HomeMy WebLinkAboutReso 92-385 - Approve amendments to the MOU between COR & Peace Officers Association of Redding & Authorize execution�f
RESOLUTION NO. q2 -3g_5
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF REDDING
(1) APPROVING AMENDMENTS TO THE MEMORANDUM OF
{, ASSOCIATION BETWEEN THE CITY OF REDDING AND THE
. PEACE OFFICERS ASSOCIATION OF REDDING; AND
( 2) AUTHORIZING EXECUTION THEREOF BY THE DESIGNATED
REPRESENTATIVES OF THE CITY OF REDDING;
TO BE EFFECTIVE ON THE DATE SAID AMENDMENTS ARE
RATIFIED AND EXECUTED BY THE DESIGNATED REPRESENTATIVES
OF THE PEACE OFFICERS ASSOCIATION OF REDDING.
i
a
WHEREAS, the Peace Officers Association of Redding has been
ii 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 amendments to the Memorandum of
Understanding; and
WHEREAS, the designated representatives of the City of
Redding have conferred 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 have
agreed in principle to various amendments to the Memorandum of
Understanding between the parties; and
WHEREAS, a true copy of the amendments to the Memorandum of
Understanding are attached hereto as Exhibit "A" and incorporated
herein by reference;
NOW, THEREFORE, IT IS HEREBY RESOLVED by the City Council of
the City of Redding as follows:
1. That the City Council hereby ratifies the amendments to
the Memorandum of Understanding between the City of
Redding and the Peace Officers Association of Redding,
as set forth in Exhibit "A" attached hereto, TO BE r'
' N
EFFECTIVE on the date said amendments are ratified and
executed by the designated representatives of the Peace
Officers Association of Redding.
2 . That the designated representatives of the City of
Redding are hereby authorized to execute the attached
amendments to said Memorandum of Understanding, subject
I to being effective as set forth above.
I HEREBY CERTIFY that the foregoing Resolution was
introduced and read at a regular meeting of the City Council of
the City of Redding on the lst day of September, 1992, and was
duly adopted at said meeting by the following vote:
AYES: COUNCIL MEMBERS: Arness, Dahl, Kehoe & Moss
NOES: COUNCIL MEMBERS: None
" ABSENT: COUNCIL MEMBERS: Anderson
{
ABSTAIN: COUNCIL MEMBERS: None
CHARLIE MOSS, May1r
City of Redding
AT ST:
7
CONNIE STROHMAYER,&tity Clerk
FORM PPROVED:
R DALL A. HAYS, ity Attorney
2
r
i
MEMORANDUM OF UNDERSTANDING
between
THE DESIGNATED REPRESENTATIVES OF THE CITY OF REDDING
'i
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:
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 ------------------------------ 10
9 Hours and Overtime ------------------------------------- 12
10 Seniority ---------------------------------------------- 15
11 Promotion and Transfer --------------------------------- 16
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 ----------------------------------------------- 24
20 Miscellaneous ------------------------------------------ 25
21 Employee Benefit Programs ------------------------------ 26
22 Term --------------------------------------------------- 28
23 Entire Agreement --------------------------------------- 28
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EXHIBIT "A" - Schedule of Wage Rates ------------------------ 1
EXHIBIT "B" - Schedule of Wage Rates ------------------------ 1
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EXHIBIT "C" - Job Definitions ------------------------------- 1-3
EXHIBIT D Performance Standards ------------------- 1-62
EXHIBIT "E" - Reimbursement of Hiring and Training Expenses - 1-2
ii
MEMORANDUM OF UNDERSTANDING
I
THIS MEMORANDUM OF UNDERSTANDING, made and entered into this
26th day of June, 1974 , by and between the representa-
tives
designated resenta-
g P
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 :
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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. Tki9- rit3rcpn
i n e l tide s the-fit test--the- -right-s--I i s t eel
beIew-are-so-t-stubjeet-ter -gpoeeditre-s--or-the-Meeting
anel--oo� itg--i-rt-Vo-e --fi r-preeess-Vr-oitirdedr-fer-#rtet4h-- -Meyers-
MiIia9-Brewm-mss - 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 main-
tain an orderly, effective and efficient operation. Netwithstameling
the- ,--the- -h&&--nert- -Sts--i-i-gh-t-te-i&e-etamel
eenfer-onr--ate-sttb�eet-tm-t-te - er�l-i�rg--wirbkirrr-+-be--&e.ope•-Qf--negetia-
ieas- trrrfie -bl -�le�res-�i��3as-Bor - c 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
i
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. eke-feege}ng-sl�a}}-app}y- e-n?ep }�ar;els-an3e1
el}Be}p}}m a r y--a-et-i-onrs-,-grate i lig-the-re--i-e--net i x
eb�a}n}ng-rep�esen�a�#en-
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
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11
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i shall consist of the Association' s Negotiating Committee and the
City' s Police Chief, the City' s Personnel Officer and such other
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
i 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
'i include individual insurance and benefit programs .
3 . 3 The form of check-off authorization shall be approved by
both the City and the Association.
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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 .
,i 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 .
j 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) ealemelar work
days . This step shall be started within thirty ( 30 ) ealendar work
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days of the date of the action complained of or the date the
grievant became aware of the incident which is the basis for the
grievance . This step may be taken during the working hours of the
Association President or Vice President . The foregoing steps may be
supplemented by written presentations as well as the oral discus-
sions 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-B--Step-Twee--I -trke-initial
step;-t414---geearrc4-s-ttjtr-&h-&I-I--he--a--elisettssi-ort-betwe,&n--t4 e--Assee4:a-
ren1s- -r i errt-er- i -�reei errt~-sed--tie-Persenne4--G-f-Fi-(_�-whe
ska��-answer-w#�)z�n-den-f�A}-ea�enelar-werk-elaps---�iq�s-step-s13a�}-be
taken-within-ten- 3-0H--c� —iroi:k--deya--0-f--t-II%—_ -af-the-Bepart-
�en�-Heaells-answer=-�n-6�ep-ene-
474--Step-Three---3-f--a--rLire�e-i-e--n-o-t-reso-Ptet&-rrt-the-seeenel
step;--the- -the- pi-&rt-erg-t-he-grievance7-4n
Pre 94art-o-r-Aki ei—_ -13reo-ii1ei}t--to-the-e i ty
Manager--w}3e-siga��-answer;-�n-wr���ng;-w}�k#n-den-f4A}-ea�enela�-week
ela�*s---ire-t-lri�-st-eg-gl�aii-b e-�e�se�-�rit4ri3r ter-�-1�)--eaierrelar-we rk
elays-ei-the-elate-ei-the-answer-}n-Step-lfwe-
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-Skelly 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 .
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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
i grievance in writing by the Association President or Vice President
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 ( Skelly) has been afforded the employee
with the City Manager , shall be filed initially at arbitration.
4 . 45( 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 ) ealenelar work days of the date of the answer in
Step Three .
4 .45 (b) Ax--e3-b-irt3-&t-ot--she-14.-le- o-irte --en--eac�-eeeas#ell
that-o--grievanee-3-s--sttbxr}hhed-to--arl}rbrah o ---JPlie-E4fy--arx&-the
A9see4at4en-9ka��-�►ttttta��r-agree-te-the-arb4trater---�f-the-E4t�r-and
the-As9ee4at4en-fa4�-te-reaeh-�tlttta4-agreex�ent-en-the-appe4nt�ent-ef
a n-��frit��to�;--eac�h--9•i�e-e 1�a��-s�z�n-i�--e--��sb-e f-#3�o►e--(ter}--�r amee-�e
the-ether----Bec4}-party-shall--at-o- teeti�rg--c&�-itrs-regre9entative9;
alternately--s-t-t-i-k-e-a-ttasie--f-rom-the--1-i-stt-ef-tear-Fla}-melnes----The
firs t-Vart-y--to--strike -g1ral-I-be--det-erwkked- ,rb-the
pe4nt-3o-tire-whei3-ene-�3-)-iiae• -that-Ve"-&n-41 1-1--15,e-the
appe4nte�- rittor�- 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 Associa-
tion' 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 arbi-
trators 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 Associa-
tion 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 .45(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 with#n-ninety-f99}-ealemdar
clays-of- -o- as soon as is practica-
ble for all parties involved. The decision of the arbitrator shall
be final and binding on the City and the Association and the ag-
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grieved 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 . 56 Failure by either party to meet any of the aforementioned
time limits as set forth in Subsection 4 . 2 , 473 , 4 . 3 . 1 ( a) , 4 . 3 . 1 (b) ,
4 . 3 . 2 ( a) , 4 . 3 . 2 (b) , 4 . 3 . 2 ( c) , 4-4 , 4 .45 ( a) or 4 .45 ( 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 . 64 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 . 78 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 .
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 f
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
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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
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
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( 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 i
sworn personnel will begin a new probationary period as outlined in
this section. However, for the purposes of seniority within the
Department, time will start at the time of appointment . All other
benefits shall be calculated based upon total City time .
I
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
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 .
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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
t 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 .
8 . 2 Wages shall be paid at bi-weekly intervals on Fr-ielays
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
'I 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.
-10-
8 . 5 For purposes of wage rate progression in a temporary
classification, the time worked by an employee in other than the
employes ' s regular classification shall also be accrued in such
temporary classification.
8 . 6 ( a) Attached hereto and made a part hereof are Exhibits
"A" and "B" anal-ueu entitled "Schedule of Wage Rates . "
8 . 6 (b) Effective June 25 , 1989 April-sr,-- 983 , wage rates
shall be increased by five and thirty-two hundreds percent ( 5 . 30) .
Effective June 24 , 1990 3anxay--�,--1398 , wage rates shall be
increased by three percent ( 3%) fettr-pe-reeat-+4-%-} plus the percent
of change in the Bureau of Labor Statistics Consumer Price Index for
Urban Wage Earners and Clerical Workers All U. S. Cities , 1967 base,
between the index number for May 1989 and May 1990 . Effective
June 23 , 1991 3amu&ry--1-,--+989 , wage rates shall be increased by
three ( 3%) plus the percent of change in the Bureau of Labor
Statistics Consumer Price Index for Urban Wage Earners and Clerical
Workers All U. S . Cities , 1967 base, between the number for May 1990
and May 1991 . Except, however, wage rates as set forth in this
section shall not be increased by more than eight percent ( 8%) each
year.
8-6{e}----Alefw}f1�9fandfxg- - o-pc�goZr�cf wage-- *os- -net
be-ael�ti9fed-bedew-fke-�e�►ef-e9�ab�fskeel-en-3ti�y-3;- 983-
8 . 7 Attached hereto and made a part hereof is Exhibit "C" "Bu
entitled "Job Definitions . "
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8 . 89( 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 . 89 (b) Effective January--I.--14&&,--4*oeii*_-i-9-e-T4ky---i ---the
ameunf--o -$-1-04-per-fn® +_b- xei3-b-L--gafel-*_o-t4w)-9 - -empleyees
whe-ha re--e+t4ier--&-Fle&F-Relyaneeel-eert3f4.eate;--a--Be l -0-f--ArtLe-ee
Befenee-�egee-o -�olr June 25 , 1989 , POST and educational incen-
tives shall be added to the base pay of those regular employees who
qualify as follows :
-11-
2 . 5% - AA or AS degree, or sixty ( 60 ) semester units , or a POST
Intermediate Certificate .
5 . 0% - BA or BS degree, or one hundred twenty ( 120) semester
units or a POST Advanced Certificate .
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devefegfng- -t-(3-4D\-- -eens3dered--bp-t-h,-- -Ve-rt-ie-s---i --the
eat abI sl��enf--o -sada es- y-3anaary- -,--}99A;- xf--bei*®nd----eke
sfttely-sl�af 1-be-based-t�gen-flee-fef feNfnq-
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eff�eers-fn-uee�ga�ab�e�+-�a�#fe�a�a-ef��eg-
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feen-by-beth- it -errd- _________ibir re!pre9eitt+atrwers&,--Wrt*-the-pre didet
te-be-jnese�ed--to--t-lte-effy-eetrnC3l-sem--tt4re- -member&-ae
seen-as-it-is-ava#fabfe-
8 . 89 ( c) fel} Dates stated regarding the beginning date of
compensation elements are approximate. They will actually begin or
the beginning day of a pay period closest to the stated date of
beginning.
ARTICLE 9
Hours and Overtime
9 . 1 All regular employees will receive full time employment
for each work week employed, provided they report for duty and are
capable of performing their work. This is not to be interpreted
that the City does not retain the right to lay off or release
employees on account of lack of work or other valid reason at the
end of the work week.
9 . 2 Each employee shall report for work at the employee ' s
regularly established headquarters and shall return thereto at the
conclusion of the day' s work and the time spent in traveling between
such headquarters and the job site shall be considered as time
worked.
9 . 3 ( a) 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
-12-
( 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.
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 .
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
-13-
= o •
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.
9 . 6 ( a) Except in the circumstances outlined below,
Eemployees 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 four ( 4 )
' hours ' compensation. Only one ( 1 ) claim for overtime compensation
shall be made before 1200 hours and only one ( 1 ) claim for overtime
compensation shall be made after 1200 hours in those cases where an
employee is required to report for court appearances on any given
day. If an employee whe is called for such work eutsiele-ef one ( 1 )
hour or less before the employee ' s regular hours were scheduled to
begin en-a-werkelap 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 manpower 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 . 6 (b) 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 '
compensation. Only one ( 1 ) claim for overtime compensation shall be
made before 1200 hours and only one ( 1 ) claim for overtime compen-
sation shall be made after 1200 hours in those cases where an
employee is required to report for court appearances on any given
day. If an employee is called for such work one ( 1 ) hour or more
'This section shall become null and void effective June 24 ,
1990 , and shall be deleted.
-14-
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.
9 . 8 ( a) If the City does not receive notice at least thirty-
nine ( 39 ) hours before the employee ' s scheduled court time that a
subpoena has been cancelled, the court time as outlined in Section
9 . 6 of this contract shall be paid. '
9 . 8 (b) 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 .
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,
'This section shall become null and void effective June 24 ,
1990 , and shall be deleted.
-15-
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.
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 . For the purpose of this section, seniority in the
classes of Police Officer I, II and III shall be combined. 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.
1.2 .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
-16-
•
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 .
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 repromotion.
12 . 5 Sworn departmental management classifications may demote
into the bargaining unit provided the above procedures are complied
with.
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 .
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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
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
i 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
-18-
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.
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
payrate for thirty-three and one-third percent ( 33 1/3%) of the
employee' s accumulated sick leave hours, reduced by the amount of
any bonus vacation hours the employee has previously received
pursuant to Section 18 . 2 . For employees with 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 (45%) . For
employees with twenty ( 20 ) years or more service, the percentage set
forth above shall be increased to sixty percent (60%) . 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.
ARTICLE 16
Funeral Leave
i
16 . 1 Regular and probationary employees who are absent from
work due to the death of a member of the employee ' s "immediate
family" shall receive compensation at the regular rate of pay for
the time necessary to be absent from work, but not to exceed forty
( 40 ) working hours . "Immediate family" as used herein includes only
employee ' s spouse, children, grandchildren, brothers , sisters ,
-19-
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, knows as "Columbus Day"
( i) November 11th, known as "Veterans ' Day"
( j ) Thanksgiving
* (k) Friday after Thanksgiving
* ( 1 ) December 24th ( four 4 hours ) **
+1+ (m) December 25th
*Shall not be a holiday for employees assigned to a ten ( 10) hour
workday.
**Effective June 24 , 1990 .
-20-
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
thirty-fourth ( 234th) full pay period of employment . (Accrual rate
approximately three ( 3 ) weeks per year after four ( 4 ) years of
service . )
-21-
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 ( i) 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.
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
-22-
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 ( 110 A full pay period as used in this Article is defined
as one in which the employee works or is paid for time off for at
least half of the regularly scheduled work hours .
18 . 2 In each of the first five ( 5 ) calendar years , except for
the first calendar year following the employee ' s employment date, an
employee who has used twenty-four ( 24 ) hours or less of paid sick
leave in the preceding year shall be entitled to eight ( 8 ) hours of
bonus vacation in addition to any vacation allowance the employee is
entitled to as set forth in Section 18 . 1 . In the tenth ( 10th)
calendar year following an employee ' s employment date and in each
fifth ( 5th) calendar year thereafter, an employee who has used one
hundred twenty ( 120 ) hours or less of sick leave during the five ( 5 )
preceding calendar years shall be entitled to forty ( 40 ) hours of
bonus vacation in addition to the vacation allowance the employee is
entitled to as set forth in Section 18 . 1 . The bonus vacation as
herein provided vests on the first day of each year in which an
employee qualifies for a bonus vacation. An employee acquires no
right to all or any part of the bonus vacation unless such employee
works in the calendar year in which it is granted. (Effective
January 1 , 1983 . )'
18 . 3 Vacation cannot be accrued while an employee is in a non-
pay status .
18 . 4 Vacations will be scheduled throughout the calendar year.
Employees with greater seniority 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 time. Notwithstanding
the foregoing, however, manpower availability permitting, Management
may, at its own discretion, allow more than two officers to be on
3This section shall become null and void effective June 24 ,
1990 , and shall be deleted.
-23-
I
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 . 5 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 . 6 If a holiday which an employee is entitled to have off
with pay occurs on a workday during the employee ' s vacation period,
such employee will be entitled to an additional day of vacation and
will be compensated for same .
18 . 7 Employees whose employment with the City is terminated for
any reason shall , at the time of termination, receive any unused
vacation period previously earned.
18 . 8 Whenever any employee has accrued one hundred twenty ( 120)
hours or more vacation allowance as set forth in 18 . 1 ( a-h) , the
.J 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.
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
600 . 00 . €iseal-66J64--sha-1-1-4De-+500-,--fro-L- -&7-/4&r S AS-&Mel-fer
ffseaI- 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.
' T��e-�t3�-ska}�-�gt�-tt�-���---�t-a���-ae-lel*e�-them-z3txi-y--�-
+98:F-
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 .
-24-
t
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.
�8-3-An-e��le�ee-who-�i�zee�ia-i-t-h--t-�e-e�ta�tta�epLa-spa€e�ex€s
er- wri-tzi- -regent-shall
have--t4ke--rlgh€-tom--review--&uf_- --evaIua€ler --r �tr-with--t4re--eity,s
Pe�sennel-a€€lees-and;-t�gen-�egxes€;-shall-bade-€he-�lgh€-fie-have-an
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 .
i
�8-5-Pdege�la€lens-��rr- rrtr��-8e�rrlee-�?f�3f���rcl-P�ege�€� ��
8le�i�-fie-beg#n-en-e�-al9et�f-Rg�ll;-198 -
�8-6-the-Hegar€x�ex€-shall-de�aeleg;-w�€hen-€we-f�}-�exfhs-a€-€he
effeetiYe-4&to--e+-€hls-W+3-,--a-efl€teal pellet' j
tha€--ixe-Ides- rry -i-s exrs--t4rat-trYte-einpleyee-lie- -Oft-1-ea,te-with
pay--itrrtrrl•--ai-r-rtrff3t1i 1--deteem-inat-iex--ls--n d -+o-l+ow-ii-rc -sem--an
lnelden€-
20 . 5 Notwithstanding Section 23 . 1 , this agreement shall be
reopened on October 1 , 1989 , for the exclusive purpose of meeting
and conferring on the following issues :
1 . The method and means of implementing possible changes to
existing performance standards established by the Chief of
Police.
2 . The implementation of a Drug and Alcohol Abuse Policy.
3 . Formulation of a pre-employment agreement dealing with
reimbursement to the City, at such time as an employee in
this unit leaves City employment prior to completing a
certain number of years of service, for training expenses
previously incurred by the City.
-25-
4 . Formulation of a light duty arrangement which would permit
the City, with the employee ' s prior agreement , to assign
'! the employee to appropriate light duty work in a departent
other than the Police Department .
ARTICLE 21
Employee Benefit Programs
i
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.
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 month
following employment . The City shall pay the full cost of the
program for both employee and dependents . The major elements of the
group insurance benefit program are:
( 1 ) Life Insurance : Twice annual salary for employee, $3 , 000
for employee ' s dependents.
( 2 ) Health Benefits : $100 deductible per person per year
except for accidents which shall have none; 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 .
-26-
( 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.
21 . 2 ( c) The health benefit plan as set forth in number 2 of
21 . 2 ( a) above, provides for payment equal to fifty percent ( 50%) of
the cost for the first twelve ( 12 ) visits of outpatient benefits for
treatment of mental and nervous disorders . The City will reimburse
those employees for their cost for the first twelve ( 12 ) visits of
the benefits set forth above, 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 .
-27-
ARTICLE 22
Term
22 . 1 This Memorandum of Understanding, having taken effect as
of July 1 , 1974 , and having thereafter been amended, shall-remain-in
ftt��- o-i -ael--eee -trrrt�-i--eke-- -ix ------The
ga���es-agree-�e-eex�menee-nege��a�#ens-few-a-sxeeesse�-Me�e�anelttt�-ef
�3nel e�s�an eli n g-n�ne�fir-�98�-d��s-•�rr�i���r-��re-�xgr�t i-c3r�-c�at�-abate e-
shall continue in full force and effect until the first day of July,
1992 , 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 Under-
standing 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 .
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.
-28-
IN WITNESS WHEREOF, the parties have executed these Amendments
to the Memorandum of Understanding on the day of
, 1992 to be effective 1992 .
SAMUEL S . McMURRY MARTIN RAUCH
Assistant City Manager President, Peace Officers
Association of Redding
JAMES G. BRISTOW STEVE ALLEN
Personnel Officer Labor Representative
JESS McKINNIE DOUGLAS R. O'HARE
Captain, Redding Police Dept. Negotiator
KAREN SUNDIN PETER HANSEN
Assistant Director of Finance Negotiator
MICHAEL PEGG
Negotiator
PAT TENNANT
Negotiator
-29-
I
EXHIBIT "A"
SCHEDULE OF WAGES
Effective June 25 , 1989
Step 7
Salary :Step ?Ionthly
Hourly Pav Rate
Equivalent
1 2 3 4 5 6 7
Police Recruit $10.37
Police Officer 12. 19 $12.74 13 .34 14. 12 14.76 15.52 16. 28 2,821
Police Court Officer` 17.09 2,962
Police Investigator* 17 .52 3 ,037
Police STOP Officer* 17.52 3 ,037
Police Sergeant 18.77 3 .253
Investigative Sergeant* 19.24 3 ,334
Administrative Sergeant* 19.24 3 .334
*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.
. I
EXHIBIT "B"
SCHEDULE OF WAGES
Effective January 1 , 1990
Step 7
Salary Step Monthly
Hourlv Pay Rate
Equivalent
1 2 3 4 5 6 7
Police Recruit $10.37
Police Officer 12.19 $12.74 13 .34 14. 12 14. 76 15 .52 16.28 2,821
Police Court Officer* 17.09 2,962
i
Police Investigator* 17.52 3 ,037
Police STOP Officer* 17.52 3 ,037
Police Corporal 17.09 2,962 j
Police Sergeant 18.77 3. 253
Administrative Sergeant* 19. 24 3 ,334
I
Investigative Sergeant* 19. 24 3 .334
*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 amd 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.
.I
EXHIBIT "C"
Job 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 reauired.
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 :
In the absence of , or at the direction of a supervisor:
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 Qualifications : I
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 III 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-
I
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.
i
'I
II
,y
-3-
EXHIBIT "D"
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 i
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
1
Exceeds Standards: Consistently performs above standards.
Meets Standard: Consistently meets the established
standard.
Below Standards: Results fall short of meeting job
requirements.
t (Does not meet the standard as noted
in the comments section of the evalua-
tion 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
Sub-standard 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 performance
element, your supervisor will meet with you and clarify how
,i 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 supervisor will
-2-
Performance Standards
Police Officers
2
• •
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 perfor-
mance, you will be rated as satisfactory in this element;
if not, you will not get a satisfactory rating in that
element.
V
B. CLAUSE #2:
If the plan referenced above becomes unattainable, initiate
contact with your supervisor to re-negotiate.
Pw
3/92 Revised
i
I
-3-
Performance Standards
Police Officers
3
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.
A. The improvement of Employee Effectiveness - The
performance evaluation report will:
1. Inform the employee of what is expected of
him/her and how well he/she is meeting those
expectations.
2. Give the employee recognition and reward for
good work.
3 . Measure the employee in terms of job require-
ments.
4. Encourage self-development.
B. The improvement of Supervisory Effectiveness - The
J
performance evaluation report will:
1. Provide for supervision consistency in applica-
tion of performance standards and evaluation of
personnel on all watches.
2. Identify the training needs of subordinates in
general and individually.
3 . Provide the supervisor with a continuous record
of the employee's job performance history which
would enhance the quality of annual performance
evaluations.
C. The improvement of the Personnel Processes - The
performance evaluation report will:
4
Minimum Performance Standards
Field Operations Division
Page 2
1. (Indicate weaknesses in selection procedures.
2. Elevate employee morale by recognition of
competent service.
3 . Help the City and Department check on the need
for and the reasonableness of established job
performance standards.
4. Provide a check on the accuracy of job descrip-
tions, classifications, recruitment and selec-
tion process.
5. Indicate training needs and evaluate the effec-
tiveness of training activities which will
demonstrate the need for changes in or the
clarification of rules, regulations, policies,
and procedures.
6. Indicate eligibility for pay step increases.
i
7. Serve as a guide for future personnel actions
such as promotions, disciplinary actions, j
transfers, etc.
MINIMUM PERFORMANCE STANDARD FOR POLICE OFFICERS
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 assignments,
number of hours actually worked, etc.
Your traffic enforcement activities should address
designated problem locations.
II. REPORTS
Follow agency format and guidelines, see Attachment
"A.
5
Minimum Performance Standards
Field Operations Division
Page 3
Complete Part I Felony reports by end of watch unless
apprpved 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:
A. Incomplete preliminary investigation.
B. Spelling, grammar, sentence structure, or legi-
bility.
C. Errors, omissions.
D. Elements omitted.
E. Improper format.
This standard applies to officers who have been
released 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
co-workers and supervisors develop, you are expected to
resolve them in a constructive way.
This means you are expected to:
(a) Treat co-workers and supervisors with 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.
6
Minimum Performance Standards
Field Operations Division
Page 4
IV. EX'T'ERNAL 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 facil-
ities 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.
(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.
I
7
Minimum Performance Standards
Field Operations Division
Page 5
,r
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
re-negotiate 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 OT is
,i 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.
8
Minimum Performance Standards
Field Operations Division
Page 6
(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 equipment in
a manner most likely to ensure good working order and appear-
ance.
This means you will be expected to:
I.
(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.
7m/pw
Attachment
3/92 Revised
9
REDDING POLICE DEPARTMENT
------------------------------------------------------------------
Part 1
' FIELD OPERATIONS 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.
10
•
PER/
Page 2
Instructions: Examples of performance incidents justifying rat-
ings in each of the rating categories shall be
listed in the comments section of the evaluation
form.
1-Exceeds Standards 3-Below Standards
2-Meets Job Standards
I,
------------------------------------------------------------------ ,
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 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 and not an error outside the officer' s con-
trol.
11
PER/
Page 3
(This standard applies to officers who have been released from
formal,-FTO program)
COMMENTS
III. Internal Relations
Work is conducted in a manner which 1 2 3
supports the overall group effort.
Differences with co-workers and 1 2 3
supervisors are resolved in a
constructive manner.
COMMENTS
IV. External Relations
Work is conducted in a manner which 1 2 3
is likely to foster good citizen
relations and support for the agency.
Work is conducted in a manner which does 1 2 3
not generate patterns of sustained complaints.
COMMENTS
V. Safety
Work is conducted in a manner which 1 2 3
is most likely to protect yourself
and others from harm.
12
PER/
Page 4
Work is conducted in a manner which 1 2 3
is ipost likely to protect facilities
and equipment from damage.
COMMENTS
r
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
13
PER/
Page 5
--------------------------------------------------------------------
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
14
i
PER/
Page 6
-------------------------------------------------------------------
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
Sergeant/Lieutenant
Signature of Division Head Date
Captain
Signature of
Department Head Date
Robert P. Blankenship, 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 Division Head:
Employee's Initials
pw
Revised 4/92
15
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:
16
• .
Exceeds Standards: Consistently performs above standards.
Meets Standard: Consistently meets the established
standard.
Below Standards: Results fall short of meeting job
requirements.
(Does not meet the standard as not
in the comments section of the evalua-
tion 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
I
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 i
correction. (Refer to Standard Performance Policy) .
STANDARD PERFORMANCE POLICY
Sub-standard performance hurts the organization by forcing
I
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 performance
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 supervisor will
-2-
Performance Standards
Police Officers
17
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 perfor-
mance, you will be rated as satisfactory in this element;
if not, you will not get a satisfactory rating in that
element.
V
B. CLAUSE #2:
. If the plan referenced above becomes unattainable, initiate
contact with your supervisor to re-negotiate.
Pw
3/92 Revised
-3-
Performance Standards
Police Officers
18
CITY OF REDDING
INTERDEPARTMENT COMMUNICATION
DATE:
TO: All Sworn Personnel
FROM:
SUBJECT: MINIMUM PERFORMANCE STANDARDS FOR INVESTIGATIONS
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.
A. The improvement of Employee Effectiveness - The
performance evaluation report will:
1. Inform the employee of what is expected of
him/her and how well he/she is meeting those
expectations
2 . Give the employee recognition and reward for
good work
3 . Measure the employee in terms of job require-
ments
4. Stimulate self-development
5. Serve as a guide for future personnel actions
such as promotions, disciplinary actions,
transfers, etc.
I
B. The improvement of Supervisory Effectiveness - The
performance evaluation report will:
1. Provide for supervision consistency in applica-
tion of performance standards and evaluation of
personnel on all watches
2. Identify the training needs of his subordinates
in general and individually
3 . Provide the supervisor with a continuous record
of the employee' s job performance history which
19
Minimum Performance Standards
Investigations Division
Page 2
would enhance the quality of annual performance
vevaluations
C. The improvement of the Personnel Processes - The
performance evaluation report will:
1. Indicate weaknesses in selection procedures
2. Elevate employee morale by recognition of
competent service
3 . Help the City and Department check on the need
for and the reasonableness of established job
performance standards
4. Provide a check on the accuracy of job descrip-
tions, classifications, recruitment and selec-
tion process
5. Indicate training needs and evaluate the effec-
L, tiveness of training activities which will
demonstrate the need for changes in or the
clarification of rules, regulations, policies,
and procedures
6. Indicate eligibility for pay step increases
7 . Serve as a guide for future personnel actions
such as promotions, disciplinary actions,
transfers, etc.
MINIMUM PERFORMANCE STANDARD FOR INVESTIGATORS
I . AS AN INVESTIGATOR
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
it toward clearance of the cases assigned to you
You will properly manage the cases assigned to you
which includes:
u
20
Minimum Performance Standards
Investigations Division
Page 3
1. Case prioritization, working the most critical
cases first, based on solvability factors or
supervisory direction
i
2. Maintaining case files which contain case docu-
mentation, notes, reports, and any other materi-
als pertinent to the investigation
3 . Keeping supervisors appraised of case status,
issues which arise that reflect on the department
(positively or negatively) , and any problems
affecting your ability to manage your caseload
You are expected to identify crime trends, determine
M.O. ' s, and crime problems of a geographical nature.
To this end, you are expected to cooperate with and
assist the C.A.U.
You are expected to develop tactical plans intended
to address the crime trends and identified M.O. ' s
You are expected to develop informant information on
your cases, intelligence information regarding gangs,
potential gangs and drug information
You are expected to develop a working knowledge of li
in-house computer programs
You are expected to become proficient in writing
search warrants
II. REPORTS
Follow agency format and guidelines, see Attachment
"All
At least 90% of arrest reports and 80% of all other
reports must be *useable upon first submittal to
supervisor. 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
�I
i
21
i
Minimum Performance Standards
Investigations Division
Page 4
B. Spelling, grammar, sentence structure, or legi-
bility
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
III. INTERNAL RELATIONS
You are expected to conduct your work in a manner which
supports the overall group effort. If differences with
co-workers, supervisors, or outside agencies develop, you are
expected to resolve them in a constructive way.
This means you are expected to:
(a) Treat co-workers 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
(e) Develop and maintain positive working relationships
with allied agencies - (examples) DA's office, SO,
' APD, CHP, Probation, Parole, etc. . . .
(f) Maintain flexibility within the unit to assist any
sub-unit when the need arises
22
r
•
Minimum Performance Standards
Investigations Division
Page 5
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:
- L
(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
V. SAFETY
You are expected to conduct your work in a manner which is
most likely to protect you and others from harm and facil-
ities 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
l
I
23
0 •
Minimum Performance Standards
Investigations Division
Page 6
(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
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) 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, under cover
operating 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 (1) 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
re-negotiate with your Supervisor in advance
(g) Meet or exceed minimum standards of uniform and
grooming policy
24
0 •
Minimum Performance Standards
Investigations Division
Page 7
(h) Notify Sergeant at the point of shift where OT is
go}ng 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 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
VII . EQUIPMENT USE AND MAINTENANCE
r
You are expected to use and care for Department equipment in
a manner most likely to ensure good working order and appear-
ance.
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
i
25
Minimum Performance Standards
Investigations Division
Page 8
(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
( 1) Maintain assigned equipment in good working condi-
tion
CB/JM/ly/Pw
4/92
1
i 26
i
REDDING POLICE DEPARTMENT
----------r---------------------Part---------------
INVESTIGATIONS PERFORMANCE EVALUATION
--------------
----------------------------------------------------
Date of
this report
Last Name First Name Initial
i
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.
27
PER/
Page 2
1-Exceeds Standards 3-Below Standards
2-Mees Job Standards
------------------------------------------------------------------
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.
COVDU?NTS
II . Case Management
o 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
28
1
i
PER/
Page 3
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.
COMMENTS
i
i
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.
29
i
. PER/
Page 4
*Useable - This means reports that are prepared correctly or
easilyccorrected 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
VI . Internal Relations
Work is conducted in a manner which 1 2 3
which supports the overall group effort.
Differences with co-workers, 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.
j Work is conducted in a manner which does 1 2 3
'i not generate patterns of sustained complaints.
COMMENTS
'i
30
PER/
Page S
VIII . Safet
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
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
i
i
31
I
PER/
Page 6
------------------------------------------------------------------
T
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
-------------------------------------------------------------------
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
32
PER/
Page 7
Employee c ents•
�
Signature of Supervisor Date
Sergeant/Lieutenant
Signature of Division Head Date
Division Commander
Signature of
Department Head Date
Robert P. Blankenship, 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 Division Head:
Employee' s Initials
Revised 4/92
i
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h
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33
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REDDING POLICE DEPARTMENT
c CORPORAL
PERFORMANCE EVALUATION INSTRUCTIONS
IN'T'RODUCTION
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
i 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
.i
The following descriptions are supplied to clearly define
what type of performance is expected to earn a rating in that
category:
i 34
Exceeds
Standards: Consistently performs above standards.
Meets Standards: Consistently meets the established
standard.
Below Standards: Results fall short of meeting job
requirements.
(Does not meet the standard as noted
in the comments section of the evalua-
tion 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
Sub-standard 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 j
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 performance
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 supervisor 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 perfor-
mance, 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.
jg/Pw 4/92
-2-
Performance Standards
Corporals
35
6
i
MINIMUM PERFORMANCE STANDARDS
CORPORALS/FIELD OPERATIONS
I .
SUPERVISION
A. Performance Management and Control
You will receive a satisfactory rating in performance
management and controls if under the direction of your
shift Sergeant you assure that the following conditions
i' exist:
1. If any employee is not meeting minimum standards you
have, with your Sergeant' s input and/or recommenda-
tions, initiated a corrective action plan.
Your responsibilities in the area of performance manage-
ment 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 improvement.
B. Cost control
Corporals will be held accountable for controlling and
minimizing the use of overtime by those employees under
their control.
II. EMPLOYEE DEVELOPMENT
A. 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 occur-
ring. Implement and manage prevention programs 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.
1. Implement according to plan and criteria agreed upon.
36
-2-
C. Reporting: The Corporal will report unusual occurrences,
major incidents, personnel problems, and community
sensitive issues to the shift Sergeant or Watch Command-
er.
IV. PROJECTS/SPECIAL ASSIGNMENTS
A. Readily accepts assignments and projects outside normal
job responsibilities
B. Pro-actively initiates projects to improve the organiza-
tion
V. MINIMUM PERFORMANCE STANDARDS FOR CORPORALS
A. 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.
Your traffic enforcement activities should address
designated problem locations.
B. Reports - Follow agency formal and guidelines, see
Attachment "A."
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 Ser-
geant. 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 legibility.
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
officers' control.
37
-3-
VI . INTERNAL RELATIONS
A. You are expected to conduct your work in a manner which
supports the overall group effort. If differences with
co-workers and supervisors develop, you are expected to
resolve them in a constructive way.
This means you are expected to:
1. Treat co-workers 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 constructively
by actively trying to resolve, or negotiate ways to
work together harmoniously.
5. Give subordinates an avenue in which to make sugges-
tions, register complaints, seek guidance, etc.
6. Provide a timely response to employee needs.
VII. EXTERNAL RELATIONS
A. 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:
1. Treat citizens with respect.
2. Refuse to accept gratuities.
3 . Avoid unnecessary profanity, use of racial, reli-
gious, ethnic, and sexual slurs, sarcasm, and deroga-
tory remarks.
4. Make yourself readily available to accept citizen' s
complaints, or suggestions, and follow Departmental
procedures to effectively deal with such information.
38
i
-4-
VIII . SAFETY
A. 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.
I
3 . Adhere to tactical procedures.
i
4. Follow Department handcuffing procedures.
5. Follow Departmental radio communications procedures.
I
IX. WORK HABITS AND PROFESSIONAL APPEARANCE
A. 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, exclud-
ing reasonable travel time after clearance. Code 7
and break locations must be given to Dispatch upon
arrival.
4. Answer your radio when called or Dispatch should have
your location and status.
5. Remain in field until 10 minutes before end of shift,
but available to end of shift. Exceptions to be
cleared with Supervisor.
39
I
6 . Complete assignment and projects by due date of
re-negotiate with your Supervisor in advance.
7 . Meet or exceed minimum standards of uniform and
grooming policy.
8 . Notify Sergeant at the point of shift where OT is
going to be needed.
9 . Comply with Court standby policy.
10. Citizen phone calls are to be attempted to be re-
turned 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
A. 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
Sergeant/Watch Commander as necessary.
XI. EQUIPMENT USE AND MAINTENANCE
A. You are expected to use and care for Department equipment
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.
40
iii
-6-
2. Keep fuel tank no less than on-half full at end of
shift.
3 . Conduct circle checks of vehicle before and after
shift and report damage or deficiencies to supervisor
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.
7m/PW
Revised 4/92
41
I
REDDING POLICE DEPARTMENT
----------,t--------------------- ------------------------------
Part
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
n 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.
42
PER/
Page 2
1-Exceeds Standards 3-Below Standards
2-Meets Job Standards
------------------------------------------------------------------
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
i
III. Problem Solving:
Takes pro-active measures to 1 2 3
prevent problems from occurring.
43
PER/
Page 3
Impaements 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.
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.
44
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PER/
Page 4
i
Work effort is focused on the Watch 1 2 3
priorities as identified by the
Watch Commander and/or Shift Supervisor.
COMMENTS
i
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 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 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.
I�
Good relationships are maintained 1 2 3
with co-workers and superiors.
Conflicts are dealt with in a
positive, constructive manner.
45
` PER/
Page 5
Con4uct 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
:i
I
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
'j 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
46
PER/ '
Page 6
COMMENTS
M
X. Facilities and Equipment Management:
i
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
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
47
PER/
Page 7
Evaluation will be final. Such appeal to the City Manager must be
made withinf 30 days of the date the employee receives the Perfor-
mance Evaluation.
COMMENTS
-----------------
Part 5
EMPLOYMENT DEVELOPMENT
------------------ ------------------------------------------------
I HAVE PARTICIPATED IN DISCUSSION OF OVERALL JOB PERFORMANCE AND
SETTING OF NEW OBJECTIVES.
COMMENTS
-------------------------------------------
Part 6
CERTIFICATION
-------------------------------------------------------------------
The employee' s signature does not necessarily mean the employee is
in total agreement with the remarks or ratings. Employee has the
right to candidly express his/her opinion on this evaluation.
Interview conducted with: Date
Signature of Employee
Employee comments:
�
Date
Signature of Supervisor
Sergeant/Lieutenant
Signature of Division Head Date
Captain Jess McKinnie
Signature of Date
Department Head
Robert P. Blankenship, Chief of Police
48
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Page 8
Comments for Division and/or Department Head
F --
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 Division Head:
Employee' s Initials
Revised 4/92
i
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49
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.I
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
j� 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
'I of the Redding Police Department' s Sergeants.
I
PERFORMANCE STANDARDS
�I
j A set of standards has been drafted defining the responsibil-
ities of the Police Sergeant. 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
'i basis from which Sergeants' 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 "Ex-
ceeds 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:
i
I
'�,
50
i
• "
Exceeds _
Standards: Consistently performs above standards.
i
Meets Standards: Consistently meets the established
standard.
Belpw Standards: Results fall short of meeting job
requirements.
(Does not meet the standard as noted
in the comments section of the evalua-
tion 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
I
Sub-standard 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 performance
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 supervisor 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 perfor-
mance, 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.
i
pw
Revised 4/92
i
-2- l
Performance Standards
Sergeants
�I
51
• SERGEANTS/FIELD OPERATIONS
MINIMUM PERFORMANCE STANDARDS
i
I . SUPERVISION
A. Performance Management and Control
I' You will receive a satisfactory rating in performance
management and controls if the following conditions exist.
1. Your employees all meet the minimum standards.
2. If any employee is not meeting minimum standards you
have initiated a corrective action plan approved by
your Watch Commander and are implementing the action
plan
,I 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 improvement.
B. COST CONTROL
Sergeants are responsible and will be held accountable for
controlling and minimizing the use of overtime by those
employees under their control.
II . EMPLOYEE DEVELOPMENT
A. 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 occur-
ring. Implement and manage prevention programs 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.
i
1. Implements according to plan and criteria agreed upon
'.� C. Reporting: The Sergeant will report unusual occurrences,
major incidents, personnel problems, and community sensi-
tive issues to the Watch Commander.
i
52
-2- •
IV. PROJECTS/SPECIAL ASSIGNMENTS
T
A. Readily accepts assignments and projects outside normal
job responsibilities
B. Pro-actively initiates projects to improve the organiza-
tion
C. Staff work shall be completed in accordance with the
agreed upon guidelines, unless policy or procedure dic-
tates otherwise. Deadlines are negotiated in advance and
met.
V. INTERNAL
A. Conduct your supervisory assignment in such a way as to:
1. Give subordinates an avenue in which to make sugges-
tions, register complaints, seek guidance, etc.
2. Provide a timely response to employee needs
3. Conduct your work in a manner which assures good
relationships with co-workers and superiors. Mistakes
will occur and conflicts will develop. How you deal
with differences is important. Do not allow conflicts
and relationships to interfere in your work or the
work of others i
VI. EXTERNAL
A. 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.
VII CITIZEN SATISFACTION
A. Make yourself readily available to accept citizen's
complaints, recommendations, or suggestions. Initiate
appropriate action to effectively deal with such informa-
tion.
VIII. SAFETY
6
A. Identify and correct unsafe conditions
B. Comply with and assure compliance with safety policies and
procedures
53
I
-3-
i
IX. WORK HABITS AND PROFESSIONAL APPEARANCE
A. 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
i
reasonable travel time after clearance. Coffee breaks
j ( 2) are not to exceed 15 minutes each, excluding
reasonable travel times after clearance. Code 7 and
break locations must be given to Dispatch upon arri-
val.
3 . Answer your radio when called or Dispatch should have
your location and status.
I
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.
'I
j 8. Follow the chain of command.
A
9. Any sick leave used to be for legitimate medical
reasons.
i
X. FACILITIES AND EQUIPMENT MANAGEMENT
I
A. Sergeants are expected to:
Investigate suspected/known abuse and/or loss of equipment
and initiate action to correct the problem.
Report malfunctions and/or damage to mechanical, electric,
plumbing, structural equipment in the building, during
your shift. Inform your Watch Commander as necessary.
54
-4-
EQUIPMENT Q UIPMENT USE AND MAINTENANCE
T
A. You are expected to use and care for Department equipment
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. i
2. Keep fuel tank no less than on-half full at end of
shift.
3 . Conduct circle checks of vehicle before and after
shift and report damage or deficiencies to supervisor
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 r
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.
Revised 4/92
I
M
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55
i
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i
II
REDDING POLICE DEPARTMENT
-------------------------------------------------------------------
Part 1
SERGEANT PERFORMANCE EVALUATION
------------------------------------------------------------------
i
Date of
j this report
Last Name First Name Initial
For period
Position from to
Division
Length of service with Department
In present position
j ------------------------------------------------------------------
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.
li 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
I' is needed to consistently meet job requirements.
lu
it Instructions: Examples of performance incidents justifying rat-
li tings in each of the rating categories shall be
listed in the comments section of the evaluation
form.
56
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I�
P
•
PER/
Page 2
1-Exceeds Standards 3-Below Standards
2-Meets Job Standards
-------------------------------- -3----------------------------
PartPERFORMANCE STANDARDS I'
------------------------------------------------------------------
I. Performance Control:
i
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. j
Effectively manages cost controls 1 2 3
in overtime usage and proper
scheduling.
i
Personnel deployment achieved to 1 2 3 L.
meet need of shift at a minimum
cost to the City.
r
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 i
i
COMMENTS
I
I'
I,
�I
57
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Page 3
i
III . Problems Solving:
II Takes pro-active measures to 1 2 3
prevent problems from occurring.
i
Implements and manages prevention 1 2 3
programs at the direction of the
Department and/or Watch Command-
er.
iIs responsive and initiates action 1 2 3
,i when problems arise.
I
Identifies problems and develops 1 2 3 4
a plan for correction seeking the
Watch Commanders approval.
'9 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.
ii
COMMENTS
4
IV. Projects/Special Assignments:
Readily accepts assignments and 1 2 3
projects outside normal job
i� responsibilities.
i
Pro-actively initiates projects 1 2 3
to improve the organization.
COMMENTS
i
i
I
i
�I
58
II
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PER/ J
Page 4
V. Internal and External Relations:
Ir
Supervisory conduct allows an 1 2 3
avenue for subordinates to make
suggestions, register complaints,
seek guidance, etc.
i
Responds in a timely manner to 1 2 3
employee needs.
i
Good relationships are maintained 1 2 3
with co-workers and superiors.
Conflicts are dealt with in a II
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 it
effectively deal with such
information. Conflicts are dealt
with appropriately.
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COMMENTS
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Safety
Identifies and corrects unsafe 1 2 3
conditions. r
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Complies with and assures com- 1 2 3
pliance with safety policies and
procedures.
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COMMENTS j.
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VII . Work Habits and Professional Appearance
� F
. 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
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Investigates suspected/known abuse 1 2 3
and/or loss of equipment and ini-
tiates action to correct the problem.
i; Preventative maintenance of facili- 1 2 3
I� 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
II
i Use and care for department equipment 1 2 3
is done in a manner most likely to
ensure good working order and appearance.
COMMENTS
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Part 4
OVERALL EVALUATION
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Exceeds
Standards Meets Job Standards Below Standards
The overall rating is not intended to be an average of the ratings
on individual performance factors. In every job, some results and
factors are more important than others and should be given greater
weight. Should a regular employee disagree with his/her overall
rating or any portion thereof (for any element that is rated less
than satisfactory) the employee has the right to have the City
Manager review the Performance Evaluation. The employee shall
have the right to have an Association Representative present. The
City Manager' s review and decision relating to the Performance
Evaluation will be final. Such appeal to the City Manager must be
made within 30 days of the date the employee receives the Perfor-
mance Evaluation.
COMMENTS
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Part 5
EMPLOYMENT DEVELOPMENT
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I HAVE PARTICIPATED IN DISCUSSION OF OVERALL JOB PERFORMANCE AND
SETTING OF NEW OBJECTIVES.
h
COMMENTS
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Part6
CERTIFICATION
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The employee' s signature does not necessarily mean the employee is
'I in total agreement with the remarks or ratings. Employee has the
right to candidly express his/her opinion on this evaluation.
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Interview conducted with: Date
Signature of Employee
Employee comments:
'i Signature of Supervisor Date
Sergeant/Lieutenant
Signature of Division Head Date
Captain Jess McKinnie
Signature of
Department Head Date
Robert P. Blankenship, 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 Division Head:
Employee' s Initials
Revised 4/92
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EXHIBIT "E"
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 I
G
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 be responsible for pro rata
reimbursement for hiring and training expenses . The definition of j
completion of departmental training as used in this agreement is
completion of the field training officer program; however, based j
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.
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4 . Credit for Continuous Employment . Credit for service
j 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.
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Dated this day of 19
Attorney of Applicant
Dated this day of 19
d
Applicant
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