess of air travel
time will be charged to the employee . Exceptions may be authorized
by the Director of Finance in cases where it is beneficial to the
City for the employee to use their personal vehicle .
14 . 5 Employees who have a temporary work assignment at such
distance that it is impractical for them to return to their regular
place of abode will be allowed actual personal expenses for board
and lodging for the duration of such assignment provided they board
16
0
and lodge at places to be approved by the City. Except in the
circumstance described in Section 14 . 4 above , the time spent by
such employees in traveling to such temporary assignment at its
beginning, to and from home on holidays and weekends , and from such
temporary assignment at its conclusion and any reasonable expense
incurred thereby will be paid by the City.
14 . 6 Meal allowance may be paid at the following rates :
Dinner $17 . 50
Lunch 8 . 50
Breakfast 6 . 00
Meal allowance is included in an individual ' s gross wages
as determined by the Internal Revenue Service ( I . R. S . ) .
14 . 7 when meals are included in the registration fees or
transportation charges , adjustment of meal allowance will be made .
14 . 8 Payments for meals will be reimbursed at actual cost if
that amount is equal to or less than that specified in Section
14 . 6 . Unusual circumstances may justify a larger amount . Any
request for more than the normal meal allowance must be accompanied
by a written explanation as to the reason for the excess and will
be subject to approval by the Director of Finance . Alcoholic
beverages are not a reimbursable expense and should be paid for
separately by the employee . Receipts for meals must be provided in
order to obtain reimbursement .
14 . 9 Reimbursement for reasonable costs other than meals and
lodging incurred for the following incidental expenses shall be
permitted providing such expenses are justified and itemized:
Registration
Tips and other gratuities
Taxi , bus and other local transportation fares
Business telephone calls and telegrams
Other justifiable incidental expenses
14 . 10 Employees will be reimbursed for actual expenses
only. Any savings realized by employees by ride sharing lower
accommodation costs , etc . , shall accrue to the City.
ARTICLE 15
Sick Leave
15 . 1 Sick leave with pay shall be accumulated for each regular
and probationary employee at the rate of forty-six thousandths
( . 046 ) of an hour for each regular hour worked or on paid leave . j
(Accrual rate approximately one ( 1 ) day per month . )
17
15 . 2 Sick leave shall be allowed for a non-work related
absence due to : ( a) the inability of an employee to be present or
perform the employee ' s duties because of personal physical or
mental illness , off duty injury or confinement for medical
treatment; (b) personal medical or dental appointments which are
impractical to schedule outside of regular working hours; aael ( c )
the need to be present during childbirth, surgery, critical illness
or injury involving members of the immediate family as defined in
16 . 1 , for up to forty ( 40 ) hours per incident; and (d) the need to
attend sick or injured immediate family members as defined in
Section 16 . 1 for up to forty (40 ) hours per calendar year .
15 . 3 Management may require satisfactory evidence of illness
or disability before payment for sick leave will be made . The City
may also require an employee requesting to return to work after
sick leave or leave of absence for medical or psychiatric reasons
to submit to an examination by a physician or physicians approved
by City for the purpose of determining that such employee is
physically or mentally fit and able to perform the duties of the
employee ' s former position without hazard to himself or to the
employee' s fellow employees or to the employee' s own permanent
health. Such examination or examinations shall be at the sole
expense of the City, and the employee shall be placed on leave with
pay for the purposes of such examination.
15 . 4 If a holiday which an employee is entitled to have off
with pay occurs on a workday during the time an employee is absent
on sick leave, the employee shall receive pay for the holiday as
such and it shall not be counted as a day of sick leave .
15 . 5 Any employee who, after ten ( 10 ) years of service to the
City terminates employment, shall be paid at the employer' s regular
payrate for thirty-three and one-third percent ( 33 1/30) of the
employee ' s accumulated sick leave hours , reduced by the amount of
any bonus vacation hours the employee has previously received
pursuant to Section 18 . 2 . For employees with 15 years or more, but
less than twenty ( 20) years of service, the percentage set forth
above shall be increased to forty-five ( 45 ) percent . For employees
with twenty ( 20 ) years or more service the percentage set forth
above shall be increased to sixty ( 60 ) percent . An employee may,
however, at the employee ' s option, elect to waive the foregoing
benefit and in lieu thereof, receive credit for said unused sick
leave toward the employee ' s retirement benefit through the Public
Employees ' Retirement System pursuant to the contract between the
City of Redding and the Public Employees ' Retirement System.
15 . 6 whenever any employee exhausts all categories of paid
time off as a result of illness or injury, with approval of the
employee' s Department Director, the Director of Personnel and the
City Manager, an employee may receive up to eighty ( 80 ) hours
advanced sick leave with pay. If the employee returns to duty.
18
such advanced sick leave shall be returned to the City from
subsequent sick leave accruals . If the employee terminates City
employment , such advanced sick leave shall be repaid to the City.
ARTICLE 16
Funeral Leave
16 . 1 Regular and probationary employees who are absent from
work due to the death of a member of the employee ' s "immediate
family" shall receive compensation at the regular rate of pay for
the time necessary to be absent from work, but not to exceed forty
( 40 ) working hours . "Immediate family" as used herein includes
only employee ' s spouse, children, grandchildren, brothers , sisters ,
parents , or grandparents of either spouse or other persons who are
living in the employee' s immediate household.
16 . 2 Regular employees who are absent from work to attend the
funeral of a person other than an immediate family member shall
give as much advance notice as possible and shall receive compen-
sation at the regular rate of pay for the time necessary to be
absent from work, but not to exceed one ( 1 ) regularly scheduled
work day per funeral . A maximum of twenty-four ( 24 ) hours may be
utilized for this type of leave in a calendar year.
ARTICLE 17
Holidays
17 . 1 Regular and probationary employees , except as otherwise
provided herein, shall be entitled to have the following holidays
off with pay:
( a) January 1st
(b) February 12th, known as "Lincoln Day"
(c) The third Monday in February
(d) The last Monday in May
(e) July 4th
( f) The first Monday in September
i
(g) Employee ' s birthday
�h
(h) The second Monday in October, known as "Columbus Day"
( i) November 11th, known as "veterans ' Day"
19
l
( j ) Thanksgiving
( k) Friday after Thanksgiving
( 1 ) The last four ( 4 ) work hours before Christmas
(m) December 25th
If any of the foregoing holidays fall on a Sunday, the Monday fol-
lowing shall be observed as the holiday, except by those employees
who are regularly scheduled to work on Sunday other than on an
overtime basis . Employees who are regularly scheduled to work on
Sundays shall observe such holidays on Sunday. If any of the
foregoing holidays fall on a Saturday, the preceding Friday shall
be observed as the holiday, except by those employees who are reg-
ularly scheduled to work on Saturday other than on an overtime
basis . Employees who are regularly scheduled to work on Saturdays
shall observe such holidays on Saturday. If any of the foregoing
holidays fall on any day from Monday through Friday, inclusive, and
that day is a regularly scheduled non-workday for an employee, such
employee shall be entitled to receive another workday off with pay
to be scheduled in the same manner as vacation days are normally
scheduled. Notwithstanding the foregoing, an employee may observe
the employee ' s birthday holiday on the employee' s birthday or
anytime during the pay period in which the birthday occurs, or the
holiday may be deferred and scheduled as vacations are normally
scheduled. The holidays known as Lincoln Day, Columbus Day, and
Veterans Day shall be scheduled by employees and their supervisors
in the same manner as vacations are normally scheduled.
17 . 2 Notwithstanding the foregoing, employees may be scheduled
to work on holidays , in which event any such employee will , in
addition to the employee' s holiday pay, be compensated therefor at
the overtime rate of pay for all time worked on such days . An
employee may, however, at the employee ' s option, elect to observe
that holiday at another time to be scheduled in the same manner as
vacation days are normally scheduled, in which event any such
employee will only be compensated for time worked on that day at
the overtime rate of pay, and shall not receive holiday pay for
such day.
17 . 3 If an employee is in a non-pay status on both workdays
immediately adjacent to the holiday, the employee shall not receive
pay for the holiday.
ARTICLE 18
Vacations
18 . 1 ( a) Regular and probationary employees of the City shall
accrue vacations with pay as follows :
20
18 . 1 (b) At the rate of thirty-nine thousandths ( . 039 ) of an
hour for each regular hour worked or on paid leave from the date of
employment through the one hundred fourth ( 104th) full pay period
of employment . (Accrual rate approximately two ( 2 ) weeks per year
up to four ( 4 ) years of service . )
18 . 1 ( c) At the rate of fifty-eight thousandths ( . 058 ) of an
hour for each regular hour worked or on paid leave from the on
hundred fourth ( 104th) full pay period through the two hundred
thirty-fourth ( 234th) full pay period of employment. (Accrual rate
approximately three ( 3 ) weeks per year after four ( 4 ) years of
service . )
18 . 1 (d) At the rate of sixty-eight thousandths ( . 068 ) of an
hour for each regular hour worked or on paid leave from the two
hundred thirty-fourth ( 234th) full pay period through the three
hundred sixty-fourth ( 364th) full pay period of employment .
(Accrual rate approximately three and one-half ( 3-1/2 ) weeks per
year after nine ( 9 ) years of service . )
18 . 1 ( e) At the rate of seventy-seven thousandths ( . 077 ) of
an hour for each regular hour worked or on paid leave from the
three hundred sixty-fourth ( 364th) full pay period through the four
hundred ninety-fourth (494th) full pay period of employment.
(Accrual rate approximately four (4 ) weeks per year after fourteen
( 14 ) years of service. )
18 . 1 ( f) At the rate of eighty-seven thousandths ( . 087 ) of an
hour for each regular hour worked or on paid leave from the four
hundred ninety-fourth ( 494th) full pay period through the six
hundred twenty-fourth ( 624th) full payperiod of employment.
(Accrual rate approximately four and one-half (4-1/2 ) weeks per
year after nineteen ( 19) years of service . )
18 . 1 ( g) At the rate of ninety-six thousandths ( . 096 ) of an
hour for each regular hour worked or on paid leave from and after
the six hundred twenty-fourth ( 624th) full pay period of employ-
ment. (Accrual rate approximately five ( 5 ) weeks per year after
twenty-four ( 24 ) years of service . )
18 . 1 (h) A full pay period as used in this Article is defined
as one in which the employee works or is paid for time off for at
least half of the regularly scheduled work hours .
18 . 2 ( a) Effective tray-3fl;--19-9-2 September 11 , 1994 , the
maximum vacation time which can be accrued by a regular employee is
f-r-r-e four hundred ( 4 00 ) hours . j
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18 . 2(et) It is City policy that employees take their normal
vacation each year at such time or times as may be approved by the
Department.
18 . 2 (dc) In the event of departmental cancellation of a
previously scheduled vacation or of a paid leave of absence due to
industrial injury where such employee would exceed the maximum
vacation accrual , the accumulation of vacation hours may exceed the
five four hundred F5$4} 400 hour maximum. In the event of a paid
leave of absence due to an illness or injury that is not job
related, the Chief of Police may approve the accumulation of
vacation hours in excess of the five four hundred F5&&9 400 hour
maximum. Whenever such excess accruals occur, the employee shall
have one year from the date the vacation was cancelled or from the
date the employee returns to work from illness or injury to utilize
the excess accrual . Any excess accrual that remains at the end of
such period shall be forfeited.
18 . 3 Vacation cannot be accrued while an employee is in a non-
pay status .
18 . 4 Vacations will be scheduled throughout the calendar year.
Employees with greater seniority will be given preference over
those with less seniority in the selection of a vacation period;
provided, however, that if the senior employee splits the
employee ' s vacation by requesting less than a full year' s allowance
to be scheduled on consecutive workdays, the employee' s
preferential rights shall only apply on one period in that calendar
year prior to all other employees being given consideration in the
selection of their first choice vacation period. Vacation
scheduling shall be completed at the same time as watch sign-ups .
18 . 5 The City shall not require an employee to take the
employee ' s vacation in lieu of sick leave or leave of absence on
account of illness .
18 . 6 If a holiday which an employee is entitled to have off
with pay occurs on a workday during the employee ' s vacation period,
such employee will be entitled to an additional day of vacation and
will be compensated for same .
I
22
18 . 7 Employees whose employment with the City is terminated
for any reason shall , at the time of termination, receive any
unused vacation period previously earned.
18 . 8 Whenever any employee has accrued one hundred twenty
( 120 ) hours or more vacation allowance as set forth in 18 . 1 ( a-h) ,
the City will , at the 'employee ' s option, compensate the employee
for up to forty ( 40) hours of accumulated vacation during any fis-
cal year. Additionally, whenever any employee has accrued two
hundred forty ( 240) hours or more of vacation allowance as set
forth in 18 . 1 ( a-h) , the City will , at the employee ' s option, com-
pensate the employee for up to eighty ( 80) hours of accumulated
vacation during any fiscal year.
18 . 9 A voluntary vacation donation program is hereby
established in which any emplovee (herein referred to in this
Policy as the donor) may donate unused vacation hours to another
employee (herein referred to in this policy as the recipient) ; such
donation will be made on the basis of value (dollar basis ) so that
vacation hours from the donor will be converted to dollars and then
to the appropriate vacation hour level for the recipient .
The recipient will be recruired to meet the criteria of
having exhausted all paid leave due to iniury or illness and not be
receiving long term disability benefits Nor shall such recipient
be eligible for this program as a result of a worker' s Compensation
iniury Donated hours will be posted on a date of receipt basis
until the recipient need is met.
Employees requesting to take advantage of this program as
a recipient will make application on an approved form signed by
their Department Director Director of Personnel and the City
,Manager. Employees wishing to donate vacation hours can do so on
forms for this use in the Personnel office. All donations will be
treated on a confidential basis .
ARTICLE 19
Uniforms
19 . 1 A uniform allowance of -$�B $600 per fiscal year shall be
paid during the first pay period in July of each year and is for
the purpose of maintenance and replacement of uniforms for the
ensuing fiscal year.
web-fork-nbe�e-9ka}}-}ie-3____ trtr-s-i -ht -ec}-c ��ars -F �eA�
per-fisea}-Teet- The allowance is not a reimbursement for the
prior year. The first clothing allowance shall be a prorated
amount for that period of time from the employee ' s date of employ-
ment to the following July 1 .
23
ii
19 . 2 The City shall pay the reasonable cost of repair or
replacement of uniforms , glasses , watches , or other personal prop-
erty up to two hundred dollars ( $200 ) damaged in the course of
employment. This provision does not apply to items lost or damaged
as a result of negligence of the employee .
19 . 3 The City will propose no change in uniform standards
during the term of this MOU that will result in increased cost to
the employee .
ARTICLE 20
Miscellaneous
20 . 1 A regular or probationary employee who is summoned for
jury duty and is thus unable to perform the employee ' s regular
duties will be paid for the time lost at the employee' s regular
rate of pay.
20 . 2 Any employee, at the employee' s request, shall be
permitted to review the employee ' s own personnel file . The file
may not, however, be removed from the Personnel Office .
20 . 3 An employee who disagrees with the evaluator' s statements
or conclusions with respect to the employee evaluation report shall
have the right to review such evaluation report with the City' s
Director of Personnel Services and, upon request, shall have the
right to have an Association representative present . The employee
may also attach a written rebuttal to the employee evaluation,
providing it is done within thirty days of the employee' s receipt
of the evaluation.
20 . 4 Employee home addresses and telephone numbers will not be
released to anyone other than authorized City personnel without the
permission of the employee .
20 . 5 A release time bank is hereby established. Association
members may voluntarily donate earned leave time to the time bank
for use by Association officials while conducting Association
business . Donated time will be deducted from the employee' s earned
leave .
20 . 6 The City will provide appropriate self-defense training
for Community Service Officers, as determined by the City from time
to time . Such self-defense training will not be construed to mean
that Community Service Officers will need such training in normal
day to day job situations .
20 . 7 Employees will be allowed to engage in political activity
only during off-duty hours and while out of uniform.
24
i
20 . 8 Whenever disciplinary action of more than five ( 5 ) days
suspension without pay is being imposed, all documents supporting
such discipline shall be provided to the employee.
20 . 9 Whenever any investigation of alleged misconduct is being
undertaken, the employee shall be informed of the nature of the
investigation at the beginning of the meeting; the meeting shall be
conducted at a reasonable time during the employee ' s duty hours;
the employee shall be informed in advance of the name , rank, and
command of the officer conducting the meeting; no more than two ( 2 )
management representatives shall conduct questioning at the same
time, and the employee shall not be subjected to offensive
language .
20 . 10 Reference is made to Exhibit "C" titled Substance Abuse.
Such substance abuse policy is not subject to the grievance
procedure . Any disciplinary action taken, however, against an
employee as a result of an alleged violation of the substance abuse
policy, will be subject to the grievance procedure .
-2B--13-(?-it-y--agrees-to-pec rn--tom-meet-*r14- _+e±--praeesg-tee
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ARTICLE 21
Employee Benefit Programs
21 . 1 Retirement Plan: All regular and probationary employees
are covered by a State of California Public Employees ' Retirement
System program pursuant to an existing contract with the Public
Employees ' Retirement system. The major features are : two percent
( 2%) at age sixty ( 60) ; normal retirement age sixty ( 60) ; one ( 1 )
year' s compensation in formula; 1959 Survivors Benefit; Post-
Retirement Survivors allowance; credit for unused sick leave; and
certain military service credit . The City pays the employee ' s full
cost of participation in the Public Employees ' Retirement System .
21 . 2 (a) Group Insurance: All regular employees and all
probationary employees are eligible to participate in a group
insurance benefit program, effective the first day of the-tmfAb-h
fo�lcrrag employment . The City shall pay the full cost of the
program for both employee and dependents . The major elements of
the group insurance benefit program are:
( 1 ) Life Insurance : Twice annual salary for employee, $3 , 000
for employee' s dependents .
( 2 ) Health Benefits : $100 deductible per person per year
except for accidents which shall have none but shall have
a maximum benefit of $500 for each accident; 80% payable
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for first $5 , 000 of eligible charges , except for hospital
charges which are 100% payable; 100% thereafter up to one
million dollars lifetime limit; professional fees based
upon U. C. R. ; normal typical exclusions and limitations .
( 3 ) Dental Benefits; No deductible and 100% of U. C. R. for
prevention; no deductible and 50% up to $1 , 500 per life
time per person for orthodontia; $25 deductible and 80%
of U. C. R. up to $1 , 500 per person per year for all other
eligible charges .
( 4 ) Long Term Disability: After three ( 3 ) months 60% of
employee ' s salary integrated with all other income bene-
fits payable to age 65 .
( 5 ) Vision Benefits : California Vision Service Plan A for
employees and dependents , which provides for $25
deductible, an eye examination no more than every twelve
( 12 ) months and lenses and frames no more often than each
twenty-four ( 24 ) months .
The City may if practicable, modify the group insurance program set
forth above by adding utilization review and by creating preferred
provider organization programs which create financial incentives
for the employee to use such preferred provider services, but do
not reduce any current benefit level nor impose any penalty for the
employee who eheeses elects not to use a preferred provider' s
services.
21 . 2 (b) The City will pay fifty percent ( 500) of the group
medical insurance premium for each retiree and dependents , if any,
presently enrolled and for each retiree in the future who goes
directly from active status to retirement and continues the group
medical insurance without a break in coverage. Payments by the
City will be discontinued upon the death of the retiree or upon
termination of group medical insurance coverage . The City will not
contribute payments on behalf of any retiree except as set forth
above . Following the death of a retiree the surviving spouse, if
any, may continue the insurance at their own expense until becoming
eligible for participation in any other group insurance program.
Notwithstanding the foregoing, the City may increase its
contribution to the retirees ' group insurance premium or improve
Public Employees ' Retirement System benefits during the term of
this Memorandum of Understanding.
21 . 2 ( c ) whenever any employee has treatment for mental or
nervous disorders for which there is partial payment under the
health benefits provision set forth in 21 . 2 ( a) 2 above, the City
will supplement such benefits to one hundred percent ( 100%) payment
for up to twelve ( 12 ) visits for treatment provided the employee
26
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submits the necessary documentation to support the expense and
request for reimbursement to the group health insurance benefit
program administrator.
21 . 3 A retiring employee may elect to have any accrued benefit
Payment due , all or part , paid in the next calendar year following
the date of retirement .
ARTICLE 22
Term
22 . 1 This Memorandum of Understanding, having taken effect as
of the 26th day of January, 1989 , shall continue into full force
and effect until the seventh day of
September, 1997, and thereafter from year to year unless written
notice of change or termination shall be given by either party no
later than ninety ( 90 ) days prior to the expiration date above or
the expiration date of any year thereafter, except, however, that
it shall only become effective with approval of the City Council of
City. The City agrees to hold the initial bargaining session for
the successor Memorandum of Understanding within forty-five ( 45 )
days after the receipt of the initial proposal of the Association
for Miscellaneous Employees , provided that such date is no earlier
than ninety ( 90) days prior to the termination date of the existing
Memorandum of Understanding.
22 . 2 whenever notice is given for changes , the general nature
of the changes desired must be specified in the notice, and until
a satisfactory conclusion is reached in the matter of such changes ,
the original provision shall remain in full force and effect.
22 . 3 This Memorandum of understanding shall not be amended or
supplemented except by agreement of the parties hereto, reduced to
writing and duly signed by each.
22 . 4 Any provision of this Memorandum of Understanding which
may be in conflict with any Federal or State law, regulation or
executive order shall be suspended and inoperative to the extent of
and for the duration of such conflict; the balance of this Mem-
orandum of Understanding, however, shall remain in full force and
effect.
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IN WITNESS WHEREOF, the parties have executed this Memorandum
of Understanding as of the day and year first above written .
CITY OF REDDING PEACE OFFICERS ASSOCIATION OF
REDDING
SAM MCMURRY CHRISTOPHER D. DARKER
Interim City Manager President, Peace Officers
Association of Redding
ROBERT P . BLANKENSHIP STEVE ALLEN
Chief of Police Labor Representative
KAREN M. SUNDIN SHERRYL K. BONNER
Financial Management Specialist Negotiator
JOHN A. GRIMES MARY A. KELLEY
Police Lieutenant Negotiator
BRENDA SCIARRA CANDY D. ROLLINS
Personnel Analyst II Negotiator
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EXHIBIT "A-1"
SCHEDULE OF WAGE RATES
Effective September 11 , 1994
Step 5
Salary Step Monthly
Hourly Pay Rate
Equivalent
1 2 3 4 5
Community
Service Officer $11 . 34 $11 . 95 $12 . 58 $13 . 25 $13 . 94 $2 , 416
Property and
Evidence Clerk 11 . 34 11 . 95 12 . 58 13 . 25 13 . 94 2,416
For those assignments of Field Training Officer and ID Technician ,
a specialty pay of five percent ( 5%) over base pay will be paid but
shall be limited to such time as they are performing that specific
function.
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EXHIBIT "A-2"
SCHEDULE OF WAGE RATES
Effective September 10 , 1995
Step 5
Salary Step Monthly
Hourly Pay Rate
Equivalent
1 2 3 4 5
Community
Service Officer $11 . 68 $12 . 31 $12 . 96 $13 . 65 $14 . 36 $2 , 489
Property and
Evidence Clerk 11 . 68 12 . 31 12 . 96 13 . 65 14 . 36 2,489
For those assignments of Field Training officer and ID Technician
a specialty pay of five percent ( 5%) over base pay will be paid but
shall be limited to such time as they are performing that specific
function.
1
EXHIBIT "A-3"
SCHEDULE OF WAGE RATES
Effective September 8 , 1996
Step 5
Salary Step Monthly
Hourly Pay Rate
Ectuivalent
1 2 3 4 5
Community
Service Officer $12 . 03 $12 . 68 $13 . 35 $14 . 06 $14 . 79 $2 , 564
Property and
Evidence Clerk 12 . 03 12 . 68 13 . 35 14 . 06 14 . 79 2,564
For those assignments of Field Training Officer and ID Technician.
a specialty pay of five percent ( 5%) over base pay will be paid but
shall be limited to such time as they are performing that specific
function .
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EXHIBIT "B"
Job Definitions
COMMUNITY SERVICE OFFICER
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Under supervision , an employee engaged in performing a wide variety
of non-hazardous , non-sworn law enforcement duties . The employee may
be rectuired to drive a vehicle and must possess the appropriate State
of California driver' s license . Employee ' s background of training
and education must be such to qualify the employee to perform duties
with skill , efficiency, safety, tact , and diplomacy. Such duties
include , but are not limited to, provide general assistance and
direction to the public by way of personal and telephone contacts ;
respond to citizen inquiries and requests ; conduct abandoned vehicle
investigations and impound of abandoned vehicles to include
Processing the vehicles for abatement; inspect businesses and
residences to determine susceptibility to criminal attack and
recommend security precautions; after training, to facilitate
neighborhood watch group meetings and other informative public
meetings ; perform traffic control and related duties; respond to non-
hazardous municipal code violations; serve subpoenas and conduct
house checks ; investigate and report property damage accidents and
other collision investigations as necessary; inspect vehicles for
correction of cited deficiencies ; interview of misdemeanor suspects
in specific cases when a sworn officer is present; report certain
felony crimes against property; preparation of reports and
appropriate preliminary follow-up investigations ; and performs other
related duties as assigned.
Additionally, the Community Service officer may be assigned to the
various division of the Police Department and their sub-units .
PROPERTY AND EVIDENCE CLERK
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ettt-ry-skmills---gate-eIRIAeyee-L s- ef-tea3tt3ttg-afd-experiettee
sfte33-be-stteh-es-te-qt dllli EY* tete-etnp3eYee-te-peef eeffl-tete-dttt3es-With
sk333;-of f3E3ettey;-t$et,-afd-d-ir em-dey-.
Under direction , an employee engaged in the receipt , control ,
Preservation, and disposition of all evidence and property in custody
of the Police Department , and the maintenance of records related
thereto . The employee ' s duties include , but are not limited to ,
assigning the proper storage location within the property areas ,
Preserving evidentiary integrity of the property, maintaining
automated record-keeping systems of all evidence and property,
assuring a continual chain of evidence , disposition of miscellaneous
Property, arranging for destruction of weapons , narcotics , and drugs
and performs other related duties as assigned. The employee must be
aware and knowledgeable of the law and City rules and regulations
relative to property\evidence storage and release . The employee will
function as a liaison with other governmental agencies and must
possess clerical typing ( 30 wpm) and data entry skills The
employee' s background of training and experience shall qualify the
employee to perform the duties with skill efficiency, tact and
diplomacy.
2
EXHIBIT "C"
SUBSTANCE ABUSE POLICY
I . Purpose
This Special Order defines Departmental policies and procedures for
the management of substance abuse by its employees .
II . Policy
Police Department employees represent the City to the general
public in highly visible and often stressful situations . As a
result , we must make critical decisions that effect both public
safety and the safety of our fellow employees .
Because our role is so crucial to the general welfare of the
community, we are held to a higher standard of scrutiny and
conduct . This is particularly important in the abuse of alcohol or
drugs . Consequently, we cannot tolerate substance abuse by members
of this Department .
III . Application of Policy
This policy shall apply to all employees of the Police Department
and all applicants for positions within the agency. It will apply
to use of alcohol and to all substances , drugs or medications ,
legal or illegal which would impair an employee' s ability to
effectively perform the functions of his/her job .
IV. Employee Responsibility
Police Department employees are expected to:
A. Report to duty able to perform their duties .
B. Be able to continue to perform these duties during the entire
course of their tour of duty.
C. Notify their supervisor when taking potentially disabling
substances or medication .
D . Provide a prescription for medication within 24 hours of
request .
E . Report substance abuse cases immediately to their supervisor
when employees have a reasonable basis to believe that another
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employee is using illegal substances , drugs , narcotics or
misuse of alcohol .
F . Abide by State law regarding alcohol and drug use .
V. Management Responsibilities
Police Department managers and supervisors are expected to :
A. When reasonable suspicion exists that an employee is under the
influence of drugs and alcohol , the employee shall be directed
to undergo a test as provided by section VI , 2 of this order .
B . Should discipline be required, it will be applied in a fair,
reasonable and appropriate manner, consistent with the
elements of the individual case .
C. Refer employees for counseling when appropriate .
D . Monitor employees on remedial programs .
VI . Procedures
A. Testing
1 . Pre-employment Applicants
Police Department pre-employment applicants shall be
routinely tested for drug or narcotic usage as a part of
their pre-employment medical examination. The testing
procedure and safeguards set forth in this order shall be
followed by the examining physician and others involved
in the testing procedure .
a. Refusal to take the test, or test results reporting
a presence of illegal drugs or narcotics , or the use of
non-prescription drugs shall be the basis of
discontinuing an applicant in the selection process . Any
use or possession that constitutes a felony shall
preclude any further consideration for employment .
b . Applicants found to be involved in the illegal sale,
manufacture or distribution of any narcotic/drug will be
permanently rejected.
C . Applicants demonstrating addiction to any j
narcotic/drug will be permanently rejected.
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d. Improper use of any narcotic/drug by an applicant
after application will be grounds for permanent
rejection .
2
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e . The results of drug tests on applicants for all
employees shall be kept confidential .
2 . Current Employees of the Department
a . Reasonable Suspicion: At his or her discretion, a
manager or supervisor may require the testing of an
employee where reasonable suspicion of substance abuse
exists . For example , any of the following, alone or in
combination, may constitute reasonable suspicion:
Slurred speech
Alcohol on breath
Inability to walk a straight line
Aberrant behavior
Observation of drugs and/or alcohol
High absenteeism
Excessive vehicle accidents
b . Administrative Investigations : When conducting
specialized administrative investigations , supervisors
should consider sending the involved employee for drug or
alcohol testing, if appropriate . Some examples may be :
An accident involving City property
Where there is on duty injury to the employee or
another person
Where deadly force is used, allegations of excessive
force, or other critical incidents
Where allegations involve the use , sales or
possession of narcotics or drugs .
B. Testing Process
The testing or processing phase shall consist of a two-step
procedure in compliance with NIDA standards as they exist or may be
changed in the future .
1 . Initial Step: The initial test shall consist of a urine
test. An initial positive report should not be
considered positive; rather it should be classified as
confirmation pending .
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2 . Confirmation Step : The confirmation test should be a
MS/GS procedure in compliance with NIDA standards .
Notification of test results to the supervisor or
internal affairs investigator will be held until the
confirmation test results are obtained. In those cases
where the second test confirms the presence of drug or
drugs in the sample, the sample will be retained for a
minimum of six ( 6 ) months to allow further testing in
case of dispute .
Employees who have participated in a drug test, where no
drugs were found, shall receive a letter stating that no
illegal drugs were found. If the employee requests such,
a copy of the letter will be placed* in employee ' s
personnel file .
3 . Testing standards : The City' s testing facility will
conform to NIDA (National Institute of Drug Abuse)
standards .
4 . In the event that an employee is ordered to submit to a
substance test the employee shall be given an order in
writing setting forth the reasons therefore and signed by
the Chief of Police, a Police Captain, or a watch
Commander. If circumstance so necessitate , such written
order may be issued as soon as is practicable , after a
verbal order is given for the test .
VII . Investigative Procedures
A. Non-Sworn Personnel
Investigations involving non-sworn personnel shall be guided by
Department/City Policies where appropriate .
B. Refusal to Submit to Testing
Failure to submit to a substance abuse test when directed by a
supervisor shall be considered an act of insubordination which may
lead to disciplinary action .
C. Administrative Searches
All property belonging to the Department is subject to inspection
at any time without notice as there is no expectation of privacy .
1 . Property includes , but is not limited to, police-owned
vehicles , desks , containers , files and storage lockers .
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2 . Employees ' assigned equipment and lockers ( that are
locked by the employee ) are also subject to inspection by
the employee ' s supervisor after reasonable advance notice
in the presence of the employee .
3 . Control of Evidence : Any contraband found as the result
of either an administrative or criminal search will be
handled in accordance with General Orders P-01 and P-02 .
4 . Chain of Evidence-Storage : Each step in the collecting
and processing of the urine specimens shall be documented
to establish procedural integrity and the chain of
evidence .
D. Confidentiality
Test results ordered by the City and rehabilitation documentation
will be treated as confidential , however various City officials
such as the City Manager or Police Chief may have access to these
reports .
VIII. Effective Date
This special Order shall be effective May 12 , 1991 .
5
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EXHIBIT "C"
SUBSTANCE ABUSE POLICY
I . Purpose
This Special Order defines Departmental policies and procedures f
the management of substance abuse by its employees .
II . Policy
Police Department employees represent the City to the gener
public in highly visible and often stressful situations . As
result, we must make critical decisions that effect both publ
safety and the safety of our fellow employees .
Because our role is so crucial to the general welfare of t.
community, we are held to a higher standard of scrutiny a
conduct . This is particularly important in the abuse of alcohol
drugs . Consequently, we cannot tolerate substance abuse by membe
of this Department .
III . Application of Policy
This policy shall apply to all employees of the Police Departmel
and all applicants for positions within the agency. It will app
to use of alcohol and to all substances , drugs or medication;
legal or illegal which would impair an employee ' s ability
effectively perform the functions of his/her job.
IV. Employee Responsibility
Police Department employees are expected to :
A. Report to duty able to perform their duties .
B. Be able to continue to perform these duties during the enti
course of their tour of duty.
C. Notify their supervisor when taking potentially disabli:
substances or medication.
D . Provide a prescription for medication within 24 hours
request .
E . Report substance abuse cases immediately to their supervis(
when employees have a reasonable basis to believe that anoth,
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employee is using illegal substances , drugs , narcotics c
misuse of alcohol .
F. Abide by State law regarding alcohol and drug use .
V. Management Responsibilities
Police Department managers and supervisors are expected to :
A. when reasonable suspicion exists that an employee is under th
influence of drugs and alcohol , the employee shall be directe
to undergo a test as provided by section VI , 2 of this order
B . Should discipline be required, it will be applied in a fair
reasonable and appropriate manner, consistent with th
elements of the individual case .
C. Refer employees for counseling when appropriate .
D . Monitor employees on remedial programs .
VI . Procedures
A. Testing
1 . Pre-employment Applicants
Police Department pre-employment applicants shall b
routinely tested for drug or narcotic usage as a part o
their pre-employment medical examination. The testin
procedure and safeguards set forth in this order shall b
followed by the examining physician and others involve
in the testing procedure .
a. Refusal to take the test, or test results reportin
a presence of illegal drugs or narcotics , or the use c
non-prescription drugs shall be the basis c
discontinuing an applicant in the selection process . An
use or possession that constitutes a felony shal
preclude any further consideration for employment .
b. Applicants found to be involved in the illegal sale
manufacture or distribution of any narcotic/drug will b
permanently rejected.
C . Applicants demonstrating addiction to an
narcotic/drug will be permanently rejected.
d. Improper use of any narcotic/drug by an applican
after application will be grounds for permaner. '
rejection .
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e . The results of drug tests on applicants for a
employees shall be kept confidential .
2 . Current Employees of the Department
a . Reasonable Suspicion : At his or her discretion,
manager or supervisor may require the testing of
employee where reasonable suspicion of substance abu
exists . For example , any of the following, alone or
combination, may constitute reasonable suspicion :
Slurred speech
Alcohol on breath
Inability to walk a straight line '
Aberrant behavior
Observation of drugs and/or alcohol
High absenteeism
Excessive vehicle accidents
b. Administrative Investigations : when conducti
specialized administrative investigations , superviso:
should consider sending the involved employee for drug
alcohol testing, if appropriate. Some examples may b
An accident involving City property
Where there is on duty injury to the employee or
another person
Where deadly force is used, allegations of excessi,
force, or other critical incidents
Where allegations involve the use, sales or
possession of narcotics or drugs .
B. Testing Process
The testing or processing phase shall consist of a two-st,
procedure in compliance with NIDA standards as they exist or may
changed in the future .
1 . Initial Step: The initial test shall consist of a uric
test . An initial positive report should not
considered positive; rather it should be classified
confirmation pending .
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2 . Confirmation Step : The confirmation test should be
MS/GS procedure in compliance with NIDA standards .
Notification of test results to the supervisor o
internal affairs investigator will be held until th
confirmation test results are obtained. In those case
where the second test confirms the presence of drug c
drugs in the sample, the sample will be retained for
minimum of six ( 6 ) months to allow further testing i
case of dispute .
Employees who have participated in a drug test , where n
drugs were found, shall receive a letter stating that n
illegal drugs were found. If the employee requests such
a copy of the letter will be placed in employee '
personnel file .
3 . Testing standards : The City' s testing facility wil
conform to NIDA (National Institute of Drug Abuse
standards .
4 . In the event that an employee is ordered to submit to
substance test the employee shall be given an order i
writing setting forth the reasons therefore and signed b
the Chief of Police, a Police Captain, or a Watc
Commander. If circumstance so necessitate, such writte
order may be issued as soon as is practicable, after
verbal order is given for the test .
VII . Investigative Procedures
A. Non-Sworn Personnel
Investigations involving non-sworn personnel shall be guided b--
Department/City
_Department/City Policies where appropriate.
B. Refusal to Submit to Testing
Failure to submit to a substance abuse test when directed by
supervisor shall be considered an act of insubordination which ma
lead to disciplinary action .
C. Administrative Searches
All property belonging to the Department is subject to inspectic
at any time without notice as there is no expectation of privacy
1 . Property includes , but is not limited to, police-owne
vehicles , desks , containers , files and storage lockers
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2 . Employees ' assigned equipment and lockers ( that a
locked by the employee ) are also subject to inspection
the employee ' s supervisor after reasonable advance noti
in the presence of the employee .
3 . Control of Evidence : Any contraband found as the resu
of either an administrative or criminal search will
handled in accordance with General Orders P-01 and P-0
4 . Chain of Evidence-Storage : Each step in the collecti
and processing of the urine specimens shall be document
to establish procedural integrity and the chain
evidence .
D . Confidentialitv
Test results ordered by the City and rehabilitation documentati(
will be treated as confidential , however various City officia
such as the City Manager or Police Chief may have access to the!
reports .
VIII . Effective Date
This special Order shall be effective May 12 , 1991 .
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EXHIBIT "D"
MINIMUM PERFORMANCE STANDARDS FOR
COMMUNITY SERVICE OFFICERS
The following minimum performance standards for community
service officers have been adopted to assist each supervisor
in evaluating an employee' s effectiveness. There are three
objectives for setting these performance standards .
1 . The Improvement of Employee Effectiveness - The perfor-
mance evaluation report will:
a. Inform the employee of what is expected of him/her
and how well he/she is meeting those expectations.
b. Give the employee recognition and reward for good
work.
C. Measure the employee in terms of job requirements.
d. Stimulate self-development.
e. Help the supervisor decide on pay step increases.
f . Serve as a guide for future personnel actions such as
promotions, disciplinary actions, transfers, etc.
2. The Improvement of Supervisory Effectiveness - The
performance evaluation report will:
a. Provide for supervision consistency in application of
performance standards and evaluation of personnel on
all watches.
b. Identify the training needs of subordinates in
general and individually.
c. Provide the supervisor with a continuous record of
the employee' s job performance history which would
enhance the quality of annual performance evalua-
tions.
3 . The Improvement of the Personnel Processes - The perfor-
mance evaluation report will:
a. Indicate weaknesses in selection procedures.
b. Elevate employee morale by recognition of competent
service.
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Minimum Performance Standards
Community Service Officers
C . Help the City and Department check on the need for
and the reasonableness of established job performance
standards.
d. Provide a check on the accuracy of job descriptions,
classifications, recruitment, and selection process.
e . Indicate training needs and evaluate the effective-
ness of training activities which will demonstrate
the need for changes in or the clarification of
rules, regulations, policies, and procedures.
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9/9/94
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Minimum Performance Standards
Community Service Officers
MINIMUM PERFORMANCE STANDARDS FOR COMMUNITY SERVICE OFFICERS
ASSIGNED TO INVESTIGATIONS DIVISION
I . AS A COMMUNITY SERVICE OFFICER IN INVESTIGATIONS
A. Your level of activity should be comparable to your
peers in like conditions, taking into consideration
such influences as work schedule, including days
off , special enforcement activities , training
assignments, number of hours actually worked, etc.
B. A majority of your efforts should be directed
toward clearance of the cases assigned to you.
C. You will properly manage the cases assigned to you
which includes:
1. Case prioritization, working the most critical
cases first based on solvability factors or
supervisory direction.
2 . Maintaining case files which contain case
documentation, notes, reports, and any other
materials pertinent to the investigation.
3 . Keeping supervisors appraised of case status,
issues which arise that reflect on the depart-
ment (positively or negatively) , and any
problems affecting your ability to manage your
caseload.
II . REPORTS
A. Follow agency format and guidelines, see Attachment
"A. It
B. Complete reports in a timely manner as directed by
your supervisor.
C. At least 80 percent of reports must be useable*
upon first submittal to sergeant. This means that
no more than 20 percent can be kicked back because
of:
1. Incomplete preliminary and follow-up investiga-
tion;
*Useable - easily corrected by a supervisor in the time
it normally takes to review.
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Minimum Performance Standards
Community Service Officer
2 . Spelling, grammar, sentence structure, or
legibility;
3 . Errors , omissions;
4 . Elements omitted; and
5 . Improper format.
This standard applies to community service officers
who are off probation.
III . INTERNAL RELATIONS
You are expected to conduct your work in a manner which
supports the overall group effort. If differences with
co-workers and supervisors develop, you are expected to
resolve them in a constructive way.
This means you are expected to:
A. Treat co-workers and supervisors with the same
respect you desire.
B. Avoid behavior which disrupts your and others work.
C. Avoid racial, religious, ethnic, sexual slurs, and
comments that might offend.
D. Maintain flexibility within the unit to assist any
subunit or clerical staff when the need arises.
E. When differences develop, handle them constructive-
ly by actively trying to resolve or negotiate ways
to work together harmoniously.
F. Develop and maintain positive working relationships
with allied agencies, i.e. , District Attorney' s
office, allied law enforcement agencies, parole,
schools, etc.
IV. EXTERNAL RELATIONS
You are expected to conduct your work in a manner
likely to foster good citizen relations and support for j
the agency and not to generate patterns of
sustained complaints .
I
I
l
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i
Minimum Performance Standards
Community Service Officers
This means you are expected to:
A. Treat citizens with respect.
B. Refuse to accept gratuities.
C. Avoid profanity, use of racial, religious, ethnic,
and sexual slurs, sarcasm, and derogato-
ry remarks.
D. Be aware of victims rights and emotional well-being
while conducting your investigation, and remain
sensitive to the needs of victims.
E. Be informed, knowledgeable, and supportive of
existing local services and programs for victims.
F. Advise victims of crimes of the status and closing
of investigations.
V. SAFETY
You are expected to conduct your work in a manner which
is most likely to protect you and others from harm and
facilities and equipment from damage.
This means you are expected to:
A. Follow Department policy and procedure in the use
of vehicles and equipment.
B. Follow Department policy and procedure when provid-
ing traffic control.
C. Use good judgement in recognizing potentially
hazardous areas/situations and distance yourself
from them.
D. Follow Departmental radio communications proce-
dures.
VI . WORK HABITS AND PROFESSIONAL APPEARANCE
You are expected to adhere to a productive work ethic
to exercise good personal hygiene; and present a neat
and professional image.
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0 i
Minimum Performance Standards
community Service Officers
This means you will be expected to:
A. Dress - Business attire is to be worn. For male
CSOs , this means a dress shirt with appropriate tie
and dress pants. During hot weather, and with
supervisory approval, open-collar shirts may be
worn. For female CSOs, this means skirts, dresses,
blouses, or dress slacks. Blue denim-type jeans or
shorts are not acceptable. The appropriateness of
the attire will be at the discretion of the divi-
sion supervisors and commanders.
B. Arrive for work on time and maintain a schedule
approved by your supervisor.
C. Assure Code 7s do not exceed 60 minutes , including
reasonable travel time after clearance. Coffee
breaks ( 2) are not to exceed 15 minutes each,
including reasonable travel time after clearance.
Code 7 and break locations must be given to Dis-
patch upon arrival.
D. Answer your radio when called or Dispatch should
have your location and status.
E. Check department mail folder daily for messages.
F. Complete assignments and projects by due date or
renegotiate with your supervisor in advance.
G. Notify the Sergeant at the point in the shift where
overtime is going to be needed.
H. Comply with court standby policy.
I . Citizen phone calls are to be returned as soon as
possible.
J. Maintain Department-provided mail slots in useable
condition.
K. Maintain area of responsibility in locker room,
gym, report room, and squad room in a neat condi-
tion.
L. Complete accurate time card on time.
M. Wear your pager and have it turned on during
on-duty hours.
i
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II
Minimum Performance Standards
Community Service Officers
N. Any sick leave used is to be for legitimate medical
reasons according to current City policy in effect.
VII . EQUIPMENT USE AND MAINTENANCE
You are expected to use and care for Department equip-
ment in a manner most likely to ensure good working
order and appearance.
This means you will be expected to:
A. Keep vehicles free of contraband, evidence, and
debris.
B. Keep fuel tank no less than one-half full at end of
shift.
C. Conduct circle checks of vehicle before and after
shift and report damage or deficiencies to supervi-
sor on appropriate form.
D. Lock vehicle when leaving it in public areas unless
officer safety dictates otherwise.
E. Return equipment used to its proper location.
F. Report damage to any Departmental equipment while
it is in your possession.
G. Keep your assigned radio and pager charged and in
good working order.
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9/9/94
EXHIBIT
REDDING POLICE DEPARTMENT
COMMUNITY SERVICE OFFICER
PERFORMANCE EVALUATION INSTRUCTIONS
INVESTIGATIONS
INTRODUCTION
The Community Service Officer performance package has been
designed to establish clear expectations of work performance.
The philosophy behind its development centers around the
principle that all employees want to do a good job, but need
to know what is expected of them to do so. With that goal in
mind, performance standards have been drafted describing what
is expected of the Redding Police Department' s Community
Service Officers.
PERFORMANCE STANDARDS
A set of standards has been drafted defining the responsibil-
ities of the Community Service Officer. The performance
standards have been drafted as specifically as possible.
Regardless of a specific bureau of assignment or job title,
certain performance standards are expected to be maintained
no matter what the assignment. The performance standards are
intended to clearly define these expectations and form the
basis from which Community Service Officers' performance will
be evaluated.
PERFORMANCE EVALUATION
The evaluation form used to rate a Community Service Offi-
cer' s performance has been designed to reflect each of the
performance standard categories. In each category a Communi-
ty Service Officer can be rated "Exceeds Standards," "Meets
Standards, " or "Below Standards" as the case may be. A check
mark in the rating which most closely represents a community
service officer' s performance in each performance category
shall be made.
At the top of the first page of the evaluation form, it is
important to complete the identifying information requested.
RATINGS DEFINED
The following descriptions are supplied to clearly define
what type of performance is expected to earn a rating in that
category:
i
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Exceeds Standards : Consistently performs above standards .
Meets Standards : Consistently meets the established stan-
dard.
Below Standards : Results fall short of meeting job require-
ments. (Does not meet the standard as
noted in the comments section of the
evaluation and through prior counseling. )
Examples of performance incidents justifying ratings in each
of the rating categories as well as the overall rating shall
be listed in the comments section of the evaluation form.
COMPENSATION
Community Service Officers of this department are paid within
a salary range. Upon initial appointment, an employee is
normally paid the lowest wage rate for that classification.
Those Community Service Officers who receive . evaluations
indicating that they are rated overall "Meets or Exceeds
Standards" will be advanced to the next scheduled salary
step.
Any Community Service Officer who is rated as overall "Below
Standards" may be denied a salary step increase. However,
there will be no employees "surprised" with a substandard
rating, in that a prior counselling session shall have
occurred with the Community Service Officer describing the
deficiency and providing time for correction. (Refer to
Standard Performance Policy) .
STANDARD PERFORMANCE POLICY
Substandard performance hurts the organization by forcing
other Community Service Officers to carry a greater portion
of the day-to-day workload. For these reasons, every attempt
will be made to encourage all Community Service Officers to
perform at a level where all standards are being met and/or
exceeded. To this end, two clauses have been added to the
evaluation package and apply to all performance standards.
A. CLAUSE #1:
If you are not meeting the expectations in the perfor-
mance element, your supervisor will meet with you and
clarify how you are perceived not to be meeting the
standard.
If your "Below Standards" work is critical enough that
your rating might be adversely affected, your supervi-
sor will inform you and together a plan will be
prepared to correct the deficiency and summarize it in
writing.
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9/9/94
If you successfully implement the plan to correct
performance , you will be rated as satisfactory in this
element; if not, you will not get a satisfactory
rating in that element.
B. CLAUSE #2 :
If the plan referenced above becomes unattainable,
initiate contact with your supervisor to re-negotiate.
�j
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i
REDDING POLICE DEPARTMENT
------------------------------------------------------------------
PART 1
COMMUNITY SERVICE OFFICER PERFORMANCE EVALUATION
INVESTIGATIONS DIVISION
------------------------------------------------------------------
Date of
this report
Last Name First Name Initial
For period
Position from to
Division
Length of service with Department
In present position
------------------------------------------------------------------
PART 2
PERFORMANCE FACTORS
------------------------------------------------------------------
EXCEEDS
STANDARDS: Consistently performs beyond established minimum
performance standards, and contributes beyond cur-
rent job responsibilities. Produces results of ex-
ceptional quality. Demonstrates unusual talent,
ability, or expertise.
MEETS JOB
STANDARDS: Consistently fulfills minimum performance standards
Contributes effectively to City objectives. If new
to the job, learning process equals expectations.
BELOW
STANDARDS: Results fall short of meeting minimum performance
standards. Does not necessarily indicate com-
pletely unsatisfactory or unacceptable performance,
but addresses a performance area which needs addi-
tional attention or effort. If new to the job,
further development is needed to consistently meet
job requirements.
INSTRUCTIONS: Examples of performance incidents justifying rat-
ings in each of the rating categories shall be
listed in the comments section of the evaluation
form.
1 - Exceeds Standards 3 - Below Standards
2 - Meets Job Standards
9/9/94
i
0 • -
------------------------------------------------------------------ _
PART 3
PERFORMANCE STANDARDS
------------------------------------------------------------------
I . Field Enforcement
Level of activity as compared to 1 2 3
peers in like conditions.
Work effort is focused on the 1 - 2 3
clearance of assigned cases.
Proper management of assigned cases 1 2 3
based on:
- solvability factors or supervisor
direction, those cases of highest
priority are worked first;
- proper maintenance of case files; and
- supervisors are kept appraised of
case status and issues that reflect
on the Department.
COMMENTS
II . Reports
Prepared reports follow agency 1 2 3
format and guidelines.
Reports are completed in a timely 1 2 3
manner.
At least 80 percent of reports 1 2 3
prepared are useable* upon first
submittal to a sergeant.
*Useable - this means reports that are prepared correctly (or
easily corrected by a report reviewer) in the time it normal-
ly takes to review and not an error outside the Community
Service Officer' s control. (This standard applies to Commu-
nity Service Officers who have been released from formal FTO
program)
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9/9/94
COMMENTS
III . Internal Relations
Work is conducted in a manner which 1 2 3
supports the overall group effort.
Differences with co-workers and 1 2 3
supervisors are resolved in a
constructive manner.
COMMENTS
IV. External Relations
Work is conducted in a manner which 1 2 3
is likely to foster good citizen
relations and support for the agency.
Work is conducted in a manner which 1 2 3
does not generate patterns of sus-
tained complaints.
COMMENTS
V. Safety
Work is conducted in a manner which 1 2 3
is most likely to protect yourself
and others from harm.
Work is conducted in a manner which 1 2 3
is most likely to protect facilities
and equipment from damage.
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COMMENTS
VI . work Habits and Professional Appearance
Adheres to a productive work ethic. 1 2 3
Exercises good personal hygiene. 1 2 3
Presents a neat and professional image. 1 2 3
Attendance 1 2 3
COMMENTS
VII . Equipment Use and Maintenance
Use and care for Department equipment 1 2 3
is done in a manner most likely to
ensure good working order and appearance.
COMMENTS
-------------------------------------------------------------------
PART 4
OVERALL EVALUATION
-------------------------------------------------------------------
Exceeds
Standards Meets Job Standards Below Standards
The overall rating is not intended to be an average of the ratings
on individual performance factors. In every job, some results and
factors are more important than others and should be given greater
weight. Should a regular employee disagree with his/her overall
rating or any portion thereof ( for any element that is rated less
than satisfactory) the employee has the right to have the City
Manager review the Performance Evaluation. The employee shall
have the right to have an Association Representative present. The
City Manager' s review and decision relating to the Performance
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9/9/94
Evaluation will be final. Such appeal to the City Manager must be
made within 30 days of the date the employee receives the Perfor-
mance Evaluation.
COMMENTS
-------------------------------------------------------------------
PART 5
EMPLOYMENT DEVELOPMENT
-------------------------------------------------------------------
I HAVE PARTICIPATED IN DISCUSSION OF OVERALL JOB PERFORMANCE AND
SETTING OF NEW OBJECTIVES.
COMMENTS
-------------------------------------------------------------------
PART 6
CERTIFICATION
-------------------------------------------------------------------
The employee' s signature does not necessarily mean the employee is
in total agreement with the remarks or ratings. Employee has the
right to candidly express his/her opinion on this evaluation.
Interview conducted with: Date
Signature of Employee
Employee comments:
Signature of Supervisor Date
Signature of Division Commander Date
Signature of
Department Head Date
Chief of Police
Comments for Division and/or Department Head
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If comments are made by the Department Head, the employee must
initial, indicating he has seen these comments prior to routing to
the Personnel Office.
.: I have reviewed the comments made
by the Department Head Employee ' s Initials
I
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JOB DEFINITIONS
COMMUNITY SERVICE OFFICER
INVESTIGATIONS DIVISION
Under supervision, an employee engaged in performing a
variety of non-hazardous investigative duties. The employee
may be required to drive a vehicle and shall possess the
appropriate State of California driver' s license.
The employee' s duties include, but are not limited to,
providing general assistance to sub-units of the Investiga-
tion Division, including the clerical support unit; interview
of suspects in specific cases with a sworn officer present;
follow-up investigation of missing persons and runaway
juvenile cases; financial crimes . The employee must be able
to prioritize and manage assigned cases. The employee will
provide assistance and information to the public by way of
personal and telephone contacts.
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il�
Minimum Performance Standards
Community Service Officers
MINIMUM PERFORMANCE STANDARDS FOR COMMUNITY SERVICE OFFICERS
I . FIELD ENFORCEMENT
A. Your level of activity should be comparable to your
peers in like conditions, taking into consideration
such influences as work schedule, including days
off, special enforcement activities , training
assignments, number of hours actually worked, etc.
B. A majority of your efforts should be in response to
citizen inquiries and requests for information
regarding criminal and civil matters as it pertains
to police services.
C. Self-initiated duties include, but are not limited
to:
1. Parking enforcement.
2. Abandoned auto removal.
3 . On-view activities such as violations which
create no hazard to enforce, illegally posted
signs, etc.
4. Assisting beat officers with non-hazardous
duties such as vehicle impounds, victim/witness
transportation, etc.
II . REPORTS
A. Follow agency format and guidelines, see Attachment
"A. 11
B. Complete reports by end of watch unless approved by
supervisor.
C. At least 80 percent of reports must be useable*
upon first submittal to sergeant. This means that
no more than 20 percent can be kicked back because
of:
1 . Incomplete preliminary investigation.
2 . Spelling, grammar, sentence structure, or
legibility.
*Useable - easily corrected by a supervisor in the time
it normally takes to review.
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9/9/94
s • t .
Minimum Performance Standards
Community Service Officer
3 . Errors , omissions .
4 . Elements omitted.
5 . Improper format.
This standard applies to community service officers
who are off probation.
III . INTERNAL RELATIONS
You are expected to conduct your work in a manner which
supports the overall group effort. If differences with
co-workers and supervisors develop, you are expected to
resolve them in a constructive way.
This means you are expected to:
A. Treat coworkers and supervisors with the same
respect you desire.
B. Avoid behavior which disrupts your and others work.
C. Avoid racial, religious, ethnic, sexual slurs, and
comments that might offend.
D. When differences develop, handle them constructive-
ly by actively trying to resolve or negotiate ways
to work together harmoniously.
IV. EXTERNAL RELATIONS
You are expected to conduct your work in a manner
likely to foster good citizen relations and support for
the agency and not to generate patterns of sustained
complaints.
This means you are expected to:
A. Treat citizens with respect.
B. Refuse to accept gratuities.
C. Avoid profanity, use of racial, religious, ethnic,
and sexual slurs, sarcasm, and derogatory remarks.
-4-
9/9/94
Minimum Performance Standards
Community Service officers
V. SAFETY
You are expected to conduct your work in a manner which
is most likely to protect you and others from harm and
facilities and equipment from damage .
This means you are expected to:
A. Follow Department policy and procedures in the use
of vehicles and equipment.
B. Follow Department policy and procedure when provid-
ing traffic control.
C. Use good judgement in recognizing potentially
hazardous areas/situations and distance yourself
from them.
D. Follow Departmental radio communications proce-
dures.
VI . WORK HABITS AND PROFESSIONAL APPEARANCE
You are expected to adhere to a productive work ethic
to exercise good personal hygiene; and present a neat
and professional image.
This means you will be expected to:
A. Arrive at the beginning of. roll call in uniform,
with all necessary equipment ready for duty.
B. Be on the street within five minutes after briefing
unless approved otherwise by Sergeant.
C. Assure Code 7s do not exceed 30 minutes, excluding
reasonable travel time after clearance. Coffee
breaks ( 2) are not to exceed 15 minutes each,
excluding reasonable travel time after clearance.
Code 7 and break locations must be given to Dis-
patch upon arrival.
D. Answer your radio when called or Dispatch should
have your location and status.
E. Remain in field until ten minutes to end of shift,
but available to end of shift. Exceptions to be
cleared with supervisor.
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9/9/94
Minimum Performance Standards
Community Service Officers
F. Complete assignments and projects by due date or
renegotiate with your supervisor in advance.
G. Meet or exceed minimum standards of uniform and
grooming policy.
H. Notify Sergeant at the point of shift where over-
time is going to be needed.
I . Comply with court standby policy.
J. Citizen phone calls to be returned as soon as
possible.
K. Maintain Department-provided mail slots in useable
condition.
L. Maintain area of responsibility in locker room,
gym, report room, and squad room in a neat condi-
tion.
M. Complete accurate time card on time.
N. Follow the chain of command.
O. Any sick leave used to be for legitimate medical
reasons according to current City policy in effect.
VII . EQUIPMENT USE AND MAINTENANCE
You are expected to use and care for Department equip-
ment in a manner most likely to ensure good working
order and appearance.
This means you will be expected to:
A. Keep vehicles free of contraband, evidence, and
debris.
B. Keep fuel tank no less than one-half full at end of
shift.
I
C. Conduct circle checks of vehicle before and after
shift and report damage or deficiencies to supervi-
sor on appropriate form.
D. Lock vehicle when leaving it in public areas unless
officer safety dictates otherwise.
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9/9/94
Minimum Performance Standards
community Service Officers
E. Return equipment used to its proper location.
F. Report damage to any Departmental equipment while
it is in your possession.
-7-
9/9/94
EXHIBIT
REDDING POLICE DEPARTMENT
COMMUNITY SERVICE OFFICER
PERFORMANCE EVALUATION INSTRUCTIONS
FIELD OPERATIONS
INTRODUCTION
The Community Service Officer performance package has been
designed to establish clear expectations of work performance.
The philosophy behind its development centers around the
principle that all employees want to do a good job, but need
to know what is expected of them to do so. With that goal in
mind, performance standards have been drafted describing what
is expected of the Redding Police Department' s Community
Service Officers.
PERFORMANCE STANDARDS
A set of standards has been drafted defining the responsibil-
ities of the Community Service Officer. The performance
standards have been drafted as specifically as possible.
Regardless of a specific bureau of assignment or job title,
certain performance standards are expected to be maintained
no matter what the assignment. The performance standards are
intended to clearly define these expectations and form the
basis from which Community Service Officers ' performance will
be evaluated.
PERFORMANCE EVALUATION
The evaluation form used to rate a Community Service Offi-
cer' s performance has been designed to reflect each of the
performance standard categories. In each category a Communi-
ty Service Officer can be rated "Exceeds Standards," "Meets
Standards," or "Below Standards" as the case may be. A check
mark in the rating which most closely represents a community
service officer' s performance in each performance category
shall be made.
At the top of the first page of the evaluation form, it is
important to complete the identifying information requested.
RATINGS DEFINED
The following descriptions are supplied to clearly define
what type of performance is expected to earn a rating in that
category:
-8-
9/9/94
I
Exceeds Standards : Consistently performs above standards.
Meets Standards: Consistently meets the established stan-
dard.
Below Standards: Results fall short of meeting job require-
ments . (Does not meet the standard as
noted in the comments section of the
evaluation and through prior counseling. )
Examples of performance incidents justifying ratings in each
of the rating categories as well as the overall rating shall
be listed in the comments section of the evaluation form.
COMPENSATION
Community Service Officers of this department are paid within
a salary range. Upon initial appointment, an employee is
normally paid the lowest wage rate for that classification.
Those Community Service Officers who receive evaluations
indicating that they are rated overall "Meets or Exceeds
Standards" will be advanced to the next scheduled salary
step.
Any Community Service Officer who is rated as overall "Below
Standards" may be denied a salary step increase. However,
there will be no employees "surprised" with a substandard
rating, in that a prior counselling session shall have
occurred with the Community Service Officer describing the
deficiency and providing time for correction. (Refer to
Standard Performance Policy) .
STANDARD PERFORMANCE POLICY
Substandard performance hurts the organization by forcing
other Community Service Officers to carry a greater portion
of the day-to-day workload. For these reasons, every attempt
will be made to encourage all Community Service Officers to
perform at a level where all standards are being met and/or
exceeded. To this end, two clauses have been added to the
evaluation package and apply to all performance standards.
A. CLAUSE #1:
If you are not meeting the expectations in the perfor-
mance element, your supervisor will meet with you and
clarify how you are perceived not to be meeting the
standard.
If your "Below Standards" work is critical enough that
your rating might be adversely affected, your supervi-
sor will inform you and together a plan will be
prepared to correct the deficiency and summarize it in
writing.
-9-
9/9/94
If you successfully implement the plan to correct
performance, you will be rated as satisfactory in this
element ; if not , you will not get a satisfactory
rating in that element.
B. CLAUSE #2 :
If the plan referenced above becomes unattainable,
initiate contact with your supervisor to re-negotiate.
-1-
9/9/94
REDDING POLICE DEPARTMENT
------------------------------------------------------------------
PART 1
COMMUNITY SERVICE OFFICER PERFORMANCE EVALUATION
FIELD OPERATIONS
------------------------------------------------------------------
Date of
this report
Last Name First Name Initial
For period
Position from to
Division
Length of service with Department
In present position
------------------------------------------------------------------
PART 2
PERFORMANCE FACTORS
------------------------------------------------------------------
EXCEEDS
STANDARDS: Consistently performs beyond established minimum
performance standards, and contributes beyond cur-
rent job responsibilities. Produces results of ex-
ceptional quality. Demonstrates unusual talent,
ability, or expertise.
MEETS JOB
STANDARDS: Consistently fulfills minimum performance standards
Contributes effectively to City objectives. If new
to the job, learning process equals expectations.
BELOW
STANDARDS: Results fall short of meeting minimum performance
standards. Does not necessarily indicate com-
pletely unsatisfactory or unacceptable performance,
but addresses a performance area which needs addi-
tional attention or effort. If new to the job,
further development is needed to consistently meet
job requirements.
INSTRUCTIONS: Examples of performance incidents justifying rat-
ings in each of the rating categories shall be
listed in the comments section of the evaluation
form.
1 - Exceeds Standards 3 - Below Standards
2 - Meets Job Standards
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9/9/94
------------------------------------------------------------------
PART 3
PERFORMANCE STANDARDS
------------------------------------------------------------------
I . Field Enforcement
Level of activity as compared 1 2 3
to peers in like conditions.
Majority of effort is in response 1 2 3
to citizen inquiries, and informa-
tion requests regarding criminal
and civil matters as it pertains
to police services.
Self-initiated duties that do not 1 2 3
pose a hazard to perform:
- parking enforcement, abandoned
auto removal, illegally posted
signs
- assisting officers with duties
such as vehicle impounds,
victim/witness transportation,
etc.
COMMENTS
II . Reports
Prepared reports follow agency 1 2 3
format and guidelines.
Reports are completed by the end of 1 2 3
watch unless approved by a
supervisor.
At least 80 percent of all reports 1 2 3
prepared are useable* upon first
submittal to a sergeant.
i
*Useable - this means reports that are prepared correctly or
easily corrected by a report reviewer in the time it normally
takes to review and not an error outside the Community
Service Officer' s control.
I
-12-
9/9/94
(This standard applies to Community Service Officers who have
been released from formal FTO program)
COMMENTS
III . Internal Relations
work is conducted in a manner which 1 2 3
supports the overall group effort.
Differences with co-workers and 1 2 3
supervisors are resolved in a
constructive manner.
COMMENTS
IV. External Relations
Work is conducted in a manner which 1 2 3
is likely to foster good citizen
relations and support for the agency.
Work is conducted in a manner which 1 2 3
does not generate patterns of sus-
tained complaints.
COMMENTS
V. Safety
Work is conducted in a manner which 1 2 3
is most likely to protect yourself
and others from harm.
Work is conducted in a manner which 1 2 3
is most likely to protect facilities
and equipment from damage.
-13-
9/9/94
COMMENTS
VI . work Habits and Professional Appearance
Adheres to a productive work ethic. 1 2 3
Exercises good personal hygiene. 1 2 3
Presents a neat and professional image. 1 2 3
Attendance 1 2 3
COMMENTS
VII . Equipment Use and Maintenance
Use and care for Department equipment 1 2 3
is done in a manner most likely to
ensure good working order and appearance.
COMMENTS
-------------------------------------------------------------------
PART 4
OVERALL EVALUATION
-------------------------------------------------------------------
Exceeds
Standards Meets Job Standards Below Standards
I
The overall rating is not intended to be an average of the ratings
on individual performance factors. In every job, some results and
factors are more important than others and should be given greater
weight. Should a regular employee disagree with his/her overall
rating or any portion thereof (for any element that is rated less
than satisfactory) the employee has the right to have the City
Manager review the Performance Evaluation. The employee shall
have the right to have an Association Representative present. The
City Manager' s review and decision relating to the Performance
-14-
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li
Evaluation will be final. Such appeal to the City Manager must be
made within 30 days of the date the employee receives the Perfor-
mance Evaluation.
COMMENTS
-------------------------------------------------------------------
PART 5
EMPLOYMENT DEVELOPMENT
-------------------------------------------------------------------
I HAVE PARTICIPATED IN DISCUSSION OF OVERALL JOB PERFORMANCE AND
SETTING OF NEW OBJECTIVES.
COMMENTS
-------------------------------------------------------------------
PART 6
CERTIFICATION
-------------------------------------------------------------------
The employee' s signature does not necessarily mean the employee is
in total agreement with the remarks or ratings. Employee has the
right to candidly express his/her opinion on this evaluation.
Interview conducted with: Date
Signature of Employee
Employee comments:
Signature of Supervisor Date
Signature of Division Commander Date
Signature of
Department Head Date
Chief of Police
Comments for Division and/or Department Head
-15-
9/9/94
If comments are made by the Department Head, the employee must
initial, indicating he has seen these comments prior to routing to
the Personnel Office.
I have reviewed the comments made
by the Department Head Employee ' s Initials
,I
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it
JOB DEFINITIONS
COMMUNITY SERVICE OFFICER
Under supervision, an employee engaged in performing a wide
variety of non-hazardous , non-sworn, law enforcement duties .
The employee may be required to drive a vehicle and must
possess the appropriate State of California driver' s license.
Employee ' s background of training and education must be such
to qualify the employee to perform duties with skill, effi-
ciency, safety, tact, and diplomacy. Such duties include,
but are not limited to, provide general assistance and
direction to the public by way of personal and telephone
contacts; respond to citizen inquiries and requests; conduct
abandoned vehicle investigations and impound of abandoned
vehicles to include processing the vehicles for abatement;
inspect businesses and residences to determine susceptibility
to criminal attack and recommend security precautions; after
training, to facilitate neighborhood watch group meetings and
other informative public meetings; perform traffic control
and related duties; respond to non-hazardous municipal code
violations; serve subpoenas and conduct house checks; inves-
tigate and report property damage accidents and other colli-
sion investigations as necessary; inspect vehicles for
correction of cited deficiencies; interview of misdemeanor
suspects in specific cases when a sworn officer is present;
report certain felony crimes against property; and prepara-
tion of reports and appropriate preliminary follow-up inves-
tigations.
Additionally, the community service officer may be assigned
to the various divisions of the Police Department and their
sub-units. Examples include court liaison, report review,
traffic, crime prevention, school resource, administrative
services division, abandoned vehicle abatement, and media
officer.
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•
i
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Minimum Performance Standards
Community Service Officers
MINIMUM PERFORMANCE STANDARDS FOR COMMUNITY SERVICE OFFICERS
ASSIGNED TO SERVICES DIVISION
I . PRODUCTIVITY
A. Your level of activity should be comparable to your
peers in like conditions , taking into consideration
such influences as work schedule, including days
off, special enforcement activities, training
assignments, number of hours actually worked, etc.
B. A majority of your efforts should be in response to
citizen inquiries and requests for information
regarding criminal and civil matters as it pertains
to police services.
C. Work cooperatively with other Department personnel
to achieve the overall goals of the Department.
D. Self-initiated duties include, but are not limited
to:
1 . Answering telephone calls.
2. Computer entries.
3. Assisting with certain clerical functions.
4. Researching Community Service Officer related
projects.
II . REPORTS
A. Follow agency format and guidelines, see Attachment
"A. n
B. Complete reports by end of watch unless approved by
supervisor.
C. At least 80 percent of reports must be useable*
upon first submittal to sergeant. This means that
no more than 20 percent can be kicked back because
of:
1. Incomplete preliminary investigation.
2. Spelling, grammar, sentence structure, or
legibility.
3 . Errors, omissions.
*Useable - easily corrected by a supervisor in the time
it normally takes to review.
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• 0 -
Minimum Performance Standards
Community Service Officer
4 . Elements omitted.
5 . Improper format.
This standard applies to community service officers
who are off probation.
III . INTERNAL RELATIONS
You are expected to conduct your work in a manner which
supports the overall group effort. If differences with
co-workers and supervisors develop, you are expected to
resolve them in a constructive way.
This means you are expected to:
A. Treat coworkers and supervisors with the same
respect you desire.
B. Avoid behavior which disrupts your and others work.
C. Avoid racial, religious, ethnic, sexual slurs, and
comments that might offend.
D. When differences develop, handle them constructive-
ly by actively trying to resolve or negotiate ways
to work together harmoniously.
IV. EXTERNAL RELATIONS
You are expected to conduct your work in a manner
likely to foster good citizen relations and support for
the agency and not to generate patterns of sustained
complaints.
This means you are expected to:
A. Treat citizens with respect.
B. Refuse to accept gratuities.
C. Avoid profanity, use of racial, religious , ethnic,
and sexual slurs, sarcasm, and derogato-
ry remarks.
V. SAFETY
You are expected to conduct your work in a manner which
is most likely to protect you and others from harm and
facilities and equipment from damage.
I
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9/9/94
Minimum Performance Standards
Community Service Officers
This means you are expected to:
A. Follow Department policy and procedures in the use
of vehicles and equipment.
B. Use good judgement in recognizing potentially
hazardous areas/situations and distance yourself
from them.
C. Follow Departmental radio communications proce-
dures.
D. Follow Departmental phone procedures.
VI . WORK HABITS AND PROFESSIONAL APPEARANCE
You are expected to adhere to a productive work ethic
to exercise good personal hygiene; and present a neat
and professional image.
This means you will be expected to:
A. Arrive in uniform, with all necessary equipment
ready for duty.
B. Assure Code 7s do not exceed 30 minutes, excluding
reasonable travel time after clearance. Coffee
breaks ( 2) are not to exceed 15 minutes each. Code
7 and break locations must be given to Dispatch.
C. Answer your radio or phone when called.
D. Complete assignments and projects by dut date or
renegotiate with your supervisor in advance.
E. Meet or exceed minimum standards of uniform and
grooming policy.
F. Notify your supervisor at the point of shift where
overtime is going to be needed.
G. Comply with court standby policy.
H. Citizen phone calls are to be returned as soon as
possible.
I . Maintain Department-provided mail slots in useable
condition.
-5-
9/9/94
Minimum Performance Standards
Community Service Officers
J. Maintain area of responsibility in locker room,
gym, report room, and squad room in a neat condi-
tion.
K. Complete accurate time card on time.
L. Follow the chain of command.
M. Any sick leave used to be for legitimate medical
reasons according to current City policy in effect.
VII . EQUIPMENT USE AND MAINTENANCE
You are expected to use and care for Department equip-
ment in a manner . most likely to ensure good working
order and appearance.
This means you will be expected to:
A. Keep your area free of contraband, evidence, and
debris.
B. Return equipment used to its proper location.
C. Report damage to any Departmental equipment while
it is in your possession.
-6- �
9/9/94
I
EXHIBIT
REDDING POLICE DEPARTMENT
COMMUNITY SERVICE OFFICER
PERFORMANCE EVALUATION INSTRUCTIONS
SERVICES DIVISION
INTRODUCTION
The Community Service Officer performance package has been
designed to establish clear expectations of work performance.
The philosophy behind its development centers around the
principle that all employees want to do a good job, but need
to know what is expected of them to do so. With that goal in
mind, performance standards have been drafted describing what
is expected of the Redding Police Department' s Community
Service Officers.
PERFORMANCE STANDARDS
A set of standards has been drafted defining the responsibil-
ities of the Community Service Officer. The performance
standards have been drafted as specifically as possible.
Regardless of a specific bureau of assignment or job title,
certain performance standards are expected to be maintained
no matter what the assignment. The performance standards are
intended to clearly define these expectations and form the
basis from which Community Service Officers' performance will
be evaluated.
PERFORMANCE EVALUATION
The evaluation form used to rate a Community Service Offi-
cer's performance has been designed to reflect each of the
performance standard categories. In each category a Communi-
ty Service Officer can be rated "Exceeds Standards," "Meets
Standards, " or "Below Standards" as the case may be. A check
mark in the rating which most closely represents a community
service officer' s performance in each performance category
shall be made.
At the top of the first page of the evaluation form, it is
important to complete the identifying information requested.
RATINGS DEFINED
The following descriptions are supplied to clearly define
what type of performance is expected to earn a rating in that
category:
-7-
9/9/94
Exceeds Standards: Consistently performs above standards .
Meets Standards : Consistently meets the established stan-
dard.
Below Standards: Results fall short of meeting job require-
ments . (Does not meet the standard as
noted in the comments section of the
evaluation and through prior counseling. )
Examples of performance incidents justifying ratings in each
of the rating categories as well as the overall rating shall
be listed in the comments section of the evaluation form.
COMPENSATION
Community Service Officers of this department are paid within
a salary range. Upon initial appointment, an employee is
normally paid the lowest wage rate for that classification.
Those Community Service Officers who receive evaluations
indicating that they are rated overall "Meets or Exceeds
Standards" will be advanced to the next scheduled salary
step.
Any Community Service Officer who is rated as overall "Below
Standards" may be denied a salary step increase. However,
there will be no employees "surprised" with a substandard
rating, in that a prior counselling session shall have
occurred with the Community Service Officer describing the
deficiency and providing time for correction. (Refer to
Standard Performance Policy) .
STANDARD PERFORMANCE POLICY
Substandard performance hurts the organization by forcing
other Community Service Officers to carry a greater portion
of the day-to-day workload. For these reasons, every attempt
will be made to encourage all Community Service Officers to
perform at a level where all standards are being met and/or
exceeded. To this end, two clauses have been added to the
evaluation package and apply to all performance standards.
A. CLAUSE #1:
If you are not meeting the expectations in the perfor-
mance element, your supervisor will meet with you and
clarify how you are perceived not to be meeting the
standard.
If your "Below Standards" work is critical enough that
i
your rating might be adversely affected, your supervi-
sor will inform you and together a plan will be
prepared to correct the deficiency and summarize it in j
writing.
i
9/9/94
jll
If you successfully implement the plan to correct
performance, you will be rated as satisfactory in this
element ; if not, you will not get a satisfactory
rating in that element.
B. CLAUSE #2 :
If the plan referenced above becomes unattainable,
initiate contact with your supervisor to re-negotiate.
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REDDING POLICE DEPARTMENT
------------------------------------------------------------------
PART 1
COMMUNITY SERVICE OFFICER PERFORMANCE EVALUATION
SERVICES DIVISION
------------------------------------------------------------------
Date of
this report
Last Name First Name Initial
For period
Position from to
Division
Length of service with Department
In present position
------------------------------------------------------------------
PART 2
PERFORMANCE FACTORS
------------------------------------------------------------------
EXCEEDS
STANDARDS: Consistently performs beyond established minimum
performance standards, and contributes beyond cur-
rent job responsibilities. Produces results of ex-
ceptional quality. Demonstrates unusual talent,
ability, or expertise.
MEETS JOB
STANDARDS: Consistently fulfills minimum performance standards
Contributes effectively to City objectives. If new
to the job, learning process equals expectations.
BELOW
STANDARDS: Results fall short of meeting minimum performance
standards. Does not necessarily indicate com-
pletely unsatisfactory or unacceptable performance,
but addresses a performance area which needs addi-
tional attention or effort. If new to the job,
further development is needed to consistently meet
job requirements.
INSTRUCTIONS: Examples of performance incidents justifying rat-
ings in each of the rating categories shall be
listed in the comments section of the evaluation
form.
1 - Exceeds Standards 3 - Below Standards
2 - Meets Job Standards
i
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. ------------------------------------------------------------------
PART 3
PERFORMANCE STANDARDS
------------------------------------------------------------------
I . Productivity
Level of activity as compared 1 2 3
to peers in like conditions.
Majority of effort is in response 1 2 3
to citizen inquiries, and informa-
tion requests regarding criminal
and civil matters as it pertains
to police services.
Cooperate with other department
personnel to achieve the overall
goals of the department.
Self-initiated duties such as 1 2 3
answering telephone calls, computer
entries , clerical functions, and
related CSO functions are performed
as expected.
COMMENTS
II . Reports
Prepared reports follow agency 1 2 3
format and guidelines.
Reports are completed by the end of 1 2 3
watch unless approved by a
supervisor.
At least 80 percent of all reports 1 2 3
prepared are useable* upon first
submittal to a sergeant.
*Useable - this means reports that are prepared correctly or
easily corrected by a report reviewer in the time it normally
takes to review and not an error outside the Community
Service Officer' s control.
(This standard applies to Community Service Officers who have
been released from formal FTO program)
-11-
9/9/94
COMMENTS
III . Internal Relations
Work is conducted in a manner which 1 2 3
supports the overall group effort.
Differences with co-workers and 1 2 3
supervisors are resolved in a
constructive manner.
COMMENTS
IV. External Relations
Work is conducted in a manner which 1 2 3
is likely to foster good citizen
relations and support for the agency.
Work is conducted in a manner which 1 2 3
does not generate patterns of sus-
tained complaints.
COMMENTS
V. Safety
Work is conducted in a manner which 1 2 3
is most likely to protect yourself
and others from harm.
Work is conducted in a manner which 1 2 3
is most likely to protect facilities
and equipment from damage.
COMMENTS
-12-
9/9/94
VI . Work Habits and Professional Appearance
Adheres to a productive work ethic. 1 2 3
Exercises good personal hygiene. 1 2 3
Presents a neat and professional image. 1 2 3
Attendance 1 2 3
COMMENTS
VII . Equipment Use and Maintenance
Use and care for Department equipment 1 2 3
is done in a manner most likely to
ensure good working order and appearance.
COMMENTS
-------------------------------------------------------------------
PART 4
OVERALL EVALUATION
-------------------------------------------------------------------
Exceeds
Standards Meets Job Standards Below Standards
The overall rating is not intended to be an average of the ratings
on individual performance factors. In every job, some results and
factors are more important than others and should be given greater
weight. Should a regular employee disagree with his/her overall
rating or any portion thereof (for any element that is rated less
than satisfactory) the employee has the right to have the City
Manager review the Performance Evaluation. The employee shall
have the right to have an Association Representative present. The
City Manager' s review and decision relating to the Performance
Evaluation will be final. Such appeal to the City Manager must be
made within 30 days of the date the employee receives the Perfor-
mance Evaluation.
-13-
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COMMENTS
-------------------------------------------------------------------
PART 5
EMPLOYMENT DEVELOPMENT
-------------------------------------------------------------------
I HAVE PARTICIPATED IN - DISCUSSION OF OVERALL JOB PERFORMANCE AND
SETTING OF NEW OBJECTIVES.
COMMENTS
-------------------------------------------------------------------
PART 6
CERTIFICATION
-------------------------------------------------------------------
The employee' s signature does not necessarily mean the employee is
in total agreement with the remarks or ratings. Employee has the
right to candidly express his/her opinion on this evaluation.
Interview conducted with: Date
Signature of Employee
Employee comments:
Signature of Supervisor Date
Signature of Division Commander Date
Signature of
Department Head Date
Chief of Police
Comments for Division and/or Department Head
If comments are made by the Department Head, the employee must
initial, indicating he has seen these comments prior to routing to
the Personnel Office.
I have reviewed the comments made
by the Department Head Employee ' s Initials
t
-14-
9/9/94
JOB DEFINITIONS
COMMUNITY SERVICE OFFICER
ASSIGNED TO SERVICES DIVISION
Under supervision, an employee engaged in performing a wide
variety of non-hazardous, non-sworn, law enforcement duties.
The employee may be required to drive a vehicle and must
possess the appropriate State of California driver' s license.
Employee ' s background of training and education must be such
to qualify the employee to perform duties with skill, effi-
ciency, safety, tact, and diplomacy. Such duties include,
but are not limited to, provide general assistance and
direction to the public by way of personal and telephone
contacts; respond to citizen inquiries and requests; re-
ceives calls for police service from the public and. prepares
police reports; responds to citizen requests for information
regarding criminal and civil matters by phone and in-person
at the front counter; provides information to the news media
according to department policy; inspects vehicles for correc-
tions of mechanical violations; answers telephones; assists
with computer entry of warrant cards, subpoena worksheets,
and pawn entries; assists with certain clerical functions
including warrant purging, and preparation of reports for
filing (placing in chronological order) , research for Commu-
nity Service officer related projects, i.e. , media manual;
fingerprinting people who have been cited and released for
petty theft.
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F
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l
Minimum Performance Standards
Property/Evidence Clerks
MINIMUM PERFORMANCE STANDARDS FOR PROPERTY/EVIDENCE CLERKS
I . INTERNAL RELATIONS
You are expected to conduct your work in a manner which
supports the overall group effort. If differences with
co-workers and supervisors develop, you are expected to
resolve them in a constructive way.
This means you are expected to:
A. Treat co-workers and supervisors with the same
respect you desire.
B. Avoid behavior which disrupts your and others work.
C. Avoid racial, religious, ethnic, sexual slurs, and
comments that might offend.
D. When differences develop, handle them constructive-
ly by actively trying to resolve or negotiate ways
to work together harmoniously.
E. Complete accurate time card on time.
F. Any sick leave used to be for legitimate medical
reasons according to current City policy in effect.
II . EXTERNAL RELATIONS
You are expected to conduct your work in a manner
likely to foster good citizen relations and support for
the agency and not to generate patterns of sustained
complaints.
This means you are expected to:
A. Treat citizens with respect.
B. Refuse to accept gratuities.
C. Avoid profanity, use of racial, religious, ethnic,
and sexual slurs, sarcasm, and derogatory remarks.
D. Provide assistance to other agencies in a timely
manner.
-3-
9/9/94
Minimum Performance Standards
Property/Evidence Clerks
E. Conduct yourself in a manner which will not gener-
ate complaints or claims against you or the City of
Redding.
III . WORK HABITS
A. Be ready for work and at your work station at the
beginning of your shift.
B. Limit conversations which interfere with your work
or the work of others.
C. Be willing to accept all work assigned and perform
the menial, as well as the more challenging tasks.
D. You will leave and maintain a clean work area upon
completion of your shift.
E. Uniform and grooming standards are to be in accor-
dance with the Department' s Uniform Manual.
F. Any sick leave used to be for legitimate medical
reasons according to current City policy in effect.
G. Complete projects and assignments by due date or
renegotiate with your supervisor.
H. Notify the supervisor if overtime is going to be
needed.
I . Citizen phone calls are to be returned as soon as
possible.
J. Follow the chain of command.
IV. EQUIPMENT USE AND MAINTENANCE
A. To receive a satisfactory rating, you are expected
to use and care for Department equipment in a
manner most likely to ensure good working order and
appearance.
B. Report damage to any Departmental equipment while
it is in your possession.
1
s
I
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9/9/94
I
l�
Minimum Performance Standards
Property/Evidence Clerks
C. Complete a malfunction report each time equipment
breaks down. Place a call for service if the
equipment is needed immediately or leave the
malfunction report for day shift records personnel
to arrange for repairs.
D. Return equipment used to its proper location.
V. SAFETY
You are expected to conduct your work in a manner which
is most likely to protect you and others from harm and
facilities and equipment from damage.
This means you are expected to:
A. Follow Department policy and procedures in the use
of vehicles and equipment.
VI . PRODUCTIVITY
A. Adhere to current laws, regulations, and codes
covering the handling, receipt, storage, mainte-
nance, and release of property and evidence.
B. Your level of activity should be comparable to your
peers in like conditions, taking into consideration
such influences as work schedule, including days
off, special enforcement activities, training
assignments, number of hours actually worked, etc.
C. You are responsible for:
1 . Maintaining property records automated and
manual with 95 percent accuracy and 100 percent
accuracy after audit.
2. Preserving evidentiary integrity.
3 . Assuring a continual chain of evidence.
4. Arrange for destruction of weapons, and drugs.
5. Arrange for miscellaneous auctions.
D. You are expected to work cooperatively with other
Department personnel to achieve the overall goals
of the Department.
-5-
9/9/94
EXHIBIT
REDDING POLICE DEPARTMENT .
EMPLOYEE PERFORMANCE EVALUATION INSTRUCTIONS
INTRODUCTION
The employee performance package has been designed to estab-
lish clear expectations of work performance. The philosophy
behind its development centers around the principle that all
employees want to do a good job, but need to know what is
expected of them to do so. With that goal in mind, perfor-
mance standards have been drafted describing what is expected
of the Redding Police Department' s Employees.
PERFORMANCE STANDARDS
A set of standards has been drafted defining the responsibil-
ities of certain employees. The performance standards have
been drafted as specifically as possible. Regardless of a
specific bureau of assignment or job title, certain perfor-
mance standards are expected to be maintained no matter what
the assignment. The performance standards are intended to
clearly define these expectations and form the basis from
which employees performance will be evaluated.
PERFORMANCE EVALUATION
The evaluation form used to rate an employee' s performance
has been designed to reflect each of the performance standard
categories. In each category an employee can be rated
"Exceeds Standards," "Meets Standards, " or "Below Standards"
as the case may be. A check mark in the rating which most
closely represents an employee' s performance in each perfor-
mance category shall be made.
At the top of the first page of the evaluation form, it is
important to complete the identifying information requested.
RATINGS DEFINED
The following descriptions are supplied to clearly define
what type of performance is expected to earn a ratina in that
category:
Exceeds Standards : Consistently performs above standards .
Meets Standards : Consistently meets the established stan-
Bard.
i
Below Standards : Results fall short of meeting job require-
ments . (Does not meet the standard as
noted in the comments section of the
evaluation and through prior counseli-:zg. )
i
-6-
9/9/94
Examples of performance incidents justifying ratings in each
of the rating categories as well as the overall ratinq shall
be listed in the comments section of the evall.iation form.
COMPENSATION
Employees of this department are! paid within a salary range.
Upon initial appointment, an employee is normally paid the
lowest wage rate for that classification. Those employees
who receive evaluations indicating that they are rated
overall "Meets or Exceeds Standards" will be advanced to the
next scheduled salary step.
Any employee who is rated as overall "Below Standards" may be
denied a salary step increase. However, there will be no
employees "surprised" with a substandard rating, in that a
prior counselling session shall have occurred with the
employee describing the deficiency and providing time for
correction. (Refer to Standard Performance Policy) .
STANDARD PERFORMANCE POLICY
Substandard performance hurts the organization by forcing
other employees to carry a greater portion of the day-to-day
workload. For these reasons, every attempt will be made to
encourage all employees to perform at a level where all
standards are being met and/or exceeded. To this end, two
clauses have been added to the evaluation package and apply
to all performance standards.
A. CLAUSE #1:
If you are not meeting the expectations in the perfor-
mance element, your supervisor will meet with you and
clarify how you are perceived not to be meeting the
standard.
If your "Below Standards" work is critical enough that
your rating might be adversely affected, your supervi-
sor will inform you and together a plan will be
prepared to correct the deficiency and summarize it in
writing.
If you successfully implement the plan to correct
performance, you will be rated as satisfactory in this
element; if not, you will not get a satisfactory
rating in that element.
B. CLAUSE #2 :
If the plan referenced above becomes unattainable,
initiate contact with your supervisor to re-negotiate.
9/9/94
0
REDDING POLICE DEPARTMENT
------------------------------------------------------------------
PART 1
PROPERTY/EVIDENCE CLERK PERFORMANCE EVALUATION
------------------------------------------------------------------
Date of
this report
Last Name First Name Initial
For period
Position from to
Division
Length of service with Department
In present position
------------------------------------------------------------------
PART 2
PERFORMANCE FACTORS
------------------------------------------------------------------
EXCEEDS
STANDARDS: Consistently performs beyond established minimum
performance standards, and contributes beyond cur-
rent job responsibilities. Produces results of ex-
ceptional quality. Demonstrates unusual talent,
ability, or expertise.
MEETS JOB
STANDARDS: Consistently fulfills minimum performance standards
Contributes effectively to City objectives. If new
to the job, learning process equals expectations.
BELOW
STANDARDS: Results fall short of meeting minimum performance
standards. Does not necessarily indicate com-
pletely unsatisfactory or unacceptable performance,
but addresses a performance area which needs addi-
tional attention or effort. If new to the job,
further development is needed to consistently meet
job requirements.
INSTRUCTIONS: Examples of performance incidents justifying rat-
ings in each of the rating categories shall be
listed in the comments section of the evaluation
form.
i
1 - Exceeds Standards 3 - Below Standards
2 - Meets Job Standards
i
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I
ii
------------------------------------------------------------------
PART 3
PERFORMANCE STANDARDS
------------------------------------------------------------------
I . Internal Relations
Work is conducted in a manner which 1 2 3
supports the overall group effort.
Differences with co-workers and 1 2 3
supervisors are resolved in a
constructive manner.
COMMENTS
II . External Relations
Work is conducted in a manner which 1 2 3
is likely to foster good citizen
relations and support for the agency.
Work is conducted in a manner which 1 2 3
does not generate patterns of sus-
tained complaints.
COMMENTS
III . Work Habits and Professional Appearance
Ready for work and at appointed work 1 2 3
station at the beginning of shift.
Conversations which interfere with 1 2 3
your work or the work of others are
limited.
Accepts all assigned work, performing 1 2 3
the menial as well as the more
challenging tasks.
Work area is left clean and tidy at 1 2 3
the end of shift.
-9-
9/9/94
0
Uniform and grooming standards are 1 2 3
in accordance with the Department ' s
Uniform Manual.
Sick leave is used in accordance 1 2 3
with the Department ' s policy.
Projects and assignments are completed 1 2 3
by their due dates or renegotiated
with supervisor.
Supervisor is notified prior to any 1. 2 3
needed overtime.
Citizen phone calls are returned as 1 2 3
soon as possible.
Chain of command is followed. 1 2 3
COMMENTS
IV. Equipment Use and Maintenance
Use and care for Department equipment 1 2 3
is done in a manner most likely to
ensure good working order and appearance.
Damaged equipment is reported immediately. 1 2 3
Equipment that malfunctions is reported. 1 2 3
Repair service is called for critical
equipment or a malfunction report is left
for the day-shift records personnel to
arrange repairs.
Equipment is returned to its proper 1 2 3
location.
COMMENTS
V. Safety
Work is conducted in a manner which is 1 2 3
most likely to protect yourself and
others from harm.
I-10- ,
9/9/94
Work is conducted in a manner which is 1 2 3
most likely to protect facilities and
equipment from damage.
COMMENTS
VI . Productivity
Current laws, regulations and codes 1 2 3
pertaining to the handling, receipt,
storage, maintenance, and release of
property/evidence are adhered to.
Your level of activity should be com- 1 2 3
parable to your peers in like
conditions.
Property records are maintained with 1 2 3
a 95 percent accuracy level and a
100 percent accuracy level after an
audit.
Evidence integrity is preserved. 1 2 3
Chain of evidence is maintained. 1 2 3
Routine destruction of weapons and 1 2 3
drugs are arranged.
Arrangements and preparations for 1 2 3
auctions are completed.
Work cooperatively with other 1 2 3
department personnel to achieve the
overall goals of the department.
COMMENTS
-11-
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-------------------------------------------------------------------
PART 4
OVERALL EVALUATION
-------------------------------------------------------------------
Exceeds
Standards Meets Job Standards Below Standards
The overall rating is not intended to be an average of the ratings
on individual performance factors. In every job, some results and
factors are more important than others and should be given greater
weight. Should a regular employee disagree with his/her overall
rating or any portion thereof ( for any element that is rated less
than satisfactory) the employee has the right to have the City
Manager review the Performance Evaluation. The employee shall
have the right to have an Association Representative present. The
City Manager' s review and decision relating to the Performance
Evaluation will be final. Such appeal to the City Manager must be
made within 30 days of the date the employee receives the Perfor-
mance Evaluation.
COMMENTS
-------------------------------------------------------------------
PART 5
EMPLOYMENT DEVELOPMENT
-------------------------------------------------------------------
I HAVE PARTICIPATED IN DISCUSSION OF OVERALL JOB PERFORMANCE AND
SETTING OF NEW OBJECTIVES.
COMMENTS
i
I
I
�I
-12- l
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0 s
-------------------------------------------------------------------
PART 6
CERTIFICATION
-------------------------------------------------------------------
The employee ' s signature does not necessarily mean the employee is
in total agreement with the remarks or ratings. Employee has the
right to candidly express his/her opinion on this evaluation.
Interview conducted with: Date
Signature of Employee
Employee comments:
Signature of Supervisor Date
Signature of Division Commander Date
Signature of
Department Head Date
Chief of Police
Comments for Division and/or Department Head
If comments are made by the Department Head, the employee must
initial, indicating he has seen these comments prior to routing to
the Personnel Office.
I have reviewed the comments made
by the Department Head Employee' s Initials
-13-
9/9/94
0
EXHIBIT "B"
JOB DEFINITION
Property/Evidence Clerk
Under direction, an employee engaged in the receipt, control,
preservation, and disposition of all evidence and property in
custody of the Police Department, and the maintenance of
records related thereto. The employee' s duties include, but
are not limited to, assigning the proper storage location
within the property areas, preserving evidentiary integrity
of the property, maintaining automated record-keeping systems
of all evidence and property, assuring a continual chain of
evidence, disposition of miscellaneous property, arranging
for destruction of weapons, narcotics, and drugs. The
employee must be aware and knowledgeable of the law and City
rules and regulations relative to property/evidence storage
and release. The employee will function as a liaison with
other governmental agencies and must possess clerical, typing
( 45 wpm) , and data entry skills. The employee' s background
of training and experience shall qualify the employee to
perform the duties with skill, efficiency, tact, and diploma-
cy.
I
i
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I
Minimum Performance Standards
Community Service Officers
MINIMUM PERFORMANCE STANDARDS FOR COMMUNITY SERVICE OFFICERS
ASSIGNED TO TRAFFIC UNIT
I . FIELD ENFORCEMENT
A. Your level of activity should be comparable to your
peers in like conditions, taking into consideration
such influences as work schedule, including days
off, special enforcement activities, training
assignments, number of hours actually worked, etc.
B. A majority of your efforts should be in response to
citizen inquiries and requests for information
regarding criminal and civil matters as it pertains
to police services.
C. Duties include, but are not limited to:
1 . Traffic accidents, assist on 11-80s and
f atals.
2 . Set up and maintenance of SMART trailers.
3 . Assist with Abandoned Vehicle Abatement when
needed.
4. Seat belt presentations at Mercy Hospital.
5. Bicycle safety presentations.
6. Pedestrian safety presentations.
7. Bicycle rodeo.
8. Discovery Day events.
9. Assist with special events.
10. Participate in the injury prevention coali-
tion.
11. DUI and child seat belt checkpoints.
12 . Safety Patrol Program.
13 . Letters to school bus red light violators.
14. Consent to enforce.
-3-
9/9/94
Minimum Performance Standards
Community Service Officer
II . REPORTS
A. Follow agency format and guidelines, see Attachment
"A. "
B. Complete reports by end of watch unless approved by
supervisor.
C. At least 80 percent of reports must be useable*
upon first submittal to sergeant. This means that
no more than 20 percent can be kicked back because
of:
1 . Incomplete preliminary investigation.
2 . Spelling, grammar, sentence structure, or
legibility.
3 . Errors, omissions.
4. Elements omitted.
5. Improper format.
This standard applies to community service officers
who are off probation.
*Useable - easily corrected by a supervisor in the time
it normally takes to review.
III . INTERNAL RELATIONS
You are expected to conduct your work in a manner which
supports the overall group effort. If differences with
coworkers and supervisors develop, you are expected to
resolve them in a constructive way.
This means you are expected to:
A. Treat coworkers and supervisors with the same
respect you desire.
B. Avoid behavior which disrupts your and others work.
C. Avoid racial, religious, ethnic, sexual slurs, and
comments that might offend.
D. When differences develop, handle them constructive-
ly by actively trying to resolve or negotiate ways
to work together harmoniously.
I
_4_ i
9/9/94
Minimum Performance Standards
Community Service Officers
IV. EXTERNAL RELATIONS
You are expected to conduct your work in a manner
_likely to foster good citizen relations and support for
the agency and not to generate patterns of sustained
complaints .
This means you are expected to:
A. Treat citizens with respect.
B. Refuse to accept gratuities.
C. Avoid profanity, use of racial, religious , ethnic,
and sexual slurs, sarcasm, and derogatory remarks.
V. SAFETY
You are expected to conduct your work in a manner which
is most likely to protect you and others from harm and
facilities and equipment from damage.
This means you are expected to:
A. Follow Department policy and procedures in the use
of vehicles and equipment.
B. Follow Department policy and procedure when provid-
ing traffic control.
C. Use good judgement in recognizing potentially
hazardous areas/situations and distance yourself
from them.
D. Follow Departmental radio communications proce-
dures.
VI . WORK HABITS AND PROFESSIONAL APPEARANCE
You are expected to adhere to a productive work ethic
to exercise good personal hygiene; and present a neat
and professional image.
This means you will be expected to:
A. Arrive at the beginning of roll call in uniform,
with all necessary equipment ready for duty.
-5-
9/9/94
Minimum Performance Standards
community Service officers
B. Be on the street within five minutes after briefing
unless approved otherwise by Sergeant.
C. Assure Code 7s do not exceed 30 minutes , excluding
reasonable travel time after clearance. Coffee
breaks ( 2 ) are not to exceed 15 minutes each,
excluding reasonable travel time after clearance.
Code 7 and break locations must be given to Dis-
patch upon arrival.
D. Answer your radio when called or Dispatch should
have your location and status.
E. Remain in field until ten minutes to end of shift,
but available to end of shift. Exceptions to be
cleared with supervisor.
F. Complete assignments and projects by due date or
renegotiate with your supervisor in advance.
G. Meet or exceed minimum standards of uniform and
grooming policy.
H. Notify Sergeant at the point of shift where over-
time is going to be needed.
I . Comply with court standby policy.
J. Citizen phone calls are to . be returned as soon as
possible.
K. Maintain Department-provided mail slots in useable
condition.
L. Maintain area of responsibility in locker room,
gym, report room, and squad room in a neat condi-
tion.
M. Complete accurate time card on time.
N. Follow the chain of command.
O. Any sick leave used to be for legitimate medical
reasons according to current City policy in effect.
VII . EQUIPMENT USE AND MAINTENANCE
You are expected to use and care for Department equip-
ment in a manner most likely to ensure good working
order and appearance.
-6-
9/9/94
Minimum Performance Standards
Community Service officers
This means you will be expected to:
A. Keep vehicles free of contraband, evidence, and
debris .
B. Keep fuel tank no less than one-half full at end of
shift.
C. Conduct circle checks of vehicle before and after
shift and report damage or deficiencies to supervi-
sor on appropriate form.
D. Lock vehicle when leaving it in public areas unless
officer safety dictates otherwise.
E. Return equipment used to its proper location.
F. Report damage to any Departmental equipment while
it is in your possession.
-7-
9/9/94
EXHIBIT
REDDING POLICE DEPARTMENT
COMMUNITY SERVICE OFFICER
PERFORMANCE EVALUATION INSTRUCTIONS
TRAFFIC UNIT
INTRODUCTION
The Community Service Officer performance package has been
designed to establish clear expectations of work performance.
The philosophy behind its development centers around the
principle that all employees want to do a good job, but need
to know what is expected of them to do so. With that goal in
mind, performance standards have been drafted describing what
is expected of the Redding Police Department' s Community
Service Officers.
PERFORMANCE STANDARDS
A set of standards has been drafted defining the responsibil-
ities of the Community Service Officer. The performance
standards have been drafted as specifically as possible.
Regardless of a specific bureau of assignment or job title,
certain performance standards are expected to be maintained
no matter what the assignment. The performance standards are
intended to clearly define these expectations and form the
basis from which Community Service Officers' performance will
be evaluated.
PERFORMANCE EVALUATION
The evaluation form used to rate a Community Service Offi-
cer' s performance has been designed to reflect each of the
performance standard categories. In each category a Communi-
ty Service Officer can be rated "Exceeds Standards," "Meets
Standards," or "Below Standards" as the case may be. A check
mark in the rating which most closely represents a community
service officer' s performance in each performance category
shall be made.
At the top of the first page of the evaluation form, it is
important to complete the identifying information requested.
RATINGS DEFINED
The following descriptions are supplied to clearly define
what type of performance is expected to earn a rating in that
category:
-8-
9/9/94
Exceeds Standards : Consistently performs above standards .
Meets Standards : Consistently meets the established stan-
dard.
Below Standards: Results fall short of meeting job require-
ments. (Does not meet the standard as
noted in the comments section of the
evaluation and through prior counseling. )
Examples of performance incidents justifying ratings in each
of the rating categories as well as the overall rating shall
be listed in the comments section of the evaluation form.
COMPENSATION
Community Service Officers of this department are paid within
a salary range. Upon initial appointment, an employee is
normally paid the lowest wage rate for that classification.
Those Community Service Officers who receive evaluations
indicating that they are rated overall "Meets or Exceeds
Standards" will be advanced to the next scheduled salary
step.
Any Community Service Officer who is rated as overall "Below
Standards" may be denied a salary step increase. However,
there will be no employees "surprised" with a substandard
rating, in that a prior counselling session shall have
occurred with the Community Service Officer describing the
deficiency and providing time for correction. (Refer to
Standard Performance Policy) .
STANDARD PERFORMANCE POLICY
Substandard performance hurts the organization by forcing
other Community Service Officers to carry a greater portion
of the day-to-day workload. For these reasons, every attempt
will be made to encourage all Community Service Officers to
perform at a level where all standards are being met and/or
exceeded. To this end, two clauses have been added to the
evaluation package and apply to all performance standards.
A. CLAUSE #1 :
If you are not meeting the expectations in the perfor-
mance element, your supervisor will meet with you and
clarify how you are perceived not to be meeting the
standard.
If your "Below Standards" work is critical enough that
your rating might be adversely affected, your supervi-
sor will inform you and together a plan will be
prepared to correct the deficiency and summarize it in
writing.
-9-
9/9/94
If you successfully implement the plan to correct
performance , you will be rated as satisfactory in this
element; if not, you will not get a satisfactory
rating in that element.
B. CLAUSE #2 :
If the plan referenced above becomes unattainable,
initiate contact with your supervisor to re-negotiate.
i
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F
REDDING POLICE DEPARTMENT
------------------------------------------------------------------
PART 1
COMMUNITY SERVICE OFFICER PERFORMANCE EVALUATION
TRAFFIC UNIT
------------------------------------------------------------------
Date of
this report
Last Name First Name Initial
For period
Position from to
Division
Length of service with Department
In present position
------------------------------------------------------------------
PART 2
PERFORMANCE FACTORS
------------------------------------------------------------------
EXCEEDS
STANDARDS: Consistently performs beyond established minimum
performance standards, and contributes beyond cur-
rent job responsibilities. Produces results of ex-
ceptional quality. Demonstrates unusual talent,
ability, or expertise.
MEETS JOB
STANDARDS: Consistently fulfills minimum performance standards
Contributes effectively to City objectives. If new
to the job, learning process equals expectations.
BELOW
STANDARDS: Results fall short of meeting minimum performance
standards. Does not necessarily indicate com-
pletely unsatisfactory or unacceptable performance,
but addresses a performance area which needs addi-
tional attention or effort. If new to the job,
further development is needed to consistently meet
job requirements.
INSTRUCTIONS: Examples of performance incidents justifying rat-
ings in each of the rating categories shall be
listed in the comments section of the evaluation
form.
1 - Exceeds Standards 3 - Below Standards
2 - Meets Job Standards
-11-
9/9/94
s �
------------------------------------------------------------------
PART 3
PERFORMANCE STANDARDS
------------------------------------------------------------------
I . Field Enforcement
Level of activity as compared to 1 2 3
peers in like conditions.
Majority of efforts are in response 1 2 3
to citizen inquiries and requests
for information regarding criminal
and civil matters as it pertains to
police services.
SMART trailers are set up and 1 2 3
maintained as required.
Assist with abandoned vehicle 1 2 3
abatement when needed.
Expected presentations are conducted 1 2 3
as directed.
Assistance and participation in 1 2 3
various programs relating to traffic
and bicycle safety are at an accept-
able level.
COMMENTS
II . Reports
Prepared reports follow agency 1 2 3
format and guidelines.
Reports are completed by the end of 1 2 3
watch unless approved by a
supervisor.
At least 80 percent of reports 1 2 3
prepared are useable* upon first
submittal to a sergeant.
*Useable - this means reports that are prepared 'correctly or
easily corrected by a report reviewer in the time it normally
takes to review and not an error outside the Community
Service Officer' s control.
-12-
9/9/94
(This standard applies to Community Service Officers who have
been released from formal FTO program. )
COMMENTS
III . Internal Relations
Work is conducted in a manner which 1 2 3
supports the overall group effort.
Differences with co-workers and 1 2 3
supervisors are resolved in a
constructive manner.
COMMENTS
IV. External Relations
Work is conducted in a manner which 1 2 3
is likely to foster good citizen
relations and support for the agency.
Work is conducted in a manner which 1 2 3
does not generate patterns of sus-
tained complaints.
COMMENTS
V. Safety
Work is conducted in a manner which 1 2 3
is most likely to protect yourself
and others from harm.
Work is conducted in a manner which 1 2 3
is most likely to protect facilities
and equipment from damage.
-13-
9/9/94
COMMENTS
VI . Work Habits and Professional Appearance
Adheres to a productive work ethic. 1 2 3
Exercises good personal hygiene. 1 2 3
Presents a neat and professional image. 1 2 3
Attendance 1 2 3
COMMENTS
VII . Equipment Use and Maintenance
Use and care for Department equipment 1 2 3
is done in a manner most likely to
ensure good working order and appearance.
COMMENTS
-------------------------------------------------------------------
PART 4
OVERALL EVALUATION
-------------------------------------------------------------------
Exceeds
Standards Meets Job Standards Below Standards
The overall rating is not intended to be an average of the ratings
on individual performance factors. In every job, some results and
factors are more important than others and should be given greater
weight. Should a regular employee disagree with his/her overall
rating or any portion thereof ( for any element that is rated less
than satisfactory) the employee has the right to have the City
Manager review the Performance Evaluation. The employee shall
have the right to have an Association Representative present. The
City Manager' s review and decision relating to the Performance
Evaluation will be final. Such appeal to the City Manager must be
made within 30 days of the date the employee receives the Perfor-
mance Evaluation.
i
t
�I
-14-
9/9/94
COMMENTS
-------------------------------------------------------------------
PART 5
EMPLOYMENT DEVELOPMENT
-------------------------------------------------------------------
I HAVE PARTICIPATED IN DISCUSSION OF OVERALL JOB PERFORMANCE AND
SETTING OF NEW OBJECTIVES.
COMMENTS
-------------------------------------------------------------------
PART 6
CERTIFICATION
-------------------------------------------------------------------
The employee' s signature does not necessarily mean the employee is
in total agreement with the remarks or ratings. Employee has the
right to candidly express his/her opinion on this evaluation.
Interview conducted with: Date
Signature of Employee
Employee comments:
Signature of Supervisor Date
Signature of Division Commander Date
Signature of
Department Head Date
Chief of Police
Comments for Division and/or Department Head
If comments are made by the Department Head, the employee must
initial, indicating he has seen these comments prior to routing to
the Personnel Office.
I have reviewed the comments made
by the Department Head Employee' s Initials
-15-
9/9/94
JOB DEFINITIONS
COMMUNITY SERVICE OFFICER
ASSIGNED TO TRAFFIC UNIT
Under supervision, an employee engaged in performing a wide
variety of non-hazardous , non-sworn, law enforcement duties.
The employee may be required to drive a vehicle and must
possess the appropriate State of California driver' s license.
Employee ' s background of training and education must be such
to qualify the employee to perform duties with skill, effi-
ciency, safety, tact, and diplomacy. Such duties include,
but are not limited to, provide general assistance and
direction to the public by way of personal and telephone
contacts; respond to citizen inquiries and requests ; re-
ceive calls for police service from the public and prepare
police reports; provide information to the news media
according to Department policy; inspect vehicles for correc-
tions of mechanical violations; answer telephones; prepare
subpoena worksheets; research for Community Service Officer
related projects, i.e. , media manual; fingerprint people who
have been cited and released for petty theft; assist patrol
when needed; give public presentations involving traffic-re-
lated issues, i.e. , seat-belt presentations and bicycle
safety; assist traffic officers with special events coordina-
tion; and bicycle rodeo.
I
I'
i
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9/9/94
Minimum Performance Standards
Community Service Officers
MINIMUM PERFORMANCE STANDARDS FOR COMMUNITY SERVICE OFFICERS
ASSIGNED AS COURT LIAISON
I . COURT LIAISON DUTIES
A. Your level of activity should be comparable to your
peers in like conditions, taking into consideration
such influences as work schedule, including days
off, special enforcement activities, training
assignments, number of hours actually worked, etc.
B. Duties include, but are not limited to:
1 . All complaint-based reports, arrest reports,
and other necessary reports, including corre-
spondence, are processed and delivered to the
Shasta County District Attorney' s Office or
Court Offices prior to any mandated deadline.
2. All reports, supplements, and crime complaint
applications are completed in accordance with
Department time requirements.
3 . Ensure that all necessary documents are at-
tached to the Court/District Attorney Office
copies.
4. Follow-up required by the court officer is
completed in a timely manner.
II . INTERNAL RELATIONS
You are expected to conduct your work in a manner which
supports the overall group effort. If differences with
coworkers and supervisors develop, you are expected to
resolve them in a constructive way.
This means you are expected to:
A. Treat co-workers and supervisors with the same
respect you desire.
B. Avoid behavior which disrupts your and others work.
C. Avoid racial, religious, ethnic, sexual slurs, and
comments that might offend.
D. When differences develop, handle them constructive-
ly by actively trying to resolve or negotiate ways
to work together harmoniously.
-3-
9/9/94
Minimum Performance Standards
Community Service Officers
III . EXTERNAL RELATIONS
You are expected to conduct your work in a manner
likely to foster good citizen and interagency relations
and support for the agency and not to generate patterns
of sustained complaints.
This means you are expected to:
A. Treat citizens and allied agency personnel with
respect.
B. Refuse to accept gratuities.
C. Avoid profanity, use of racial, religious, ethnic,
and sexual slurs, sarcasm, and derogatory remarks.
IV. SAFETY
You are expected to conduct your work in a manner which
is most likely to protect you and others from harm and
facilities and equipment from damage.
This means you are expected to:
A. Follow Department policy and procedures in the use
of vehicles and equipment.
B. Follow Department policy and procedure when provid-
ing traffic control.
C. Use good judgement in recognizing potentially
hazardous areas/situations and distance yourself
from them.
D. Follow Departmental radio communications proce-
dures.
V. WORK HABITS AND PROFESSIONAL APPEARANCE
You are expected to adhere to a productive work ethic
to exercise good personal hygiene; and present a neat
and professional image.
-4-
9/9/94
Minimum Performance Standards
Community Service Officers
This means you will be expected to:
A. Assure Code 7s do not exceed 60 minutes , excluding
reasonable travel time after clearance. Coffee
breaks ( 2 ) are not to exceed 15 minutes each,
excluding reasonable travel time after clearance.
B. Complete assignments and projects by due date or
renegotiate with your supervisor in advance.
C. Meet or exceed minimum standards of uniform and
grooming policy.
D. Notify Sergeant at the point of shift where over-
time is going to be needed.
E. Citizen phone calls are to be returned as soon as
possible.
F. Maintain Department-provided mail slots in useable
condition.
G. Maintain area of responsibility in a neat condi-
tion.
H. Complete accurate time card on time.
I . Follow the chain of command.
J. Any sick leave used to be for legitimate medical
reasons according to current City policy in effect.
VI . EQUIPMENT USE AND MAINTENANCE
You are expected to use and care for Department equip-
ment in a manner most likely to ensure good working
order and appearance.
This means you will be expected to:
A. Keep vehicles free of contraband, evidence, and
debris.
B. Keep fuel tank no less than one-half full at end of
shift.
C. Conduct circle checks of vehicle before and after
shift and report damage or deficiencies to supervi-
sor on appropriate form.
-5-
9/9/94
i 0 -
Minimum Performance Standards
Community Service Officers
D. Lock vehicle when leaving it in public areas unless
officer safety dictates otherwise.
E. Return equipment used to its proper location.
F. Report damage to any Departmental equipment while
it is in your possession.
-6-
9/9/94
EXHIBIT "
REDDING POLICE DEPARTMENT
COMMUNITY SERVICE OFFICER
PERFORMANCE EVALUATION INSTRUCTIONS.
COURT LIAISON
INTRODUCTION
The Community Service Officer performance package has been
designed to establish clear expectations of work performance.
The philosophy behind its development centers around the
principle that all employees want to do a good job, but need
to know what is expected of them to do so. With that goal in
mind, performance standards have been drafted describing what
is expected of the Redding Police Department' s Community
Service Officers.
PERFORMANCE STANDARDS
A set of standards has been drafted defining the responsibil-
ities of the Community Service Officer. The performance
standards have been drafted as specifically as possible.
Regardless of a specific bureau of assignment or job title,
certain performance standards are expected to be maintained
no matter what the assignment. The performance standards are
intended to clearly define these expectations and form the
basis from which Community Service Officers' performance will
be evaluated.
PERFORMANCE EVALUATION
The evaluation form used to rate a Community Service Offi-
cer' s performance has been designed to reflect each of the
performance standard categories. In each category a Communi-
ty Service Officer can be rated "Exceeds Standards, " "Meets
Standards," or "Below Standards" as the case may be. A check
mark in the rating which most closely represents a community
service officer' s performance in each performance category
shall be made.
At the top of the first page of the evaluation form, it is
important to complete the identifying information requested.
RATINGS DEFINED
The following descriptions are supplied to clearly define
what type of performance is expected to earn a rating in that
category:
-7-
9/9/94
Exceeds Standards : Consistently performs above standards .
Meets Standards: Consistently meets the established stan-
dard.
Below Standards: Results fall short of meeting job require-
ments. (Does not meet the standard as
noted in the comments section of the
evaluation and through prior counseling. )
Examples of performance incidents justifying ratings in each
of the rating categories as well as the overall rating shall
be listed in the comments section of the evaluation form.
COMPENSATION
Community Service Officers of this department are paid within
a salary range. Upon initial appointment, an employee is
normally paid the lowest wage rate for that classification.
Those Community Service Officers who receive evaluations
indicating that they are rated overall "Meets or Exceeds
Standards" will be advanced to the next scheduled salary
step.
Any Community Service Officer who is rated as overall "Below
Standards" may be denied a salary step increase. However,
there will be no employees "surprised" with a substandard
rating, in that a prior counselling session shall have
occurred with the Community Service Officer describing the
deficiency and providing time for correction. (Refer to
Standard Performance Policy) .
STANDARD PERFORMANCE POLICY
Substandard performance hurts the organization by forcing
other Community Service Officers to carry a greater portion
of the day-to-day workload. For these reasons, every attempt
will be made to encourage all Community Service Officers to
perform at a level where all standards are being met and/or
exceeded. To this end, two clauses have been added to the
evaluation package and apply to all performance standards.
A. CLAUSE #1:
If you are not meeting the expectations in the perfor-
mance element, your supervisor will meet with you and
clarify how you are perceived not to be meeting the
standard.
If your "Below Standards" work is critical enough that
your rating might be adversely affected, your supervi-
sor will inform you and together a plan will be
prepared to correct the deficiency and summarize it in
writing.
-8-
9/9/94
If you successfully implement the plan to correct
performance, you will be rated as satisfactory in this
element; if not, you will not get a satisfactory
rating in that element.
B. CLAUSE #2 :
If the plan referenced above becomes unattainable,
initiate contact with your supervisor to re-negotiate.
-9-
9/9/94
REDDING POLICE DEPARTMENT
------------------------------------------------------------------
PART 1
COMMUNITY SERVICE OFFICER PERFORMANCE EVALUATION
COURT LIAISON
------------------------------------------------------------------
Date of
this report
Last Name First Name Initial
For period
Position from to
Division
Length of service with Department
In present position
------------------------------------------------------------------
PART 2
PERFORMANCE FACTORS
------------------------------------------------------------------
EXCEEDS
STANDARDS: Consistently performs beyond established minimum
performance standards, and contributes beyond cur-
rent job responsibilities. Produces results of ex-
ceptional quality. Demonstrates unusual talent,
ability, or expertise.
MEETS JOB
STANDARDS: Consistently fulfills minimum performance standards
Contributes effectively to City objectives. If new
to the job, learning process equals expectations.
BELOW
STANDARDS: Results fall short of meeting minimum performance
standards. Does not necessarily indicate com-
pletely unsatisfactory or unacceptable performance,
but addresses a performance area which needs addi-
tional attention or effort. If new to the job,
further development is needed to consistently meet
job requirements.
INSTRUCTIONS: Examples of performance incidents justifying rat-
ings in each of the rating categories shall be
listed in the comments section of the evaluation
form.
1 - Exceeds Standards 3 - Below Standards
2 - Meets Job Standards
-10-
9/9/94
------------------------------------------------------------------
PART 3
PERFORMANCE STANDARDS
------------------------------------------------------------------
I . Duties
Level of activity as compared to 1 2 3
peers in like conditions.
Deadlines are met in the processing 1 2 3
and delivery of necessary reports
to the court and district attorney' s
office.
All reports, supplements, and 1 2 3
complaint applications are com-
pleted on time.
Reports are compiled for complete- 1 2 3
ness prior to submittal to the
district attorney' s or court.
Required follow-up is completed in 1 2 3
a timely manner.
COMMENTS
II . Internal Relations
Work is conducted in a manner which 1 2 3
supports the overall group effort.
Differences with co-workers and 1 2 3
supervisors are resolved in a
constructive manner.
COMMENTS
III . External Relations
Work is conducted in a manner which 1 2 3
is likely to foster good citizen
relations and support for the agency.
-11-
9/9/94
Work is conducted in a manner which 1 2 3
does not generate patterns of sus-
tained complaints.
COMMENTS
IV. Safety
Work is conducted in a manner which 1 2 3
is most likely to protect yourself
and others from harm.
Work is conducted in a manner which ° 1 2 3
is most likely to protect facilities
and equipment from damage.
COMMENTS
V. Work Habits and Professional Appearance
Adheres to a productive work ethic. 1 2 3
Exercises good personal hygiene. 1 2 3
Presents a neat and professional image. 1 2 3
Attendance 1 2 3
COMMENTS
VI . Equipment Use and Maintenance
Use and care for Department equipment 1 2 3
is done in a manner most likely to
ensure good working order and appearance.
-12-
9/9/94
COMMENTS
-------------------------------------------------------------------
PART 4
OVERALL EVALUATION
-------------------------------------------------------------------
Exceeds
Standards Meets Job Standards Below Standards
The overall rating is not intended to be an average of the ratings
on individual performance factors. In every job, some results and
factors are more important than others and should be given greater
weight. Should a regular employee disagree with his/her overall
rating or any portion thereof (for any element that is rated less
than satisfactory) the employee has the right to have the City
Manager review the Performance Evaluation. The employee shall
have the right to have an Association Representative present. The
City Manager' s review and decision relating to the Performance
Evaluation will be final. Such appeal to the City Manager must be
made within 30 days of the date the employee receives the Perfor-
mance Evaluation.
COMMENTS
-------------------------------------------------------------------
PART 5
EMPLOYMENT DEVELOPMENT
-------------------------------------------------------------------
I HAVE PARTICIPATED IN DISCUSSION OF OVERALL JOB PERFORMANCE AND
SETTING OF NEW OBJECTIVES.
COMMENTS
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0 ! . . .
-------------------------------------------------------------------
PART 6
CERTIFICATION
-------------------------------------------------------------------
The employee ' s signature does not necessarily mean the employee is
in total agreement with the remarks or ratings . Employee has the
right to candidly express his/her opinion on this evaluation.
Interview conducted with: Date
Signature of Employee
Employee comments:
Signature of Supervisor Date
Signature of Division Commander Date
Signature of
Department Head Date
Chief of Police
Comments for Division and/or Department Head
If comments are made by the Department Head, the employee must
initial, indicating he has seen these comments prior to routing to
the Personnel Office.
I have reviewed the comments made
by the Department Head Employee' s Initials
i
i
i
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JOB DEFINITIONS
COMMUNITY SERVICE OFFICERS
ASSIGNED AS COURT LIAISON
Under direction, an employee that is responsible for assuring
that all complaint-based reports , arrest reports, and other
necessary reports and correspondence are properly processed
and delivered to the Shasta County District Attorney' s office
or court offices as appropriate. Duties include, but are not
limited to, completing applications for criminal complaint,
reviewing reports for completeness, conducting required
follow-up, filing complaints with the Redding Municipal
Court, completing supplemental reports on case disposition.
The employee must have a working knowledge of penal, vehicle,
and health and safety codes. The employee must be able to
maintain a working relationship with outside agency person-
nel.
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�I
i
Minimum Performance Standards
Community Service Officers
MINIMUM PERFORMANCE STANDARDS FOR COMMUNITY SERVICE OFFICERS
ASSIGNED TO THE ABANDONED VEHICLE ABATEMENT (AVA) PROGRAM
I . FIELD ENFORCEMENT
A. Your level of activity should be comparable to your
peers in like conditions, taking into consideration
such influences as work schedule, including days
off, special enforcement activities, training
assignments , number of hours actually worked, etc.
B. A majority of your efforts should be in response to
citizen inquiries for information and requests for
enforcement pertaining to abandoned vehicles.
C. The AVA Community Service Officer is also responsi-
ble for:
1. Maintaining AVA records.
2. Public education and awareness presentations.
3 . Preparation of lien sale paperwork for volun-
teer.
4. Conduct inspections of vehicle inventory at
department' s impound/storage yard to determine
vehicle status and complete preparations for
vehicles to be released.
5 . Completing AVA quarterly and fiscal year
reports.
6. Advising vehicle/property owners within re-
quired time frames of their responsibility for
removing vehicles.
D. Self-initiated duties include, but are not limited
to:
1. Identifying and tagging abandoned vehicles.
2 . Abandoned vehicle removal.
3 . Assisting beat officers with non-hazardous
duties such as vehicle impounds, traffic
control, etc. , if no one else is available.
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Minimum Performance Standards
Community Service Officer
II . REPORTS
A. Follow agency format and guidelines, see Attachment
"A.
B. Complete reports by end of watch unless approved by
supervisor.
C. At least 80 percent of reports must be useable*
upon first submittal to sergeant. This means that
no more than 20 percent can be kicked back because
of :
1 . Incomplete preliminary investigation.
2 . Spelling, grammar, sentence structure, or
legibility.
3 . Errors, omissions.
4. Elements omitted.
5. Improper format.
This standard applies to community service officers
who are off probation.
III . INTERNAL RELATIONS
You are expected to conduct your work in a manner which
supports the overall group effort. If differences with
co-workers and supervisors develop, you are expected to
resolve them in a constructive way.
This means you are expected to:
A. Treat coworkers and supervisors with the same
respect you desire.
B. Avoid behavior which disrupts your and others work.
C. Avoid racial, religious, ethnic, sexual slurs, and
comments that might offend.
*Useable - easily corrected by a supervisor in the time
it normally takes to review.
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Minimum Performance Standards
Community Service Officers
D. When differences develop, handle them constructive-
ly by actively trying to resolve or negotiate ways
to work together harmoniously.
IV. EXTERNAL RELATIONS
You are expected to conduct your work in a manner
likely to foster good citizen relations and support for
the agency and not to generate patterns of sustained
complaints.
This means you are expected to:
A. Treat citizens with respect.
B. Refuse to accept gratuities.
C. Avoid profanity, use of racial, religious, ethnic,
and sexual slurs, sarcasm, and derogatory remarks.
V. SAFETY
You are expected to conduct your work in a manner which
is most likely to protect you and others from harm and
facilities and equipment from damage.
This means you are expected to:
A. Follow Department policy and procedures in the use
of vehicles and equipment.
B. Follow Department policy and procedure when provid-
ing traffic control.
C. Use good judgement in recognizing potentially
hazardous areas/situations and distance yourself
from them.
D. Follow Departmental radio communications proce-
dures.
VI . WORK HABITS AND PROFESSIONAL APPEARANCE
You are expected to adhere to a productive work ethic
to exercise good personal hygiene; and present a neat
and professional image.
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Minimum Performance Standards
Community Service Officers
This means you will be expected to:
A. Arrive at the beginning of roll call in uniform,
with all necessary equipment ready for duty.
B. Be on the street within five minutes after briefing
unless approved otherwise by Sergeant.
. C. Assure Code 7s do not exceed 30 minutes, excluding
reasonable travel time after clearance. Coffee
breaks ( 2 ) are not to exceed 15 minutes each,
excluding reasonable travel time after clearance.
Code 7 and break locations must be given to Dis-
patch upon arrival.
D. Answer your radio when called or Dispatch should
have your location and status.
E. Complete assignments and projects by due date or
renegotiate with your supervisor in advance.
F. Meet or exceed minimum standards of uniform and
grooming policy.
G. Notify Sergeant at the point of shift where over-
time is going to be needed.
H. Comply with court standby policy.
I . Citizen phone calls are to be returned as soon as
possible.
J. Maintain Department-provided mail slots in useable
condition.
K. Maintain area of responsibility such as work
station, report room, squad room, locker room,
etc. , in a neat condition.
L. Complete accurate time card on time.
M. Follow the chain of command.
N. Any sick leave used to be for legitimate medical
reasons according to current City policy in effect.
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Minimum Performance Standards
Community Service Officers
VII . EQUIPMENT USE AND MAINTENANCE
You are expected to use and care for Department equip-
ment in a manner most likely to ensure good working
order and appearance.
This means you will be expected to:
A. Keep vehicles free of contraband, evidence, and
debris .
B. Keep fuel tank no less than one-half full at end of
shift.
C. Conduct circle checks of vehicle before and after
shift and report damage or deficiencies to supervi-
sor on appropriate form.
D. Lock vehicle when leaving it in public areas unless
officer safety dictates otherwise.
E. Return equipment used to its proper location.
F. Report damage to any Departmental equipment while
it is in your possession.
-7-
9/9/94
0
EXHIBIT "
REDDING POLICE DEPARTMENT
COMMUNITY SERVICE OFFICER
PERFORMANCE EVALUATION INSTRUCTIONS
AVA PROGRAM
INTRODUCTION
The Community Service Officer performance package has been
designed to establish clear expectations of work performance.
The philosophy behind its development centers around the
principle that all employees want to do a good job, but need
to know what is expected of them to do so. With that goal in
mind, performance standards have been drafted describing what
is expected of the Redding Police Department' s Community
Service Officers.
PERFORMANCE STANDARDS
A set of standards has been drafted defining the responsibil-
ities of the Community Service Officer. The performance
standards have been drafted as specifically as possible.
Regardless of a specific bureau of assignment or job title,
certain performance standards are expected to be maintained
no matter what the assignment. The performance standards are
intended to clearly define these expectations and form the
basis from which Community Service Officers' performance will
be evaluated.
PERFORMANCE EVALUATION
The evaluation form used to rate a Community Service Offi-
cer' s performance has been designed to reflect each of the
performance standard categories. In each category a Communi-
ty Service Officer can be rated "Exceeds Standards, " "Meets
Standards, " or "Below Standards" as the case may be. A check
mark in the rating which most closely represents a community
service officer' s performance in each performance category
shall be made.
At the top of the first page of the evaluation form, it is
important to complete the identifying information requested.
RATINGS DEFINED
The following descriptions are supplied to clearly define
what type of performance is expected to earn a rating in that
category:
-8-
9/9/94
I
Exceeds Standards : Consistently performs above standards.
Meets Standards : Consistently meets the established stan-
dard.
Below Standards: Results fall short of meeting job require-
ments. (Does not meet the standard as
noted in the comments section of the
evaluation and through prior counseling. )
Examples of performance incidents justifying ratings in each
of the rating categories as well as the overall rating shall
be listed in the comments section of the evaluation form.
COMPENSATION
Community Service Officers of this department are paid within
a salary range. Upon initial appointment, an employee is
normally paid the lowest wage rate for that classification.
Those Community Service Officers who receive evaluations
indicating that they are rated overall "Meets or Exceeds
Standards" will be advanced to the next scheduled salary
step.
Any Community Service Officer who is rated as overall "Below
Standards" may be denied a salary step increase. However,
there will be no employees "surprised" with a substandard
rating, in that a prior counselling session shall have
occurred with the Community Service Officer describing the
deficiency and providing time for correction. (Refer to
Standard Performance Policy) .
STANDARD PERFORMANCE POLICY
Substandard performance hurts the organization by forcing
other Community Service Officers to carry a greater portion
of the day-to-day workload. For these reasons, every attempt
will be made to encourage all Community Service Officers to
perform at a level where all standards are being met and/or
exceeded. To this end, two clauses have been added to the
evaluation package and apply to all performance standards.
A. CLAUSE #1:
If you are not meeting the expectations in the perfor-
mance element, your supervisor will meet with you and
clarify how you are perceived not to be meeting the
standard.
If your "Below Standards" work is critical enough that
your rating might be adversely affected, your supervi-
sor will inform you and together a plan will be
prepared to correct the deficiency and summarize it in
writing.
-9-
9/9/94
If you successfully implement the plan to correct
performance, you will be rated as satisfactory in this
element; if not, you will not get a satisfactory
rating in that element.
B. CLAUSE #2 :
If the plan referenced above becomes unattainable,
initiate contact with your supervisor to re-negotiate.
I
I
I
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REDDING POLICE DEPARTMENT
------------------------------------------------------------------
PART 1
COMMUNITY SERVICE OFFICER PERFORMANCE EVALUATION
ABANDONED VEHICLE ABATEMENT PROGRAM
------------------------------------------------------------------
Date of
this report
Last Name First Name Initial
For period
Position from to
Division
Length of service with Department
In present position
------------------------------------------------------------------
PART 2
PERFORMANCE FACTORS
------------------------------------------------------------------
EXCEEDS
STANDARDS: Consistently performs beyond established minimum
performance standards, and contributes beyond cur-
rent job responsibilities. Produces results of ex-
ceptional quality. Demonstrates unusual talent,
ability, or expertise.
MEETS JOB
STANDARDS: Consistently fulfills minimum performance standards
Contributes effectively to City objectives. If new
to the job, learning process equals expectations.
BELOW
STANDARDS: Results fall short of meeting minimum performance
standards. Does not necessarily indicate com-
pletely unsatisfactory or unacceptable performance,
but addresses a performance area which needs addi-
tional attention or effort. If new to the job,
further development is needed to consistently meet
job requirements.
INSTRUCTIONS: Examples of performance incidents justifying rat-
ings in each of the rating categories shall be
listed in the comments section of the evaluation
form.
1 - Exceeds Standards 3 - Below Standards
2 - Meets Job Standards
-11-
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------------------------------------------------------------------ _
PART 3
PERFORMANCE STANDARDS
------------------------------------------------------------------
I . Field Enforcement
Level of activity as compared 1 2 3
to peers in like conditions.
Majority of effort is in response 1 2 3
to citizen inquiries, and informa-
tion requests pertaining to
abandoned vehicle enforcement.
Abandoned vehicle abatement 1 2 3
records are properly maintained.
Public education and awareness 1 2 3
presentations are conducted as
required.
Lien sale documents are prepared 1 2 3
correctly and timely for the
assigned volunteer' s distribution.
The department' s impound/storage 1 2 3
facility is routinely inspected
to determine each vehicle' s
status. Preparations are made
to release vehicles as soon as
legally possible.
Abandoned vehicle abatement annual 1 2 3
and quarterly reports are satis-
factorily completed prior to their
due dates.
Advisement of vehicle/property 1 2 3
owners of their responsibility for
vehicle removal are made within
required time frames.
Self-initiated duties, which include 1 2 3
identifying, tagging, and removal of
abandoned vehicles and assisting
beat officers with non-hazardous
duties.
COMMENTS
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9/9/94
II . Reports
Prepared reports follow agency 1 2 3
format and guidelines.
Reports are completed by the end of 1 2 3
watch unless approved by a
supervisor.
At least 80 percent of all reports 1 2 3
prepared are useable* upon first
submittal to a sergeant.
*Useable - this means reports that are prepared correctly or
easily corrected by a report reviewer in the time it normally
takes to review and not an error outside the Community
Service Officer' s control.
(This standard applies to Community Service Officers who have
been released from formal FTO program)
COMMENTS
III . Internal Relations
Work is conducted in a manner which 1 2 3
supports the overall group effort.
Differences with co-workers and 1 2 3
supervisors are resolved in a
constructive manner.
COMMENTS
IV. External Relations
Work is conducted in a manner which 1 2 3
is likely to foster good citizen
relations and support for the agency.
Work is conducted in a manner which 1 2 3
does not generate patterns of sus-
tained complaints.
-13-
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COMMENTS -
V. Safety
Work is conducted in a manner which 1 2 3
is most likely to protect yourself
and others from harm.
Work is conducted in a manner which 1 2 3
is most likely to protect facilities
and equipment from damage.
COMMENTS
VI . Work Habits and Professional Appearance
Adheres to a productive work ethic. 1 2 3
Exercises good personal hygiene. 1 2 3
Presents a neat and professional image. 1 2 3
Attendance 1 2 3
COMMENTS
VII . Equipment Use and Maintenance
Use and care for Department equipment 1 2 3
is done in a manner most likely to
ensure good working order and appearance.
COMMENTS
i
-14-
9/9/94
-------------------------------------------------------------------
PART 4
OVERALL EVALUATION
-------------------------------------------------------------------
Exceeds
Standards Meets Job Standards Below Standards
The overall rating is not intended to be an average of the ratings
on individual performance factors. In every job, some results and
factors are more important than others and should be given greater
weight. Should a regular employee disagree with his/her overall
rating or any portion thereof ( for any element that is rated less
than satisfactory) the employee has the right to have the City
Manager review the Performance Evaluation. The employee shall
have the right to have an Association Representative present. The
City Manager' s review and decision relating to the Performance
Evaluation will be final. Such appeal to the City Manager must be
made within 30 days of the date the employee receives the Perfor-
mance Evaluation.
COMMENTS
-------------------------------------------------------------------
PART 5
EMPLOYMENT DEVELOPMENT
-------------------------------------------------------------------
I HAVE PARTICIPATED IN DISCUSSION OF OVERALL JOB PERFORMANCE AND
SETTING OF NEW OBJECTIVES.
COMMENTS
-15-
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-------------------------------------------------------------------
PART 6
CERTIFICATION
-------------------------------------------------------------------
The employee' s signature does not necessarily mean the employee is
in total agreement with the remarks or ratings. Employee has the
right to candidly express his/her opinion on this evaluation.
Interview conducted with: Date
Signature of Employee
Employee comments:
Signature of Supervisor Date
Signature of Division Commander Date
Signature of
Department Head Date
Chief of Police
Comments for Division and/or Department Head
If comments are made by the Department Head, the employee must
initial, indicating he has seen these comments prior to routing to
the Personnel Office.
I have reviewed the comments made
by the Department Head Employee' s Initials
-16-
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JOB DEFINITIONS
COMMUNITY SERVICE OFFICER
ASSIGNED TO ABANDONED VEHICLE ABATEMENT
Under supervision, an employee engaged in performing a wide
variety of non-hazardous, non-sworn, law enforcement duties.
The employee may be required to drive a vehicle and must
possess the appropriate State of California driver' s license.
Employee' s background of training and education must be such
to qualify the employee to perform duties with skill, effi-
ciency, safety, tact, and diplomacy. Such duties include,
but are not limited to, provide general assistance and
direction to the public by way of personal and telephone
contacts; respond to citizen inquiries and requests; receive
calls for police service from the public and prepare police
reports; provide information to the news media according to
Department policy; inspect vehicles for corrections of
mechanical violations; answer telephones; prepare subpoena
worksheets; fingerprint people who have been cited and
released for petty theft; assist patrol when needed; give
public presentations involving abandoned vehicle abatement
related issues, i.e. , definition of abandoned, owner respon-
sibility, compliance with the law, public nuisance, and
public safety.
-17-
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• i � � -
i
Minimum Performance Standards
Crime Prevention Community Service Officer
MINIMUM PERFORMANCE STANDARDS FOR COMMUNITY SERVICE OFFICERS
ASSIGNED TO CRIME PREVENTION
I . INTERNAL RELATIONS
You are expected to conduct your work in a manner which
supports the overall group effort. If differences with
co-workers and supervisors develop, you are expected to
resolve them in a constructive way.
This means you are expected to:
A. Treat coworkers and supervisors with the same
respect you desire.
B. Avoid behavior which disrupts your and other' s
work.
C. Avoid racial, religious, ethnic, sexual slurs, and
comments that might offend.
D. when differences develop, handle them constructive-
ly by actively trying to resolve or negotiate ways
to work together harmoniously.
E. Complete accurate time card on time.
F. Follow the chain of command.
G. Any sick leave used to be for legitimate medical
reasons according to current .City policy in effect.
II . EXTERNAL RELATIONS
You are expected to conduct your work in a manner
likely to foster good citizen relations and support for
the agency and not to generate patterns of sustained
complaints.
This means you are expected to:
A. Treat citizens with respect.
B. Refuse to accept gratuities.
C. Avoid profanity, use of racial, religious, ethnic,
and sexual slurs, sarcasm, and derogatory remarks.
D. Provide assistance to other agencies in a timely
manner.
-3-
9/9/94
Minimum Performance Standards
Crime Prevention Community Service Officer
E. Conduct yourself in a manner which will not gener-
ate sustained complaints or claims against you or
the City of Redding.
III . WORK HABITS AND PROFESSIONAL APPEARANCE
You are expected to adhere to a productive work ethic
to exercise good personal hygiene; and present a neat
and professional image.
This means you will be expected to:
A. Be ready for work and at your work station at the
beginning of your shift.
B. Limit conversations which interfere with your work
or the work of others.
C. Be willing to accept all work assigned and perform
the menial as well as the more challenging tasks.
D. You will leave a clean work area upon termination
of your shift. This includes trash, food, drinks,
and unfinished work.
E. Uniform and grooming standards are to be in accor-
dance with the Department' s Uniform Manual.
IV. EQUIPMENT USE AND MAINTENANCE
You are expected to use and care for Department equip-
ment in a manner most likely to ensure good working
order and appearance.
This means you will be expected to:
A. Report damage to any Departmental equipment while
it is in your possession.
B. Complete a malfunction report each time equipment
breaks down. Place a call for service if the
equipment is needed immediately or leave the
malfunction report for day shift records personnel
to arrange for repairs.
I
C.. Return equipment used to its proper location.
I
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9/9/94
a
Minimum Performance Standards
Crime Prevention Community Service Officer
V. SAFETY
You are expected to conduct your work in a manner which
is most likely to protect you and others from harm and
facilities and equipment from damage.
This means you are expected to:
A. Follow Department policy and procedures in the use
of vehicles and equipment.
VI . PRODUCTIVITY
A. Satisfactory preparation and presentation of Crime
Prevention events, programs, and meetings..
B. Maintain communication/cooperation with other City
departments and other public and private agencies.
C. Conduct residential and commercial security surveys
and attend Police Planning Committee meetings.
D. Provide other Crime Prevention presentations as
requested ( i.e. , robbery, personal safety, gangs,
drug awareness, business security, child safety,
rape awareness, etc. ) .
E. Assist in the Volunteer Program as needed and
conduct volunteer background interviews.
F. Prepare and facilitate Southeast Asian Task Force
meetings.
G. Answer miscellaneous Crime Prevention questions via
phones, mail, etc. , as they arise and update and
maintain Crime Prevention calendar.
H. Identify innovative methods to promote community
Crime Prevention in the public and private sector.
-5-
9/9/94
EXHIBIT " "
REDDING POLICE DEPARTMENT
COMMUNITY SERVICE OFFICER
PERFORMANCE EVALUATION INSTRUCTIONS
CRIME PREVENTION
INTRODUCTION
The Community Service Officer performance package has been
designed to establish clear expectations of work performance.
The philosophy behind its development centers around the
principle that all employees want to do a good job, but need
to know what is expected of them to do so. With that goal in
mind, performance standards have been drafted describing what
is expected of the Redding Police Department' s Community
Service Officers.
PERFORMANCE STANDARDS
A set of standards has been drafted defining the responsibil-
ities of the Community Service Officer. The performance
standards have been drafted as specifically as possible.
Regardless of a specific bureau of assignment or job title,
certain performance standards are expected to be maintained
no matter what the assignment. The performance standards are
intended to clearly define these expectations and form the
basis from which Community Service Officers ' performance will
be evaluated.
PERFORMANCE EVALUATION
The evaluation form used to rate a Community Service Offi-
cer' s performance has been designed to reflect each of the
performance standard categories. In each category a Communi-
ty Service Officer can be rated "Exceeds Standards," "Meets
Standards," or "Below Standards" as the case may be. A check
mark in the rating which most closely represents a community
service officer' s performance in each performance category
shall be made.
At the top of the first page of the evaluation form, it is
important to complete the identifying information requested.
RATINGS DEFINED
The following descriptions are supplied to clearly define
what type of performance is expected to earn a rating in that
category:
-6-
9/9/94
. i •
Exceeds Standards : Consistently performs above standards.
Meets Standards : Consistently meets the established stan-
dard.
Below Standards: Results fall short of meeting job require-
ments . (Does not meet the standard as
noted in the comments section of the
evaluation and through prior counseling. )
Examples of performance incidents justifying ratings in each
of the rating categories as well as the overall rating shall
be listed in the comments section of the evaluation form.
COMPENSATION
Community Service Officers of this department are paid within
a salary range. Upon initial appointment, an employee is
normally paid the lowest wage rate for that classification.
Those Community Service Officers who receive evaluations
indicating that they are rated overall "Meets or Exceeds
Standards" will be advanced to the next scheduled salary
step.
Any Community Service Officer who is rated as overall "Below
Standards" may be denied a salary step increase. However,
there will be no employees "surprised" with a substandard
rating, in that a prior counselling session shall have
occurred with the Community Service Officer describing the
deficiency and providing time for correction. (Refer to
Standard Performance Policy) .
STANDARD PERFORMANCE POLICY
Substandard performance hurts the organization by forcing
other Community Service Officers to carry a greater portion
of the day-to-day workload. For these reasons, every attempt
will be made to encourage all Community Service Officers to
perform at a level where all standards are being met and/or
exceeded. To this end, two clauses have been added to the
evaluation package and apply to all performance standards.
A. CLAUSE #1:
If you are not meeting the expectations in the perfor-
mance element, your supervisor will meet with you and
clarify how you are perceived not to be meeting the
standard.
If your "Below Standards" work is critical enough that
your rating might be adversely affected, your supervi-
sor will inform you and together a plan will be
prepared to correct the deficiency and summarize it in
writing.
-7-
9/9/94
If you successfully implement the plan to correct
performance, you will be rated as satisfactory in this
element; if not, you will not get a satisfactory
rating in that element.
B. CLAUSE #2 :
If the plan referenced above becomes unattainable,
initiate contact with your supervisor to re-negotiate.
-8-
9/9/94
REDDING POLICE DEPARTMENT
------------------------------------------------------------------
PART 1
CCIMMUNITY SERVICE OFFICER PERFORMANCE EVALUATION
CRIME PREVENTION
------------------------------------------------------------------
Date of
this report
Last Name First Name. Initial
For period
Position from to
Division
Length of service with Department
In present position
------------------------------------------------------------------
PART 2
PERFORMANCE FACTORS
------------------------------------------------------------------
EXCEEDS
STANDARDS: Consistently performs beyond established minimum
performance standards, and contributes beyond cur-
rent job responsibilities. Produces results of ex-
ceptional quality. Demonstrates unusual talent,
ability, or expertise.
MEETS JOB
STANDARDS: Consistently fulfills minimum performance standards
Contributes effectively to City objectives. If new
to the job, learning process equals expectations.
BELOW
STANDARDS: Results fall short of meeting minimum performance
standards. Does not necessarily indicate com-
pletely unsatisfactory or unacceptable performance,
but addresses a performance area which needs addi-
tional attention or effort. If new to the job,
further development is needed to consistently meet
job requirements.
INSTRUCTIONS: Examples of performance incidents justifying rat-
ings in each of the rating categories shall be
listed in the comments section of the evaluation
form.
1 - Exceeds Standards 3 - Below Standards
2 - Meets Job Standards
-9-
9/9/94
------------------------------------------------------------------
PART 3
PERFORMANCE STANDARDS
------------------------------------------------------------------
I . Internal Relations
Work is conducted in a manner which 1 2 3
supports the overall group effort.
Differences with co-workers and 1 2 3
supervisors are resolved in a
constructive manner.
COMMENTS
II . External Relations
Work is conducted in a manner which 1 2 3
is likely to foster good citizen
relations and support for the agency.
Work is conducted in a manner which 1 2 3
does not generate patterns of sus-
tained complaints.
COMMENTS
III . Work Habits and Professional Appearance
. Adheres to a productive work ethic. 1 2 3
. Exercises good personal hygiene. 1 2 3
Presents a neat and professional image. 1 2 3
Attendance 1 2 3
COMMENTS
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r IV. Equipment Use and Maintenance
Use and care for Department equipment 1 2 3
is done in a manner most likely to
ensure good working order and appearance.
COMMENTS
V. Safety
Work is conducted in a manner which is 1 2 3
most likely to protect yourself and
others from harm.
Work is conducted in a manner which is 1 2 3
most likely to protect facilities and
equipment from damage.
COMMENTS
VI . Productivity
Satisfactory preparation and 1 2 3
presentation of Crime Prevention
events, programs, and meetings.
Communications and cooperation with 1 2 3
other public and private agencies are
maintained.
Security surveys are conducted and 1 2 3
police planning committee meetings
are attended.
Crime Prevention presentations are 1 2 3
provided as requested.
Assistance is given to the Volunteer 1 2 3
Program as needed to include volunteer
background interviews.
Preparation and facilitation of 1 2 3
Southeast Asian Task Force meetings as
needed.
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Responds to questions regarding Crime 1 2 3
Prevention matters and maintains the
V
Crime Prevention calendar.
Identifies innovative methods to 1 2 3
promote community crime prevention in
the public and private sector.
COMMENTS
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PART 4
OVERALL EVALUATION
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Exceeds
Standards Meets Job Standards Below Standards
The overall rating is not intended to be an average of the ratings
on individual performance factors. In every job, some results and
factors are more important than others and should be given greater
weight. Should a regular employee disagree with his/her overall
rating or any portion thereof (for any element that is rated less
than satisfactory) the employee has the right to have the City
Manager review the Performance Evaluation. The employee shall
have the right to have an Association Representative present. The
City Manager' s review and decision relating to the Performance
Evaluation will be final. Such appeal to the City Manager must be
made within 30 days of the date the employee receives the Perfor-
mance Evaluation.
COMMENTS
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PART 5
EMPLOYMENT DEVELOPMENT
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I HAVE PARTICIPATED IN DISCUSSION OF OVERALL JOB PERFORMANCE AND
SETTING OF NEW OBJECTIVES.
COMMENTS
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„ PART 6
CERTIFICATION
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The employee' s signature does not necessarily mean the employee is
in total agreement with the remarks or ratings. Employee has the
right to candidly express his/her opinion on this evaluation.
Interview conducted with: Date
Signature of Employee
Employee comments:
Signature of Supervisor Date
Signature of Division Commander Date
Signature of
Department Head Date
Chief of Police
Comments for Division and/or Department Head
If comments are made by the Department Head, the employee must
initial, indicating he has seen these comments prior to routing to
the Personnel Office.
I have reviewed the comments made
by the Department Head Employee' s Initials
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JOB DEFINITIONS
COMMUNITY SERVICE OFFICER
CRIME PREVENTION UNIT
In addition to meeting Community Service Officer ( CSO)
standards, CSOs assigned to Crime Prevention will be required
to perform Crime Prevention duties with skill, efficiency,
safety, tact, and diplomacy. Such duties include, but are
not limited to, provide general assistance and direction to
the public by way of personal and telephone contacts; respond
to citizen inquiries and requests; inspect businesses and
residences to determine susceptibility to criminal attack and
recommend security precautions; facilitate neighborhood watch
group meetings and other informative public meetings, plan
and facilitate special public events, attend Police Planning
Committee meetings, conduct volunteer background interviews,
and update crime prevention calendars.
Additionally, the Crime Prevention Community Service Officer
may be required to adjust work hours to attend and supervise
special events and meetings. The Crime Prevention Community
Service Officer may be assigned other related Crime Preven-
tion duties as deemed necessary by the Crime Prevention
Officer and/or administrative staff.
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