HomeMy WebLinkAboutReso 94-179 - Approve provisions of the MOU between the COR & the Peach Officers Association of Redding, Effective 06-19-94 0 0
RESOLUTION NO. 94-J11
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF REDDING
APPROVING THE PROVISIONS OF THE MEMORANDUM OF
UNDERSTANDING BETWEEN THE CITY OF REDDING AND THE PEACE
OFFICERS ASSOCIATION OF REDDING, EFFECTIVE JUNE 19,
1994.
WHEREAS, the Peace Officers Association of Redding has been
formally recognized as the majority representatives 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, as required by the provisions of
the Meyers-Milias-Brown Act of 1968; and
WHEREAS, a true copy of the Memorandum of Understanding is
attached hereto and incorporated herein by reference;
NOW, THEREFORE, IT IS HEREBY RESOLVED that the City Council
of the City of Redding hereby approves the aforesaid Memorandum
of Understanding, effective June 19, 1994.
I HEREBY CERTIFY that the foregoing Resolution was
introduced, read, and adopted at a regular meeting of the City
Council on the 21st day of June, 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
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A /EST: FO PROVED:
CONNIE STROHMA City Clerk ALL A. HAYS, City Attorney
4 t
MEMORANDUM OF UNDERSTANDING
between
THE DESIGNATED REPRESENTATIVES OF THE CITY OF REDDING
and
THE DESIGNATED REPRESENTATIVES
of the
PEACE OFFICERS ASSOCIATION OF REDDING
EFFECTIVE : July 1 , 1974 ( Insofar as legally possible)
AMENDED: May 29 , 1975 , to be effective June 29 , 1975
AMENDED: June 20 , 1978 , to be effective June 25 , 1978
AMENDED: August 2 , 1982 , to be effective July 7 , 1982
AMENDED : August 11 , 1983 , to be effective July 3 , 1983
AMENDED: November 5 , 1984 , to be effective November 4 , 1984
AMENDED: April 7 , 1987 , to be effective July 1 , 1986
AMENDED : July 18 , 1989 , to be effective June 25 , 1989
AMENDED: April 6 , 1993 , to be effective April 6 , 1993
AMENDED: June 21 , 1994 , to be effective June 19 , 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 ------------------------------------------------- 7
6 Disability and Unemployment ---------------------------- 7
7 Employee Status ---------------------------------------- 8
8 Wages and classifications ------------------------------ 9
9 Hours and Overtime ------------------------------------- 11
10 Seniority ---------------------------------------------- 15
11 Promotion and Transfer --------------------------------- 15
12 Demotion and Layoff ------------------------------------ 16
13 Leave of Absence --------------------------------------- 17
14 Expenses ----------------------------------------------- 18
15 Sick Leave --------------------------------------------- 18
16 Funeral Leave ------------------------------------------ 19
17 Holidays ----------------------------------------------- 20
18 Vacations ---------------------------------------------- 21
19 Uniforms ----------------------------------------------- 25
20 Miscellaneous ------------------------------------------ 25
21 Employee Benefit Programs ------------------------------ 26
22 Term --------------------------------------------------- 28
23 Entire Agreement --------------------------------------- 29
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C ,
EXHIBIT "A" - Schedule of Wage Rates ----------------------- 1
EXHIBIT "B" - Schedule of Wage Rates ------------------------ 1
EXHIBIT "C" - Schedule of Wage Rates ------------------------ 1
EXHIBIT "D" - Job Definitions ------------------------------- 1-3
EXHIBIT "E" - Performance Standards ------------------------- 1-58
EXHIBIT "F" - Reimbursement of Hiring and Training Expenses - 1-2
EXHIBIT "G" - Substance Abuse Policy ------------------------ 1-18
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MEMORANDUM OF UNDERSTANDING
THIS MEMORANDUM OF UNDERSTANDING, made and entered into this
26th day of .Tune, 1974 , by and between the designated representa-
tives 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 re-
ferred 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
( Subsection 3500, et. seq. ) of Division 4 of Title 1 of the Govern-
ment 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 .
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 au-
thorize employees individually or collectively to engage in such
activities and shall make a reasonable effort under the circum
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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 procedures
set forth in this Memorandum of Understanding for resolution of
disputes between the parties . The Association agrees that it will
follow the procedures as set forth in this Memorandum of Under-
standing 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. 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 . The parties acknowledge that the foregoing
management rights are subject to any provisions of this Memorandum
of Understanding which specifically modify or limit management' s
exercise of the foregoing rights , and except as these rights have
been so modified herein, they shall not be subject to the grievance
procedure.
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1 . 8 The schedule and staffing plan for the Field Operations
Unit provides for a four ( 4 ) day work week with ten ( 10) hour
working days at regular time . It is recognized that management has
the right to schedule employees and to determine the staffing plan;
however, a specific exception shall apply exclusively to the rever-
sion to a five ( 5 ) day work week with eight ( 8 ) hour working days in
that this reversion shall be subject to the meet-and-confer process
as provided for by the Meyers-Milias-Brown Act and this agreement .
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
permitted 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 his activity on behalf of the Association.
2 . 5 Any employee, at the employee ' s request, shall be
permitted representation by an Association representative on any
grievance or disciplinary matter. In particular, the parties
acknowledge the provisions of California Government Code Section
3300 et . seq. as it exists or may be subsequently amended by the
California Legislature .
2 . 6 Joint Association-Management meetings shall be held as
often as agreed upon by the Association and Management . The purpose
of these meetings shall be to promote harmony and efficiency and to
improve communications between employees and all levels of manage-
ment . The meeting agenda shall be determined by those in attendance
and there shall be no restrictions on the subject matter, provided
the meetings shall not substitute for normal grievance procedures or
for formal negotiations between the parties . Those in attendance
shall consist of the Association' s Negotiating Committee and the
City' s Police Chief , the City' s Personnel Officer and such other
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management personnel as determined by the Personnel Officer. The
meetings shall be summarized in written minutes . Except that the
provisions of this section shall be observed, the meetings shall be
self-organizing.
ARTICLE 3
Association Security
3 . 1 The City shall deduct from their wages , the regular
membership dues of the 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 payroll
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 grievances 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 Under-
standing and with respect to such matters as the alleged discrimi-
natory or arbitrary discharge, demotion or discipline of an indi-
vidual 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 demo-
tion . 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 .
4 . 2 The initial step in the adjustment of a grievance shall be
a discussion between the Association' s President or Vice President,
or any other person designated by the grievant, and the immediate
Management Supervisor directly involved, Division Head or Department
Head as applicable, who will answer within ten ( 10) work days . This
step shall be started within thirty ( 30 ) work 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
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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 location of all meetings between the
grievant ' s representatives and management representatives must be in
writing.
4 . 3 . 1 For matters regarding MOU interpretation the
following provisions will apply:
4 . 3 . 1 ( a) Step Two : If the initial step in resolving the
grievance ( step one) was at a lower administrative level than the
Chief of Police, and the grievance was not resolved at Step One, the
second step shall be a discussion between the Association' s
President or Vice President or representative designated as such by
the grievant and the Chief of Police, who shall answer within ten
( 10 ) work days . This step shall be taken within ten ( 10 ) work days
of receipt by the grievant of the answer in Step One.
4 . 3 . 1 (b) 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 or representative designated as such by the grievant to
the City Manager, who shall answer, in writing, within ten ( 10 ) work
days . The third step shall be taken within ten ( 10 ) work days of
receipt by the grievant of the answer in Step Two. If requested by
the grievant, a meeting shall be held between the City Manager (who
may delegate the meeting to the Assistant City Manager) and the
grievant prior to the City Manager' s response .
4 . 3 . 2 For matters regarding non-Skelley disciplinary
situations the following procedures will apply:
4 . 3 . 2 ( a) The initial step in resolving the grievance shall be
a discussion between the Association' s President or Vice President
or representative designated as such by the grievant and the Chief
of Police, who shall answer within ten , ( 10) work days .
4 . 3 . 2 (b) Step Two: If a grievance is not resolved in the
initial step, the second step shall be the presentation of the
grievance in writing by the Association President or Vice President
or representative designated as such by the grievant to the City
Manager, who shall answer in writing within ten ( 10) work days . The
second step shall be taken within ten ( 10) work days of the date of
the answer in the initial step.
4 . 3 . 2 ( c) Step Three : If a grievance is not resolved in the
second step, the third step shall be referral to arbitration. The
third step shall be taken within twenty ( 20 ) work days of the date
of the answer in step two .
4 . 3 . 3 Grievances that appeal a disciplinary action wherein
a pre-disciplinary hearing ( Skelley) has been afforded the employee
with the City Manager, shall be filed initially at arbitration .
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4 . 4 ( 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) work days of the date of the answer in Step
Three .
4 . 4 (b) Within five ( 5 ) working days of the City' s receipt of
a request by the Association to submit a grievance to arbitration
the City will solicit a list of not more than ten ( 10 ) arbitrators
from the State of California Conciliation and Mediation Service . A
copy of such list shall be forwarded to the Association' s mailing
address upon receipt by the City. The parties agree to act
expeditiously in the selection of an arbitrator . If the Association
and the City fail to reach mutual agreement on the selection of an
arbitrator, each party shall , at a meeting of its representatives ,
alternately strike a name from the list of arbitrators provided by
the SCCMS . The first party to strike a name shall be determined by
lot . 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 .
4 . 4 ( 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 as soon as is practicable
for all parties involved. 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 . 5 Failure by either party to meet any of the aforementioned
time limits as set forth in Subsection 4 . 2 , 4 . 3 . 1 ( a) , 4 . 3 . 1 (b) ,
4 . 3 . 2 ( a) , 4 . 3 . 2 (b) , 4 . 3 . 2 (c ) , 4 . 4 ( a) or 4 . 4 (c ) will result in
forfeiture by the failing party; except however, that the afore-
mentioned time limits may be extended by mutual written agreement .
Grievances settled by forfeiture shall not bind 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 . 6 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 .
4 . 7 Whenever the term work day or working day is used in this
article, it shall mean any day that City Hall is open to the public .
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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 Regular safety meetings will be held once every two ( 2 )
months for the purpose of reviewing accidents and preventing their
recurrence, eliminating hazardous conditions and familiarizing
employees with safe work procedures and applicable State Safety
Orders and for training in first aid. The Association may request
no more than six ( 6) safety meetings in a calendar year to discuss
unsafe working conditions . The City shall accommodate such re-
quests .
ARTICLE 6
Disability and Unemployment
6 . 1 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 the 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 requesting to return to
work after an absence caused by disability or illness to submit to a
medical examination by a physician or physicians approved by the
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 the employee, to the employee ' s fellow
employees or to the employee' s own permanent health.
6 . 2 Vacation and sick leave shall be accrued and group insur-
ance coverage shall be maintained while a regular employee is absent
from work as a result of a job related disability and receiving
workers ' Compensation temporary disability compensation as set forth
in Section 4850 of the Labor Code of the State of California for the
period of such disability, but not exceeding one ( 1 ) year. Employ-
ees who are not entitled to the benefits as set forth in Section
4850 of the Labor Code of the State of California, but who are
receiving workers ' Compensation temporary disability benefits , may,
nevertheless , at their option, maintain their group insurance
coverage during the period in which they are receiving temporary
disability compensation for up to a maximum of a cumulative total of
five ( 5 ) years , providing the employee pays his or her share of the
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monthly premium to the City of Redding on or before the first day of
the month for which the premium is intended. Holidays which occur
during the period for which any employee is receiving temporary
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 completed the
probationary period set forth in Article 7 . 3 .
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 probation-
ary 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 and one-
half ( 1 1/2 ) years of continuous full time service with City
( including time spent classified as a Police Recruit in the Police
Academy) or one ( 1 ) year of continuous full time service with City
for a lateral entry Police Officer, a probationary 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 six ( 6 ) months for the purpose of enabling a more extensive
review and evaluation of a probationary employee prior to the
employee attaining 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. A
regular City employee who transfers to the Police Department as a
sworn personnel will begin a new probationary period as outlined in
this section. However, for the purposes of seniority within the
Police Department, time will start at the time of appointment . All
other benefits shall be calculated based upon total City time .
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 for sick
leave pay, holiday pay, vacation pay, insurance coverage, retirement
plan participation or items of a similar nature, nor shall he accrue
seniority or promotion and transfer rights or leave of absence
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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 his or her new status . Upon
completion of six ( 6 ) months of continuous service with the City, a
full time temporary employee shall be given the status of a
probationary employee .
7 . 5 All promotional appointments to the classifications of
Police Corporal and Police Sergeant will be probationary for one
full year . If the probationary period is not successfully
completed, the person shall return to the classification from which
they were promoted; provided however that such return rights do not
apply to an employee who was discharged for cause while in a proba-
tionary status . In such case such employee shall have the right to
appeal the discharge through the grievance procedure (Article 4 ) .
7 . 6 An employee returning to City service in a position in
this unit, who had attained at least step four of the salary range
prior to the period of separation, may be placed at the fourth,
fifth, sixth or seventh step in the salary range at the discretion
of the Chief of Police .
ARTICLE 8
wages and Classifications
8 . 1 ( a) Employees shall be paid the wage established for
their classification . 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 . Step increases
will be granted as follows : After thirteen ( 13 ) full pay periods of
employment at Salary Step 1 and with an overall satisfactory or
above performance rating, an employee will be advanced to Salary
Step 2 . After twenty-six ( 26 ) full pay periods of employment at
each subsequent salary step with an overall satisfactory or above
work performance, an employee will be advanced to the next higher
step. The effective date of promotion to a new classification or
advancement to a higher wage step shall be the first day of the pay
period following qualification for the promotion or advancement to a
higher wage step.
8 . 1 (b) Should a Police Officer wish to appeal a denial of a
step increase, the officer may do so by submitting an appeal ( 1 ) to
the Chief of Police, and if not resolved, ( 2 ) to an advisory com-
mittee comprised of two ( 2 ) representatives designated by the
Association and one ( 1 ) representative designated by Police manage-
ment . 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
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
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
employeea' s regular classification shall also be accrued in such
temporary classification.
8 . 6 ( a) Attached hereto and made a part hereof are Exhibits
and "B" and "C" entitled "Schedule of Wage Rates . "
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8 . 7 Attached hereto and made a part hereof is Exhibit "e D"
entitled "Job Definitions . "
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8 . 8 ( a) Effective July 1 , 1987 , shift differential shall be
paid as follows :
Watch I (Graveyard) 2130 hours-0730 hours $ . 75 per hour
Watch II (Days) 0700 hours-1700 hours $ . 00 per hour
Watch IIIA ( Swings ) 1400 hours-2400 hours $ . 50 per hour
1600 hours-0200 hours $ . 50 per hour
Watch IIIB ( Swings ) 1700 hours-0300 hours $ . 75 per hour
1800 hours-0400 hours $ . 75 per hour
8 . 8 (b) Effective June 25 , 1989 , POST and educational incen-
tives shall be added to the base pay of those regular employees who
qualify as follows :
2 . 5% plus $100 . 00* - AA or AS degree, or sixty ( 60 ) semester
units, or a POST Intermediate Certificate.
5 . 0% plus $100 . 00* - BA or BS degree, or one hundred twenty
( 120) semester units or a POST Advanced Certificate .
* The annual $100 . 00 additional educational incentive to be
effective June 19 , 1994 , will be added to either the two and
one half percent ( 2 1/2%) or the five percent ( 5%) educational
incentive; but not both. The initial eligibility for the
annual $100 . 00 will be paid on the next scheduled payment date .
The annual payment will be on a separate check and paid during
the second pay period in July.
8 . 8 ( c ) Dates stated regarding the beginning date of compen-
sation elements are approximate . They will actually begin on the
beginning day of a pay period closest to the stated date of begin-
ning.
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.
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9 . 3 ( a) A work week is defined to consist of seven ( 7 )
consecutive calendar days , Sunday through Saturday, and a basic work
week is defined to consist of five ( 5 ) consecutive workdays of eight
( 8 ) hours each, or four ( 4 ) consecutive workdays of ten ( 10 ) 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 . 3 (b) Police 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 . Police Officers may be assigned to days off and
a watch based on Departmental needs and/or administrative adjust-
ments . 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 .
( 1 ) Selection of a watch and days off , by Specialists , shall
be conducted in the following manner:
a. K-9 Specialists shall select a watch and days off
based on seniority with the Department . No more than
one K-9 Specialist shall be on the same watch unless
authorized by the chief of Police .
b. Traffic Specialists shall select a watch and days off
from those slots which have been scheduled by the
Department . Selection shall be based on consecutive
seniority as a Traffic Specialist . Traffic Special-
ists shall rotate between Watch II and Watch III as
often as is practical .
C . DUI Specialists shall remain on special assigned
watches .
d. Other Specialists shall be assigned as determined by
the needs of the Department.
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 or ten ( 10) hours as applicable on a scheduled workday ( the
ten hour workday shall apply only to the part of the work force
assigned to a four day, ten hour work week) , (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 .
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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 , four hundred eighty ( 480 ) 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 any unused compensatory time off
previously earned.
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9 . 6F19} Effective June 24 , 1990 , except in the circumstances
outlined below, employees who are required to report for work on
their non-workdays or on holidays they are entitled to have off , or
outside of their regular hours on workdays , shall be paid overtime
compensation for the actual time worked, but in no event for less
than three ( 3 ) hours ' compensation. Employees who are required to
report for court duty on their non-workdays or on holidays they are
entitled to have off shall be paid overtime compensation for the
actual time worked, but in no event for less than four (4 ) hours '
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-13-
compensation . If an employee is required to report to court on the
same day for the same subpoena following an appearance on that
subpoena prior to 1200 hours the employee will be paid actual
overtime worked for that subsequent appearance in addition to the
minimum overtime compensation paid for the morning appearance . On
multiple subpoenas for the same day emplovees will be allowed only
one minimum overtime claim before 1200 hours and one minimum
overtime claim after 1200 hours . Orgy-owe--{3)-��ai�t-fey- ate
ee�}�etis$�3eti-sfi�33-�grade-zrcfvir-�-2-0�-ltc�ttrs -ani-91°t�y-en e-f�}-e�aim
fet-- i�tte--eemgenaatfer:-shall-4>e--Mad_ -after- 4tourg-fi°t-these
eases-�e-re-qtr-exrp3�yee--ice-eec�trr�et}-t c�-regard-far-e ett e f-a��e a�aae e s
en-any-liven-day- If an employee is called for-suek to work one ( 1 )
hour or less mare before the employee ' s regular hours were scheduled
to begin on a workday and continues to work into the employee' s
regular hours , the employee shall be paid overtime compensation only
for the actual time worked. Conversely, if an employee is called in
to work more than one ( 1 ) hour before the employee ' s regular work
hours were scheduled to begin, the employee shall receive the
minimum overtime compensation outlined above . Notwithstanding the
foregoing, and subject to man-power availability, an employee who is
called for such work outside of the employee ' s regular work hours on
a scheduled work day, may upon mutual agreement between the shift
supervisor and employee, begin and end a shift early or late . 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 practicable
among those employees who are qualified and available and who
volunteer for overtime work and the City shall not require employees
who have worked overtime to take equivalent time off during a
workday without pay.
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9 . 8Fb� Effective June 24 , 1990 , if an employee has received
a subpoena for court appearance and the subpoena is subsequently
cancelled, the employee shall receive compensation as outlined in
Section 9 . 6 of this contract if the City has not made notice of the
cancellation available to the employee by 1800 hours the day pre-
ceding the court appearance if such appearance is on the employee' s
scheduled work day, or by 1800 hours two days preceding the court
appearance if such appearance is on the employee' s non-workday or on
a holiday the employee is entitled to have off .
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9 . 9 Investigations Division .
a . Flexible Work Schedule .
As an exception to Article 9 . 3 ( a) , employees assigned
to the Investigations Division, with the approval of
their supervisor, may opt to work a flexible work
schedule of forty ( 40 ) hours in seven ( 7 ) calendar
days , Sunday through Saturday.
b . Overtime Calculation.
As an exception to Article 9 . 4 , employees working a
flexible work schedule will be paid overtime for
hours worked in excess of forty ( 40) in a work week
of seven ( 7 ) calendar days , Sunday through Saturday.
Paid leave shall count toward the overtime
calculation .
ARTICLE 10
Seniority
10 . 1 Seniority is defined as total length of continuous service
with the City. In determining an employee ' s seniority, the conti-
nuity of this 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 reemploy-
ment 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.
ARTICLE 11
Promotion and Transfer
11 . 1 All promotions and transfers shall be in accordance with
standards and procedures as determined by the City.
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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 .
Within each classification, all employees , other than regular
employees , shall be laid off prior to regular employees being laid
off . Regular employees shall be laid off in the reverse order of
seniority in the classification with the least senior employee being
laid off first . Far-the-rld-'pese-Qf--t4ri-S--sem i-oma,--gem ap �- - fie
el$sses-ef- Off3eee--1;--14-efd-3-I-I-sha-1f-be-eemb3tied- Whenever
two or more regular employees in the same class have the same amount
of class seniority, ties will be broken by giving greater preference
to the employee with greater department seniority. If the tie is
still unresolved, the tie shall be broken by giving greater prefer-
ence to the employee with greater City seniority. If the tie is
still unresolved, the tie shall be broken by lot .
12 . 2 An employee who has been laid off may elect to displace an
employee in a lower paid class in the bargaining unit provided the
employee has greater combined seniority than the employee to be
displaced, calculated by adding seniority in the laid-off class to
seniority in the lower-paid class . Whenever an employee demotes to
a lower-paid class , the employee shall be placed on the salary step
which has the closest wage rate to the employee ' s previous wage
rate .
12 . 3 Laid-off employees shall be kept on a reemployment list
for a period of two ( 2 ) years from the date of layoff, and shall
have preferential rehire rights to the class from which the employee
was laid off in the reverse order of layoff . Whenever it becomes
necessary for the City to notify a laid-off-employee of a reemploy-
ment opportunity, the City shall do so by use of registered mail to
the employee ' s last known address as supplied by the employee .
Reemployment shall be based upon the laid-off employee ' s ability to
meet current employment standards . If an employee does not accept
reemployment, the employee ' s name shall be removed from the reem-
ployment list and the employee shall no longer have reemployment
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 will be reinstated.
12 . 4 Employees who have elected to demote into a lower paying
class shall have preferential promotion rights to the class from
which they were demoted in the reverse order of demotion. If an
employee does not accept an offer of promotion to the class from
which the employee was demoted, the employee will lose all prefer-
ential rights to re-promotion.
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12 . 5 Sworn departmental management classifications may demote
into the bargaining unit provided the above procedures are complied
with.
12 . 6 In the event of potential layoffs , discussions will occur
outside of the meet and confer process as to early retirement
options that may be available .
ARTICLE 13
Leave of Absence
13 . 1 Leave of absence may be granted to regular employees by
the City Manager for urgent and substantial reasons , up to a maximum
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 conditions
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 his or her former position and working
conditions , providing that the employee is capable of performing the
duties of his or her former position, except that if there has been
a reduction of forces or his or her position has been eliminated
during said leave, the employee will be returned to the position he
or she would be in had he or she 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 expira-
tion 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 his or her 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 his or her option
and expense, maintain his or her group insurance coverage providing
the full monthly premium is received in the Finance Department of
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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 his or her share of the premium on a
timely basis .
ARTICLE 14
Expenses
14 . 1 Whenever an employee uses his or her personal automobile
for the City' s convenience, he will be reimbursed therefor at the
same rate per mile as established for non-represented City
employees .
14 . 2 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
and lodge at places approved by the City. The time spent by such
employees in traveling to such temporary assignment at its begin-
ning, 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.
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 .
(Accrual rate approximately one ( 1 ) day per month. )
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
his or her 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; and ( 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. No person will be paid both sick leave and
industrial injury leave pursuant to Labor Code Section 4850 on the
same day; however, in cases of claimed industrial injuries where the
City or its insurer is denying liability, accumulated sick leave may
be used.
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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 his or her former
position without hazard to himself or herself or to his or her
fellow employees or to his 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 , he shall receive pay for the holiday as such and it
will 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
gaprat-e pay rate for thirty-three and one-third percent ( 33 1/30) of
the employee ' s accumulated sick leave hours ,--reelueeel-may -astir+
Pld-rstd$ft-t--to--teen---O r For employees with fifteen ( 15 ) years or
more but less than twenty ( 20 ) years of service, the percentage set
forth above shall be increased to forty-five percent ( 450) . For
employees with twenty ( 20) years or more service, the percentage set
forth above shall be increased to sixty percent ( 600) . 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
Employee ' s Retirement System pursuant to the contract between the
City of Redding and the Public Employee ' s Retirement System .
15 . 6 In the event an employee exhausts all paid leave as a
result of an illness or iniury, and subject to the approval of the
employees Department Director, Director of Personnel and the City
Manager, such employee may be advanced sick leave from his or her
future accruals up to 80 hours per incident . Once the employee
returns to duty, sick leave accrual hours will be applied to the
negative sick leave account until it is zero. Should the employee
terminate City employment with a negative sick leave balance
appropriate adjustments would be made to final paid leave cash Pay-
outs or other City monies owed the employee.
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
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( 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 compensation 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
( g) Employee ' s birthday
(h) The second Monday in October, knowns as "Columbus Day"
( i ) November 11th, known as "Veterans ' Day"
( j ) Thanksgiving
* ( k) Friday after Thanksgiving
* ( 1 ) December 24th ( four 4 hours )*-*
(m) December 25th
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*Shall not be a holiday for employees assigned to a ten ( 10 ) hour
workday.
-"E �2 4;-3 96-
If any of the foregoing holidays fall on a Sunday, the Monday
following shall be observed as the holiday, except by those employ-
ees 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 regularly
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 sched-
uled. Notwithstanding the foregoing, an employee may observe his or
her birthday holiday on his or her 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.
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 pay.
17 . 3 If an employee is in a non-pay status on both workdays
immediately adjacent to the holiday, he 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 :
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
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 one
hundred fourth ( 104th) full pay period through the two hundred
-21-
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 . (Ac-
crual 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 pay period of employment .
(Accrual rate approximately four and one-half ( 4 1/2 ) weeks per year
after ( 19 ) years of service. )
18 . 1 ( 8) 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 employment .
(Accrual rate approximately five ( 5 ) weeks per year after twenty-
four ( 24 ) years of service . )
18 . 1 (h) Effective July 1 , 1990 , the maximum vacation time
which can be accrued by a regular employee is five hundred ( 500)
hours .
18 . 1 ( 1 ) Effective July 1 , 1989 , for one time only, vacation
hours accumulated in excess of five hundred ( 500 ) hours will be
retained in a separate time bank to be used by the employee in the
same manner as regular vacation time . Vacation hours retained in
the time bank will not be lost upon effective date of the vacation
maximum. On July 1 , 1990 , earned vacation hours in excess of the
five hundred ( 500 ) hours maximum will not be accumulated. Between
July 1 , 1989 and July 1 , 1990 , employees who are at the five hundred
( 500 ) hour maximum should endeavor to reduce their vacation balance
by an amount greater than their annual vacation accrual . For such
employees , during the above dates , used vacation time and vacation
cash outs will be deducted from the employee ' s regular vacation
accrual account .
18 . 1 ( j ) It is City policy that employees take their normal
vacation each year at such time or times as may be approved by the
Department .
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18 . 1 ( k) 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 hundred ( 500 ) 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 hundred ( 500 ) 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 . 1 ( 1 ) 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 .
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18 .2 Vacation cannot be accrued while an employee is in a
non-pay status .
18 .34 Vacations will be scheduled throughout the calendar
year. Employees with greater seniority as a public safety member
will be given preference over those with less seniority in the
selection of a vacation period; provided, however, that if the
senior employee splits his or her 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 signups . No more than two ( 2 ) officers on the same watch,
manpower availability permitting, shall be on vacation at the same
------Thi&-see tien- #_ re-ixr13 -nerd-effeetive-dune--2-4;
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23-
time . Notwithstanding the foregoing, however, manpower availability
permitting, Management may, at its own discretion, allow more than
two officers to be on vacation at the same time . Management shall
ensure that scheduling and vacation signups are completed at least
two ( 2 ) months before the scheduled watch changes .
18 .45- The City shall not require an employee to take his or
her vacation in lieu of sick leave or leave of absence on account of
illness .
18 . 56. 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 .
18 .6'7- 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 . 7& 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 fiscal
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, compensate the
employee for up to eighty ( 80 ) hours of accumulated vacation during
any fiscal year .
18 . 8 There is hereby established a voluntary vacation donation
program in which any employee (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 required to meet the criteria of
having exhausted all paid leave due to injury 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
injury. 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 .
-24-
ARTICLE 19
Uniforms
19 . 1 The uniform allowance 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 . The
uniform allowance for the duration of this agreement shall be
$700 . 00 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 employment to the
following July 1 . In addition to the foregoing, those employees
assigned to motorcycle duty shall receive payment for uni-
forms/safety equipment based upon a mutually agreed to standard.
19 . 2 The City shall pay the reasonable cost of repair or
replacement of uniforms , glasses , watches or other personal property
up to two hundred dollars ( $200 . 00 ) damaged in the course of em-
ployment . This provision does not apply to items lost or damaged as
a result of negligence of the employee .
19 . 3 An approved uniform shirt shall be worn at all times .
Sleeve length shall be at the option of the employee .
19 . 4 The City retains the right to change uniform standards
that would come under the uniform allowance of 19 . 1 , as long as such
change does not result in increased out-of-pocket costs 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 his or her regular duties
will be paid for the time lost at his regular rate of pay.
20 . 2 Any employee, at his or her request, shall be permitted to
review his or her own personnel file . The file may not, however, be
removed from the Personnel Office .
20 . 3 Government Code Section 3300 , known as the Public Safety
Officers Procedural Bill of Rights, Subsection 3306 , states : "A
public safety officer shall have 30 days within which to file a
written response to any adverse comment entered in the employee ' s
personnel file . Such written response shall be attached to , and
shall accompany, the adverse comment. "
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 .
-25-
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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 fifty ( 50) ; normal retirement age fifty ( 50 ) ; one ( 1 )
year' s compensation in formula; 1959 Survivors Benefits; Post-Re-
tirement Survivors allowance; credit for unused sick leave; fifty
percent ( 50%) ordinary disability benefit; City pays seven percent
( 7%) of employee ' s cost; and military service credit . The City-paid
percentage of the employee ' s normal contribution to the Public
Employees ' Retirement System is credited to the member' s contribu-
tion account and will be refunded to the member upon termination if
he withdraws from the retirement system and requests a refund.
Effective January 1 , 1989 , the City shall begin paying nine percent
( 9%) of the employee ' s cost of the retirement system . Effective
January 1 , 1995 , the 1959 Survivors Benefit will be increased to the
third level .
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--tmni-th
fe��e+nrig 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 .
-26-
I
( 2 ) Health Benefits : $100 deductible per person per year
except for accidents which shall have none; 80% payable
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 .
( a) 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 chooses not to use
a preferred provider' s services .
( 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. The City has agreed to pay an
equivalent amount to the Police Association for their long
term disability policy as the City would have paid to
bring the Police Association members under the City' s
general long term disability program.
( 5 ) Vision Care : Upon the effective date of this MOU, the
City shall pay for a vision care plan for employees only.
On January 1 , 1990 , the City shall , at no cost to the
employee, add vision care coverage for dependents . This
plan shall be Plan A available from the California Vision
Service . This plan is a $25 deductible plan which pro-
vides for an examination every twelve ( 12 ) months , lenses
every twenty-four ( 24 ) months , and frames every twenty-
four ( 24 ) months .
21 . 2 (b) The City will pay fifty percent ( 50%) 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 termina-
tion of group medical insurance coverage . The City will not con-
tribute 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. Notwith-
standing 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.
-27-
21 . 2 ( c ) gee- rez}i-ter a rt-plraft-a s-s e -#carter-in--ntsxb ei--21-o f
-2-1--2� -f-o-r--pt-t�t-ecftt&j--t-o-- j-f t-y-Pere e it t_-f 5 9 -e f
die-eos -foe- e-f s -twe7l+re- bene-f fer
see ane -of-�retrt�l--&n-ed- The City will reimburse
t-l}ese employees for their cost for the first twelve ( 12 ) visits for
treatment of mental and nervous disorders af- l3e-benef9-sed-fot
ebeve; provided the employee submits the necessary documentation to
support the expense and request for reimbursement to the Personnel
office .
21 . 3 A release time bank is here 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 .
21 . 4 Anv employee may volunteer to participate in the Police
Department ' s physical fitness program .
21 . 5 A retiring employee may choose to have any accrued benefit
Payout 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 July 1 , 1974 , and having thereafter been amended, shall continue
in full force and effect until the firs* nineteenth day of
September, 19973tr1-p--+99i, and thereafter from year to year unless
written notice of change or termination shall be given by either
party ninety ( 90) days prior to the expiration date above or the
expiration date of any year thereafter, except, however, this
Memorandum of Understanding shall only become effective with
approval of the City Council of the City of Redding.
22 . 2 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 . 3 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 the Memorandum
of Understanding, however, shall remain in full force and effect .
-28-
ARTICLE 23
Entire Agreement
23 . 1 Except as specifically provided in Article 22 (Term) ,
during the term of this Memorandum of Understanding the parties
expressly waive and relinquish the right to meet and confer on
wages , hours of employment , and terms and conditions of employment ,
and agree that neither party shall be obligated to meet and negoti-
ate with respect to any subject or matter whether referred to or
covered in this Memorandum of Understanding or not, even though such
subject or matters may not have been within the knowledge or con-
templation of either or both the City or the Association at the time
they met and negotiated on and executed this Memorandum of Under-
standing, and even though such subjects or matters were proposed and
later withdrawn. Both parties acknowledge that such waiver and
relinquishment as set forth above carries with it the commensurate
prohibition for either party to effect a unilateral change in an
employment condition falling within the scope of negotiations under
Government Code Section 3500 et . seq.
IN WITNESS WHEREOF, the parties have executed these Amendments
to the Memorandum of Understanding on the day of June, 1994
to be effective June 19 , 1994 .
SAMUEL S . McMURRY CHRISTOPHER D. DARKER
Assistant City Manager President, Peace Officers
Association of Redding
JAMES G. BRISTOW STEVE ALLEN
Personnel Officer Labor Representative
GARY DIRKS DOUGLAS R. O' HARE
Captain, Redding Police Dept . Negotiator
KAREN SUNDIN PETER HANSEN
Assistant Director of Finance Negotiator
PAT TENNANT
Negotiator
-29-
EXHIBIT "A"
SCHEDULE OF WAGES
Effective June 19, 1994
Step 7
Salary Step Monthly
Hourly Pav Rate
Equivalent.
1 2 3 4 5 6 7
Police Recruit $12.47
Police Officer 14.65 $15. 31 16.04 16.96 17.74 18.65 19. 57 3 ,392
Police Court Officer* 20.54 3 , 560
Police Investigator* 21.05 3 .649
Police STOP Officer* 21 .05 3 ,649
Police Corporal 20.54 3 , 560
Police Sergeant 22.56 3 ,910
Administrative Sergeant* 23 . 13 4,009
Investigative Sergeant* 23 . 13 4,009
*Positions subject to temporary upgrade or temporary reclassification only, and
appointments or assignments may be terminated at any time.
For those assignments of ARMOR, SERT, Certified Instructors, and ID Technicians,
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.
NOTE: Seven and one-half percent (7-1/2%) increase over base pay for Police
Investigator and Police STOP Officer is included in the salary schedule.
Two and one-half percent (2-1/2%) increase over base pay for Administrative
Sergeant and Investigative Sergeant is included in the salary schedule.
-1-
EXHIBIT "B"
SCHEDULE OF WAGES
Effective June 18. 1995
Step 7
Salary Step Monthly
Hourly Pav Rate
Equivalent
1 2 3 4 5 6 7
Police Recruit $12.97
Police Officer 15.24 $15.92 16.68 17.64 18. 45 19. 40 20. 35 3 , 528
Police Court Officer* 21.36 3 , 702
Police Investigator* 21 .89 3 . 795
Police STOP Officer* 21 .89 3 , 795
Police Corporal 21 .36 3 , 702
Police Sergeant 23 .46 4,066
Administrative Sergeant* 24 .06 4, 169
Investigative Sergeant* 24 .06 4, 169
*Positions subject to temporary upgrade or temporary reclassification only, and
appointments or assignments may be terminated at any time.
For those assignments of ARMOR, SERT, Certified Instructors, and ID Technicians.
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.
NOTE: Seven and one-half percent (7-1/2%) increase over base pay for Police
Investigator and Police STOP Officer is included in the salary schedule.
Two and one-half percent (2-1/2%) increase over base pay for Administrative
Sergeant and Investigative Sergeant is included in the salary schedule.
-1-
EXHIBIT "C"
SCHEDULE OF WAGES
Effective June 17 , 1996
Step 7
Salary Step Monthlv
Hourlv Pav Rate
Equivalent
1 2 3 4 5 6 7
Police Recruit $13.62
Police Officer 16.00 $16. 72 17 .51 18. 52 19.37 20.37 21.37 3 . 704
Police Court Officer* 22.43 3 ,887
Police Investigator* 22.98 3 ,984
Police STOP Officer* 22.98 3 .984
Police Corporal 22.43 3 ,887
Police Sergeant 24 .63 4, 269
Administrative Sergeant* 25 . 26 4 ,377
Investigative Sergeant* 25. 26 4,377
*Positions subject to temporary upgrade or temporary reclassification only, and
appointments or assignments may be terminated at any time.
For those assignments of ARMOR, SERT, Certified Instructors. and ID Technicians,
a specialty pay of five percent (5%) over base par' will be paid but shall be
limited to such time as they are performing that specific function.
NOTE: Seven and one-half percent (7-1/2%) increase over base pay for Police
Investigator and Police STOP Officer is included in the salary schedule.
Two and one-half percent (2-1/2%) increase over base pay for Administrative
Sergeant and Investigative Sergeant is included in the salary schedule.
-1-
EXHIBIT "ED "
,lob Definitions
Police Recruit
Under direction, to attend a Peace Officer Standards and Training
( P .O. S .T. ) certified Police recruit academy; upon graduation from the
academy will be sworn in as a full-duty Police Officer; and to do related
work as required.
Police Officer
An employee who is engaged in performing all classes of law enforce-
ment work. His duties include , but are not limited to, traffic law
enforcement, regulation enforcement, crime prevention and crime investi-
gation from complaint to final solution of cases within his assigned
area . In keeping with the concept of career development , as an officer
progresses through the various steps he may be assigned increasingly more
complex and varied duties in all fields of law enforcement work . His
background of training and experience shall be such as to qualify him to
perform his duties with skill , efficiency, tact and diplomacy.
Corporal
Definition :
Supervises employees who perform all classes of law enforcement
work. Duties include, but are not limited to , planning work,
coordinating field activity, counseling, and training of personnel .
The employee shall have the personal qualifications of leadership
and supervisory ability, knowledge of laws and court procedures , and
be familiar with the City' s accounting procedures , policies , rules ,
and regulations .
Examples of Duties :
1 . Review and approval of police reports
2 . Supervision of field operations
Measures - Successful and safe operations and quality of unit per-
formance
3 . Managing sub-units of field operations
Measures - Successful and safe operations and quality of unit per-
formance
-1-
4 . Roll call briefing and coordination of Dispatch
Measures - Clear, concise oral communication to officers at roll
call and in the field
5 . Background, investigations , citizen inquiries and complaints , and
personnel inspections
Measures - All inquiries , complaints , investigations , and inspec-
tions are completed in a professional manner with respect for the
integrity of fellow officers and the general public .
6 . Performs related duties as required
Desirable Oualifications :
Knowledge of :
Laws and court procedures , be familiar with appropriate policies ,
rules and regulations of the City of Redding.
Ability to :
Display a strong sense of command, be decisive and innovative;
demonstrate good oral and written communication skills; create and
maintain excellent relationships with Department personnel , and
other City employees .
Education:
Candidates shall have met the minimum educational requirements of
Police Officer -1-I-I in the City of Redding.
Experience :
In order to be eligible for promotion to Police Corporal , a candi-
date shall have served as a peace officer in California for at least
five years and shall have served in some capacity as a sworn peace
officer with the Redding Police Department for at least two years as
of the date of promotion. From the date of announcement of the
final list of those eligible for promotion, such list shall be
maintained for a period of one year .
Police sergeant
An employee who is engaged in the supervision of employees who
perform all classes of law enforcement work. His duties include, but are
not limited to, planning work, coordinating field activity and counseling
and training of personnel . He shall have the personal qualifications of
leadership and supervisory ability, knowledge of laws and court proce-
dures and be familiar with the City' s accounting procedures , policies and
rules and regulations .
-2-
Requirements : In order to be eligible for promotion to Police
Sergeant , a candidate shall have served as a peace officer in California
for at least five ( 5 ) years and shall have served in some capacity as a
sworn peace officer with the Redding Police Department for at least two
( 2 ) years as of the date of promotion . From the date of announcement of
the final list of those eligible for promotion, such list shall be main-
tained for a period of one ( 1 ) year .
If this addition to the Sergeant Job Definition is challenged by
either federal or state authorities or by any employee or citizen, the
Peace Officers Association of Redding agrees to share all costs of de-
fense in such litigation on the basis of share and share alike with the
City of Redding, and to participate as co-defendants in case of such
litigation .
-3-
EXHIBIT '12�u "E"
REDDING POLICE DEPARTMENT
POLICE OFFICER PERFORMANCE EVALUATION INSTRUCTIONS
INTRODUCTION
The Police Officer performance package has been designed to
establish clear expectations of work performance. The
philosophy behind its development centers around the princi-
ple 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 Police Offi-
cers.
PERFORMANCE STANDARDS
A set of standards has been drafted defining the responsibil-
ities of the Police Officer. The performance standards have
been drafted as specifically as possible, but obviously not
so specifically that they can only apply to one assignment.
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 Police Officers ' performance will be evalu-
ated.
PERFORMANCE EVALUATION
The evaluation form used to rate a Police Officer' s perfor-
mance has been designed to reflect each of the performance
standard categories. In each category a Police Officer can
be rated "Exceeds Standards, " "Meets Standard, " or "Below
Standards" as the case may be. A check mark in the rating
which most closely represents an 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:
-1-
6/9/94
• ,
Exceeds Standards : Consistently performs above standards .
Meets Standards: Consistently meets the established
standard.
Below Standards : Results fall short of meeting job re-
quirements . (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
Police 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
Police Officers who receive evaluations indicating that they
are rated overall "Meets or Exceeds Standards" will be
advanced to the next scheduled salary step.
Any Police 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 Police
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 Police Officers to carry a greater portion of the
day-to-day workload. For these reasons, every attempt will
be made to encourage all Police 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 pre-
pared to correct the deficiency and summarize it in
writing.
-2-
6/9/94
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.
-3-
6/9/94
0 ..
CITY" OF REDDING
INTERDEPARTMENT COMMUNICATION
DATE:
TO: All Sworn Personnel
FROM:
SUBJECT: Minimum Performance Standards For Field Operations
The following minimum performance standards for police
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. Encourage self-development.
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.
-4-
6/9/94
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.
f. Indicate eligibility for pay step increases.
g. Serve as a guide for future personnel actions such as
promotions , disciplinary actions, transfers, etc.
-5-
6/9/94
POLICE OFFICER
MINIMUM PERFORMANCE STANDARDS
I . FIELD ENFORCEMENT
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 assign-
ments, number of hours actually worked, etc.
Work effort is focused on the watch priorities as
identified by the Watch Commander and/or Shift
Supervisor.
II . REPORTS
Follow agency format and guidelines, see Attachment
"A. 11
Complete Part I felony reports by end of watch
unless approved by supervisor.
At least 900 of arrest reports and 80% of all other
reports must be *useable upon first submittal to
Sergeant. This means that no more than 10% of arrest
reports and 20% of all other reports can be kicked back
because of :
a. Incomplete preliminary investigation.
b. Spelling, grammar, sentence structure, or legibili-
ty.
C. Errors, omissions.
d. Elements omitted.
e. Improper format.
This standard applies to officers who have been re-
leased from formal FTO Program.
*Useable - easily corrected by a supervisor in the time
it normally takes to review and not an error outside
the officers' control.
III . INTERNAL RELATIONS
You are expected to conduct your work in a manner which
supports the overall group effort. If differences with
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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 respect.
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.
IV. EXTERNAL RELATIONS
Recognizing Police Officers are held to a higher
standard of conduct than the average person. You are
expected to conduct yourself 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 unnecessary profanity, use of racial, reli-
gious, 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 in the use of firearms and
other defensive weapons.
c. Adhere to tactical procedures.
d. Follow Department handcuffing procedures.
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e . Follow Departmental radio communications proce-
dures .
VI . WORK HABITS AND PROFESSIONAL APPEARANCE
You are expected to adhere to a productive work ethic
and present a neat and professional image.
This means you will be expected to:
a. Report to work on time, 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 10 minutes before 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 attempted to be
returned as soon as possible.
k. Maintain Department-provided mail slots in useable
condition.
1. Maintain personal area of responsibility in locker
room, gym, report room, and squad room in a neat
condition.
m. Complete accurate time card on time.
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n. Follow the chain of command.
o. Any sick leave used to be for legitimate medical
reasons.
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. Maintain firearms in clean, good working condition,
and immediately report damage or malfunction to
your supervisor.
f . Return equipment used to its proper location.
g. Report damage to any Departmental equipment while
it is in your possession.
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0 r
REDDING POLICE DEPARTMENT
------------------------------------------------------------------
Part 1
POLICE OFFICER 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.
1-Exceeds Standards 3-Below Standards
2-Meets Job Standards
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i 0
------------------------------------------------------------------
Part 3
PERFORMANCE STANDARDS
------------------------------------------------------------------
I . Field Enforcement
Level of activity as compared 1 2 3
to peers in like conditions.
Work effort is focused on the 1 2 3
Watch priorities as identified
by the Watch Commander and/or
Shift Supervisor.
COMMENTS
II . Reports
Prepared reports follow agency 1 2 3
format and guidelines.
Part I felony reports are completed 1 2 3
by the end of Watch unless approved
by a supervisor.
At least 900 of arrest reports and 80$ 1 2 3
of all other reports 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 officer' s con-
trol.
(This standard applies to officers who have been released from
formal FTO program)
COMMENTS
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III . Internal Relations
Work is conducted in a manner which 1 2 3
supports the overall group effort.
Differences with coworkers 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
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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.
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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
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CITY OF REDDING
INTERDEPARTMENT COMMUNICATION
DATE:
TO: A11 Sworn Personnel
FROM:
SUBJECT: Minimum Performance Standards For Investigators
The following minimum performance standards for investigators
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. 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 his 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 evaluations
3 . The Improvement of the Personnel Processes - The perfor-
mance evaluation report will:
a. Indicate weaknesses in selection procedures
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a
b. Elevate employee morale by recognition of competent
service
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
f . Indicate eligibility for pay step increases
g. Serve as a guide for future personnel actions such as
promotions, disciplinary actions, transfers , etc.
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INVESTIGATOR
MINIMUM PERFORMANCE STANDARDS
I , QUANTITY OF WORK
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.
The majority of your efforts should be directed
toward clearance of the cases assigned to you
II . CASE MANAGEMENT
You will properly manage the cases assigned to you
which includes:
a. Case prioritization, working the most critical
cases first based on solvability factors or
supervisory direction
b. Maintaining case files which contain case
documentation, notes, reports, and any other
materials pertinent to the investigation
c. Keeping supervisors appraised of case status,
issues which arise that reflect on the depart-
ment (positively or negatively) , and any prob-
lems affecting your ability to manage your
caseload
III . PLANNING
You are expected to identify crime trends, determine
MOs, and crime problems of a geographical nature.
To this end, you are expected to cooperate with and
assist the Crime Analysis Unit
You are expected to develop tactical plans intended
to address the crime trends and identified MOs
You are expected to develop informant information on
your cases, intelligence information regarding
gangs, potential gangs, and drug information
IV. JOB KNOWLEDGE
You are expected to develop a working knowledge of
in-house computer programs
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You are expected to become proficient in writing
search warrants
V. REPORTS
Follow agency format and guidelines (See Attachment
IWAII )
At least 90 percent of arrest reports and 80 percent
of all other reports must be *useable upon first
submittal to supervisor. This means that no more
than 10 percent of arrest reports and 20 percent of
all other reports can be kicked back because of :
a. Incomplete preliminary investigation
b. Spelling, grammar, sentence structure, or
legibility
c. Errors , omissions
d. Elements omitted
e. Improper format
Case follow-up supplement should be completed within
20 calendar days unless a supervisor agrees to an
extension
Make sure requested follow-up is completed in a
timely manner or by due date
*Useable - easily corrected by a supervisor in the time
it normally takes to review and not an error outside
the officer' s control
VI . INTERNAL RELATIONS
You are expected to conduct your work in a manner which
supports the overall group effort. If differences with
coworkers, supervisors, or outside agencies develop,
you are expected to resolve them in a constructive way.
This means you are expected to:
a. Treat coworkers and supervisors with respect
b. Avoid behavior which disrupts your and other' s work
C. Avoid racial, religious, ethnic, sexual slurs, and
comments that might offend
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d. When differences develop, handle them constructive-
ly by actively trying to resolve, or negotiate ways
to work together harmoniously
e. Develop and maintain positive working relationships
with allied agencies, i.e. , District Attorney' s
Office, Sheriff ' s Office, Anderson Police Depart-
ment, California Highway Patrol, Probation, Parole,
etc.
f . Maintain flexibility within the unit to assist any
subunit when the need arises
VII . EXTERNAL RELATIONS
Recognizing police officers are held to a higher
standard of conduct than the average person, you are
expected to conduct yourself 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 unnecessary profanity, use of racial, reli-
gious, ethnic, and sexual slurs, sarcasm, and
derogatory remarks
d. Be aware of victim' s rights and emotional well-be-
ing while conducting your investigation, and remain
sensitive to the needs of the victim
e. Be informed, knowledgeable, and supportive of the
existing local services and programs for victims
f . Advise victims of violent crimes periodically of
the status and closing of investigations
VIII . 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
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b. Follow Department policy in the use of firearms and
other defensive weapons
c . Adhere to tactical procedures
d. Follow Department handcuffing procedures
e. Follow Departmental radio communications procedures
f . Wear appropriate raid jacket/vest and protective
body armor on search warrants or other hazardous
situations
g. Advise dispatch of your location or when on a pager
IX. WORK HABITS AND PROFESSIONAL APPEARANCE
You are expected to adhere to a productive work ethic
and present a neat and professional image.
This means you will be expected to:
a. Dress - Business attire is to be worn. Business
attire is considered to be a dress shirt with
appropriate tie and dress pants. During hot
weather, open collar shirts may be worn. During
the execution of search warrants, undercover
operation, or other special details, clothing
appropriate to the detail may be worn. The appro-
priateness of the attire will be at the discretion
of the division supervisors and commander
b. Maintain a schedule approved by your supervisor
c. Code 7 not to exceed 1 hour, including reasonable
travel time. Coffee breaks ( 2 ) are not to exceed 15
minutes each, including reasonable travel time or
one 30 minute
d. Check Department mail folder daily for messages
e. Keep supervisor informed of any extra projects or
details that you may be working i.e. , speaking
engagements, schools, Women' s Refuge, etc.
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
-20-
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i . Comply with court standby policy
j . Citizen phone calls are to be attempted to be
returned as soon as possible
k. Maintain Department provided mail slots in useable
condition
1 . Maintain area of responsibility in locker room,
gym, and office in a neat condition
M. Complete accurate time card on time
n. Follow the chain of command
o. Any sick leave used to be for legitimate medical
reasons
X. 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. Lock vehicle when leaving it in public areas unless
officer safety dictates otherwise
d. Maintain firearms in clean, good working condition
and immediately report damage or malfunction to
your supervisor
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 vehicle' s maintenance up-to-date
h. Advise shop of any mechanical defects
i. Maintain vehicle exterior and interior
j . If any new equipment is needed, advise your super-
visor of its need
k. Keep your assigned radio charged
-21-
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0 !
1 . Maintain assigned equipment in good working condi-
tion
-22-
6/9/94
REDDING POLICE DEPARTMENT
------------------------------------------------------------------
Part 1
INVESTIGATORS 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 job re-
quirements , and contributes beyond current job
responsibilities. Produces results of exceptional
quality. Demonstrates unusual talent, ability, or
expertise.
MEETS JOB
STANDARDS: Consistently fulfills job requirements. Contri-
butes effectively to City objectives. If new to
the job, learning process equals expectations.
BELOW
STANDARDS: Results fall short of meeting job requirements.
Does not necessarily indicate completely unsatis-
factory or unacceptable performance, but addresses
a performance area which needs additional 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
-23-
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------------------------------------------------------------------
Part 3
PERFORMANCE STANDARDS
------------------------------------------------------------------
I . Quantity of work
Activity level is comparable to 1 2 3
peers in like conditions.
Majority of work effort is directed 1 2 3
at clearance of assigned cases.
COMMENTS
II . Case Management
Cases are prioritized, working the 1 2 3
most critical cases first, based
on solvability factors or super-
visory direction.
Materials pertinent to the investi- 1 2 3
gation are maintained in the file.
Supervisors are kept apprised of case 1 2 3
status, issues which reflect both
positively and negatively on the
Department, an any problems affecting
the management of cases.
COMMENTS
III . Planning
Cooperation and assistance is given 1 2 3
to the CAU by the identification of
crime trends, determination of MOs, and
crime problems of a geographical nature
Tactical plans are developed which 1 2 3
are intended to address the crime
trends and identified MOs.
Actively develops citizen informants 1 2 3
to gain intelligence on cases or areas
of concern to the Department.
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COMMENTS
IV. Job Knowledge
Possesses a working knowledge of in- 1 2 3
house computer programs.
Possesses a proficiency in writing 1 2 3
search warrants.
COMMENTS
V. Reports
Prepared reports follow agency 1 2 3
format and guidelines.
Part I felony reports are completed 1 2 3
by the end of Watch unless approved
by a supervisor.
At least 90% of arrest reports and 80% 1 2 3
of all other reports 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.
Case follow up supplements are completed 1 2 3
within 20 calendar days or a supervisor
has agreed to an extension.
Requested follow up is completed in a 1 2 3
timely manner, or by due date.
COMMENTS
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VI . Internal Relations
Work is conducted in a manner which 1 2 3
which supports the overall group effort.
Differences with coworkers , supervisors , 1 2 3
and other agencies are resolved in a
constructive manner.
COMMENTS
VII . 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 does 1 2 3
not generate patterns of sustained
complaints.
COMMENTS
VIII . Safety
Work is conducted in a manner which 1 2 3
is most like 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
IX. Work Habits And Professional Appearance
Adheres to a productive work ethic. 1 2 3
Exercises good personal hygiene. 1 2 3
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6/9/94
Presents a neat and professional image. 1 2 3
Attendance 1 2 3
COMMENTS
X. 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.
COMMENTS
-27-
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• � T
-------------------------------------------------------------------
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
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REDDING POLICE DEPARTMENT
CORPORAL
PERFORMANCE EVALUATION INSTRUCTIONS
INTRODUCTION
The Corporal 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 Corporals .
PERFORMANCE STANDARDS
A set of standards has been drafted defining the responsibil-
ities of the Police Corporal. The performance standards have
been drafted as specifically as possible, but obviously not
so specifically that they can only apply to one assignment.
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 Corporals ' performance will be evaluated.
PERFORMANCE EVALUATION
The evaluation form used to rate a Corporal ' s performance has
been designed to reflect each of the performance standard
categories. In each category a Corporal can be rated "Ex-
ceeds Standards," "Meets Standards," or "Below Standards" as
the case may be. A check mark in the rating which most
closely represents a Corporal' 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 rating in that
category:
-29-
6/9/94
Exceeds Standards : Consistently performs above standards .
Meets Job Standards : Consistently meets the established
standard.
Below Standards : Results fall short of meeting job
requirements . Does not meet the stan-
dard 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.
STANDARD PERFORMANCE POLICY
Substandard performance hurts the organization by forcing
other Corporals to carry a greater portion of the day-to-day
workload. For these reasons, every attempt will be made to
encourage all Corporals 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 pre-
pared 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.
B. CLAUSE #2:
If a performance standard becomes unattainable, initi-
ate contact with your supervisor to renegotiate.
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CORPORALS
MINIMUM PERFORMANCE STANDARDS
I . SUPERVISION
A. Performance Management and Control
You will receive a satisfactory rating in perfor-
mance management and controls if, under the direc-
tion of your shift Sergeant, you assure that the
following condition exists:
If any employee is not meeting minimum stan-
dards, you have, with your Sergeant' s input
and/or recommendations , initiated a corrective
action plan.
Your responsibilities in the area of performance
management and control shall extend to all on-duty
time, whether in the capacity of shift supervisor
or when detailed with beat responsibility.
Disagreements with policy are aired with your
supervisor along with recommendations for improve-
ment.
B. Cost Control
Corporals will be held accountable for controlling
and minimizing the use of overtime by those employ-
ees under their control.
II . EMPLOYEE DEVELOPMENT
Work in cooperation with your Sergeant to develop and
implement training plans and respond to employee needs.
III . PROBLEM SOLVING
A. Take pro-active measures to prevent problems from
occurring. Implement and manage prevention pro-
grams at the direction of your Sergeant or Watch
Commander.
B. Be responsive and initiate action when problems
arise. The Corporals will identify problems and
develop plans for correction, working closely with
the shift Sergeant.
Implement according to plan and criteria agreed
upon.
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6/9/94
C. Reporting: The Corporal will report unusual
occurrences, major incidents, personnel problems ,
and community sensitive issues to the shift Ser-
geant or Watch Commander.
IV. PROJECTS/SPECIAL ASSIGNMENTS
A. Readily accepts assignments and projects outside
normal job responsibilities
B. Pro-actively initiates projects to improve the
organization
V. FIELD ENFORCEMENT
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.
Work effort is focused on the watch priorities as
identified by the Watch Commander and/or shift supervi-
sor.
VI . REPORTS
Follow agency format and guidelines, see Attachment
"A. It
Complete Part I Felony reports by end of watch unless
approved by supervisor.
At least 90% of arrest reports and 80% of all other
reports must be *useable upon first submittal to
Sergeant. This means that no more than 10% of arrest
reports and 20% of all other reports can be kicked back
because of:
1 . Incomplete preliminary investigation.
2. Spelling, grammar, sentence structure, or legibili-
ty.
3 . Errors, omissions.
4. Elements omitted.
5. Improper format.
*Useable - easily corrected by a supervisor in the
time it normally takes to review and not an error
outside the officer' s control.
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VII . INTERNAL AND EXTERNAL RELATIONS
A. 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:
1 . Treat coworkers and supervisors with respect.
2 . Avoid behavior which disrupts your and other' s
work.
3 . Avoid racial, religious, ethnic, sexual slurs,
and comments that might offend.
4 . When differences develop, handle them construc-
tively by actively trying to resolve, or
negotiate ways to work together harmoniously.
5 . Give subordinates an avenue in which to make
suggestions, register complaints, seek guid-
ance, etc.
6 . Provide a timely response to employee needs.
B. External Relations
Recognizing Police Officers are held to a higher
standard of conduct than the average person, you
are expected to conduct yourself in a manner likely
to foster good citizen relations and support for
the agency and not to generate patterns of sus-
tained complaints.
This means you are expected to:
1. Treat citizens with respect.
2 . Refuse to accept gratuities.
3 . Avoid unnecessary profanity, use of racial,
religious, ethnic, and sexual slurs, sarcasm,
and derogatory remarks.
4. Make yourself readily available to accept
citizen' s complaints or suggestions, and follow
Departmental procedures to effectively deal
with such information.
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0
VIII . 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:
1 . Follow Department policy and procedures in the use
of vehicles and equipment.
2 . Follow Department policy in the use of firearms and
other defensive weapons.
3 . Adhere to tactical procedures.
4. Follow Department handcuffing procedures.
5 . Follow Departmental radio communications proce-
dures.
IX. WORK HABITS AND PROFESSIONAL APPEARANCE
You are expected to adhere to a productive work ethic
and present a neat and professional image.
This means you will be expected to:
1 . Report to work on time, arrive at the beginning of
roll call in uniform with all necessary equipment
ready for duty.
2 . Be on the street within five minutes after briefing
unless approved otherwise by Sergeant.
3 . 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.
4 . Answer your radio when called or Dispatch should
have your location and status.
5. Remain in field until ten minutes before end of
shift, but available to end of shift. Exceptions
to be cleared with Supervisor.
6 . Complete assignment and projects by due date or
renegotiate with your Supervisor in advance.
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7 . Meet or exceed minimum standards of uniform and
grooming policy.
8 . Notify Sergeant at the point of shift where over-
time is going to be needed.
9 . Comply with Court standby policy.
10 . Citizen phone calls are to be attempted to be
returned as soon as possible.
11. Maintain Department provided mail slots in useable
condition.
12 . Maintain personal area of responsibility in locker
room, gym, report room, and squad room in a neat
condition.
13 . Complete accurate time card on time.
14. Follow the chain of command.
15 . Any sick leave used to be for legitimate medical
reasons .
X. FACILITIES AND EQUIPMENT MANAGEMENT
Corporals, when supervising a shift, are expected to:
1 . Investigate suspected/known abuse and/or loss of
equipment and initiate action to correct the
problem.
2 . Report malfunctions and/or damage to mechanical,
electric, plumbing, structural equipment in the
building, during your shift. Inform your Ser-
geant/Watch Commander as necessary.
XI . 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:
1. Keep vehicles free of contraband, evidence, and
debris.
2 . Keep fuel tank no less than one-half full at end of
shift.
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3 . Conduct circle checks of vehicle before and after
shift and report damage or deficiencies to supervi-
sor on appropriate forms .
4 . Lock vehicle when leaving it in public areas,
unless officer safety dictates otherwise.
5 . Maintain firearms in clean, good working condition
and immediately report damage or malfunction to
your supervisor.
6 . Return equipment used to its proper location.
7 . Report damage to any departmental equipment while
it is in your possession.
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REDDING POLICE DEPARTMENT
------------------------------------------------------------------
Part 1
CORPORAL 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 job require-
ments, and contributes beyond current job responsi-
bilities. Produces results of exceptional quality.
Demonstrates unusual talent, ability, or expertise.
MEETS JOB
STANDARDS: Consistently fulfills job requirements. Contri-
butes effectively to City objectives. If new to
the job, learning process equals expectations.
BELOW
STANDARDS: Results fall short of meeting job requirements.
Does not necessarily indicate completely unsatis-
factory or unacceptable performance, but addresses
a performance area which needs additional 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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------------------------------------------------------------------
Part 3
PERFORMANCE STANDARDS
------------------------------------------------------------------
I . Performance Control:
For any employee under your 1 2 3
supervision who is not meeting
minimum standards you have, with
your Sergeant' s input and/or
recommendation, initiated a
corrective action plan.
Effectively manages cost controls 1 2 3
in overtime usage and proper
scheduling.
Disagreements with policy are aired 1 2 3
with your supervisor along with
recommendations for improvement.
COMMENTS
II . Employee Development:
Works in cooperation with the 1 2 3
Shift Supervisor to develop and
implement training plans.
Is responsive to employee needs. 1 2 3
COMMENTS
III . Problem Solving:
Takes pro-active measures to 1 2 3
prevent problems from occurring.
Implements and manages prevention 1 2 3
programs at the direction of the
Shift Sergeant and/or Watch
Commander.
Is responsive and initiates action 1 2 3
when problems arise.
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- e s
Identifies problems and develops 1 2 3
a plan for correction working
closely with the Shift Sergeant.
Implements according to 1 2 3
this plan and criteria
agreed upon.
Reports unusual occurrences , major 1 2 3
incidents, personnel problems, and
community sensitive issues to the
Shift Sergeant or Watch Commander.
COMMENTS
IV. Projects/Special Assignments:
Readily accepts assignments and 1 2 3
projects outside normal job
responsibilities .
Pro-actively initiates projects 1 2 3
to improve the organization.
COMMENTS
V. Field Enforcement
Level of activity as compared to 1 2 3
peers in like conditions.
Work effort is focused on the Watch 1 2 3
priorities as identified by the
Watch Commander and/or Shift Supervisor.
COMMENTS
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VI . Reports
Prepared reports follow agency format 1 2 3
and guidelines
Part I felony reports are completed 1 2 3
by the end of Watch unless approved
by a supervisor.
At least 900 of arrest reports and 80% 1 2 3
of all other reports 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
officer ' s control.
COMMENTS
VII . Internal and External Relations:
Supervisory conduct allows an 1 2 3
avenue for subordinates to make
suggestions, register complaints,
seek guidance, etc.
Responds in a timely manner to 1 2 3
employee needs.
Good relationships are maintained 1 2 3
with coworkers and superiors.
Conflicts are dealt with in a
positive, constructive manner.
Conduct promotes mutually satis- 1 2 3
factory relations with citizens
and other agencies. Conflicts
are dealt with appropriately.
Readily available to accept 1 2 3
citizen' s complaints, recommenda-
tions, and suggestions. Appro-
priate action is initiated to
effectively deal with such
information. Conflicts are dealt
with appropriately.
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COMMENTS
VIII . Safety
Identifies and corrects unsafe 1 2 3
conditions.
Complies with and assures com- 1 2 3
pliance with safety policies and
procedures.
COMMENTS
IX. Work Habits And Professional Appearances
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
X. Facilities and Equipment Management:
Investigates suspected/known 1 2 3
abuse and/or loss of equipment
and initiates action to correct
the problem.
Reports any malfunction or damage 1 2 3
to any of the components of the
police facility.
COMMENTS
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i •
XI . 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.
-------------------------------------------------------------------
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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-------------------------------------------------------------------
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
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r #
REDDING POLICE DEPARTMENT
SERGEANT
PERFORMANCE EVALUATION INSTRUCTIONS
INTRODUCTION
The Sergeant 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 Sergeants.
PERFORMANCE STANDARDS
A set of standards has been drafted defining the responsibil-
ities of the Police Sergeant. The performance standards have
been drafted as specifically as passible, but obviously not
so specifically that they can only apply to one assignment.
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 Sergeant' s performance will be evaluated.
PERFORMANCE EVALUATION
The evaluation form used to rate a Sergeant' s performance has
been designed to reflect each of the performance standard
categories. In each category, a Sergeant 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 Sergeant' 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 rating in that
category:
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6/9/94
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.
STANDARD PERFORMANCE POLICY
Substandard performance hurts the organization by forcing
other Sergeants to carry a greater portion of the day-to-day
workload. For these reasons, every attempt will be made to
encourage all Sergeants 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.
B. CLAUSE #2 :
If a performance standard becomes unattainable,
initiate contact with your supervisor to re-negotiate.
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0
SERGEANTS
MINIMUM PERFORMANCE STANDARDS
I . SUPERVISION
A. Performance Management and Control
You will receive a satisfactory rating in perfor-
mance management and controls if the following
conditions exist:
1 . Your employees all meet the minimum standards .
2 . If any employee is not meeting minimum stan-
dards, you have initiated a corrective action
plan approved by your Watch Commander and are
implementing the action plan.
3 . You have justified to the Watch Commander why
#1 and #2 above do not apply.
Disagreements with policy are aired with your
supervisor along with recommendations for improve-
ment.
B. Cost Control
Sergeants are responsible and will be held account-
able for controlling and minimizing the use of
overtime by those employees under their control.
II . EMPLOYEE DEVELOPMENT
Work in cooperation with the Watch Commander to develop
and implement training plans and respond to employee
needs.
III . PROBLEM SOLVING
A. Take pro-active measures to prevent problems from
occurring. Implement and manage prevention pro-
grams at the direction of the Department and/or the
Watch Commander.
B. Be responsive and initiate action when problems
arise. The Sergeant will identify problems and
develop plans for correction seeking the Watch
Commander' s approval.
1 . Implements according to plan and criteria
agreed upon
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C. Reporting: The Sergeant will report unusual
occurrences, major incidents, personnel problems ,
and community sensitive issues to the Watch Com-
mander.
IV. PROJECTS/SPECIAL ASSIGNMENTS
A. Readily accepts assignments and projects outside
normal job responsibilities
B. Pro-actively initiates projects to improve the
organization
C. Staff work is to be completed in accordance with
the agreed-upon guidelines unless policy or proce-
dure dictates otherwise. Deadlines are negotiated
in advance and met.
V. INTERNAL AND EXTERNAL RELATIONS
A. Internal Relations
Conduct your supervisory assignment in such a way
as to:
1 . Give subordinates an avenue in which to make
suggestions, register complaints, seek guid-
ance, etc.
2 . Provide a timely response to employee needs
3 . Conduct your work in a manner which assures
good relationships with coworkers and superi-
ors. Mistakes will occur and conflicts will
develop. How you deal with differences is
important. Do not allow conflicts and rela-
tionships to interfere in your work or the work
of others
B. External Relations
Conduct your affairs in a way which promotes
mutually satisfactory relations with citizens and
other agencies. Legitimate conflicts will develop;
how you deal with these conflicts is important.
1 . Make yourself readily available to accept
citizen' s complaints, recommendations, or
suggestions. Initiate appropriate action to
effectively deal with such information.
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VI . SAFETY
A. Identify and correct unsafe conditions
B. Comply with and assure compliance with safety
policies and procedures
VII . WORK HABITS AND PROFESSIONAL APPEARANCE
You are expected to adhere to a productive work ethic
and present a neat and professional image.
This means you will be expected to:
1 . Report to work on time.
2 . 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 times after clearance.
Code 7 and break locations must be given to Dis-
patch upon arrival.
3 . Answer your radio when called or Dispatch should
have your location and status.
4 . Meet or exceed minimum standards of uniform and
grooming policy.
5 . Citizen telephone calls are to be attempted to be
returned as soon as possible.
6 . Maintain personal area of responsibility in locker
room, gym, report room, and squad room in a neat
condition.
7 . Assure accuracy and approve time cards of personnel
under your control.
8 . Follow the chain of command.
9 . Any sick leave used to be for legitimate medical
reasons.
VIII . FACILITIES AND EQUIPMENT MANAGEMENT
Sergeants are expected to:
Investigate suspected/known abuse and/or loss of
equipment and initiate action to correct the problem.
-48-
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Report malfunctions and/or damage to mechanical,
electric , plumbing, structural equipment in the build-
ing during your shift. Inform your Watch Commander as
necessary.
IX. 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:
1 . Keep vehicles free of contraband, evidence, and
debris.
2 . Keep fuel tank no less than one-half full at end of
shift.
3 . Conduct circle checks of vehicle before and after
shift and report damage or deficiencies to supervi-
sor on appropriate form.
4 . Lock vehicle when leaving it in public areas,
unless officer safety dictates otherwise.
5 . Maintain firearms in clean, good working condition
and immediately report damage or malfunction to
your supervisor.
6 . Return equipment used to its proper location.
7 . Report damage to any Departmental equipment while
it is in your possession.
-49-
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REDDING POLICE DEPARTMENT
------------------------------------------------------------------
Part 1
SERGEANT 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 job re-
quirements, and contributes beyond current job
responsibilities. Produces results of exceptional
quality. Demonstrates unusual talent, ability, or
expertise.
MEETS JOB
STANDARDS: Consistently fulfills job requirements. Contri-
butes effectively to City objectives. If new to
the job, learning process equals expectations.
BELOW
STANDARDS: Results fall short of meeting job requirements.
Does not necessarily indicate completely unsatis-
factory or unacceptable performance, but addresses
a performance area which needs additional attention
or effort. If new to the job, further development
is needed to consistently meet job requirements.
INSTRUCTIONS: Examples of performance incidents justifying rat-
tings 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
-50-
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------------------------------------------------------------------
Part 3
PERFORMANCE STANDARDS
------------------------------------------------------------------
I . Performance Control:
All subordinates meet minimum 1 2 3
standards , or corrective ac-
tion plan has been initiated or
justification has been made why
this does not apply.
Effectively manages cost controls 1 2 3
in overtime usage and proper
scheduling.
Personnel deployment achieved to 1 2 3
meet need of shift at a minimum
cost to the City.
Disagreements with policy are aired 1 2 3
with your supervisor along with
recommendations for improvement.
COMMENTS
II . Employee Development:
Works in cooperation with the 1 2 3
Watch Commander to develop and
implement training plans.
Is responsive to employee needs. 1 2 3
COMMENTS
III . Problem Solving:
Takes pro-active measures to 1 2 3
prevent problems from occurring.
Implements and manages prevention 1 2 3
programs at the direction of the
Department and/or Watch Command-
er.
-51-
6/9/94
Is responsive and initiates action 1 2 3
when problems arise.
Identifies problems and develops 1 2 3
a plan for correction seeking the
Watch Commanders approval.
Implements according to 1 2 3
this plan and criteria
agreed upon.
Reports unusual occurrences, major 1 2 3
incidents, personnel problems, and
community sensitive issues to the
Watch Commander.
COMMENTS
IV. Projects/Special Assignments:
Readily accepts assignments and 1 2 3
projects outside normal job
responsibilities.
Pro-actively initiates projects 1 2 3
to improve the organization.
Staff work completed in accordance 1 2 3
with the agreed upon guidelines,
unless policy or procedure dictate
otherwise. Deadlines are
negotiated in advance and met.
COMMENTS
V. Internal and External Relations:
Supervisory conduct allows an 1 2 3
avenue for subordinates to make
suggestions, register complaints,
seek guidance, etc.
Responds in a timely manner to 1 2 3
employee needs.
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Good relationships are maintained 1 2 3
with co-workers and superiors .
Conflicts are dealt with in a
positive, constructive manner.
Conduct promotes mutually satis- 1 2 3
factory relations with citizens
and other agencies. Conflicts
are dealt with appropriately.
Readily available to accept 1 2 3
citizen' s complaints, °recommenda-
tions, and suggestions. Appro-
priate action is initiated to
effectively deal with such
information. Conflicts are dealt
with appropriately.
COMMENTS
VI . Safety
Identifies and corrects unsafe 1 2 3
conditions.
Complies with and assures com- 1 2 3
pliance with safety policies and
procedures.
COMMENTS
VII . 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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VIII . Facilities and Equipment Management
Investigates suspected/known abuse 1 2 3
and/or loss of equipment and ini-
tiates action to correct the problem.
Preventative maintenance of facili- 1 2 3
ties and equipment enforced by
frequent inspection, to include
subordinate safety equipment.
Reports any malfunction or damage 1 2 3
to any of the components of the
police facility.
COMMENTS
IX. 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
-54-
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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
-55-
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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
made by the Department Head:
Employee' s Initials
-56-
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ATTACHMENT "A"
ELEMENTS NECESSARY FOR A COMPLETE INVESTIGATION
1 . All pertinent blocks on the face page of the report shall
be filled in.
2 . RP/Victim information on the face sheet shall include the
following information if available: Last name, first name,
middle name, AKAs if any, sex/race, DOB, current street
address, current home phone and current business phone if
any.
3 . Witness information shall include the following information
if available: Last name, first name, middle name, AKAs if
any, sex/race, DOB, current street address, current home
phone, and current business phone number if available.
4 . Suspect information shall contain the following information
if available: Last name, first name, middle name, AKAs if
any, sex/race, DOB, height, weight, hair color and length,
eye color, distinguishing features to include but not
limited to marks/scars and tattoos, driver' s license
number, social security number, clothing description if
applicable, last known address, home phone and business
phone if available.
In cases such as Missing Persons or Runaway Juveniles where
victim information is critical, the following should be
included on the face page and supply the same information
as is required for a suspect lead:
5 . The elements of the crime being investigated must be
clearly established and documented in the report. If the
crime is a specific intent crime, the specific intent must
be established and documented in the report.
6. A complete and thorough statement must be obtained from
every RP, victim, witness, and suspect which is contacted.
Attempts should be made to contact those involved parties
who are not present at the time. If contact is not made, a
notation should be included in the report that an attempt
was made to contact that person and the reason for the lack
of contact ( i.e. , suspect unable to be located) .
7 . An attempt must be made to look for and collect all evi-
dence of the criminal act. The attempt and the act of
collection must be elaborated in the report. To state "No
evidence was located" is not sufficient. You must state
what steps you took to locate and collect evidence (i.e. , I
visually inspected the area for footprints or I dusted the
point of entry for latent prints) . If you are unable to
look for or collect evidence, you must state the reason in
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6/9/94
your report (i.e. , unable to dust for prints due to the
surface of the car being wet from the rain) .
8 . You must indicate in your report what specifically was done
with the evidence ( i.e. , it was placed in the property room
or it was mailed to DOJ) . If appropriate, the evidence
collected must be listed on the back of the face sheet of
the report as "H" .
9 . All supporting documents of the crime or information about
the suspect as 10-28s, Lls, rap sheets, medical release
forms, sexual assault forms, or elder abuse forms should be
completed and attached to the report.
10 . The report must contain proper grammar, spelling, and
sentence structure.
11. Reports must be clearly written so the facts of the case
can be easily understood.
12. Reports must be concise. Repetitive statements and infor-
mation not relevant to the case should be excluded.
-58-
6/9/94
EXHIBIT "Fr F"
BINDING CONTRACT FOR REIMBURSEMENT
OF HIRING AND TRAINING EXPENSES
WHEREAS, the Applicant identified below acknowledges that the
City of Redding will incur substantial expenses in the process of
training the undersigned to be a commissioned police officer, and
WHEREAS, it is acknowledged that should a police officer
voluntarily leave the department and accept another law enforcement
related position within two ( 2 ) years of separation from City
service , the employee will b.e responsible for pro rata
reimbursement for hiring and training expenses . The definition of
completion of departmental training as used in this agreement is
completion of the field training officer program; however, based
upon good cause, the Chief of Police shall have the authority to
waive this provision . The definition of good cause should be at
the sole discretion of the Chief of Police .
NOW, THEREFORE , it is hereby agreed as follows :
1 . Reimbursement Obligation . I , ,
hereafter "the Applicant" in consideration of the agreement by the
City of Redding Police Department , hereinafter "the Department, " to
provide me with formal police training, which may include police
academy training and/or field training under the supervision of
experienced Departmental Field Training Officers , do hereby agree
that in the event my employment with the Department ceases due to
any cause other than "termination" as defined below, within twenty-
four ( 24 ) months from commencement of full-time service as a police
officer subsequent to completion of the period of field training
and I accept employment with another law enforcement agency within
two ( 2 ) years from the date of such cessation, I will reimburse the
Department for all expenses incurred in connection with my hiring
and training.
2 . Definition of "Termination . " Termination as used in this
Agreement shall mean any discontinuance of the Applicant' s
employment initiated by the Department .
3 . Calculation of Reimbursement Obligation. The
reimbursement obligation shall consist of the sum of all amounts ,
net of POST reimbursement, expended by the Department in connection
with hiring and training the Applicant .
1
4 . Credit for Continuous Employment . Credit for service
rendered will be given against the reimbursement obligation at the
rate of one-twenty-fourth of the total reimbursement obligation for
each month of continuous full-time employment subsequent to
completion of the field training period. Any absence from work due
to illness , non-duty related injury, or other cause for a period
greater than two weeks shall be excluded from the period of service
for which credit will be given .
5 . Terms of Repayment . Complete payment of the
reimbursement obligation shall be made within twenty-four ( 24 )
months of acceptance of employment with another law enforcement
agency in monthly installments of no less than one-twenty-fourth of
the total reimbursement obligation, commencing on the first day of
the month following the month during which such employment occurs ,
and payable on or before the first of each month thereafter . The
Applicant agrees that in the event of his/her failure to make any
payment required pursuant to this Agreement in a timely manner, the
total amount of the reimbursement obligation then remaining unpaid
shall immediately become due and payable . The Applicant further
agrees that in the event the Department incurs legal fees , court
costs or attorney fees , or other costs of collection in an effort
to collect any delinquent sums owing pursuant to this Agreement,
the Applicant will pay such expenses in addition to the portion of
the reimbursement obligation then due .
6 . Acknowledgement of Receipt/waiver of Right to Independent
Legal Advice . I understand that I have the right to have this
document examined by an attorney of my choosing and to discuss its
terms with my attorney prior to signing it .
Dated this day of 19
Attorney of Applicant
Dated this day of 19
Applicant
2
EXHIBIT " FG "
REDDING POLICE DEPARTMENT
SUBSTANCE ABUSE POLICY
SUBSTANCE ABUSE POLICY
TABLE OF CONTENTS
Section Pane No .
Section I . POLICY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Section II . MANAGEMENT AND SUPERVISORY RESPONSIBILITIES . . . . . . . . 5
Section III . TRAINING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Section IV. SUBSTANCES FOR WHICH TESTING WILL OCCUR . . . . . . . . . . . . . 6
Section V. SUBSTANCE TESTING PROCEDURES . . . . . . . . . . . . . . . . . . . . . . . 6
Section VI . REHABILITATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Section VII . DISCIPLINARY ACTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Section VIII . MEDICAL REVIEW OFFICER . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Section IX. CONFIDENTIALITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Section X. SEVERABILITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Attachment "A" CUT-OFF LEVELS FOR SUBSTANCE ABUSE TESTING . . . . . . . . . 15
Attachment "B" RESPONSIBILITIES OF THE MEDICAL REVIEW OFFICER . . . . . 16
Attachment "C" CONSENT FORM TO DRUG TESTING . . . . . . . . . . . . . . . . . . . . . . . 18
I . POLICY
It is the policy of the City of Redding ( City) to foster and
provide a drug and alcohol-free workplace for all employees . A
drug and alcohol-free workplace protects the safety of the public
as well as the City' s valuable employee resources .
A. POLICY PHILOSOPHY
Police department employees represent the City to the general
public in highly visible and often stressful situations . As a
result , police officers must make critical decisions that affect
both public safety and the safety of fellow employees .
Because the role of law enforcement is so crucial to the general
welfare of the community, it is held to a higher standard of
scrutiny and conduct than the general public . This is particularly
important in the use of alcohol or drugs . Consequently, substance
abuse cannot be tolerated by members of this Department .
B. POLICY PURPOSES
The purposes of the City' s Substance Abuse Policy are :
1 . To implement a fair and balanced approach to eliminating
substance abuse and its effects on job performance;
2 . To encourage voluntary rehabilitation.
C. APPLICATION OF POLICY
This policy shall apply to all employees in the RPOA bargaining
unit of the Police Department .
D. GUIDING PRINCIPLES
There are three guiding principles underlying the City' s policy on
a drug and alcohol-free workplace . They are:
1 . Education
The City believes that education and training of all employees
in the effects and treatment of substance abuse will
contribute to a safer and more efficient workplace for
everyone.
2 . Deterrence/Enforcement
The City is committed to eliminating the effects of substance
abuse in the workplace. The substance abuse policy will be
strictly enforced. Violation of its requirements may be cause
for discipline, up to and including termination of employment .
3
3 . Treatment
The City is committed to helping employees with admitted
substance abuse problems overcome those problems , where
feasible , and encourages voluntary rehabilitation .
E . RULES
In furtherance of the substance abuse policy, the City has
formulated clear rules and penalties to ensure compliance .
Violation of these rules may result in disciplinary action up to
and including discharge . The primary rules are :
1 . The use of illegal drugs and the illegal use of
prescription drugs or controlled substances are
prohibited.
2 . The manufacture , sale, distribution, or possession of
illegal or controlled drugs , and any attempt to offer to
sell or distribute illegal or controlled drugs by any
employee at any time except in the performance of the
employees responsibilities is prohibited.
3 . Employees shall not report for work or be in stand-by or
on-call status while they have in their system alcohol ,
illegal drugs , or prescription drugs that will adversely
affect their alertness , coordination, reaction, response
or safety, unless so authorized or directed by a
supervisor.
4 . The use or possession of alcohol while on duty, including
lunch and breaks , or in the workplace except in the
performance of the employees responsibilities is
prohibited. The possession of an unopened, sealed
container of alcohol , because of an unsolicited delivery,
is not a violation of this rule, provided that the
employee/recipient immediately notifies his/her
supervisor of such delivery.
5 . Employees who appear to be affected on the job by drug or
alcohol use may be required to submit to drug/alcohol
testing pursuant to section V.
6 . Any employee taking prescription medications which may
affect job performance must report this treatment to his
or her immediate supervisor prior to reporting for duty
and provide a prescription within twenty four ( 24 ) hours
if requested.
7 . Employees shall report on duty conduct prohibited by this
policy immediately to their supervisor when employees
have a reasonable basis to believe that another employee
is engaging in such activities .
4
8 . A copy of this policy will be delivered to each current
and each new employee . Such delivery shall be
acknowledged in writing . Each employee shall read and
abide by the provisions of this policy.
II . MANAGEMENT RESPONSIBILITIES
Management will :
A. Be fully conversant with the policies and procedures set forth
herein;
B . Train employees in the policies and procedures concerning
substance abuse, and in the dangers of such abuse;
C. Be knowledgeable about the City' s program for substance abuse
rehabilitation;
D. Be aware of substance abuse indicators ( see illustrative list
at V, 2 ) ;
E . Document all instances of violations of this policy;
F. Conduct investigations promptly and properly when suspicion
exists that an employee may be impaired or affected by drug or
alcohol use;
G. Conduct investigations promptly and properly when the presence
or use of drugs or alcohol in the workplace or during work
time , including lunch or breaks , is suspected.
H. when the results of investigations indicate that discipline is
warranted, impose fair and reasonable discipline in an
appropriate manner consistent with the elements of the
individual case .
I . Monitor the participation and progress of employees in
rehabilitation or aftercare programs .
III . TRAINING
The City will develop and conduct drug awareness training sessions
for all employees concerning this Policy, and the personal , safety
and work effects of drug and alcohol use . Management will require
attendance at such training sessions .
Management will use its best efforts to ensure that all supervisors
are trained in substance abuse observation techniques at the
earliest possible time following appointment to a supervisory rank.
5
IV. SUBSTANCES FOR WHICH TESTING WILL OCCUR
The City will test for substances included in NIDA (National
Institute of Drug Abuse ) standards as such lists exist at the time
of testing. Currently substances included under NIDA standards are
as follows :
A. Marijuana ( cannabinoids )
B . Cocaine
C. Opiates (narcotics such as heroin, morphine , codeine and other
medicinal narcotics)
D . Phencyclidine ( PCP)
E . Amphetamines ( racemic amphetamine, dextroamphetamine , and
methamphetamine)
F. Alcohol
G. Barbiturates
H. Benzodiazepines
I . Methaqualine
V. SUBSTANCE TESTING PROCEDURES
A. CATEGORIES OF TESTING
The City will conduct the following types of drug/alcohol tests :
1 . Voluntary
When an allegation against an employee not rising to the
level required for reasonable suspicion testing occurs ,
an employee may volunteer to submit to drug/alcohol
testing at the employer' s expense with prior approval of
the City.
2 . Reasonable Suspicion
Employees must submit to tests for alcohol and/or for
illegal and controlled substances when the employee is
reasonably suspected of being impaired or affected by
drug or alcohol use .
a. Reasonable suspicion for testing means suspicion
based on specific personal observation of two ( 2 )
supervisors , unless only one supervisor is
practically available . (For this purpose ,
supervisor shall be defined as an employee of the
rank of Sergeant or above. ) The observing
supervisor( s) must have been trained in the
detection of drug and alcohol use , and shall
describe and document :
( 1 ) Specific personal and articulative
observations concerning the appearance,
behavior, speech, or performance of the
employee; or
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( 2 ) Violation of a safety rule , or other unsafe
work incident which, after further
investigation of the employee ' s behavior,
leads the supervisor( s) to believe that drug
or alcohol use may be a contributing factor;
or
( 3 ) Other physical , circumstantial , or contempo-
raneous indicators of drug or alcohol use .
b . While observations and reports of third parties do
not of themselves constitute reasonable suspicion,
they may trigger an internal or administrative
investigation . A drug/alcohol test may be required
as a part of such investigation .
When such tests are ordered, the supervisor will document
the circumstances leading to the issuance of the order,
including the names of all witnesses .
3 . Internal or Administrative Investigations
In the absence of reasonable suspicion, when conducting
internal or administrative investigation, supervisors
will consider sending the involved employee for
drug/alcohol testing . Examples of when such testing may
be required are :
a. Involvement in an accident while on duty that
results in injury to the employee or another
person, or in significant property damage .
b . Involvement in a critical incident while performing
law enforcement duties . For this purpose a
critical incident shall be defined as :
( 1 ) Use of deadly force,
( 2 ) Accidental/intentional discharge of a firearm
(not including range practice) ,
( 3 ) An application of force resulting in serious
injury or death,
( 4 ) A complaint of the use of excessive force
which caused serious injury,
( 5 ) Other life threatening incidents .
To the extent feasible under the circumstances , an
employee subjected to a substance test as part of a
criminal investigation will also be tested under these
procedures .
When such tests are ordered, the supervisor will document
the reasons for the test in a written order, including
the circumstances and names of all witnesses . The
decision to test shall not be arbitrary or capricious and
good cause shall be evident .
7
4 . Random
Random drug/alcohol testing will be required for all
department peace officers in the unit .
The universe for selection purposes will consist of all
sworn peace officers in the Police Department .
The City will determine when such testing shall occur .
Selection for random testing will be made by an outside
vendor . Numeric designations rather than employee names
will be provided to the vendor for the selection process .
When random tests are ordered, the collection of the test
specimen will occur during or at the end of the
employee ' s normal work shift . To the extent
operationally feasible as determined by the City, a lot
of one or more names provided by the vendor for testing
purposes will be tested before a subsequent lot of one or
more names is tested.
B. TESTING PROCESS
The testing or processing phase, including the cut-off levels for
tested substances (Attachment "A" ) , will be consistent with NIDA
standards as they exist at the time of testing and will be
performed at a NIDA certified facility.
1 . The order to submit to a substance test may initially be
given verbally. Subsequently, the employee will be given
the order in writing setting forth the reasons therefore
and signed by the Chief of Police, a Police Captain or a
Watch Commander . Such written order will be issued as
soon as is practicable after the initial order is given
for the test, but may not be issued until after the test
is administered.
2 . The employee will be advised of his/her right to have a
representative present prior to testing. A reasonable
amount of time will be allowed for a representative to
appear. If no representative is available within a
reasonable time, the testing procedure will begin.
3 . The employee must submit to a drug test and sign a
Release and Consent Form. Failure to submit to a drug
test or to sign the Release and Consent Form will be
considered to be insubordination for failure to follow a
direct order. An employee taking such action will be
placed on leave-with-pay and may be subject to
discipline up to and including discharge from City
employment .
4 . Except for random testing, an employee sent for non-
voluntary testing will be placed on leave-with-pay status
until the test results are rendered to the department .
8
I
5 . When notifying the appropriate collection facility that
an employee is being transported for testing, the
employee will not be identified by name . However, at the
point of collection the employee will be identified to
the Medical Review Officer or his designee , in accordance
with NIDA standards . The representative may join them
should he/she desire to do so .
6 . A supervisor will transport and/or accompany the employee
to the collection facility, except when random testing.
7 . The test will consist of a urine test . The procedures
for collection of the urine sample will be in compliance
with NIDA standards . An initial positive report will not
be considered positive; rather it will be classified as
confirmation pending.
8 . The confirmation test will be a GC/MS procedure in
compliance with NIDA standards . The confirmation test
will use the same sample as taken in the initial step .
Notification of positive test results to the Chief of
Police or his designee will be held until the
confirmation test results are obtained. In those cases
where the second test confirms the presence of drug or
alcohol in the sample, the sample will be retained for a
minimum of six ( 6 ) months to allow further testing if
requested.
9 . Employees who have been subjected to a drug/alcohol test
where no alcohol or illegal drugs were found, will
receive a report so stating and then shall return to
work.
10 . If the test result is positive, the Medical Review
Officer will provide an opportunity for the employee to
discuss whether there is a legitimate medical explanation
for the test results .
11 . Verified drug test results will be sent directly to the
Chief of Police from the Medical Review Officer.
12 . The Chief of Police, or designee , will provide an
opportunity for the employee to meet with him/her and
discuss the drug test result .
13 . If the result is positive, rehabilitation and/or
disciplinary action will be determined and administered
by the Chief of Police or his designee.
14 . An employee who does not pass a drug/alcohol test may
request that the original urine sample be analyzed again
at the employee' s expense at the rate charged to the
City. Such analysis shall conform to NIDA standards and
9
4
shall be performed by the NIDA certified laboratory. The
NIDA laboratory may be designated by the employee but
must be located in California .
15 . Each step in the collecting and processing of the urine
specimen will be documented to establish procedural
integrity and the chain of evidence.
16 . Time required to participate in a non-voluntary testing
procedure outside of an employee ' s normal work shift will
be considered time worked for overtime purposes .
VI . REHABILITATION
A. METHODS OF REFERRAL
Employees may be referred to rehabilitation programs in the
following manners :
1 . Voluntary Self-Referral
An employee who has a legal drug and/or alcohol abuse
problem can voluntarily refer him/herself to a Licensed
Substance Abuse Counselor for treatment . The Counselor
will evaluate the employee and make a specific
determination of appropriate treatment .
Voluntary self-referral does not relieve the employee of
the obligation to submit to drug/alcohol testing as may
be required by management pursuant to this policy.
2 . Referral by Department Management
Employees with positive legal drug/alcohol test results
may be directed by the Chief or his designee to submit to
evaluation by a Counselor and if recommended by the
Counselor, to participate in a substance abuse
rehabilitation program.
For the purpose of this section "legal drug" shall be defined as
over-the-counter and/or prescription drugs .
B. REHABILITATION AND AFTERCARE PROGRAMS
1 . The terms and conditions of the rehabilitation program
and the aftercare program will be determined on a case-
by-case basis by the Counselor and the Chief of Police ,
or his designee, in a meeting with the employee . while
such terms and conditions will be discussed with the
employee, they are ultimately subject to the decision of
the Chief or his designee . The employee will be required
to abide by such terms and conditions . Refusal or
failure to do so may be grounds for disciplinary action
up to and including termination.
10
•
2 . The employee may be placed in a medically supervised
rehabilitation program, which may include full in-patient
hospital care or outpatient rehabilitation care, provided
by a City approved drug rehabilitation facility.
3 . If recommended by the Counselor and treatment facility,
the employee may apply for a leave of absence to the
limits as outlined in the M. O .U. (Memorandum of
Understanding) between the City and the RPDA.
4 . The Counselor and the treatment facility, if used, must
certify in writing to the Chief of Police of the
employee ' s successful treatment completion and release to
work.
5 . After the employee has successfully completed the
rehabilitation program, the employee will be placed in an
aftercare program.
6 . The employee may, at the recommendation of the Counselor
and at the discretion of the Chief of Police, be
permitted to return to work in his/her job classification
during outpatient rehabilitation or during aftercare . To
qualify for such return to work the employee must
reasonably be expected to perform his/her job
responsibilities .
7 . Prior to returning to work the employee may be scheduled
for an examination, including a drug/alcohol test at the
discretion of the Chief of Police .
8 . Employees participating in rehabilitation and aftercare
programs , as a condition of such participation, will be
subject to drug testing as may be deemed appropriate by
the Chief or his designee .
9 . Any changes or modifications in the rehabilitation or
aftercare programs must be approved by the Chief of
Police .
10 . The employee may use appropriate accrued leave as
provided in personnel rules and/or in the MOU during
absences for rehabilitation and aftercare programs . If
no such accrued leave is available, the employee will be
in a non-pay status .
11 . Costs associated with all rehabilitation and aftercare
programs are the responsibility of the employee .
However, the employee may use City provided group health
insurance benefits, if they apply, to such programs . The
City will utilize rehabilitation and aftercare programs
authorized under the City' s group health insurance plan
where available.
11
12 . The number of times an employee can participate in a
rehabilitation and aftercare program will be determined
by the Chief of Police .
13 . Records regarding an employee ' s rehabilitation program,
aftercare program, and the Return to Work Agreement will
be in the possession of the Counselor, department
management, and the Personnel Director until such time as
the employee is released from the rehabilitation and
aftercare programs . At that time City retained records
will be transferred to the Personnel Department and there
maintained in accordance with Section X of this Policy.
VII . DISCIPLINARY ACTION
The City may take disciplinary action up to and including discharge
against any employee who:
A. Tests positive for alcohol or for substances , as identified in
Section IV in an amount which meets or exceeds the cut-off
levels established by NIDA as they exist at the time of
testing (Attachment "A" ) ,
B . Refuses required testing pursuant to this Policy,
C . Adulterates or otherwise interferes with accurate testing
required pursuant to this Policy,
D . Fails to comply with the provisions of the return to work and
aftercare programs ,
E . Has used illegal drugs while employed as a peace officer by
the City of Redding,
F. Has abused prescription drugs while employed as a peace
officer by the City of Redding,
G. Violates a rule in Section I (E ) of this Policy.
Disciplinary action will be consistent with the City' s established
Policies .
VIII . MEDICAL REVIEW OFFICER
A. Only a qualified Medical Review Officer (MRO) in accordance
with NIDA standards will receive laboratory results generated
by drug/alcohol testing.
B . The responsibilities of the MRO are outlined in Attachment
"B" . These responsibilities are consistent with N. I .D .A.
standards . If such standards relating to the role of the MRO
change so shall Attachment "B" .
12
•
IX. CONFIDENTIALITY
The results of any drug and/or alcohol test will not be revealed to
any person other than the City Manager, Assistant City Manager,
Chief of Police ( or designee) , Director of Personnel (or designee ) ,
and the rehabilitation/aftercare counselor, unless ordered by means
of proper legal procedure and appropriate legal authority, such as
a court ordered subpoena, or in connection with City discipline or
a grievance or arbitration proceeding initiated by or on behalf of
the individual without the express written authorization of the
employee .
A. To maintain confidentiality, records pertaining to Substance
Abuse Policy administration, the rehabilitation and aftercare
programs , the specimen collection process and individual
drug/alcohol test records will not be a part of the individual
personnel files .
B . All documents identified in this section will be secured and
maintained in the Personnel Department under the custodianship
of the Personnel Director.
C. All documents relating to drug/alcohol testing, the
circumstances concerning such testing, or the administration
of other aspects of this Policy will be retained a minimum of
five years . Such records will include; but not be limited to :
Supporting documents for reasonable suspicion,
Documents supporting testing decisions in internal or
administrative investigations,
Records of the specimen collection process to indicate
specimen identification, accountability, and chain of
custody,
Records of test results and any information provided by
the affected individual concerning legitimate medical
reasons for positive results and re-tests ,
A master list of individual names and matching
identification numbers for all cases,
Records regarding an employee ' s rehabilitation program,
aftercare program, and the Return to Work Agreement .
D. Invoices for services provided by collection sites ,
laboratories , and Medical Review Officers shall be directed to
the Chief of Police or his designee, and reference only the
case number of the individual involved.
E . when a drug/alcohol test is ordered, the collection facility
shall be notified only that an employee is being transported
for testing. The employee is not to be identified by name .
However, at the point of collection the employee will be
13
identified to the Medical Review Officer, in accordance with
NIDA standards .
F . To provide for the maintenance of confidentiality as required
above , supervisors will be informed on a need-to-know basis of
the reason for the authorized leave status of the employee .
X. SEVERABILITY
If any court should hold any part of this Policy invalid, such
decision shall not invalidate any other part of this Policy.
14
s
CUT-OFF LEVELS FOR SUBSTANCE ABUSE TESTING ATTACHMENT "A
TEST RESULTS
Initial Test Confirmation Test
Drug or
Drug Class Method Cutoff Method Cutoff
Amphetamines EMIT 1000 ng/ml GC/MS 250 ng/ml
Barbiturates EMIT 300 ng/ml GC/MS 200 ng/ml
Benzodiazepines EMIT 200 ng/ml GC/MS 100 ng/ml
Cannabinoid 100 EMIT 100 ng/ml GC/MS 10 ng/ml
Cocaine Metabolite EMIT 300 ng/ml GC/MS 150 ng/ml
Methaqualot.t EMIT 300 ng/ml GC/MS 100 ng/ml
Opiates EMIT 300 ng/ml GC/MS 150 ng/ml
Phencyclidine EMIT 25 ng/ml GC/MS 25 ng/ml
Alcohol EA 50 mg/dl GC 50 mg/dl 40
c:%wp51\M iwA11 W IDA.PD
r
ATTACHMENT "B"
A. Medical Review Officer shall review results .
An essential part of the drug testing program is the final review of
results . A positive test result does not automatically identify an
employee as having used drugs in violation of this substance abuse
policy. An individual with a detailed knowledge of possible alternate
medical explanations is essential to the review of results . This review
shall be performed by the Medical Review Officer prior to the
transmission of results to employer administrative officials .
B . Medical Review Officer - qualifications and responsibilities .
The Medical Review Officer shall be a licensed physician with knowledge
of substance abuse disorders . The role of the Medical Review Officer is
to review and interpret positive test results obtained through the
employer ' s testing program . In carrying out this responsibility, the
Medical Review Officer shall examine alternate medical explanations for
any positive test result . This action could include conducting a
medical interview with the individual, review of the individual ' s
medical history, or review of any other relevant biomedical factors .
The Medical Review Officer shall review all medical records made
available by the tested individual when a confirmed positive test could
have resulted from legally prescribed medication. The Medical Review
Officer shall not, however, consider the results of urine samples that
are not obtained or processed in accordance with NIDA standards .
C . Positive test result .
Prior to making a final decision to verify a positive test result, the
Medical Review Officer shall provide the tested individual an
opportunity to discuss the test result with him/her . It is primarily
the responsibility of the tested individual to initiate this discussion .
However, to facilitate such a discussion, the Medical Review Officer
will send a certified letter to the tested individual regarding the need
to discuss the test result with him/her. During the five ( 5 ) working
days following such certified mailing, the Medical Review Officer will
make reasonable efforts to contact the individual . If after the five
working day period there has been no contact, the Medical Review Officer
will forward the test results to the Chief of Police or designee .
D . Verification for opiates; review for prescription medication.
Before the Medical Review Officer verifies a confirmed positive result
for opiates, he/she shall determine that there is clinical evidence--
16
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in addition to the urine test--of unauthorized use of any opium, opiate,
or opium derivative ( e . g. , morphine/codeine ) . (This requirement does
not apply if the employer' s GC/MS confirmation testing for opiates
confirms the presence of 6-monoacetylmorphine . )
E . Reanalysis authorized.
Should any question arise as to the accuracy or validity of a positive
test result , only the Medical Review Officer is authorized to order a
reanalysis of the original sample and such retests are authorized only
at laboratories certified by D .H.H. S . The Medical Review Officer shall
authorize a reanalysis of the original sample on timely request of the
employee, as applicable in this Substance Abuse Policy.
F. Result consistent with legal drug use .
If the Medical Review Officer determines there is a legitimate medical
explanation for the positive test result, the Medical Review Officer
shall report the test result to the employer as negative.
G. Result scientifically insufficient .
Additionally, the Medical Review Officer, based on review of inspection
reports , quality control data, multiple samples , and other pertinent
results , may determine that the result is scientifically insufficient
for further action and declare the test specimen negative . In this
situation the Medical Review Officer may request reanalysis of the
original sample before making this decision. The laboratory shall
assist in this review process as requested by the Medical Review Officer
by making available the individual responsible for day-to-day management
of the urine drug testing laboratory or other employee who is a forensic
toxicologist or who has equivalent forensic experience in urine drug
testing, to provide specific consultation as required by the City.
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w
RELEASE OF INFORMATION
CONSENT TO DRUG TESTING
I , I do hereby give my consent to
REDDING INDUSTRIAL AND OCCUPATIONAL HEALTH MEDICAL GROUP , INC. , hereinafter
referred to as "RIOH" , to perform urinalysis on me for the presence of
certain drugs and/or alcohol . I further authorize RIGH to release test
results obtained from this examination in accordance with the procedures
contained in the City of Redding Substance Abuse Policy applicable to my job
classification to the City of Redding.
I am now taking, or have taken, the following medications within the past
thirty ( 30 ) days :
NAME OF DRUG CONDITION FOR WHICH PRESCRIBING DOCTOR
TAKEN OR
OVER THE COUNTER
(OTC)
i
I
DATED :
SIGNATURE
IDENTIFICATION
DATED :
WITNESS
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