City of Sacramento
City Council - 5PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2024-00822 5/21/2024 Discussion Item 16.
Fiscal Year (FY) 2024/25 Proposed Budget Deliberation and Council Direction File ID: 2024-00822
Location: Citywide
Recommendation: Deliberate and pass a Motion to provide Council direction regarding the FY2024/25 Proposed Budget (Budget).
Contact: Peter Coletto, Director of Finance, (916) 808-5416, [email protected]; Mirthala Santizo, Budget Manager, (916) 808-5078, [email protected], Department of Finance
Presenter: Peter Coletto, Director of Finance, (916) 808-5416, [email protected]; Mirthala Santizo, Budget Manager, (916) 808-5078, [email protected], Department of Finance
Attachments:
1-Description/Analysis
2-FY2024/25 Supplemental Budget Information
Description/Analysis
Issue Detail: The City Charter, Article IX Section II, requires the City Manager to deliver budget recommendations no later than 60 days prior to the start of the new fiscal year. The City Manager’s Budget was released on April 30, 2024. Over the course of four special meetings in January and February 2024, Council received detailed presentations from every department under the purview of the City Manager regarding services, accomplishments, and challenges. Council was also informed that current service levels would be unsustainable as the City was projecting budget deficits beginning in FY2024/25. On February 27, 2024, Council received the mid-year financial update for FY2023/24 and an updated 5-year forecast projecting a $66 million budget deficit for FY2024/25 with deficits increasing annually thereafter. On April 30, 2024, the City Manager released the FY2024/25 Proposed Budget which closed the $66 million budget deficit without eliminating any filled positions.
On May 7, 2024, staff presented the Budget and the 2024-2029 Capital Improvement Program (CIP), which includes the FY2023/24 CIP Budget, to Council (File No. 2024-00819) detailing the service impacts of budget balancing strategies in the Proposed Budget. On May 14, 2024, Council received
File ID: 2024-00822 5/21/2024 Discussion Item 16.
an analysis of the CIP, City fees and charges, and the pilot equity analysis. With Council having received the information listed above from staff, Council shall now deliberate and provide direction to staff regarding the Budget.
Policy Considerations: The Budget maintains the direction provided by Council and prioritizes maintaining core City services and advancing Council priorities while closing the budget gap in FY2024/25. The Budget includes continued resources for Council priorities related to inclusive economic development, youth, public safety, homelessness and essential core services. The strategic approach to choose specific revenue enhancements and expenditure reductions instead of simply pursuing across-the-board cuts minimizes program and service impacts to the community to the extent possible.
Economic Impacts: Not applicable.
Environmental Considerations:
California Environmental Quality Act (CEQA): This report concerns administrative activities and government fiscal activities that do not constitute a “project” as defined by the CEQA Guidelines sections 15378 and California Public Resources Code section 21080 and are not subject to the provisions of CEQA (CEQA Guidelines section 15060(c)(3)). CEQA review for any project, which utilizes funds allocated under the FY2024/25 CIP Budget, has been or will be performed in conjunction with planning, design, and approval of each specific project as appropriate.
Sustainability: None.
Commission/Committee Action:
Budget and Audit Commission
: The Budget and Audit Committee reviewed the report on May 7, 2024.
Planning and Design Commission : Sacramento City Code Section 17.912.010 requires the Planning and Design Commission to review the City’s five-year CIP for consistency with the City’s General Plan and to report its findings to the City Council. The 2024-2029 Proposed CIP was presented to the Commission on May 23, 2024, and the Commission’s determination will be provided to Council during the budget hearings. The General Plan Consistency Memo will be included in the Adopted Budget staff report.
Measure U Commission
: The Budget and CIP will be presented to the Commission on May 20, 2024.
File ID: 2024-00822 5/21/2024 Discussion Item 16.
Rationale for Recommendation: The actions recommended in this report would allow staff to make modifications to the Budget and/or CIP.
Financial Considerations: The Budget is balanced and reflects adopted Council policies, goals, and planning/programming guides. Any direction Council provides would need to ensure that the Budget remains balanced.
Local Business Enterprise (LBE): Not applicable.
SBI #
Date of
Request District Request Department (s) Status
1 4/9/2024 3,8 Key performance indicators (KPIs) that the City collects for Council review.
City Manager's Office Submitted as
Supplemental
Material for 5pm
5/7/2024 City Council
Meeting
2 5/2/2024 4 Additional staffing information on Police
Department's reductions. How many people in the
specified divisions/units conduct the work that's in
the proposed reductions? Would like to see
organizational charts.
Police Submitted directly to
District and will be
included with File No.
2024-00822 for 5pm
5/21/2024 City Council
Meeting
3 5/2/2024 4 Police's Departments Overtime Policy – Would like to see General Orders, Callback guidelines, OT
guidelines, etc.
Police Submitted directly to
District and will be
included with File No.
2024-00822 for 5pm
5/21/2024 City Council
Meeting
4 5/6/2024 1 Various revenue increase questions Youth, Parks and Community Enrichment
(YPCE)
Submitted directly to
District and will be
included with File No.
2024-00822 for 5pm
5/21/2024 City Council
Meeting
5 5/6/2024 1 What is the impact of the $87,000 reduction of funding for the Museum of Science and Curiosity?
Convention and
Cultural Services
Submitted directly to
District and will be
included with File No.
2024-00822 for 5pm
5/21/2024 City Council
Meeting
6 5/7/2024 1 What would be the cost savings for the two YPCE items for the reduction of Recreation Aide positions
and reducing ten non-hub pools and impact to
services?
YPCE Submitted directly to
District and will be
included with File No.
2024-00822 for 5pm
5/21/2024 City Council
Meeting
7 5/7/2024 1 For the deletion of the three positions from the Finance Dept - what would be the impact to
services for the deletion of one position and costs
savings?
Finance Submitted directly to
District and will be
included with File No.
2024-00822 for 5pm
5/21/2024 City Council
Meeting
8 5/7/2024 1 What is the current status of Homeless Housing, Assistance and Prevention (HHAP) funding and the
restoration of funding with prior year unspent
HHAP?
Finance Submitted directly to
District and will be
included with File No.
2024-00822 for 5pm
5/21/2024 City Council
Meeting
FY2024/25 Supplemental Budget Information (SBI) Log
Gray = Previously Delivered and White = To Be Delivered (items not complete by Budget Adoption will be added to the Council follow up log) SBI #
Date of
Request District Request Department (s) Status
9 5/7/2024 1 What would be the impact to services if these positions (vacant positions for eCAPS, 311, Code
Enforcement, City enterprise data, Network and
Telecom Team, etc.) were cut? Would there be any
cost savings if the City were to contract out for
these services?
** Updated since 5/9/2024 release **
Information Technology
(IT)
Submitted directly to
District and will be
included with File No.
2024-00822 for 5pm
5/21/2024 City Council
Meeting
10 5/7/2024 1 Please provide more information on why the reduction in funding for service needs from
Downtown Sacramento Partnership (DSP) was not
included in the Proposed Budget.
Convention and
Cultural Services (CCS)
Submitted directly to
District and will be
included with File No.
2024-00822 for 5pm
5/21/2024 City Council
Meeting
11 5/6/2024 1 Additional information on the current Streetscapes Maintenance contracts and terms related to the
$300,000 increase BCP request.
Public Works (PW) Submitted directly to
District and will be
included with File No.
2024-00822 for 5pm
5/21/2024 City Council
Meeting
12 5/7/2024 Mayor
Do you have any background on the youth stipends-
based programming reduction proposed in this item
(approx. $121,500)? Which Youth Workforce
Programs are impacted? The ones through
Community Centers, Summer @CH, or others?
YPCE 1st question emailed
directly to Mayor staff.
2nd question answered
at 5pm 5/7/2024 City
Council Meeting
13 5/7/2024 4 List of continuing programs that received one-time funding of ARPA dollars
Finance Submitted directly to
District and will be
included with File No.
2024-00822 for 5pm
5/21/2024 City Council
Meeting
14 5/7/2024 Mayor, 1,
3, 8
Additional information on the current fee waiver and
scholarship programs and details on how the new
scholarship program will be administered.
YPCE Information provided at
5pm 5/7/2024 City
Council Meeting.
Submitted directly to
Council and will be
included with File No.
2024-00822 for 5pm
5/21/2024 City Council
Meeting
15 5/13/2024 1 Additional Information on the 2017/18 Facility Condition Assessment. Why were only 50% of the
buildings evaluated? Is there a breakdown of the
assessment by district?
PW In progress
16 5/13/2024 1 Additional information on the Meadowview Remediation Program. When was the property
acquired and how much funding has been spent on
the contaminated soil?
PW In progress
SBI #
Date of
Request District Request Department (s) Status
17 5/13/2024 1 City Facility Reinvestment Program - Have projects been identified for the $2.2M funding allocated to
the program?
PW In progress
18 5/13/2024 1 Fleet Alternative Fuel Equipment Replacement Program – Is there any revenue generated with
installation of EV equipment? Do we know how
much funding is being expended for electricity by
using this equipment?
PW In progress
19 5/13/2024 1 IT Equipment Replacement Program – To fund this program, departments are charged for
telecommunications and other hardware
replacement costs based on usage citywide. The
“user fee” will be charged to all departments – what
are the current fees that departments are paying?
Will these fees be raised to cover costs?
IT In progress
20 5/13/2024 1 Citywide Fiber Expansion Program – When was the last time that we updated this infrastructure? How
much funding are we receiving from fiber lease
revenues through Los Rios and Sacramento
libraries?
IT In progress
21 5/13/2024 1 Enterprise Resource Planning (ERP) Systems Replacement Program – Prior expenditures $17.8M
- over what time period have we spent these funds
for eCAPS?
IT In progress
22 5/13/2024 1 Body Worn Camera (BWC) and Conductive
Electrical Device Program – How much funding did
PD receive through the federal grant for the BWC?
Is this funding anticipated to be recurring and how
much equipment can be purchased with the funds?
Police In progress
23 5/13/2024 1 Fire Safety Equipment Program - How frequently does CalOSHA require equipment to be replaced?
Fire In progress
24 5/13/2024 1 For the Safe Convention Center and Memorial Auditorium – is there data available to see how
many events are held annually, how much funding
is received through ticket sales, and how many
attendees attend annually?
CCS In progress
25 5/13/2024 1 Sutters Landing Park Program – For the conversion of Sutters Landing to a regional park, what is the
timeline of completion for the amenities plan and
construction? What type of public engagement will
take place for input into the amenities? When will
that outreach begin?
YPCE In progress
SBI #
Date of
Request District Request Department (s) Status
26 5/13/2024 1 Citywide Park Improvement Program – What improvements will be made at Granite Regional
and Land Park? What was the selection process
with determining which parks receive
improvements through the impact fees?
YPCE In progress
27 5/13/2024 1 Recreation Facility Improvements – Why has there been no progress on this project considering that it
started July 2016? What has all the funding been
obligated on?
YPCE In progress
28 5/13/2024 1 Art in Public Places (APP) Program – How much funding from the 2% set-aside of eligible
construction projects was received in 2023? For the
North Natomas Community Plan and North
Sacramento Community Plan – what public
engagement and outreach is going to take place to
ensure that residents have input in artworks that
represent their community? When will this outreach
take place?
YPCE In progress
29 5/13/2024 1 Pedestrian and Bike Trail Repair and Maintenance - Is there a list available to see the schedule of
projects that will receive maintenance?
PW In progress
30 5/13/2024 1 North Natomas Freeway Monitoring Program - When was the last time that monitoring of on/off
ramps took place to see how traffic has been
impacted by growth in North Natomas?
PW In progress
31 5/13/2024 1 Base CIP Contingency Drainage Program - Has there been any recent projects where unforeseen
conditions arise and required funds to come out of
this program?
Department of Utilities
(DOU)
In progress
32 5/13/2024 1 Drainage Sump Replacement and Rehabilitation Program - What is the maintenance schedule for
the Drainage Pump’s in District 1 and what are
those locations? Are these among the locations
experiencing life-cycle degradation?
DOU In progress
33 5/13/2024 1 Landfill Site Closure Program - How much set- aside funding is required by the State to cover
future closing activities? Considering that all City
landfill closure has been completed, is there less
funding required to be set-aside?
DOU In progress
34 5/13/2024 1 Backflow Prevention Device Program - What time of the year does this annual work take place? How
long does testing take to complete?
DOU In progress
SBI #
Date of
Request District Request Department (s) Status
35 5/13/2024 4 Provide data indicating the reason for using overtime (per General Order 252.02).
Police In progress
1 Supplemental Budget Information – Item 1
Question: Key performance indicators (KPIs) that the City collects for Council review.
Response:
Citywide Departments have been tracking core services and programs for many decades. Departments use this data for benchmarking and informing management decisions – namely seeking efficiencies and tracking trends.
Overview of the City’s Performance Measures Program
The City Manager’s Office (CMO), in 2017, hired a Special Projects Manager to oversee and assist departments in effectively using data as a tool to drive management decisions. At that time, departments tracked more than 1,000 performance measures. In collaboration with the CMO, departments enhanced their focus and reduced that number to approximately 500 performance measures.
Many performance measures are specific to an individual division and only reviewed by division managers and/or Department Directors due to the granularity of detail. For example, the Department of Utilities tracks the condition of the City’s water pipe infrastructure – among many other metrics – using the following variables: a) Inspection Miles, b) Water Mainline Survey Miles, c) Total Miles of Pipe Inspected by Division, and d) Leaks per Mile. While data at this level of detail may be useful to division managers, they do not necessarily inform strategic citywide management decisions until they are translated into higher-level business intelligence and insights.
Of the roughly 500 performance measures, approximately 80 were identified to have Citywide operational significance and are published internally to a CMO Executive Dashboard.
City Budget Includes Baseline Performance Measures
For nearly 15 years, the City’s Budget document has included performance measures for each department. The FY2024/25 Proposed Budget contains a total of 88 performance measures and are presented at the end of each individual department’s section of the budget document. Because these performance measures are regularly updated, they may serve as a basis for considering which performance measures might be labeled as citywide key performance indicators (KPIs).
Table 1 at the end of this document is an inventory of the performance measures included in both the FY2024/25 Proposed Budget and CMO Executive Dashboard from departments that report to the City Manager.
2 City’s New Data and Analytics Office was Recently Established to Tackle Challenges Resulting from the City’s Abundance of Data
“Big data" has transformed the way we think about information, offering vast opportunities for innovation, problem-solving, and strategic decision-making. City data is generated from numerous sources, including sensors, work order and financial systems, customer relationship management (CRM) tools, contractor and performance reports, and many other application databases. The sheer volume, variety, and velocity of accessible data means that we have more data than we can currently put to good use.
Simply having a large volume of data is not enough; it is the ability to derive insights and use those insights to make meaningful data-driven decisions that truly matter.
Recognizing these challenges, the City’s Information Technology (IT) Department established a new Data and Analytics Office (DAO) earlier this year. One of the DAO’s first priorities is to develop a Data Strategy and Governance Plan for the City. This strategy aims to improve business-level decision making by governing how the City acquires, manages, stores, shares, and uses its data and analytics. While implementation of this strategy will help automate the collection and reporting of many City performance measures, the City will need to be strategic in prioritizing which data pipelines it wants to focus on improving.
City staff is prepared to assist and/or present in greater detail for further discussion and direction with City Council.
3 Table 1: Inventory of City Performance Measures1
FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
City Manager’s Office
Office of Innovation &
Economic Development
Number of businesses in
the city
Number of jobs in the city
Employment rate
Total investments made in
Sacramento, by building
permit valuation
Community Development
Animal Care Services
Division
Building Division
Percent of animals that are
adopted, transferred, sent
to rescue, or returned to
owner (live release rate)
Percent of development
inspections performed on
the day scheduled
Live Release Rate for Cats
and Dogs
Number of Hours until
Completion of First
Response for a Priority 1
Call
Number of Days until
Completion of First
Response for a Priority 2
Call
Number of Days until
Completion of First
Response for a Priority 3+
Call
1 When similar measures are published to both the Budget and CMO Executive Dashboard, they appear on the same line.
4 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Code Enforcement
Division
Planning Division
Percent of residential
building permits issued
within two days
Percent of vehicle cases
closed within 21 Days
Percent of director-level
planning files completed
within 90 days
Percent of Vehicle Cases
Closed within 21 Days
Percent of Code Cases
Closed through Voluntary
Compliance
Percent of Code Liaison
Cases Closed within 30
Calendar Days
Percent of Graffiti Cases
Closed within 21 Calendar
Days
Community Response2
Number of 311 calls
responded to
Number of unique clients
services provided
Number of Homeless
Management Information
System (HMIS)
enrollments
Number of rapid
placements
Number of 311 Calls
Received
Number of 311 Calls
Closed
Number of Client
Engagements
Number of Homeless
Management Information
System (HMIS)
Enrollments
Number of Rapid
Placements
2 The Department of Community Response was not established at the time the CMO Executive Dashboard was created. Performance measures included in the public Homelessness Response Dashboard are instead listed in the CMO Executive Dashboard column. 5 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Number of Coordinated
Access System (CAS)
Referrals
Number of Homeless
Manage
Number of Compliances
Obtained by Code
Violation (from PD)
Number of
Arrests/Citations (from PD)
Number of Vehicles Towed
(from Code Enforcement)
Number of Vehicles
Tagged (from Code
Enforcement)
Number of Trash-related
Calls Received
Number of Trash-related
Calls Closed
Pounds of Trash Removed
Convention and Cultural Services
Convention Center
Complex Division
Number of events and
performances
Number of tickets sold
Amount of total revenue of
in-house vendors
Operating Net Results
Venue Occupancy Rate
6 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Crocker Art Museum
Division
Center for Sacramento
History Division
Office of Arts and Culture
Division – Public Art
Program
Office of Arts and Culture
Division – Any Given Child
Program
Number of attendees
Number of memberships
Number of researcher
interactions (in-person,
online, by phone)
Number of users
accessing online records
Number of items listed in
collection’s databases
Number of exhibitions
produced
Number of artworks
conserved, maintained, or
repaired
Number of public art
projects in completed
(installed)
Number of permanent art
projects in progress
Number of special events,
workshops and lectures
Number of arts education
school assemblies
organized
Number of participants
reached through arts
education school
assemblies
Number of professional
development events for
7 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Office of Arts and Culture
Division – Cultural Arts
Awards (CAA) Program
Office of Arts and Culture
Division – Film and Media
artists and classroom
teachers
Number of arts and
classroom teachers served
in professional
development
Number of students served
in six- or 10-week
residences
Number of CAA grantees
Amount of CAA grants
awarded
Number of in-person
attendees
Number of digital
attendees
Amount of total
expenditures by arts
organizations
Number of paid positions
(FT, PT, independent
contractors) by arts
organizations
Number of film permits
issued
Number of film days
Amount of total spending
by production companies
in Sacramento
Number of local hires
8 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Number of hotel nights
Finance
Accounting Division
Finance Administration
Division
Procurement Division
Percent of vendors paid
within 30 days
Number of days for
Accounting to review and
approve a vendor invoice
and process a payment
Amount of total “Prompt
Payment” discounts taken
Amount of total "Prompt
Payment" discounts lost
Percent of discounts taken
Obtain unmodified audit
opinion on Annual
Comprehensive Financial
Report (ACFR)
Obtain Government
Finance Officers
Association Certificate of
Achievement for ACFR
Proposed balanced budget
presented to City Council
60 days prior to the
beginning of the fiscal year
Obtain California Society
of Municipal Finance
Officers Operating &
Capital Budgeting Awards
Number of days for
Procurement Services to
Percent of Vendors Paid
within 30 Days of Invoice
Receipt
Dollars Saved through
Prompt Payment Discount
Dollars Lost through
Failure to Meet Prompt
Payment Condition
9 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Revenue Division
review a requisition and
issue a purchase order
Percent of delinquent
receivables collected
Dollar Amount of
Purchases Made via P-
Card/Credit Card as
Percentage of All
Purchases
Business Operations Tax
(BOT) Total Dollars
Collected
Fire
Emergency Operations
Division
Average response time
Unit Hour Utilization (UHU)
Percent Average of
Engines Arriving on Scene
within 240 Seconds (4
Minutes) 1st in District
Percent Average of
Engines Arriving on Scene
within 240 Seconds (4
Minutes) Out of District
Average Time of Engine
Arriving on Scene
(Seconds) - Out of District
Average Time of Engine
Arriving on Scene
(Seconds) - 1st in District
Percent of Billing Rate
Recovered for Medical
Transport
10 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Fire Administration Division
Percent of fire plan reviews
completed on time
Number of Development
Services fire inspections
conducted
Percent of Fires Contained
to Room of Origin
Percent of Calls within 90
Seconds (Engine Turnout
Time)
Percent of Inspections
Completed within 2-Week
Time Frame Target
Percent of Investigations
with a Determined Fire
Cause
Percent of Arson/Fire
Related Crime Cases
Cleared
Human Resources
HR Administration Division
Labor Relations Division
Risk Management
Administration
Percentage of EEO and
ADA complaints resolved
resulting in cause and/or
monetary settlements
Percentage of grievances
that come to the
Department and are
resolved internally
Maintain number of City-
owned vehicle related
claims against the City
under 120
Total Number of EEO
Cases
Auto Liability - Number of
Claims per Million Miles
Driven for City Vehicles
Workers Comp - Number
of Works Comp Claims
times Payroll
11 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
General Liability - Number
of Liability Claims times
Payroll
Information Technology (IT)
311 Division
Regional Support Division
IT Operations Division
Enterprise Applications
Division
Percent of 311 calls that
are answered
Percent of respondents
rating the quality of IT
service as good or
excellent
Percent of network
services available – public
safety systems
Percent of network
services available – all
other systems
Percent of enterprise
database systems
available
Percentage of Calls
Answered per Month
Percentage of Calls
Handled within Service
Level
Customer Satisfaction
Overall Ratings of Very
Satisfied or Satisfied
Customer Satisfaction
Ratings for
Professionalism and
Understanding
Percent of Respondents
Rating the Quality of IT
Services as Good or
Excellent
Percent of Network Uptime
Number of Datasets
Published on Open Data
Portal
12 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Police
Department-wide
Field Services Division
Part 1 crimes per 1,000
residents
Part 1 crimes reported per
sworn full-time equivalent
(FTE) position
Percent of sworn SPD
employees who are
women or minorities
Percent of new hires into
sworn or Hiring Pipeline
Program vacancies that
are women or minorities
Median response time for
priority 2 and 3 calls
(mm:ss)
Percent of 911 calls
answered within 15
seconds
Number of Part 1 Crimes
Average Response Times
(minutes)
Percent of 9-1-1 Calls
Answered within 15
Seconds
Number of Incoming Calls
Received
Duration of Longest 9-1-1
Ring (seconds)
Number of Overtime Hours
Number of Sworn Police
Staff
Public Works
Facilities & Real Property
Management Division
Percent of all facility work
order requests completed
within a 30-day
performance standard
Time to Complete
Maintenance Work Orders
Received
13 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Fleet Management
Division
Maintenance Services
Division
Parking Services Division
Marina Division
Recycling & Solid Waste
Division
Percent of Vehicles
Available for Service at
6:00 a.m.
Percent of alternative
fueled vehicles purchased
Percent of roads with a
Pavement Condition Index
above 70 (good rating)
Percent of 311 service
requests for potholes
responded to within 48
hours
Percent of tree inventory
pruned per annual cycle
Revenue generated per
parking meter
Marina slips occupancy
rate
Percent of City collected
waste diverted from landfill
Number of Maintenance
Work Orders Received
Percent of Vehicles
Available for Service at
6:00 a.m.
Percent of alternative
fueled vehicles purchased
Percent of 3-1-1 Service
Requests Responded by
Goal (Pavement) - Goal:
48 Hours
Percent of 3-1-1 Service
Requests Responded by
Goal (Sidewalk) - Goal: 72
Hours
Percent of Reported Meter
Malfunctions (compared to
successful transactions)
Number of Parking
Citations Issued (as a
result of 3-1-1 dispatches)
Number of Complains
Received from Residents
14 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Engineering Services
Division
Transportation Division
Number of complaints of
missed pickups per 1,000
containers
of Missed Container
Pickups per 1,000
Accounts
Average # of Days to
Remove a Reported Illegal
Dumping Pile
Illegal Dumping Tons
Disposed
Percent of Public Works
Private Development Off-
Site Plan Check On-Time
Reviews
Percent of Public Works
Private Development On-
Site (Building Permit) Plan
Check On-Time Reviews
Number of Public Works
Private Development Off-
Site & On-Site (Building
Permit) Plan Check
Reviews
Number of Fatalities
Number of Killed or
Seriously Injured
Number of Killed or
Seriously Injured on High
Injury Network
Number of Reported
Collisions
Utilities
Business Services Division
Average call center wait
time
15 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Engineering & Water
Resources Division
Operations & Maintenance
Division
Percent of water
conservation achieved
(year-over-year)
Number of Sanitary Sewer
Overflows (SSOs) per 100
miles of pipe
Youth, Parks, & Community Enrichment
Park Operations Division
Park Safety Division
Park Planning &
Development Services
Division
Park maintenance cost per
acre
Number of developed park
acres maintained per FTE
Number of volunteer hours
managed per developed
park acre
Number of safety calls
responded to per Park
Ranger
Number of On-Demand
Service Requests
Responded to within 2
Business Days
Percent of On-Demand
Work Orders Responded
to within 2 Business Days
Number of Pounds of
Debris Removed from
Homeless Clean-ups
Number of Calls
Responded to Monthly
Number of Crime Related
Calls per Month
Percent of Comment
Letters for Development
Project Review Delivered
by Comment Period
Deadline
16 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Landscape & Learning
Program
Percent of Commercial
Landscape Plans
Reviewed within Permit
Cycle Deadlines
Percent Over or Under
Timeline Target for
Completing Park
Improvements, New Park
Development or Parks
Rehab
Response Time (in Days)
for Sending Out Park
Planning Comment Memos
for Development Project
Application Review
Attrition Rate of Applicants
Hired
Number of Applicants
Received
Number of Placements
Made
Supplemental Budget Information – Item 2
Question: Additional staffing information on Police Department's reductions. How many people in the specified divisions/units conduct the work that's in the proposed reductions? Would like to see organizational charts.
PD does not have organization charts with the level of detail requested. However, the below tables outline the magnitude of the staffing reductions on the affected units/teams, resulting in decreased capacity to sustain current service levels.
The first table shows the impacts of the reductions that are included in the FY2024/25 Proposed Budget; the second table shows the impacts of the reductions not included in the FY2024/25 Proposed Budget.
Included in FY2024/25 Proposed BudgetType UnitBudgetIDBCP #ReductionLevelClassificationCurrentFTEFTEReductionAdjustedFTE% ChangePolice Captain 1.00 1.00 YD46 8 2 Public Safety Communications Manager 1.00 (1.00)- Supervising Dispatcher 3.00 3.00 Dispatcher I/II 80.00 80.00 Dispatcher III 12.00 12.00 Subtotal 97.00(1.00)96.00-1%Police Lieutenant 1.00 1.00YD48 10 2 Police Sergeant 6.00(1.00)5.00YD48 10 2 Police Officer 7.00(4.00)3.00Administrative Analyst 1.00 1.00Administrative Technician 1.00 1.00Subtotal 15.00(5.00)10.00-33%Police Sergeant 1.00 1.00 YD49 18 2 Police Officer 2.00(1.00)1.00 Administrative Analyst 1.00 1.00 YD49 18 2 Media Production Specialist I/II 2.00(1.00)1.00 Media & Communications Specialist 1.00 1.00 Subtotal 7.00 (2.00)5.00 -29%Administrative Officer 1.00 1.00 Administrative Analyst 1.00 1.00 YD47 9 2 Records Supervisors 2.00 (2.00)- Police Records Specialist I/II 10.00 10.00 Subtotal 14.00(2.00)12.00 -14%Total 133.00(10.00)123.00 -8%Reduction Communication CenterReduction Internal AffairsReductionOffice of the Chief:Public Information OfficeReduction Transparency Team Type UnitBudgetIDBCP #ReductionLevelClassificationCurrentFTEFTEReductionAdjustedFTE% ChangeND12 21 2 Police Sergeant 1.00 (1.00)- ND12 21 2 Police Officer 6.00 (6.00)- Subtotal 7.00 (7.00)- -100%ND13 23 2 Police Lieutenant 1.00 (1.00)- Police Sergeant 1.00 1.00 ND44 224Police Officers 13.00 (6.00)7.00 Subtotal 15.00 (7.00)8.00 -47%ND27 Police Sergeant 2.00 2.00 ND27 42 3 Police Officers 14.00(2.00)12.00 Subtotal 16.00 (2.00)14.00 -13%Police Sergeant 1.00 1.00 ND51 354Police Officers 10.00(4.00)6.00 Subtotal 11.00 (4.00)7.00 -36%Police Captain 1.00 1.00 Supervising Dispatcher 3.00 3.00 ND40 144Dispatcher III 12.00 (2.00)10.00 ND40 144Dispatcher I/II 80.00 (12.00)68.00 Subtotal 96.00(14.00)82.00-15%Police Sergeant 1.00 1.00 ND53 374Police Officers 5.00(2.00)3.00 Subtotal 6.00 (2.00)4.00 -33%Police Chief 1.00 1.00 ND47 294Deputy Police Chief 3.00(1.00)2.00 Subtotal 4.00 (1.00)3.00 -25%Police Sergeant 1.00 1.00 ND52 364Police Officers 10.00(1.00)9.00 Subtotal 11.00 (1.00)10.00 -9%ND41 164Community Service Officer I/II 46.00 (46.00)- Subtotal 46.00 (46.00)- -100%ND55 394Police Sergeant 3.00(1.00)2.00 ND55 394Police Officers 12.00(4.00)8.00 Subtotal 15.00 (5.00)10.00 -33%ND24 26 3 Police Sergeant 1.00 (1.00)- ND24 26 3 Police Officers 3.00 (3.00)- Subtotal 4.00 (4.00)- -100% Backgrounds & RecruitingElimination Advanced Officer Training Reduction Hiring PipelineReduction Homicide InvestigationsElimination Human TraffickingReduction Criminal Intelligence UnitReduction Executive Staff Not Included in FY2024/25 Proposed BudgetReduction Communication CenterReduction Gang InvestigationsReduction Bike PatrolReduction Burglary InvestigationsReduction
Type UnitBudgetIDBCP #ReductionLevelClassificationCurrentFTEFTEReductionAdjustedFTE% ChangePolice Sergeant 1.00 1.00 ND16 30 2 Police Officer 10.00(1.00)9.00 Subtotal 11.00 (1.00)10.00 -9%ND43 204Police Officer 5.00 (5.00)- Subtotal 5.00 (5.00)- -100%Police Sergeant 1.00 1.00 ND48 314Police Officer 6.00(2.00)4.00 Subtotal 7.00 (2.00)5.00 -29%ND23 19 3 Police Officer 2.00 (2.00)- Subtotal 2.00 (2.00)- -100%Police Captain 1.00 1.00 ND25 28 3 Police Lieutenant 4.00(1.00)3.00 Subtotal 5.00 (1.00)4.00 -20%ND50 344Police Clerk I/II 17.00(7.00)10.00 ND50 344Police Clerk III 2.00(1.00)1.00 Subtotal 19.00 (8.00)11.00 -42%ND17 19 2 Police Sergeant 1.00 (1.00)- ND17 19 2 Police Officer 4.00 (4.00)- Subtotal 5.00 (5.00)- -100%Administrative Analyst 2.00 2.00 ND42 174Senior Staff Assistant 1.00(1.00)- Subtotal 3.00 (1.00)2.00 -33%Police Sergeant 1.00 1.00 Police Officer 1.00 1.00 ND15 18 2 Administrative Analyst 1.00(1.00)- Media Production Specialist 1.00 1.00 Media & Communications Specialist 1.00 1.00 Subtotal 5.00 (1.00)4.00 -20%Police Captain 4.00 4.00ND49 334Police Lieutenant 13.00(5.00)8.00Police Sergeant 43.00 43.00ND58 434Police Officer 269.50(13.00)256.50ND11 15 2 Community Service Representative I/II 3.00(3.00)0.00Subtotal 332.50 (21.00)311.50 -6%ND56 404Police Sergeant 3.00(3.00)- ND56 404Police Officers 13.00(13.00)- Subtotal 16.00 (16.00)- -100%ND10 12 2 Police Sergeant 1.00 (1.00)- ND10 12 2 Police Officer 3.00 (3.00)- Subtotal 4.00 (4.00)- -100%ReductionOffice of the Chief:Public Information OfficeReduction K9Elimination Magnet Academy Reduction Patrol OperationsElimination Problem Oriented PolicingReduction Misc Professional StaffElimination Mounted UnitReductionOffice of the Chief:Professional StaffReduction Major Collision InvestigationsElimination Marine Unit ReductionProfessional Standards:Force Investigations Team Not Included in FY2024/25 Proposed BudgetElimination Metro Command Staff
Type UnitBudgetIDBCP #ReductionLevelClassificationCurrentFTEFTEReductionAdjustedFTE% ChangePolice Sergeant 1.00 1.00 Police Officer 2.00 2.00 ND9 11 2 Administrative Analyst 2.00 (1.00)1.00 Administrative Technician 1.00 1.00 Subtotal 6.00 (1.00)5.00 -17%Administrative Officer 1.00 1.00 Senior Police Records Supervisor 3.00 3.00 Police Records Supervisor 7.00 7.00 Police Records Specialist III 3.00 3.00 ND22 13 3 Police Records Specialist I/II 46.00 (13.00)33.00 Subtotal 60.00 (13.00)47.00 -22%ND45 254Police Officers 2.00 (2.00)- Subtotal 2.00 (2.00)- -100%ND46 274Police Sergeant 2.00 (2.00)- ND46 264Police Officers 14.00 (14.00)- Subtotal 16.00 (16.00)- -100%ND26 32 3 Police Sergeant 1.00(1.00)- ND26 32 3 Police Officer 9.00(9.00)- Subtotal 10.00 (10.00)- -100%ND14 24 2 Police Captain 1.00 (1.00)- Police Lieutenant 2.00 2.00 Police Sergeant 3.00 3.00 Police Officer 16.00 16.00 Subtotal 22.00 (1.00) 21.00 -5%ND57 414Police Sergeant 3.00(2.00)1.00 ND57 414Police Officers 12.00(4.00)8.00 Subtotal 15.00 (6.00)9.00 -40%ND54 384Police Officers 2.00(2.00)- Subtotal 2.00 (2.00)- -100%Total 623.50(174.00)449.50-28%GRAND TOTAL 756.50 (184.00) 572.50 -24%Elimination Warrants/Missing Persons Not Included in FY2024/25 Proposed Budget
Reduction Training DivisionReductionProfessional Standards:Policy TeamReduction RecordsReduction Violent Crime ReductionElimination SAFE Team (Sexual Assault)Elimination SWATElimination Traffic Enforcement Supplemental Budget Information – Item 3
Question: Police's Departments Overtime Policy – Would like to see General Orders, Callback guidelines, OT guidelines, etc.
Here is the list of policies that discuss overtime:
GO 220.04 Equal Employment Opportunity
GO 240.01 Court Appearance
GO 240.04 AIDS Petition & Declaration
GO 240.06 Legal Interview Requests
GO 251.01 Sick/Special/Parental/Bereavement Leave
GO 252.01 Time Charging
GO 252.02 eCAPS Timesheet Submittal & Approval
GO 253.01 Special Compensation
GO 255.09 Modified Duty
GO 257.02 Physical Fitness Program
GO 510.14 Unit Identifiers (Redacted)
GO 532.13 After Action/Debriefing Reports
GO 580.04 Firearms
OOI 510.01 Unsupervised Field Investigation
OOO 130.07 Traffic Duties
OOO 253.01 Overtime
OOO 510.03 Procedure for Code 7
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
G.O. 240.04
240.04
AIDS PETITION AND DECLARATION
09-16-91
PURPOSE
To establish procedures for employees who have had contact with persons, in which an exchange of bodily fluids may have occurred, to determine if they have contracted the AIDS virus.
POLICY
To provide legal processes to employees who may have been exposed to the AIDS virus in the line of duty. These processes are intended to provide an oppor tunity for employees to determine if they have been infected with the AIDS virus.
PROCEDURE
A. GENERAL
1. Current law and court decisions regardi ng AIDS testing address ONLY processes involving persons who have been crimina lly charged and certain other persons.
2. This Order shall be updated according to significant changes in the law.
3. The Office of Technical Services (OTS) s hall ensure the availabi lity of AIDS Test Packages to each office.
4. Each Office shall establish procedures to ensure an adequate supply and distribution of AIDS Test Packages.
B. DOCUMENTATION
1. Employees who, during the course of duty, have had contact with persons in which an exchange of bodily fluids may have occurred, s hall inform their supervi sor of the incident and obtain an AIDS Test Package which contains:
a. a Report of Industrial Injury (WC001).
b. an Employee's Claim for Workers' Compensation Benefits (DWC 1). c. an Employee Contact With Bodily Fluid (SPD 184), for each subject involved.
The completed form shall provide the following:
(1) The name of the subject involved.
(2) Names of witnesses to the incident.
(3) A narrative of the incident.
(4) The subject's statement, if possible.
(5) The subject's response to voluntary blood testing.
(6) A statement that the "Employee requests blood testing by the County Health Officer".
d. a Consent for AIDS Test (SPD 185).
e. anAuthorization for Blood Test (SPD 189).
f. a Petition For Order To Test Accused' s Blood, used when the subject will not volunteer for blood testing. The Petition shall contain:
(1) an outline of circumstances of the bodily fluid transfer. (2) the employee's desire for blood testing of the arrestee. (3) facts enabling the court to dete rmine probable cause for the test. g. a Declaration In Support of Petition, which states the employee's willingness to testify, and the circumstances of the case.
2. While all the documents in the AIDS Test Pa ckage are not used in every case, they shall ALL be completed at the time of the exposure, so all the procedural steps described below, which MAY occur, will be covered. Subjects may agree to, or refuse, blood testing at the time of the exposure, then reverse the decis ion when contacted at a later date.
3. After completion, the AIDS Package shall be returned to the supervisor.
C. TESTING FOR AIDS
1. A blood test can be obtained, without petit ioning the court in the following cases:
a. If the subject is an arrestee and:
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SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
G.O. 240.04
(1) is hospitalized, or is treated at a hospital, and volunteers for testing, testing can be done by the hospital staff. The hospital staff will confidentially notify the em ployee only if the test is positive. Employees MUST first notify the Emergency Room staff of the incident, and complete the required entries on the Infectious Disease Notification Log. (2) is not hospitalized, or treated at a hospital, and volunt eers for testing, testing can be done at the Sobriety Testing Station. The Health Department's staff will c onfidentially notify the employee only if the results of the test are positive.
b. If the subject is not an arrestee and:
(1) is hospitalized, and volunteers for testing, the hospital will take the blood sample and confidentially notify the empl oyee only if the results of the test are positive. Employees must first notify the Emergency Room staff of the incident, and complete the required entries on the Infectious Disease Notification Log.
(2) is injured, treated at a hospital but not hospitalized, and volunteers for testing, the hospital will take the blood sample and confidentially notify the employee if the results are positive. Employees must first notify the Emergency Room staff of the incident, and complete the required entries on the Infectious Disease Notification Log.
(3) is not injured, and volunteers for testing, the subject will have to use private resources for testing and notifi cation. (If the subject has a change of mind after volunteering for testing, consult the City Attorney regarding any changes in the law which may cover this circumstance.) c. If an incident becomes a Coroner's case:
(1) officers may telephone the Coroner's office as soon as practical and provide necessary information on t he incident to the Coroner's staff. (2) the County Health Department staf f will confidentially notify the employee if results are positive.
2. If the subject is an arrestee and does not volunteer for blood testing, whether injured or not, a Petition must be filed with the City Attorney.
Note: If the arrestee is incarcerated, the Pe tition may go to either the County Health Officer or to the Court.
3. If the subject is not an arrestee, is not in jured and does not volunteer for blood testing, employees should consult the City Attorney regarding any changes in the law which may cover this circumstance.
D. PROCESSING
1. It is the responsibility of the employee to start the petition proces s. Employees shall be given release time to meet with the City Attorney or to appear in court regarding the petition process. However, no overti me is authorized for such purposes.
2. As described in paragraph B2, ALL documents in the AIDS Package should be completed at the time of the incident to prec lude loss of information in the event samples are misplaced, records destroyed, subjects change their minds, etc.
3. After ensuring that ALL forms in the AIDS Package are completed, supervisors shall:
a. immediately discuss the situation with the subject, request their consent for blood testing for the AIDS virus and write the subject's response on the appropriate forms.
b. tell the employee of t he subject's response and ensure that the employee understands the processes, including the possible need to file a Petition and Declaration.
c. forward the AIDS Package, with appropr iate Police Reports, to the Personnel Services Division (PSD) within 2 working days.
4. If the subject was not tested, the PSD sha ll take the following actions within three working days of the receip t of the AIDS Package:
a. Review the Report of Industrial In jury, Employee's Claim for Workers' Compensation Benefits, Empl oyee Contact With Bodily Fluids, Authorization For Disclosure, and Consent For AIDS Test forms.
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SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
G.O. 240.04
b. Notify the employee of the Petition and Declaration process and refer the employee to the City Attorney.
c. Forward the Petition and Declaration package to the City Attorney. d. Forward the AIDS Test Package to the County Health Officer, if appropriate (i.e. when the individual is incarcerated).
5. Current agreements require the County Health Officer to review the reports and forms for follow-up action and prepare a justification report if indicated. a. Based upon the follow-up by the County Health Officer:
(1) the subject or the employee may appeal the action taken by the County Health Officer within 3 days.
(2) if appealed, the County Health Office r convenes a panel to determine the case. The decision of the panel is final and exhausts all administrative efforts to have the blood test performed.
(3) if no appeals are filed, the blood test can be administered. The Health Department's staff will confidentially notify the employee if the results of the test are positive.
b. The County Health Officer will confidentially notify t he employee of the panel's decision so it will be k nown if the City Attorney will have to present the documentation to the court.
6. City policy requires the City Attorney to:
a. represent the employee during the court process.
b. assist the employee in presentation of the Petition, Declaration, and the case to the court.
c. contact the PSD if more information is needed.
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SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
G.O. 255.09
1 OF 2
255.09
MODIFIED DUTY
05-01-02
PURPOSE
To establish procedures for assigning employees to modified/light duty.
POLICY
To assign employees returning to duty from an ill ness, injury, or pregnancy, to assignments, when available, which are within the scope of their medical restrictions, until they are fit to return to regular duty.
PROCEDURE
A. DEFINITION
MODIFIED DUTY - An assignment not requiri ng performance of the full range of duties associated with the regul ar job classification.
B. MODIFIED DUTY ASSIGNMENT
1. Employees who are pregnant, returning to duty from an illness, injury, or who have failed the annual physical performance te st, may return to work on modified duty if they have received clearance from the appropriate ph ysician, and the Depart ment chooses to accommodate a modified duty position as recommended by the physician.
2. Unless approved by the Chief of Police (C OP) or a designee, the Department shall not have permanent or long-term (over one (1) y ear) modified duty assignments. Temporary modified duty assignments may be available to employees who are returning to duty from an illness, injury, or who are pregnant, and are unable to perform their regularly assigned duties.
3. Modified duty assignments shall not:
a. be created solely to put employees back to work.
b. last longer than t he recovery period.
4. Employees may return to work on modified duty, even with crutches or other forms of walking aids, if the treati ng physician agrees and the empl oyee signs a Modified Duty Waiver (SPD 402).
5. Prior to beginning a modified dut y assignment employees shall:
a. contact the Personnel Serv ices Division (PSD), Office of Technical Services (OTS), as soon as possible and not later than the first duty day (Monday through Friday, 0800-1700) following clearance from their physician. b. present a Duty Status Report (SPD 165), signed by the employee's treating physician, specifying the nature of the limitation(s) for the employee, and the physical restrictions.
6. Office Chiefs shall keep the Captain, Personnel Services Division, informed of the need for employees on modified duty. Division co mmanders and section administrators shall inform their office chief of tasks or proj ects suitable for employees on modified duty status.
7. Officers assigned to the Office of Operati ons (OOO) who are eligible for a modified duty assignment shall be assigned to a Call Expeditor position, unless otherwise notified by the Deputy Chief of Police, OOO.
8. Modified duty assignments for other than OOO officers shall be made by the Captain, Personnel Services Division.
9. The Captain, Personnel Services Division, shall:
a. consider the needs of the Department.
b. determine if the employee assigned to m odified duty is permitt ed to drive a City vehicle or if other restrictions apply, i.e., attending training. c. place the employee in an appropriate modified duty assignment, if available. d. notify the employee, the employee's office chief, and the section of permanent assignment where the employee is temporarily assigned.
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
G.O. 255.09
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e. maintain and provide to c aptains/division managers and above:
(1) the names, classifications, and as signments of employees on modified duty and/or injured on duty status.
(2) the physical restrictions plac ed on the employee by the attending physician.
(3) the expected duration of modified duty.
f. monitor the medical progress of employees on modified duty status.
C. ACCOUNTABILITY
1. A Duty Status Report shall be required at least every 30 days while the employee is on modified duty. Employees who vi sit the physician more often shall submit a Duty Status Report after each visit.
2. Duty hours shall be at the discretion of the Di vision Commander where the employee is temporarily assigned.
3. Employees shall obtain their payche cks from their permanent assignment.
4. The supervisor of the m odified duty assi gnment shall:
a. have modified duty employ ees obtain their time sheets from their permanent assignment and submit the time sheets to the supervisor of their modified duty assignment.
b. submit the employee's ti me sheet during the modifi ed duty period utilizing job number REGTP 2424X (X corresponds to the last digit of the current fiscal year, i.e. July 1, 2001 to June 30, 2002 = 24242).
c. record the work hours of the employee on their roll call sheet as modified duty status, as applicable.
e. immediately report any absence of the em ployee of more than two (2) days to the PSD.
5. All probationary employees, including thos e with a pregnancy-re lated condition, assigned to a modified duty as signment, shall be subject to an extension of their probationary period per the Civil Service Board Rules.
6. Employees on Modified Duty shall not w ear uniforms. Refer to RM 430.01 Uniform and Grooming Standards for civilian attire requirements.
7. Refer to G.O. 240.01 for court appearance procedures.
8. A copy of the Duty Status Report shal l be filed in the employee's payroll file.
D. RETURNING TO FULL DUTY
1. Prior to returning to full duty, employees shall contact PSD. PSD shall contact City Human Resources (Workers' Compensation or Risk Management as appropriate) to obtain approval for the employee to return to fu ll duty status. [NOTE: This approval must be obtained prior to the employee returning to full duty status.] PSD shall notify the employee's unit/supervisor that he/she has been approved by City personnel to return to full duty.
2. Human Resources may request a medical exami nation by the City Ph ysician prior to the employee's return to work and release to full duty. No overtime shall be paid as a result of any medical treatment or examination.
3. Supervisors of both permanent and temporary assignments shall coordinate efforts to ensure proper time accountability of empl oyees. Supervisors of both assignments may agree to alter the procedures to accomm odate special circumstances, such as assignments of less than one (1) week.
4. Returning employees shal l be evaluated by their Comm and Officer for necessary refresher training (EVOC, ACB, firearms) and the physical performance test requirement prior to a return to full duty.
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
GO 257.02
257.02
PHYSICAL FITNESS PROGRAM
03-10-17
PURPOSE
The purpose of this order is to establish guidelines for employees represented by the Sacramento Police Officers Association (SPOA) who are voluntarily participating in the Physical Fitness Program (PFP) and take the annual Physical Preparedness Test (PPT).
POLICY
It shall be the policy of the Sacramento Police Department that eligible employees utilizing on-duty workout time participate in the annual PPT and document their workouts.
PROCEDURE
A. MAINTENANCE
1. The Sacramento Police Department shall allow on-duty workout time as part of the Physical Fitness Program (PFP).
2. Employees in the classification of Police Officer, Police Sergeant, Community Service Officer, Community Service Officer (Limited Term), and Dispatchers will be eligible to participate in the PFP.
B. PHYSICAL FITNESS PROGRAM
1. Employees will participate in a yearly fitness assessment to remain eligible for on-duty workout time. a. The Department Training Division shall administer the assessment. b. The Department’s Fitness Coordinator shall provide specific fitness programming as needed to assist participants in improving their overall health and fitness and/or to complete the assessments successfully.
c. The fitness assessment will be reviewed annually and may be altered based upon departmental needs and/or the recommendations from the Department’s Fitness Coordinator and with the concurrence of the SPOA.
2. To remain eligible for on-duty workout time, eligible employees shall complete the online workout log to document on-duty workouts.
3. Eligible full time employees are permitted 120 minutes of on-duty workout time per week. Eligible part time employees shall prorate workout time accordingly. The workout time includes the time required for the employee to shower and/or prepare for work.
4. Workout time may be revoked or suspended by the employee’s Division Manager for the following reasons:
a. Failure to regularly put forth a good faith effort in the program. b. Failure to abide by the program rules as set forth in this order. c. Willful participation in potentially dangerous exercises.
C. PHYSICAL FITNESS ASSESSMENT
1. The assessment will consist of the following:
a. A measured vertical jump.
b. The maximum amount of time the employee can perform a plank. c. A 300-meter sprint.
d. The maximum number of push-ups the employee can perform with no time limit on a 60-beat cadence.
e. A 1.5 mile run.
2. The results of each exercise will be documented for assessment and recognition purposes only.
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
GO 257.02
3. Alternative testing or a testing waiver may be provided to those employees with documented medical conditions that preclude them from participating in the PPT assessment.
D. ON-DUTY WORKOUT ACTIVITY
1. SPOA represented employees are encouraged to maintain a fitness level to reduce personal injury, promote good health and wellness, and to be able to meet the physical demands of their profession.
2. Unless otherwise stated in this order, on-duty workouts shall be conducted at a Sacramento Police Department facility.
3. Workouts at a personal gym or at home are not considered compensable.
4. Walking and/or running outside a police facility is allowed when a predetermined route is provided to the immediate supervisor. Additionally, a cellular telephone or police radio shall be carried in case of an emergency.
a. Walking or running in groups is encouraged for safety purposes. b. Employees walking or running at night shall wear reflective clothing.
5. Bicycling to or from work or outside a police facility is not permitted as an on-duty workout.
6. Competitive sports or other dangerous activities are also not permitted as an on-duty workout.
E. PROGRAM MANAGEMENT
1. The Physical Fitness Assessment will be administered during the annual Continuing Professional Training (CPT).
2. Division Managers or designees will determine exercise schedules based on the needs of their divisions.
3. Employees working out on duty will have priority use of the exercise equipment and shower facilities.
4. Overtime will not be authorized for on-duty workout time.
5. Weekly workout schedules may be adjusted at the discretion of the Division Manager or designee.
6. All reasonable effort will be made to ensure that weekly workouts occur as planned. Workout time shall not be rolled over into the next week.
F. MODIFIED DUTY STATUS
1. All modified duty employees shall be required to obtain a physician’s note and clearance prior to entering or continuing in the PFP.
2. The physician’s clearance must clearly define the restricted and allowable activities of the employee.
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
G.O. 510.14
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510.14
UNIT IDENTIFIERS
06-11-09
PURPOSE
The purpose of this policy is to establish unit identifiers for the expedi ent assignment of calls.
POLICY
It shall be the policy of the Sacramento Police Department t hat unit identifiers be used when dispatching calls.
PROCEDURE
A. PATROL OFFICER IDENTIFIERS
Unit identifiers for police officers assigned to patrol units on the watches shall consist of:
1. The number of officers assigned to a vehicle (1or 2).
2. The shift the officer is assigned.
Shift Identifier Shift ID Shift Hours (a) Bravo Day Watch B 0600-1600
(b) Frank Late Day Watch F 0800-1800
(c) Edward Early Mid Watch E 1300-2300
(d) Charles Mid Watch C 1500-0100
(e) William Late Mid Watch W 1700-0300
(f) Alpha LateWatch A 2100-0700
3. The district the unit is assigned.
(a) Unit identifiers with a: “1 ” designate the Northwest District. (b) Unit identifiers with a “2 ” designate the No rtheast District. (c) Unit identifiers with a “3” designate the Central District. (d) Unit identifiers with a “4 ” designate the Southwest District. (e) Unit identifiers with a “5” designate the South District. (f) Unit identifiers with a “6” designate the East District.
4. The beat for which the unit is responsible.
(a) Unit identifiers ending in “1,” “2,” or “3” designate an “A” beat unit. (b) Unit identifiers ending in “4,” “5,” or “6” designate a “B” beat unit. (c) Unit identifiers ending in “7,” “8,” or “9” designate a “C” beat unit.
5. Examples: 2A68 = 1B22 = 1C46 =
(2) Officers (1) Officer (1) Officer
(A) Late (B) Day (C) Mid
(6) District 6 (2) District 2 (4) District 4
(8) Beat C (2) Beat A (6) Beat B
B. COMMUNITY SERVICE OFFICER IDENTIFIERS
Unit identifiers for Community Service Offi cers assigned to patrol shall consist of :
1. The shift the CSO is assigned.
(a) Late Watch = 1
(b) Day Watch = 2
(c) Mid Watch = 3
2. The identifier CS (CSO)
3. The district the CSO is assigned.
4. Examples: 1CS50 is a Late Watch CSO assigned to District 5 2CS30 is a Day Watch CSO assigned to District 3
3CS20 is a Mid Watch CSO assigned to District 2
C. PATROL SERGEANT IDENTIFIERS
Unit identifiers for sergeants assi gned to patrol shall consist of:
1. The shift the sergeant is assigned.
2. The identifier SM (Sam)
3. The district the sergeant is assigned.
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
G.O. 510.14
2 OF 3
4. Examples: 1SM6 is a Late Watc h Sergeant assigned to District 6 2SM3 is a Day Watch Sergeant assigned to District 3
3SM1 is a Mid Watch Sergeant assigned to District 1
D. WATCH COMMANDER IDENTIFIERS
Unit identifiers for lieutenants (wat ch commanders) shall consist of:
1. The identifier LN (Lincoln).
2. The number following ident ifies the specific lieutenant.
F. ADDITIONAL IDENTIFIERS
Unit identifiers assigned to other depa rtment employees shall consist of:
1. a designator identifying t he assignment/responsibility.
2. a number assigned to the officer.
3. DESIGNATOR COMPUTER ID ASSIGNMENT / RESPONSIBILITY ABC ABC Alcohol Beverage Control Unit
AIR AIR Helicopter Unit
BEAT BEAT Beat (foot) Patrol Unit
BIKE BIK Bicycle Patrol Beats
CANINE K9 Canine/Parks patrol
CAPTAIN CO Operations Captain
COMMUNICATIONS COM Comm.Ctr. (Inc.Tactical Dispatcher)
CP CP Command Post
CSI CSI Crime Scene Investigation Unit
CSO CSO Community Service Officer
(other than Patrol functions)
DELTA DT Problem Oriented Police Officer
DUI DUI Driving Under Infl. Enforcement
EOD EOD Bomb Squad
EXP EXP Call Expeditor
GANGS GNG Gang Unit
GREEN GRN Grant Funded Officer
GOLD GLD Reserve Unit
HQ SECURITY HQS Headquarters
IV IV Investigations
MAGNET MAG Magnet Unit
MARINE MAR Boat Unit
MOTOR MTR Motorcycle Traffic Enforcement
MOUNTED MTD Mounted patrol
NEGOTIATOR NEG Hostage Negotiator
OPERATIONS OPR Admin Staff (e.g.Executive Lt.'s, etc.)
PAUL PL Public Inebriate Wagon Assignment
RT RT Regional Transit
ROBERT RBT School Resource Officer
SECURITY SCT Special Overtime Unit
STAFF STF Command Staff and other members
of the OOC (e.g., PSU/IA/PIO, etc.)
TAC TAC Tactical Unit
TOM TOM Traffic Supervisors
UNION UNN SWAT Unit or Parole Unit
VIP VIP Volunteer
X-RAY XRA Radar Enforcement Officer
G. CITY OF SACRAMENTO EMPLOYEES
Unit identifiers for City of Sacramento empl oyees using police radio frequencies should consist of:
1. a designator identifying t he assignment/responsibility.
2. a number assigned to the employee.
3. DESIGNATOR COMPUT ER ID ASSIGNMENT/RESPONSIBILITY ANIMAL CONTROL ANI Animal Control Unit
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
G.O. 510.14
3 OF 3
CODE ENFORCEMENT COE Code Enforcement Unit
PARK SAFETY PS Neighborhood Services - Park
PARKING CONTROL PKG Parking Control Unit
BUILDING INSPECTOR BLD G Building Inspector
H. OUTSIDE AGENCIES
Unit identifiers for outside agenc y employees using the police radio frequencies should consist of:
1. a designator identifying t he assignment/responsibility.
2. a number assigned to the employee.
3. DESIGNATOR COMPUTER ID ASSIGNMENT/RESPONSIBILITY ADAM ADM CSUS officer
CHAPLAIN CHAP Community/LE Chaplain
CORONER COR Sacramento County Coroner Unit
CSUS CSU CSUS Corporal
ELK GROVE ELK Elk Grove School District officer
HELICOPTER HEL California Highway Patrol Helicopter NORA NOR SSD Narcotics Detective
PROBATION PB Probation Officer
CONSUMNES RIVER RIV Consumnes River College Officer SCHOOL SCH SCUSD/McGeorge School of Law
SIERRA SIE CSUS Sergeant
SILVER SIL Parole Officer
STAR STAR SSD Helicopter
UCD UCD UCD Officer
I. INCIDENT COMMAND SYSTEM ( ICS)
1. Unit identifiers for the Incident Command System (ICS) are assigned when a disaster or major operation is announced and, as a result of the incident, the ICS is implemented.
NOTE: The State of California requires that thes e unit identifiers be available for use in the event mutual aid is required from outside the operational area (county).
2. The following ICS unit identifiers can be found in the Police Unit (PUNIT) file of the CAD system:
DESIGNATOR COMPUTER ID ASSIGNMENT/RESPONSIBILITY
FINANCE FIN Finance/ Admini stration Section Chief
IC IC Incident Commander
LIAISON LIA Liaison Officer
LOGISTICS LOG Logistic s Section Chief
OPERATIONS OPS Operations Section Chief
PIO PIO Public Information Officer
SAFETY STF Safety Officer
PLANNING STF Planning Section Chief
J. WATCH COMMANDER SHALL ENSURE
:
1. No other unit identifiers are assigned or used.
2. Unit identifiers are correctly used.
K. ADDING UNIT IDENTIFIERS
1. The following procedure shall be used to add/create new unit identifiers:
a. Verify that one does not alr eady exist that could be used. b. Forward a written request to the Co mmunications Manager and the CAD support team with a proposed identifier, including its definition. c. The CAD support team shall ensure that t he identifier does not conflict with any other CAD identifier or command and is ac ceptable for typing and verbal syntax. d. If the proposed identifier is accepted, the requestor shall make all necessary notifications to other r adio users and Communications explaining what the new identifier is and how it shall be used.
2. No other means of adding unit identifiers shall be accepted.
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
G.O. 532.13
532.13
AFTER ACTION/DEBRIEFING REPORTS
04-27-94
PURPOSE
To establish procedures for After Action/Debriefing Reports.
POLICY
To accurately document, in the form of an After Action Report or Debriefing Report, all major operations and/or incidents of an unusual nature.
PROCEDURE
A. DEFINITION
1. MAJOR INCIDENT - Includes, but is not limited to situations in which:
a. a command post is made operati onal for critical incidents. b. a Special Weapons and Tactics Team (SWAT) is deployed (excluding narcotic entries).
c. an officer involved shooting with injury occurs.
d. mutual aid is involved.
NOTE: Also see G.O. 532.02.
2. MAJOR OPERATION - Any operation in wh ich an operational outli ne was prepared (see G.O. 532.07) excluding narcotic search warrants and game plans.
B. GENERAL
1. Upon the conclusion of any major operation/ incident, the affected office chief shall consider conducting an impartial debriefing to determine training issues and negative aspects of the operation/ in cident, avoiding comm endations or discipline for actions taken or omitted.
2. In making the decision to c onduct a debriefing, the office ch ief shall consider requests from:
a. the Incident Commander (IC) in charge of the operation/incident. b. another office chief or another involved law enforcement agency.
3. The final decision to conduct a debriefing sha ll rest with the res pective office chief.
4. Debriefings shall be held within 20 worki ng days of the end of the operation/incident.
5. The Chief of Police (COP) shall be notifi ed, in writing, why no debriefing was conducted.
C. AFTER ACTION REPORT PACKAGE
1. The IC in charge of any major operation/in cident shall prepare an After Action Report.
The following attachments shall be submitted to the affected office chief at the beginning of the office chief's fifth working day, unl ess extenuating circumst ances prevail. The report package and attachments shall contain:
a. the After Action Report form (SPD 005), identifying personnel deployed and specialized equipment utilized.
b. all appropriate crime/incident reports.
c. the Command Post Log, if available.
d. an After Action Command Post Report (SPD 476).
2. Additionally, the following it ems shall be submitted as atta chments to the After Action Report package within ten (10) days, or as s oon as they are available, if the affected office chief feels they are required.
a. Copies of all Communi cations Call History printouts and copies of tape recordings made of radio transmissi ons if pertinent to the report. b. Copies of department video tapes, diagrams, and photographs that may have been taken (or make arrangements to have them delivered) c. Copies of outside agency diagrams/ documentation depict ing the incident.
3. Office chiefs shall forward a copy of the SPD 005 and attachments to the Professional Standards Unit (PSU).
1 OF 2
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
G.O. 532.13
D. DEBRIEFING OFFICER
1. The office chief shall appoint a debriefing of ficer. Before the debriefing, the debriefing officer shall assemble all relevant materials (see paragraph C1-2).
2. The debriefing officer shall prepare and diss eminate a written agenda in advance of the debriefing for all persons designated to attend.
E. PERSONS ATTENDING THE DEBRIEFING
1. The debriefing officer, upon review of available reports, shall request the attendance of ALL DEPARTMENT PERSONNEL having a ma jor role in the operation and a PSU representative. Personnel considered should include, but not be limited to:
a. the affected office chief.
b. division/sect or captains.
c. executive lieutenants.
d. affected watch commanders.
e. Training Lieutenant.
f. affected supervisors.
g. affected officers/dispatchers.
h. Communications Division representative.
2. With the debriefing officer's approval, other interested parties may voluntarily attend. No overtime shall be allowed unless specifically approved in advance by their division/watch commander or a higher authority.
3. The debriefing officer should notify represent atives from affected outside agencies of the debriefing. Representatives shoul d include, but are not limited to:
a. affected supervisory personnel.
b. Communications personnel from the outside agency.
F. DEBRIEFING REPORT
1. Upon conclusion of the debriefing, the debriefi ng officer shall ensure a full written report, containing a synopsis of events, identifi ed problems, and recommendations, is prepared.
2. This report shall be submitted through the chain of command, to the affected office chief.
Upon approval of the affected office chief, copi es shall be sent to the COP, other office chiefs, captains, watch commanders, the Communications Manager, and the PSU. 2 OF 2
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
GO 580.04
580.04
FIREARMS
01-10-23
PURPOSE
The purpose of this General Order is to regulate the carrying of authorized firearms by Department personnel; set guidelines for the issuance, maintenance, and modification of firearms; and establish standards and specifications for firearms and related accessories used by officers.
POLICY
It shall be the policy of the Sacramento Police Department that all officers have available and know how to use authorized firearms and firearm -related accessories as part of their safety equipment.
PROCEDURE
A. DEFINITIONS
1. PRIMARY – The main duty handgun or optional duty handgun carried by officers. May be Department issued or personally owned .
2. SECONDARY – An optional duty handgun, Department issued or personally owned , authorized by the Chief of Police (COP), for use as an alternative to a primary handgun by command staff , specialized units, and specific sworn officers.
3. BACK-UP – An optional, personally -owned , department -approved handgun carried by officers in addition to the primary or secondary firearm.
4. ON DUTY – For the purpose of this order, “on-duty” includes regular working hours , as well as overtime , and off -duty work-related assignments or emergencies , when specifically re quired by the Department .
5. SA – Single Action.
6. SAO – Single Action Only.
7. DA – Double Action.
8. DAO – Double Action Only.
9. ACCESSORIES – Holsters, sights, grips, optical s ighting devices, weapon -mounted lights , and/or any other accessories authorized by the Department Armorer.
10. TACTICAL WEAPON LIGHT – A device mounted on a firearm for illumination.
11. DUTY FIREARM – A firearm authorized by the department to be carried while on -duty.
12. MINIATURE RED DOT SIGHT (MRDS) – a non -magnified, electronic optic capable of being mounted to a pistol slide for use as the primary sighting system .
13. MILLED SLIDE – A pistol slide with a machine -cut recess and drilled and tapped holes to accept an MRDS and its mounting bolts.
14. SUPPRESSOR/OPTIC READY SIGHTS – Iron sights that are of sufficient height to be used in conjunction with an MRDS.
15. ADAPTER/SEALING PLATE – An adapter that allows a specific MRDS to be mounted on a particular optic -ready handgun.
B. GENERAL
1. Under normal circums tances, all shotguns and rifles inside Department facilities shall be unloaded, with the action open and the safety on.
2. Department personnel conducting firearm training inside a Department facility shall use authorized training cartridges.
3. Department perso nnel shall ensure that shotguns and patrol rifles are unloaded prior to storing them.
4. The Department Armorer shall maintain the specifications for authorized firearms and holsters
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
GO 580.04
(both Department issued and personally owned). The armorer will also maintain the ammunition specifications.
5. On-duty D epartment personnel shall only use firearms, accessories , and ammunition that have been approved by the Department .
6. The Weapons Committee shall make recommendations for authorized firearms, accessories , and ammunition. The specifications will be approved by the deputy chief, Office of Operations (OOO).
7. Unattended f irearms in a police facility shall be stored in a locked personal locker or in a designated locked safe at the officer’s assigned police facility.
8. Except as provided below, Department -issued rifles shall not be taken home without sworn management approva l.
a. Officers with marked home retention vehicles may keep their firearm s secured in the locking device s of their vehicles.
b. Officers with alarmed, unmarked home retention vehicles may keep their rifle s secured in the vehicle trunk with a cable lock or other locking device, with approval of their supervisor. c. Firearms may be locked in a purpose -built gun safe within the officer’s residence.
9. In compliance with California Penal Code Section 25140, any handgun stored in an unattend ed vehicle shall be locked in the vehicle’s trunk , placed in a locked container out of plain view , or placed in a locked container that is permanently affixed to the vehicle’s interior and not in plain view. A peace officer, when leaving a handgun in an un attended vehicle not equipped with a trunk, may lock the handgun out of plain view within the center utility console of that motor vehicle with a padlock, keylock, combination lock, or other similar locking device.
This requirement applies to peace officer s on or off -duty but would not apply to a peace officer during circumstances requiring immediate aid or action that are within the course of their duties.
C. SAFETY PRECAUTIONS
1. The safe handling of firearms shall be the responsibility of e very employee.
2. All firearms and ammunition shall be stored, placed , or transported in a position safe from unintentional discharge. Before transporting loaded seized firearms, employees shall inform a supervisor.
3. Upon receipt by Department personnel , all firearms shall b e checked to determine if they are loaded.
4. Every firearm handled by Department personnel shall be treated as if the firearm were loaded.
5. The loading or unloading of firearms shall be conducted with full consideration of the consequences of an unintention al discharge per G.O. 580.03 (Discharge of Firearm ).
6. When unloading a fire arm, D epartment personnel shall :
a. Keep fingers off the trigger and out of the trigger guard. b. Engage manual safety (if the firearm is equipped with a manual safety ). c. Point the barrel into a loading/unloading tube, or, if unavailable, point the barrel in a direction that minimizes the risk of injury and property damage. d. Remove the magazine (if the f irearm has a magazine ). e. Open the action/cylinder and remove any ammunition from the chamber(s) and fixed magazine to ensure they are empty.
7. Dry firing a firearm or practicing drawing a firearm while on duty or on City property is prohibited with the foll owing exceptions:
a. Under the direct supervision of a Department firearms instructor. b. When the Department Armorer is servicing or certifying a firearm.
8. When a Department employee takes possession of a unique firearm or firearm unfamiliar to them, the employe e shall immediately contact their supervisor to determine how the firearm is
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
GO 580.04
to be handled or who shall handle the firearm to render it safe .
9. When field stripping (disassembling) any firea rms, Department personnel shall a. Ensure that the firearm is unloaded .
b. Point the muzzle into a loading/unloading tube if they must pull the trigger for disassembly.
If a loading/unloading tube is not available, they must point the muzzle in a direction that minimizes risk of injury and property damage.
D. PERSONALLY -OWNED FIREARMS
1. Officers choosing to carry personally -owned firearms or accessories while on duty shall contact the Department Armorer to ensure that the firearm s, any modification s, and/or any accessories they want to carry are authorized.
2. The city will not reim burse, replace, or repair personally -owned firearms or accessories.
3. Officers choosing to carry personally -owned firearm s shall return their Department -issued firearm s to the armorer after qualifying with their personally -owned firearm s.
4. Offic ers shall carr y only Department -supplied ammunition in their personally -owned firearm s while on duty.
E. AUTHORIZED HANDGUNS
1. Authorized duty handgun calibers shall be 9mm Luger, 40S&W , or .45ACP .
2. Personally -owned handguns shall be either Sig Sauer DA/SA, Sig Sauer DAO , Sig Sauer Striker Fired , or Glock Safe Action. SAO trigger configurations are not authorized.
3. Secondary Handguns
a. Command officers may carry a Department -authorized compact handgun , whether issued by the Department or personally owned.
b. Officers assigned in an undercover capacity may carry a Department -authorized compact handgun , whether issued or personally owned, if the officers :
(1) Obtain authorization from their division commander. (2) Carry the handgun as a primary handgun only during undercover operations. c. Officers may carry a personally -owned , Department -authorized compact handgun if they have approval from their division commander.
d. Officers assigned to administrative duties may carry a personally -owned , Department - author ized compact handgun if they have approval from the COP . (1) Authorization request s shall be made by submitting a memo through the requesting officer’s chain of command to the COP.
(2) Supervisor comments shall be documented on the memo as necessary. e. Authorizati on shall be made for the duration of the officer’s present assignment and shall be reviewed upon re -assignment.
f. All handguns shall pass a safety certification conducted by the Department Armorer . g. All officers shall qualify with their secondary handgun .
F. BACK-UP HANDGUN S
Officers may carry any of the following backup handguns:
1. Any primary or secondary handgun .
2. Any personally -owned handgun, if
a. The handgun passes a safety certification by the Department Armorer. b. The officer qualifies with the handgun .
c. The handgun must be of a caliber that accepts Department issued ammunition .
3. SAO trigger configurations are not authorized for backup carry.
G. CARRYING OF PATROL RIFLES
1. Rifles shall be issued to all eligible , trained officers together with the following equipment:
a. Sling.
b. Optical sighting device .
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
GO 580.04
c. Soft case .
d. Magazines .
e. Ammunition .
2. The patrol rifles shall be modified to fire only in the semi -automatic mode except those rifles issued to SWAT.
3. Officers using a vehicle equipped with a rifle -locking device shall secure their rifles in that device . A loaded magazine may be inserted into the rifle. The bolt shall be closed , and the safety selector switch placed in the “on” position. No live cartridge shall be chambered while the rifle is stored in the vehicle. If the vehicle is not equipped with a locking device, the officer shall store th eir rifle in a soft case, unloaded, and secured with a cable lock in the rear of the vehicle while on duty.
H. PATROL RIFLE DEPLOYMENT
1. The rifle is a weapon that officers may use to overcome suspects who are armed or may be armed with handguns . It may also be used in other situations to provide a tactical advantage.
2. Officers shall not display the rifle on routine calls or incidents. The circumstances of each call or incident shall dictate the reasonableness of the deployment of the rifle.
I. PERSONALLY -OWNED RIFLES
1. Officers may provide their personally -owned rifles for duty use if the weapons meet current Department specifications and have been checked and approved for use by the Department Armorer.
2. Officers requesting to use a personally -owned assault weapon shall ensure that the officer is in full compliance with state and federal law, and G.O. 380.06 (Aut horization for Officer Purchase or Receipt of Assault Weapon), and that the weapon is properly registered to them.
3. The Department Armorer shall record the serial number of the weapon to be approved, confirm the assault weapon ’s registration status , and ret ain a copy of the DOJ registration entry in Department records.
4. Patrol rifles shall be an AR-15 style or a closely designed mil -spec variant.
5. Officers seeking to purchase a weapon shall be responsible for ensuring suitability prior to purchase.
6. Suitable pa trol rifles shall include the following features:
a. Caliber must be .223 Remington/5.56 mm NATO and capable of firing Mil Spec 855 or 193 ammo.
b. Fire mode of semi -automatic and safe only . NOTE: No personally -owned rifles may be full - automatic or multiple -round burst selective.
c. Zero magnification optic, holographic , or red dot sighting system (e.g., Eotech 512 or Aimpoint) .
d. Aircraft grade aluminum or Mil -spec standard steel receiver. e. Synthetic stock and grips; may include a collapsible stock and a sling. f. Adjustable front and rear sights for variable windage and elevation conditions. Front and rear sights must be usable while the optic is in place. g. Optional – Accessory rail or mounting point for backup sighting devices, vertical handgrips , or tactical weapo n lights.
h. A direct gas impingement or gas piston operating system. i. A minimum length to i nclude a 16” barrel/26” overall and a maximum length to include a 20” barrel/40” overall.
j. May have a muzzle brake or compensator.
k. Ability to fit a standard AR -15/M16 m agazine.
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
GO 580.04
J. CARRYING OF FIREARM
1. Only authorized firearms shall be carried or possessed on duty.
2. A .380 caliber ACP handgun shall not be carried as a secondary handgun in uniform.
3. Officers shall not alternate between primary and secondary handguns unless auth orized.
4. Backup handguns shall be carried concealed and in a holster.
5. A primary or secondary handgun shall be carried on duty, except when:
a. Interviewing prisoners.
b. In a jail or other facility where firearms pose a security threat. c. Doing so will jeopardize a covert assignment . NOTE: Written approval by a captain or higher authority is required prior to working unarmed in a covert capacity.
6. Rifles shall be carried in the officer ’s vehicle at all times while on duty.
7. Officers shall attach slings to rifles at all times.
K. REGISTRATION AND SAFETY CERTIFICATION
1. All Department -purchased firearms carried on duty shall be listed on an SPD 983 (Departmental Gun Record) and delivered annually to the armorer for inspection.
2. Personally -owned firearms and holsters (including back -up handguns /holsters) shall be listed on an SPD 197 (Optional Duty Back -Up Weapon) .
3. Officers shall contact the Department Armorer and request a safety inspection of any personally -owned firearm prior to duty use.
a. Officers sha ll provide a copy of the SPD 197 to the Department Armorer at the time of the safety inspection.
b. Officers shall provide the original SPD 197 to the Department Rangemaster and obtain a passing score on a department range qualification with any personally -owned firearm prior to duty use. The Department Rangemaster will then sign the original SPD 197. c. The officer shall return the original SPD 197 form signed by the Department Rangemaster to the Department Armorer.
4. The Department Armorer shall :
a. Retain copies of all SPD 197 forms.
b. Perform annual safety certification inspection on all firearms. NOTE: It will be the responsibility of each officer to deliver his/her firearms to the armorer for the required annual servicing.
c. Return all personally -owned firearm s that fail safety certification to their owners for necessary repairs. Personally -owned firearms shall not be carried until they have been safety certified by the a rmorer , and t he officer has qualified their personally -owned firearm at a qualification shoot.
d. Enter the serial number of all Department -issued and personally -owned firearms into Versadex.
e. Perform necessary preventive maintenance and/or repair on Department -issued fire arms. f. Remove from service any Department -issued firearm not passing safety certification and issue replacement firearms as necessary.
g. Record all safety certifications (passed or failed) on each firearm. h. Report safety issues and/or violations of this GO to the Evidence & Property Division manager. The Evidence & Property Division m anager shall immediately report violations or safety issues to the affected office deputy c hief.
L. MAINTENANCE
1. Officers shall ensure that all duty firearms are maintained in good wor king order. This includes normal cleaning and lubrication of the firearms monthly and after every qualification shoot.
2. Department -issued firearms shall not be disassembled beyond what is approved in training.
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
GO 580.04
3. Department -issued firearm s shall be immediately surrendered to the armorer for inspection whenever they appear to be damaged or malfunctioning in any manner.
4. Firearms shall not be altered from factory specifications unless approved and installed by the armorer.
5. Officers choosing to carry an MRDS are responsible for ensuring that the MRDS is securely mounted to the slide of their duty pistol and inspected by the Department Armorer or Department Rangemaster prior to use . Battery changes , secure mounting, and maintenance of the MRDS are the responsibility of the officer and shall be conducted per the manufacturer’s recommendations.
M. DEFECTIVE WEAPONS
1. Any firearm identified as defective shall be taken out of service immediately and shall not be used u ntil cleared by the Department Armorer.
2. Officers finding that a Department -issued firearm does not function properly shall turn the weapon in to the Department armory as soon as practical. a. The Department Armorer will issue another firearm to the officer. If the armory is closed, the Watch Commander may issue a loaner firearm from the officer’s area command. b. If the armory is closed, the defective firearm may be placed in a tall evidence locker at the Evidence & Property Division, with the officer sending an email explaining the malfunction or the nature of the defect to the Department Armorer . The armorer shall arrange to issue a replacement or repair the malfunction during the next business day.
N. HOLSTERS
1. Officers shall use Department -authorized holsters for carrying primary , secondary , and back- up firearms on duty.
2. Officers may use one of the Department -issued holsters or purchase a Department -authorized holster without reimbursement from the city.
3. Uniform holsters shall meet the specifications as required in the Uniform Manual ( RM 430.01).
4. Officers using a personally -owned holster for a primary , secondary , or back -up handgun on duty shall
a. Contact the armorer to ensure that the personally -owned holster is authorized. b. Declare how they intend to carry the back -up handgun (e.g., left ankle, vest) on an SPD 197 (Optional Duty Backup Weapon) .
c. Have the holster inspected by a Department Rangemaster and demonstrate proficiency with the holster by using it in a departmental qualification.
O. SHOULDER HOLSTERS
1. Plain clothes officers may wear a Department -authorized shoulder holster for their primary or secondary handgun with their deputy chief’s written approval.
2. Officers assigned to the Air Operations Unit may wear a Departmen t-authorized shoulder holster for t heir primary or secondary handgun without approval from their deputy chief .
Handguns in shoulder holsters shall be secured by a lanyard while in flight.
3. Officers must complete training with the use of the shoulder holster by a Department Rangem aster and su ccessfully complete a department al qualification.
P. TACTICAL WEAPON LIGHT
1. The addition of tactical weapon lights shall be permitted for those personnel who are trained in the use of these systems.
2. The tactical weapon light shall have no visible laser or ligh t/laser combination or tape switches/extensions that activate the light on the pistol grip or around the trigger guard.
3. Officers choosing to carry a tactical weapon light on a duty firearm shall :
a. Use a tactical weapon light that has been approved for use with duty firearms. NOTE: The Department Rangemaster and a rmorer shall maintain a list of Department -authorized
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
GO 580.04
tactical weapon light s and related equipment.
b. Successfully complete the Department orientation course regarding the proper use and handling of tactical weapon lights. Attendance for the orientation can be arranged through the Department Rangemaster or his/her designee.
4. Officers may install a tactical weapon light system on a Department -issued duty firearm or a personally owned duty firearm. With the exception of Department equipment issued to selected specialized units, all items related to the tactical weapon light system shall be purchased at the officer’s own expense.
5. The tactical weapo n light shall not be used for purposes of general illumination. It shall only be used when a firearm would normally be deployed, and illumination is needed.
6. The tactical weapon light shall only be attached or removed from the weapon after it has been rende red safe, the action is open , and/or the slide is locked back.
7. The tactical weapon light shall not be detached from any firearm while the firearm is loaded and/or the action is closed.
Q. MINIATURE RED DOT SIGHT (MRDS)
1. Officers choosing to carry a duty pistol equipped with an MRDS shall:
a. Only use an MRDS that has been authorized for use with duty firearms. The Department Armorer and Department Rangemaster shall maintain a list of Department -authorized MRDS and related equipment.
b. Prior to carrying the MRD S officers shall successfully complete the Department orientation course regarding the proper use of the MRDS. Attendance for the orientation shall be arranged through the Department Rangemaster or their designee.
2. Officers may utilize an MRDS on a personal ly-owned duty firearm that is specifically designed to allow the mounting of an optic. Examples would include the Glock MOS pistol or the SIG Sauer P320 pistol. Personally -owned MRDS -compatible duty firearms must be inspected and approved by the Department Armorer prior to initial qualification and duty use.
3. Officers may use a genuine Glock or SIG Sauer OEM replacement MRDS -compatible slide in lieu of the slide that originally came wit h the officer’s personally -owned Glock or SIG Sauer P320 or P226 pistol.
4. Officers may not replace a Department -issued duty pistol’s slide with an aftermarket MRDS - compatible slide. Department -issued duty pistols shall retain the original slide and have matching serial numbers on the slide and frame.
5. Officers may use a personally -owned duty pistol with a genuine OEM SIG Sauer or Glock slide that has been milled to accept a n MRDS by a Department -authorized company. The Department Rangemaster and the Departme nt Armorer shall maintain a list of companies that are authorized by the Department to perform slide milling services. Any milled slide shall be inspected by the Department Armorer prior to initial qualification and duty use.
6. Officers shall not have the sl ide of any Department -issued duty pistol milled to accept a n MRDS.
7. Prior to duty use, officers shall re -zero the MRDS if it was removed and remounted on a duty pistol.
8. Officers shall verify the zero on their MRDS duty pistol bi -annually.
9. Backup iron sights shall be used on any MRDS -equipped duty pistol. The backup sights must be of sufficient height to be viewable and utilized within the optic lens.
10. Personally owned Glock MOS or SIG Sauer optic -ready duty pistols may be equipped with a Department -authorized aftermarket adapter plate and/or sealing plate to improve the MRDS fit and reliability. The Department Armorer and Department Rangemaster shall maintain a list of approved plate manufacturers.
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
GO 580.04
R. WEAPONS COMMITTEE
1. The Weapons Committee shall consist of a :
a. Lieutenant.
b. Sergeant, Sacramento Police Academy.
c. Sergeant, SWAT.
d. Department Rangemaster.
e. Patrol representative.
f. Department Armorer
g. PSU r epresentative.
S. AUDITS
1. The Evidence & Property Division manager shall coordinate an annual audit of all firearms.
2. The audit findings shall be forwarded to PSU.
SACRAMENTO POLICE DEPARTMENT
G.O. 220.04
1 OF 4
220.04
EQUAL EMPLOYMENT OPPORTUNITY
12-16-02
PURPOSE
To outline procedures for reporting and investigat ing discrimination/harassment, equal employment, and sexual harassment complaints.
POLICY
To afford equal employment opportunity to al l persons, and to prohibit illegal discrimination, harassment, or sexual harassment.
PROCEDURE
A. DEFINITIONS
1. DISCRIMINATION/HARASSMENT
a. “Unlawful employment practice” To limit, fa il or refuse to hire, or to discharge any individual in the terms, condi tions, compensation or privil eges of employment, or to limit, segregate, or classify an employee or applicant for employment, in any way that would deprive, tend to deprive, or adversely affect an individual's opportunity or status because of religi on, color, national origin, ancestry, physical/mental disability, medical c ondition, pregnancy, marital status, gender, sexual orientation, or age.
b. Examples include, but are not limited to intentionally excludi ng an individual from an employment opportunity bec ause of their race or sex, or retaliatory behavior toward an individual for filing or particip ating in a charge of discrimination or harassment.
2. SEXUAL HARASSMENT
a. Unsolicited and unwelcome sexual adv ances, requests for sexual favors, and other verbal and/or physical conduct of a sexual nature by an employee, supervisor, or manager when:
(1) submission to such conduct is made eit her explicitly or implicitly a term or condition of an individual's employment; or
(2) submission to or rejection of such conduct by an individual is used as the basis for employment decisions affecting such individual; or (3) such conduct has the purpose or effe ct of unreasonably interfering with an individual's work performance or cr eating an intimidating, hostile, or offensive working environment.
b. Examples include, but are not limited to:
(1) Written - suggestive or obscene letters, e-mail, notes, and invitations; (2) Verbal - sexually suggestive or der ogatory comments, slurs or jokes, unwanted phone calls;
(3) Physical - includes offensive t ouching, assault, im peding or blocking movements, stalking;
(4) Visual - leering, sex ually-oriented gestures, or display of sexually suggestive or derogatory objects, pict ures, cartoons, posters, drawings, poems, or any such non-verbal behavior;
(5) Other - includes the threat or insi nuation that lack of sexual favors may result in reprisal, withholding suppor t for appointments, promotion, or transfer, rejection of probation, puniti ve action, change of assignments, or a poor performance report.
c. Whether or not an alleged act constitu tes sexual harassment shall be decided by looking at the totality of the circumstances, such as the nature of the sexual advances and the context in which the alleged incidents occurred, on a case by case basis.
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GENERAL ORDERS
G.O. 220.04
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B. GENERAL
1. The Department's Equal Employment Opportunity Procedures shall be based on the City of Sacramento's Equal Employment Opportuni ty Policy Statement, and state and federal laws.
2. The Department's Equal Employment Opport unity (EEO) goal shall be to hire, train, compensate, assign, and promote all persons on the basis of merit and fitness, without discrimination.
3. This Order shall not prohibit social rela tionships between employees when the social relationship has no bearing on empl oyment decisions or benefits and it is not in violation of other provisions of this procedure. See also GO 210.07 Nepotism/Confli ct of Interest.
C. EQUAL EMPLOYMENT OPPORTUNITY REGULATIONS
All job applicants and employees shall be treated fairly and without discrimi nation in recruitment, examination, appointment, promoti on, transfer, job rotation, tr aining, work assignment, merit increases, overtime, and related employment decisions.
1. It shall not be discriminatory and/or harassment to:
a. follow a seniority system as long as it is bonafide and not de signed to circumvent or evade this policy.
b. select or reject a person based upon a bonafide occupational qualification.
2. Retaliation against an employee for filing or participating in a discr imination or sexual harassment complaint is prohibited.
3. All exempt management personnel and all super visors shall be responsible for ensuring compliance with discrimination and sexual har assment policies in their work area.
Should such problems devel op, exempt managers and super visors shall seek out solutions and ensure these problems are resolved.
4. Employees may be held personally liable fo r violations of state and federal law.
5. Corrective or disciplinary ac tion shall be initiated against any employee who violates this policy.
D. COMPLAINT PROCEDURES
1. Employees who feel they have been the victim of discrimination/har assment or sexual harassment are encouraged to submit a writ ten complaint utilizing any one of the manners listed below.
a. Option 1 - Police Department/City's Affi rmative Action Officer (AAO). See Section E.
b. Option 2 - State and/or federal agencie s which have enforcement authority on EEO matters. See Section F.
2. Complainants are entitled to representation at any stage of the complaint process.
E. DEPARTMENT PROCEDURES
1. Departmental complaints may be s ubmitted to any of the following:
a. the employee's direct supervisor.
b. the employee's Captain or Division manager.
c. Internal Affairs Section (IAS).
d. the Captain, Personnel Services Divi sion, Office of Technical Services. e. the City's Affirmative Ac tion Office at (916) 264-5270.
2. A Departmental complaint must be submitted within 60 days of the alleged incident.
3. Employees may meet with their Divi sion Commander regarding a complaint during regularly scheduled work hours. Employees shall be granted reasonable time off to meet with the City's AAO or the Department's E qual Employment Opportunity Liaison Officer.
4. The Captain, Personnel Services Divisi on, shall be designated as the Department's Equal Employment Opportuni ty Liaison Officer (EELO). The Captain's duties and responsibilities include:
a. The Department's continued adherence to the directions and goals of the EEO Program and these procedures.
b. EEO Training and Sexual Issues Tr aining for all Department personnel. c. Continued development of the EEO Program.
d. Liaison with the City's AAO regarding EE O investigations, re view of cases, and training needs.
e. Liaison with employee labor groups.
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
G.O. 220.04
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f. Information consultation with employees regarding EEO matters. g. Referral of suspected discrimination ca ses to Division Commanders for informal investigation and to IAS for formal investigation.
h. Referral of suspected sexual harassment cases to the AAO and IAS for formal investigation.
5. Notice to Equal Employment Opportunity Liaison Officer a. All Division Commanders shall immediatel y notify their direct supervisor and the EELO of alleged or suspected cases of discrimination and sexual harassment. b. Supervisors who become awar e of suspected cases of discrimination or sexual harassment shall utilize the chain of co mmand to make appropriate notifications, unless extenuating circumstances exist wh ich would necessitate their reporting directly to the EELO.
6. Investigative Responsibility
a. All investigations, formal and informa l, shall be handled as defined and outlined in RM 220.01 Internal Affairs Manual.
b. All sexual harassment complaints s hall be investigated by the AAO and IAS. c. Division Commanders shall only handle inform al inquiries of discrimination if agreed upon by the complainant. If it is not possible to handle allegations informally, or if there is a need for a lengthy, complicated investigation, the matter shall be referred to the Chief of Police (COP), through the EELO. d. If a discrimination complaint is investi gated informally, the completed, original copy of the investigation shall i mmediately be forwarded to the EELO. e. The EELO and the COP shall review a ll completed discrimination complaint investigations.
f. The EELO shall maintain a record of a ll complaints. All investigations shall be filed in IAS.
7. Case Resolution and Mediation - Informal Investigations a. “No Cause” Findings
(1) When an informal investigation by a Division Commander finds there is no reasonable cause or insufficient evid ence to support a violation of this order or the applicable statutes, the Division Commander shall discuss this finding with the EELO.
(2) If the EELO concurs, the Division Commander shall notify the complainant and the appropriate Office Chief of the decision.
(3) In the event of a “no cause” fi nding, the complainant may request a meeting before the COP.
(a) If the COP does not concur with the “no cause” findings, the COP may order the appropriate remedy.
(b) At the conclusion of the invest igation, the COP, or a designee, shall notify the complainant of t he right to pursue the complaint through the appropriate city, state, or federal agencies. b. “Cause” Findings
(1) When an informal investigation by a Division Commander finds there is reasonable cause to support the compla inant's allegations, the Division Commander shall discuss this conclusion with the EELO.
(2) If the EELO concurs in the findi ng, the Division Commander may attempt to mediate the complaint to the mutual satisfaction of both the complainant and the appropriate Office Chief.
(3) The Division Commander shall subm it any proposed mediation agreement to the EELO for review.
(a) If the EELO concurs with t he agreement, and the actions required are within the administrative di scretion of the EELO, the EELO shall sign the agreement and it shall be binding on all parties. (b) If a mediation agreement requires action outside of the administrative discretion of t he EELO, the agreement shall be brought before the appropriate Office Chief.
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
G.O. 220.04
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(c) When mediation is not possibl e, the investigation shall be forwarded to the Office Chief for recommendations to the COP.
Based on those recommendations the COP may order any remedy consistent with Department rule s, labor contracts, and the law.
8. Other procedures
Any complainant who is dissatisfied with the conclusion(s) or proposed resolution(s) in EEO complaints investigated by Police Department staff may contact other government agencies.
F. STATE AND FEDERAL AGENCIES WITH EEO ENFORCEMENT AUTHORITY For more information about submitting complaints to state and federal agencies with EEO enforcement authority, contact:
1. California Department of Fair Employm ent and Housing (DFEH) within 365 days of the alleged incident at:
2000 O Street #120
Sacramento, CA 95814-5212
Phone: (916) 445-5523
Internet: www.dfeh.ca.gov
2. U.S. Equal Employment Opportunity Commi ssion (EEOC) within 365 days of the alleged incident at:
901 Market Street, Suite 500
San Francisco, CA 94103
Phone: (415) 356-5100
Internet: www.eeoc.gov
G. PROCEDURES FOR HANDLING DISCRIMINATI ON COMPLAINTS FROM OUTSIDE AGENCIES
1. All discrimination complaints filed through compliance agencies (Human Rights Commission, California DFEH, EEOC, etc. ) shall be handled by the City's AAO with assistance from the City Attorney's Office.
2. When a City employee receives notice from a compliance agency that a discrimination complaint has been filed, the complaint sha ll be forwarded immediately to the AAO. The AAO shall:
a. request from the compliance agency spec ific information regarding the nature of the complaint, if necessary.
b. conduct a thorough investigati on of the charge(s) within the time frame requested by the compliance agency.
c. have access to all records which may help determine the relevant facts. d. prepare a response to the charge of discr imination, stating all relevant facts and the City's contentions regarding the disc rimination charge. The response shall be forwarded to the City Attorney for review.
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
GO 240.01
240.01
COURT APPEARANCE
11/13/12
PURPOSE
The purpose of this order is to define and outline procedures for documenting court appearances and the processing of compensation documents.
POLICY
It shall be the policy of the Sacramento Police Department that employees honor "Notices to Appear" in the same manner as a criminal subpoena issued under the authority of the California Penal Code.
PROCEDURE
A. DEFINITIONS
1. SUBPOENA - The process by which the attendance of a witness is required before a court or magistrate. Hereafter, when the word "Subpoena" appears in this order, it will signify "Notice to Appear," "Request to Appear," and "Subpoena - Request."
2. IN-LIEU-OF TIME - Time taken instead of court overtime pay.
B. GENERAL
1. Failure to obey a subpoena may result in the court or magistrate taking punitive action in addition to Departmental disciplinary action.
2. Employees shall be prompt in attendance and remain until excused by competent authority.
3. Employees shall have a copy of the report with them and be familiar with the portion of the case they are involved in.
4. Employees shall avoid indicati ons of bias, prejudice or anger.
5. Employees shall honor all "Notices to Appear" and criminal subpoenas, including subpoenas from outside agencies.
6. Employees may only be excused from a mandat ed appearance by a judge or officer of the court who issued the subpoena.
7. Each subpoena shall be validated before being submitted for court overtime payment.
8. The disposition of validated subpoenas is specified in General Order 252.01 (Military Leaves of Absence).
9. All subpoenas shall be received by the CL U before being issued to employees with at least five (5) days notice. Subpoenas may be served to employees personally, electronically or by telephone.
10. Employees receiving email notification of an existing subpoena or change to a subpoena during work hours shall immediately log into the Subpoena Tracker web site and acknowledge service.
11. Employees receiving email notification of an existing subpoena or change to a subpoena during non-working hours shall log into the Subpoena Tracker web site during the first shift after they receive such notification and acknowledge service.
12. Service is automatically accepted when the em ployee logs on to the Subpoena Tracker web site.
13. For purposes of this order, an officer is considered “served” when the Subpoena Tracker web site is logged into remotely and that information is retrievable.
C. COURT ATTIRE
1. Employees attending court shall present an official duty image either by appearing in uniform or present a neat, clean and professional appearance.
2. Employees on duty and in uniform shall appear in court in the uniform of the day unless otherwise directed by the Chief of Police or the magistrate.
3. Employees shall only appear in court in uniform when the proceedings are official police business.
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
GO 240.01
4. Employees appearing in plain clothes shall present a neat, clean and professional appearance. a. Males shall wear a suit or sport coat with a dress shirt, tie and slacks. b. Female employees shall wear proper business attire.
c. Deviations shall only occur when employees are not given advance notifications during the subpoena process.
d. If ordered by court staff, the officer shall remove their firearm and secure it in a safe place.
D. SUBPOENA PROCEDURES
1. The CLU shall accept all subpoenas that pertain to any Department employees.
2. The CLU shall deliver subpoenas from Monda y through Friday, except on holidays.
3. The CLU staff shall send an electronic copy of the original directly to the employee listed on the subpoena.
4. Employees receiving a subpoena shall:
a. log into the Subpoena Tracker web site to acknowledge service. b. notify the Deputy District Attorney (DDA) of any conflicts with their schedule and attempt to resolve the conflict. If an employee cannot make personal contact with the DDA, they shall contact the CLU. Traffic Court conflicts shall be coordinated through the CLU.
E. DOCUMENTING SUBPOENA ACTIVITY
1. To properly document subpoena activity on their payroll records, employees shall:
a. submit their activity through the Subpoena Trac ker web site and deliver an electronic receipt to their supervisor.
b. when requested, the employee shall produce the Subpoena Tracker overtime receipt for time card verification.
2. Supervisors shall use the Subpoena Tracker electronic receipt feature to ensure that time claimed for court is accurately reflected on the employee’s payroll record.
F. COURT/HEARING APPEARANCES
1. Validation for both on and off-duty court/hearing appearances is mandatory and shall include:
a. the employee's arrival and departure time(s) and date(s). b. the initials and badge number of the authorized individual who validated the appearance.
2. Officers’ arrival and departure times for court cases involving adult defendants shall be validated by the CLU.
3. Officers’ arrival and departure times for Traffic Court and Juvenile Hall court appearances shall be validated by the DDA's receptionist, the DDA, or the Juvenile Court/Traffic Hearing Officer assigned to the case.
4. For employees with a “To Be Notified” subpoena, the CLU shall attempt to contact the employee with at least a one (1) day notice when possible. NOTE: Employees receiving less than 24 hours notice shall coordinate conflicts with the District Attorney’s (DA’s) Office and the CLU.
5. Hearing Board appearances resulting from line of duty subpoenas shall be compensated as court appearance time when the requesting document is validated by the Hearing Examiner or the Assistant Hearing Examiner. Officers shall submit their activity through the Subpoena Tracker web site and deliver an electronic receipt to their supervisor.
6. Accident Review Board appearances during officers' off-duty hours, when requested by the City, shall be compensated according to the applicable labor agreement when validated by the representative of this Department. Officers shall submit their activity through the Subpoena Tracker web site and deliver an electronic receipt to their supervisor.
G. SUPPLEMENTAL COURT/HEARING APPEARANCE(S)
1. CLU personnel shall update Subpoena Tracker when an officer is trailed on an existing court case and ensure that the officer is notified of the new court date.
2. If officers are notified by the DA’s Office that their case has been trailed, the officer shall notify CLU personnel. CLU personnel shall update Subpoena Tracker accordingly.
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
GO 240.01
H. SUBPOENA CANCELLATION/RESET
1. Upon receipt of subpoena cancellation or reset, the employee shall be contacted via email immediately or when there is ample time for the CLU to notify the employee. Ample time shall include at least one (1) full shift for the employee to review their email.
2. If the updated subpoena cannot be served prior to the completion of the employee's last shift, the CLU shall contact the employee by telephone. If the employee is unavailable, the cancellation/reset information shall be left on their voicemail or answering machine. If the employee has an answering service, the cancellation/reset information shall be given to the answering service operator and this shall constitute contact. a. All pertinent information shall be given to the person who answers the phone (if they appear to be a responsible adult). This contact shall be considered the same as having contacted the employee personally. The person's name that is given the information by the CLU will be recorded in Subpoena Tracker by CLU staff.
b. The CLU shall note how contact was made.
c. The voicemail system will be utilized by the CLU if available.
3. The CLU shall:
a. maintain records noting all subpoenas that have been cancelled or reset. b. prepare a telephone recording of all cancellations scheduled for the next day at the close of each business day. This recorded message shall be available during non-business hours.
Employees shall appear as scheduled unless cancelled by the CLU recording or by the CLU.
4. Employees claiming non-receipt of the cancellation notice shall contact their Division/Watch Commander who shall decide, after talking to the officer and the CLU employee, if the employee is entitled to overtime.
5. On-duty employees holding a following day subpoena shall contact the CLU, while on duty, for case status.
a. Employees shall call the CLU from Monday through Friday between the hours of 0700 and 1700 and listen to the recording after 1700 hours and on weekends and holidays. b. Calls made after 0600 hours by first watch on-duty personnel, which would result in a late cancellation, shall not qualify for overtime.
c. Employees not placing the required on-duty phone call, yet appearing off-duty on a cancelled/reset case which was logged and recorded by the CLU, shall not be compensated.
I. DIRECTED OFF-DUTY TELEPHONE CALLS
1. Directed off-duty telephone calls to the DDA, or to the court, shall be verified and validated by CLU personnel. Prior to making the telephone call, the CLU shall be notified by the employee.
2. Upon verification that the phone call was made, the CLU shall complete an overtime receipt in Subpoena Tracker. Upon request, the employee shall produce the Subpoena Tracker overtime receipt for time card verification purposes.
J. TELEPHONE STANDBY
1. Telephone standby can be ordered by the magistrate or by the DDA and shall be verified by the CLU before overtime payment is authorized.
2. Employees shall notify their Division, Watch, or Section Commander or unit supervisor and the CLU immediately of the standby requirement.
3. The CLU shall make every effort to have the telephone standby order cancelled or to have a specific time set for the employee to report to the court.
4. After verifying the standby status and the time period, the CLU representative shall update Subpoena Tracker and record the employee’s telephone standby overtime in the Subpoena Tracker receipt system. Upon request, the employee shall produce the Subpoena Tracker overtime receipt for time card verification. NOTE: Overtime may be claimed for payment per the provisions of the employee’s labor agreement.
5. Employees shall ensure that their time cards are accurate and reflect their correct hours.
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
GO 240.01
K. EXCUSED ABSENCES
1. Excused absences may be granted at the discretion of the court to anyone disabled by illness and/or injury.
2. Ill and/or injured employees who have been served a subpoena shall notify the CLU of their condition and the scheduled court date(s).
3. CLU employees shall record the information and immediately advise the appropriate authority of the employee's condition.
L. VACATIONS - HOLIDAYS - MILITARY LEAVE, ETC.
1. If, after being served with a subpoena, an employ ee identifies a scheduling conflict (i.e. scheduled vacation, etc.), the employee may contact the CLU.
2. If the officer has a conflict, it will be the employee’s responsibility to contact CLU and the DDA in order to be excused from appearing in court/and or have the date of appearance reset.
M. EXTENDED TRIALS DURING SCHEDULED TIME OFF
1. The CLU shall make every effort to have trials scheduled around an employee's vacation.
2. Employees under extended trial subpoenas, or on telephone standby as defined by their labor agreement, deciding to leave home for twenty-four (24) hours, or more, shall be required to do one of the following:
a. Contact the CLU between 0700 and 1700 hours, Monday through Friday and provide the following required information:
(1) the telephone number and time each day, between 0700 and 1700 hours, that the CLU can use to make personal telephone contact with the employee; OR (2) the time each day that the employee shall call the CLU, collect, between the hours of 0700 and 1700 hours. NOTE: Under either condition, the employee shall be available to appear the following day.
b. Call the CLU recorder and record the following message:
(1) the employee's name and badge/identification number. (2) the name of defendant(s) in the case.
(3) the crime report number or traffic report number.
(4) the telephone number and time each day that the CLU shall make personal telephone contact with the employee at, between the hours of 0700 and 1700, Monday through Friday; or
(5) the time each day that the employee shall make personal telephone contact with the CLU, collect, between the hours of 0700 and 1700, from Monday through Friday, to ascertain if the employee shall be required in court the next day.
N. COORDINATION OF SCHEDULED TIME OFF
1. The coordination of scheduled time off for days off, vacation, holiday credit, military leave, etc., is the responsibility of the employee’s supervisor and the employee listed on the subpoena.
2. Each Division/Watch/Section/Unit shall ensure that:
a. all approved vacation time is enter ed into the Versadex calendar system. b. the “Attend Court” flag is marked “No” anytime an employee is going to be away from their regular duty (i.e. training, flex time, vacation, teaching etc.) and make a notation indicating the reason that the employee is not working their normal scheduled shift. c. the Versadex calendar system is updated when there are changes made to the published vacation schedules or when holiday credit is approved for use.
3. In-Lieu-of Court Overtime Pay Options
a. Officers have the option to be compensated by using In-Lieu-of Time instead of overtime pay.
The option is available if:
(1) the officer is assigned to the Late Mid Shift Canine Unit, late watch, or the later units of mid watch and have received a subpoena to appear in court during off-duty hours. (2) the officer worked the shift immediately preceding the court appearance. (3) the officer has been in court four (4) or more hours and is scheduled to work the shift immediately following the court appearance.
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
GO 240.01
b. Option Request
(1) Immediately following a court appearance, the officer shall notify the CLU of his/her desire to use the In-Lieu-of option.
(2) The CLU shall get approval from the Watch Commander as soon as possible, but no later than 45 minutes prior to the beginning of the scheduled shift. Once approval has been granted by the Watch Commander, the CLU shall notify the officer. (3) Officers shall notify the Communications Division as soon as possible, but at least one hour prior to the start of shift. Officers who will not be released from court before the start of their shift shall make every effort possible to notify the Communications Division. c. Calculation of Time Recording
To record their time, officers shall:
(1) first apply the time and one-half earned for the court appearance. (2) complete the ten (10) hour shift by using holiday credit, vacation, or unpaid leave as needed.
(3) submit time off requests and verified subpoenas as required.
EXAMPLE: An officer is in court for six (6) hours and earns nine (9) hours of compensation. The officer informs the CLU and the Communications Division that instead of overtime pay the officer decides not to work the assigned shift that night. Additionally, the officer chooses to use one (1) hour of holiday credit to complete the ten (10) hour shift. Therefore, the time card for that shift would show nine (9) hours of "regular time” and one (1) hour of “holiday time”
O. OUTSIDE AGENCY SUBPOENAS
1. Less than 200 miles from Sacramento
a. The CLU supervisor shall:
(1) contact the agency that issued the subpoena and establish telephone liaison contact. (2) determine the date and time the officer(s) are needed along with what material is needed if the subpoena includes a "duces tecum" requirement.
(3) arrange for a Department vehicle and City gas card for the employee(s) through Fleet Management; or if the employee(s) choose to use their own vehicle, obtain a completed “Certificate of Insurance” prior to travel.
(4) complete and sign a "Travel and Training Request Form" (SPD 430) with all pertinent information.
b. Court overtime for off-duty personnel shall be paid from time of departure from Sacramento to their time of return to Sacramento.
c. Employees shall go directly to the location stated in the subpoena and return directly to the Department after being released. No employee is authorized to make additional trips to visit friends or family.
d. The agency who issued the subpoena is required to note the date/time and sign the employee in and out of court and/or the hearing.
e. DMV hearings shall be honored.
f. To receive compensation for the use of a personal vehicle, employees shall submit the SPD 430, Certificate of Insurance, and a copy of the subpoena, through their chain of command to the Fiscal Operations Unit.
2. Over 200 miles from Sacramento
a. Employees shall establish telephone liaison contact with the agency issuing the subpoena and start the necessary arrangements for travel, food, and lodging if required. (1) The agency who issued the subpoena will be re-contacted, as needed, to ensure that the employee or employees shall, in fact, be needed on the dates stated on the subpoena. (2) The day before the employee(s) is/are sc heduled to leave shall be the last day the agency who issued the subpoena will be contacted by the CLU.
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
GO 240.01
b. The outside agency is required to furnish all transportation, food and lodging expenses. If airline tickets must be provided for travel, the outside agency shall be directed to contact the employee to arrange for purchase and pickup.
c. Off-duty court overtime shall include travel time to and from Sacramento. (1) If employees stay in the outside agency’s ci ty or county for their own purposes, overtime stops when they are released from court.
(2) If an employee's duty hours start while the employee is still in court, or en route back, the court overtime stops at the start of shift time.
(3) If an employee is on duty and their shift ends while the employee is still in court or traveling back, the court overtime starts at the end of their scheduled shift time and ends on arrival back in Sacramento.
d. When employees are required to stay for more than one (1) day, court overtime will end at 1700 hours and resume at 0800 hours the following day. On the last day, if the employee is still off duty, the employee's court overtime will end upon their arrival time to Sacramento or the start of their normal work shift if the employee is scheduled to work that day. e. The agency who issued the subpoena will be requested to sign and note the date/time on the employee's subpoena upon their arrival and departure.
(1) Employees who learn that they will be requi red to stay for more than one (1) day shall notify their supervisor each day and advise him/her that an additional day is required, the reason(s) why, and what time and date the employee expects to be able to return. (2) For employees held over more than one (1) day, the agency who issued the subpoena shall be required to sign the subpoena and note the date/time at the start of court each day as well as the conclusion of court each day, or upon the employee's final release from court.
f. If employees require transportation from the Sa cramento International Airport, their immediate supervisor shall make the necessary arrangements.
g. DMV hearings shall not be honored.
3. Subpoenas for Lateral Officers
a. Officers hired through the Lateral Entry Program shall be given sufficient release time when subpoenaed to testify in a criminal case as a result of their previous employment. (1) Officers shall be provided with sufficient travel time to and from the outside agency. (2) Officers shall be provided with time to ensure adequate rest before the beginning of their next scheduled shift.
b. Time cards should reflect “regular” time for the amount of hours the officer is released from regular assignment.
NOTE: City policy allows for release time without the loss of regular salary. The City will not pay overtime as the subpoena did not arise in the course and scope of the officer’s employment with the City of Sacramento.
P. AUDITING
1. The CLU shall generate a weekly report documenting cases when an officer:
a. appeared with no testimony.
b. was cancelled upon arrival by the DA’s Office.
c. was rescheduled to appear at a later date/time.
d. appeared, yet the case was “trailed” all day.
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
G.O 240.06
240.06
LEGAL INTERVIEW REQUESTS
10-23-12
PURPOSE
The purpose of this order is to establish procedures for processing legal interview requests.
POLICY
It shall be the policy of the Sacramento Police Department to ensure that legal interviews are coordinated and follow a prescribed procedure.
PROCEDURE
A. DEFINITIONS
1. Legal Interview - An interview with an attorney, private investigator, or citizen pertaining to a court case, witness to an action or event, or departmental procedure(s).
B. GENERAL
1. The provisions of this General Order pertains to interviews with attorneys not employed by the City of Sacramento. Employees shall cooperate with the City Attorney's office and any other attorney(s) representing the employee in their official capacity, or the City of Sacramento.
2. The Court Liaison Unit (CLU) shall determine if the interview request is in regard to a civil or criminal case.
3. Requests shall be taken via phone by CLU. Days off, holidays, and vacation schedules shall be verified by subpoena tracker prior to employee notification.
4. Department personnel shall not arrange, grant, or participate in legal interviews unless specifically authorized by CLU. The CLU shall arrange legal interviews for department personnel while they are on duty.
5. CLU shall contact the requestor to notify them if the employee consents and CLU will schedule the appointment.
a. The employee MAY contact the requestor, during the employee's working hours, and through the CLU, schedule an appointment.
b. Overtime shall not be authorized for off-duty interviews.
6. When legal interviews are granted by employees:
a. employees shall not sign any papers or documents presented unless the District Attorney or City Attorney has been previously notified.
b. all interviews shall not be video or audio taped.
C. CIVIL CASE INTERVIEWS
1. CLU shall require the requesting party to specify in writing the nature of the interview and deposit a fee with the City Finance Department.
2. If an employee has been subpoenaed to testify in a civil case, refer to G.O. 240.02.
D. CRIMINAL CASE INTERVIEWS
1. The CLU shall:
a. contact the department employee and advise t he employee of the defense interview request. b. contact the requestor and advise them of the employee’s response. c. schedule the interview if interviewed granted.
d. not charge defense attorneys a fee for interviewing employees.
2. Employees who consent to an interview shall:
a. notify the Deputy District Attorney (DA) assigned to the case b. create a supplement outlining the interview when the Deupty DA is unable to attend.
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
G.O. 251.01
1 OF 3
251.01
SICK/SPECIAL/PARENTAL/BEREAVEMENT LEAVE
11-13-08
PURPOSE
To establish procedures for reporting use of Sick or Special Leave when employees cannot report for duty because of sickness, injury, death in the immediate family, or any emergency situation.
POLICY
To grant time off for illness, injury, parental leave, bereavement leave, or emergencies that render employees unable to perform their regular duties.
PROCEDURE
A. Sick and Special Leave procedures provided in this order are based on the Civil Service Board Rules.
B. REPORTING ABSENCES
1. Employees who are too ill or injured to report for duty, or when an emergency exists, shall, unless hospitalized, not ify their immediate supervisor.
2. Employees who are hospitaliz ed shall, if possible, have someone make the notification.
3. Employees shall make such notification at the earliest practical or possible moment, and whenever possible, at least two (2) hours before the start of their scheduled shift. a. If the employee's f unctional unit is staffed during t he preceding shift, notification shall be made as soon as possible during th at preceding shift. Employees of the preceding shift shall alert the concerned supervisor, or higher authority, in a manner practical to the situation.
b. If the employee's functi onal unit is not staffed dur ing the preceding shift, notification shall be as soon as possible.
c. Notification for future use of leave, e.g. for scheduled surgery, shall be made as soon as dates are known.
4. On-duty employees who become too ill to complete their assigned shift, or who learn of an emergency, shall immediately notify their supervisor or higher authority. a. If such contact cannot be made, notif ication shall be to the Communications Division, Service Desk.
b. Dispatchers receiving such notifications shall record them in the CAD system (Sick Mask) and send them to the te rminal of the employee's supervisor. c. The section/watch commander shall determine whether another employee must be called in to replace the employee.
5. Supervisors shall ensure a Report of Illness/Injury (SPD 196) is completed for absences and superiors are properly notified.
6. Special Requirements - Office of Operations (uniform assignments) a. Officers and CSO's who are too ill or injured to report for duty, or when an emergency exists, shall notify their i mmediate supervisor by calling the Communications Division, Serv ice Desk, at least two (2) hours before the start of their shift.
b. Dispatchers receiving such notifications shall record them in the CAD system (Sick Mask), and send them to the termi nal of the concerned watch commander.
7. The CAD system Sick Mask shall record the same information as the SPD 196 and the Sick Mask shall serve as the SPD 196.
C. SICK LEAVE WHILE ON VACATION
Sick leave in lieu of scheduled vacation is aut horized only if employees are confined to a hospital, or bedridden on a physician's written order s, and unable to continue vacation activity.
1. On return to work, employees shall submit a medical certificate from their physician verifying the dates, location, and reason fo r the hospitalization or being bedridden to their immediate supervisor.
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
G.O. 251.01
2 OF 3
2. The immediate supervisor shall submit the certificate with a Time Sheet Correction form, documenting the time us ed as sick leave, in stead of vacation, through channels to City Payroll.
D. EXTENDED ABSENCE FROM DUTY
1. Employees shall call in each day they w ill be absent as outlined in Section B above.
2. When the absence is 40 hours or less:
a. the employee's return may be appr oved by the immediate supervisor. b. a Duty Status Report (SPD 165), comple ted by the employee's physician, may be required by the supervisor.
c. if there is a question as to fitness for duty, the employee may also be required to be examined by the City Physician. The Personnel Services Di vision (PSD) shall coordinate the appointment.
3. When the absence exceeds 40 hours, but is less than 160 hours, an SPD 165 may be required and the PSD may refer the employee to the City Physician.
4. Employees off work for more than 40 hours may be required to submit an SPD 165 after each visit to the treating physician, or every 160 hours, whichever comes first.
5. For absences of 160 hours or more, an SP D 165 must be completed by the treating physician. Employees s hall be referred to a City Physician by the PSD.
E. OFF-DUTY INJURY OR I LLNESS REQUIRING AN OFFI CIAL LEAVE OF ABSENCE
1. Employees shall take an official leave of absence or be placed in Absent Without Pay status if they are absent due to an off-dut y illness or injury and do not have enough sick leave or elect not to use accumulated sick leave to cover the absence and are unable to return to available modified duty.
2. Employees whose illness or injury is directly traceable to employment other than the City of Sacramento shall not use sick leave, and if unable to return to available modified duty, shall take an official leave of absence.
F. EXCESSIVE/ABUSIVE USE OF SICK LEAVE
1. Sick leave is only authori zed per Civil Service Board Rules. Any abuse of these privileges may result in disciplinar y action as authorized by those rules.
2. Supervisors shall audit sick leave use quarterly.
3. Sick leave abuse MAY be indicated if an employee is absent:
a. the same day each week.
b. the day before or after a day off, holiday, or vacation. c. each time a sick day is accumulated.
d. each day of a particular assignment or shift.
e. for unauthorized reasons, i.e., employee calls in sick and later found working off duty, fishing, participating in an athletic event, etc. f. calls in sick after being refused a holiday.
g. was ordered to provide a required SPD 165 or Medical Certificate to support sick leave, and fails to do so, upon returning to work.
h. for more than one (1) of the above per pay period.
4. When a pattern of sick leave abuse develops, the i mmediate supervisor shall:
a. orally counsel the employee.
b. document the counseling by preparing tw o (2) copies of an Excessive/Abusive Use of Sick Leave form (SPD 215).
(1) One (1) copy shall be initialed by the employee, upon which a copy of the past year's sick leave usage shall be attached, and filed in the employee's division file.
(2) The second copy shall be provided to the employee.
(3) To maintain an SPD 215 in the employee's division file for more than one year, supervisors shall have the empl oyee re-initial the SPD 215 or issue another SPD 215.
5. Previously counseled employ ees' attendance records shall be checked each quarter. If still unacceptable, or improved but return ing to unacceptable practices, disciplinary action may be appropriate.
6. If no improvement is shown, the supervi sor, through the chain of command, may:
a. if appropriate, request a fitness for duty examination.
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
G.O. 251.01
3 OF 3
b. file a complaint with the Internal Affairs Section, per GO 220.01.
G. SPECIAL LEAVE
1. Special Leave benefits shall be chargeable to Sick Leave credits.
2. The Request for Special Leave shall be submitted to the division/watch commander for approval and forwarded through the chain of command to the PSD. A copy of the approval shall be placed in the employee's payroll file.
H. PARENTAL LEAVE
1. The Personnel Policy Instru ction on Parental Leave dated June 24, 1995 or as amended, or as modified by applicable labor agreements, shall identify eligible employees for paid parental leave, the total number of City compensated hours, and time constraints for using parental leave.
2. Employees shall use the following ev ent type codes while on parental leave:
a. Parental leave time (PARTL).
b. Accrued and/or earned holiday time (HYATL/HYELT).
c. Accrued vacation time (VAPTL).
d. Accrued sick time (SIKTL).
e. Accrued compensatory time off (CTOTL).
f. Accrued management leave (ATOTL).
g. Leave without pay (WOPTL).
3. The job number 2702 shall be used when an employee is on parental leave and "PARTL" time is used. When employees use vacation, holiday, or sick time credits, or take leave without pay, in association with their parental leave, they shall use job number 2788.
4. The immediate supervisor of employees on pa rental leave shall ensure that time sheets for their employees are submitted each week and verify the proper job number is used.
5. Employees shall be carried on the schedule and shall maintain their normally assigned work hours and days off. The schedule shall not e the type of time used for each shift.
6. Employees responding to subpoenas shall receive overtime in accordance with the labor agreement as if they were on vacation or ho liday. If an employee is on unpaid leave, court time shall be paid at straight time.
I. BEREAVEMENT LEAVE
1. Employees may receive up to twenty-four (24) consecutive hours of City-paid bereavement leave for the death of the em ployee’s spouse, parent, sibling, child, grandchild or grandparent.
2. Bereavement leave hours shall be document ed on an employees timecard under the Time Reporting Code ‘BRV’, and they will not be subt racted from an employees accumulated Sick Leave account.
3. After an employee exhausts the twenty-four (24) consecutive hours of City-paid bereavement leave, he/she may use accrued holi day, vacation, compensatory time off, or sick leave as authorized by Ci vil Service Board Rule 16, Si ck Leave, for additional time off to attend to other death, bereavement, or funeral needs.
4. Supervisors should give consideration to the circumstances presented by the employee when time off is requested.
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
GO 252.01
252.01
TIME CHARGING
3-16-18
PURPOSE
The purpose of this order is to establish procedures for the timely compensation of employees and to accurately apportion work hours to the function performed.
POLICY
It shall be the policy of the Sacramento Police Department that each employee be compensated for services rendered in a timely manner and in accordance with applicable labor agreements, salary schedules , and/or Civil Service Rules and Regulations , and that the work hours for these services be apportioned with reasonable accuracy to the function performed.
PROCEDURE
A. GENERAL
1. eCAPS is the designated computer payroll system.
2. Employees are responsible for the accuracy and completeness of their time entr ies.
3. Supervisors are responsible for ensuring the accuracy and completeness of their employees’ entries .
4. Paycheck errors shall be corrected only when verified by the Department.
B. TIMEKEEPING
1. At the completion of each week, employees shall
a. Review all activities for that week.
b. Input hours worked, Time Reporting Code , and Program CD (if necessary) for each day worked. NOTE: Hours representing time off and excused hours shall be submitted without Program CD code.
2. As employees complete their last shift before the close of the payroll week (Friday at midnight), they s hall review their entries for accuracy.
C. SUPERVISORS
1. Supervisors shall verify all entries are accurately inputted into eCAPS
2. Supervisors shall address incorrect or incomplete entries with the employee
3. Timesheets are to be completed, submitted, and approved by a supervisor by 1700 hours on the Monday of each week.
D. COMPENSATION
1. Employees shall be compensated for work per their applicable labor agreement and/or salary schedule/resolution.
2. Out-of-class compensation
a. Out-of-class compensation shall be paid only when authorized by a lieutenant or higher rank (sworn personnel) or by the section head (civilian personnel) to maintain the efficient operation of the Department.
b. To receive this premium payment, employees shall enter the applicable Program CD code and the appropriate Time Reporting Code based on the out -of-class percentage approved for th e assignment.
3. Shift differentials
a. Shift differential shall be paid per the applicable labor agreement and/or salary schedule/resolution.
b. Employees earning swing or night shift differential shall enter the appropriate event type on the timesheet as follows:
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
GO 252.01
(1) SS1 hours – Swing Shift Premium
(2) SST hours – Swing Shift Training Premium
(3) NS1 hours – Night Shift Premium
(4) NST hours – Night Shift Training Premium
4. On-call allowance
a. On-call allowance shall be authorized by the employee's office chief and provided for those employees required to be on call for emergency work.
b. These periods of on -call status shall be entered in the Time Reporting Code section and shall be designated on the timesheet by either Time Reporting Code “STB” or “SBY.”
5. Overtime for e mployees working in excess of a 40 -hour workweek a. Court overtime shall be entered in eCAPS and a notation made in the comment bubble with the court appearance information.
b. Regular overtime shall be entered in eCAPS and a notation made in the comment bubble with the details of the overtime.
E. EARNED TIME OFF
Earned time off shall be compensated per the applicable labor agreement, Civil Service Rules and Regulations, and/or City Code when approved by the employee's immediate supervisor.
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
G.O. 252.02
1 OF 2
252.02
ECAPS TIME SHEET SUBMITTAL AND APPROVAL
09-28-10
PURPOSE
The purpose of this order is to establish procedures to ensure accuracy and timely submission and approval of employees’ time sheets.
POLICY
It shall be the policy of the Sacr amento Police Department that empl oyees accurately complete their time sheets and that time sheet coordinators, s upervisors or their designees review and approve employee time sheets for each pay period.
PROCEDURE
A. ENTRY AND SUBMITTAL
1. At the completion of each week, employees shall accurately enter the number of hours worked and if applicable, all other TRC (Time Reporting Codes) that are required for the hours entered.
a. When an employee works overtime a notation shall be made in the comment bubble indicating the reason for the excess time.
b. If an employee is assigned to work a special event/ assignment other than normal duties a notation shall be made in the comment bubble.
Example 1 - Special Assignment: Assigned to NCU but currently assisting with homicide Investigation 2010-123456.
Example 2 - Time Flex: Flexing time to work on game plan with another LEA.
2. If an employee is unable to complete their eCAPS time sheet, the s upervisor, and/or their designee shall ensure that:
a. the employee’s time sheet is entered and submitted into eCAPS. b. the proper TRC and program codes or acti vity numbers are utilized based on their knowledge of the employee's reason for the absence when filling out and submitting the employee's eCAPS time sheets.
3. Any intentional misuse of TRC which results in employees being paid for time not worked (e.g. Sick Leave, Vacation, Holiday Credit, et c.) or premium pay (e.g. “Out of Class”, Overtime, FTO, etc.) for regular work hour s may result in disciplinary action.
4. Employees shall ensure they have sufficient hours accrued to cover any leave balance used. Authorization from the supervisor shall occur before the eCAPS time sheet is submitted and should be based on division/ section/unit policy for taking time off. a. If a time sheet is rejected for insuffic ient balances (other t han sick leave), and the error is discovered during the time sheet submittal process, the employee, supervisor, time sheet coordinators or their designee will attempt to use other leave balances that are available (except sick leave) to ensure the employee has been paid for a complete work week.
b. In the event the employee uses sick l eave and does not have sufficient sick leave hours accrued, the Section Commander shall determine if the employee may use other accumulated time. If the Secti on Commander disallows the use of any other accumulated time, WOP shall be entered as the TRC and a notation explaining the decisi on shall be made in the comment bubble. Note: Supervisors have the ability to review the employee leave balances via eCAPS.
B. REVIEW AND APPROVAL
1. The time sheet coordinators shall run Time Sheet Reports for “No Time Submitted” and “Payable Time Not Yet Approved” to ensure that time sheets for the employees within their group(s) aresubmitted and approved. If nec essary, notifications shall be forwarded to the employee, supervisor or designees informing them of the need to submit time sheets or approve them.
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
G.O. 252.02
2 OF 2
2. Once submitted, the supervisor, their de signee, or the time s heet coordinators shall insure that the eCAPs time sheet accurate ly reflects the employee's work week. A notation shall be made in the comment bubble when it is necessary to clarify TRCs.
3. Once the time sheet is verified, the supervisor or designee shall approve it. An automated e-mail notification will be delivered to the employee when the time submitted is denied.
4. Employees shall submit thei r time sheets prior to the deadline set by their supervisor and /or time sheet coordinator. The supervisor and/or time sheet coor dinator shall ensure that time sheets are approved by 1200 hours every Tuesday (unless otherwise directed by Payroll).
5. If an employee's time sheet is not submitted, the employee’s division is responsible for ensuring that the time s heet is entered, submitted and approved in eCAPS.
6. Time sheets not submitted by 1200 hours on T uesday following the second week of the pay period may cause the employee to be short on their next paycheck. If this occurs, the party with whom the fault rests may be subject to disciplinary action.
7. Units may establish other reviews/audits to ensure accuracy.
C. TIME SHEET CORRECTIONS
1. All corrections to time sheets can be submit ted and approved within the same pay period prior to the processing of time sheets by Payroll. Employ ees shall notify their supervisor of any changes/correct ions that were previously submitted within the pay period.
2. Corrections within a 62 day period shall be made via eCAPS if it involves a TRC change with the type of hours worked (e.g. REG hours to Out of Class or REG to FTO Out of Class). The corrections shall be entered by the employee, their supervisor or designee and approved by the supervisor or designee. The employee shall make a notation in the eCAPS comment bubble citing t he reason for the correction.
3. For all other leave types or if the time sheet correction is older than 62 days, a handwritten time sheet correction form shall be completed and forwarded to Payroll and a notation shall be made in the eCAPS comment bubble.
D. AUDITING
1. The Division Captain or thei r designees shall periodically au dit time sheet entries in eCAPS to ensure compliance. If an erro r is found during a revi ew/audit the employee shall:
a. be notified of the errors found on their time sheets. b. have 2 weeks to contact their division co mmander or designee if they feel their time sheets were correct as submitted.
c. ensure that copies of any documentation in support of their position are turned in to the Division Captain.
2. The Division Captain or thei r designee shall review any dis puted case and make the final decision on the time sheet.
a. If it is decided the empl oyee was in error, the appropriate changes shall be made. b. A copy of the correction shall be provided to the employee.
3. All overtime shall be supported by an Overtime Slip (SPD 148) and approved by a supervisor with a copy gi ven to the employee.
4. The Division Captain or th eir designee shall be responsible for review and disciplinary decisions for both the employee making the error and the approving supervisor.
5. If errors continue, both the employ ee and approving supervisor(s) may be subject to further discipline as applicable.
SACRAMENTO POLICE DEPARTMENT
GENERAL ORDERS
GO 253.01
253.01
SPECIAL COMPENSATION
12-17-12
PURPOSE
The purpose of this order is to outline procedures for obtaining approval to work overtime and for the number of hours employees may schedule themselves to work.
POLICY
It shall be the policy of the Sacramento Police Department that supervisors manage the use of special compensation as outlined in applicable labor agreements to attain the goals of the Department.
PROCEDURE
A. GENERAL
1. This order is to comply with current labor agreements between the City of Sacramento, the Sacramento Police Officers Association (SPOA), the Sacramento City Exempt Employees Association (SCXEA), and the Stationary Engineers, Local 39.B.
B. OVERTIME COMPENSATION
1. Management shall have the right to temporarily resc hedule civilian employees, or officers with a five (5) day notice, for any police service the employee performs, except court overtime.
2. Employees shall personally contact their superviso r or, if unavailable, another supervisor when they realize they may work overtime.
3. The above procedure does not apply to court overtime.
C. EMERGENCY STANDBY
1. Employees shall not be authorized to remain on call for emergency work without prior specific written approval by the Chief of Police.
2. Supervisors shall not ask or require employees to remain on standby/on-call status unless specific written authorization has been granted. This authorization, coupled with the requirement to standby for the emergency call, entitles the employee to receive this additional compensation.
D. MUTUAL AID OVERTIME
1. Employees sent on a Law Enforcement Mutual Aid (LEMA) Request per G.O. 560.03 shall be compensated at the regular overtime rate for hours worked in excess of the regular duty shift.
2. When the LEMA request is to an emergency declared as such by the Governor, overtime compensation shall be for actual hours worked in excess of the regular duty shift.
EXCEPTION: When the State of California, Office of Emergency Services reimburses the City on a 24- hour basis, employees sent to the LEMA request may be compensated for hours in excess of the regular duty schedule at the regular overtime rate on a 24-hour a day basis.
3. The Office of the Chief Captain or other designee fr om the Chief of Police shall ensure employees sent to LEMA requests are advised of overtime compensation provisions, and if they are responding to a declared emergency, whether it will be reimbursed on a 24-hour a day basis.
4. When applicable, as directed by their superviso rs, employees shall use the designated program code for reporting hours worked.
E. BACKFILL OVERTIME/SUPPLEM ENTAL OFF-DUTY EMPLOYMENT
1. At least eight (8) hours shall elapse between the end of a backfill overtime, supplemental off-duty employment assignment (see G.O. 253.02) and the start of a regular shift. Officers shall inform their immediate supervisor or, if unavailable, the on-duty watch commander if there is the possibility this provision will be violated.
2. Officers shall not work more than 16 consecutive total hours of combined regular shift, supplemental off-duty employment assignment, and backfill overtime.
3. Officers shall not work more than 20 hours of backfill overtime, supplemental off-duty employment, and off-duty employment combined per week unless approved/directed by the Deputy Chief of Police, Office of Operational Services or designee.
SACRAMENTO POLICE DEPARTMENT
OFFICE OF INVESTIGATIONS
OOI 510.01
510.01
UNSUPERVISED FIELD INVESTIGATION
3-19-20
PURPOSE
To establish procedures for unsupervised field investigations.
POLICY
It shall be the policy of the Sacramento Police Department to require detectives, in the absence of a supervisor, to log on with Communications Division when conducting field investigations.
PROCEDURE
A. DEFINITION
1. UNSUPERVISED FIELD INVESTIGATION – A field investigation conducted during normal working hours without a supervisor's presence, or on approved overtime and in the absence of a supervisor.
2. SIGN-IN/OUT BOARDS – A unit status board that detectives can indicate their location during field investigations and/or when away from the office for an extended period of time.
B. PROCEDURE FOR LOGGING ON
1. When a detective conducts a field investigation, the detective shall advise his/her supervisor of the circumstances surrounding the investigation and what resources will be needed.
2. The detective will log on with Communications, advise of his/her location, and be available by cellphone and/or radio (if needed).
3. Select the patrol channel assigned to the geographic area of the field investigation.
4. Detectives shall advise Communications of the following:
a. When the investigation moves to an area covered by another radio channel. b. The location of all known or potential suspect contacts. c. When he/she has concluded the field investigation and is logging off.
5. When detectives are in the field, they shall comply with G.O. 525.07 Body -Worn Camera policy.
SACRAMENTO POLICE DEPARTMENT
OFFICE OF OPERATIONS
O.O.O. 130.07
130.07
TRAFFIC DUTIES
03-18-94
PURPOSE
To state the responsibilities of individuals assigned traffic duties, and the functions of various assignments.
POLICY
To assign individuals to responsibilities for traffic control and coordination of documentation.
PROCEDURE
A. TRAFFIC RESPONSIBILITIES - SECTOR TWO EXECUTIVE LIEUTENANT The Sector 2 Executive Lieutenant' s traffic duties shall consist of, but are not limited to, the following:
1. Preparing and submitting plans concerning the operation of tr affic officers, constantly updating to fulfill current needs.
2. Conduct research into causes of traffic collisions, develop preventative measures, and suggest new programs in this area.
3. Suggesting policies and procedures on traffic matters that provide uniform standards of enforcement of both the V ehicle Code and City Code.
4. Keeping the four (4) sector c aptains informed of current pr oblems associated with traffic.
5. Training
a. Maintaining a training program to enable traffic officers to develop and maintain essential skills.
b. Ensure personnel meet department training requirements. c. Identifying areas where additional training is needed.
6. Coordinating Activities
a. Coordinate training of personnel assigned to motor units. b. Coordinating efforts of the DUI, motor, and Accident Investigation Units towards achieving traffic enforcement goals of the department.
7. Attending meetings assigned by the sector captain which involve agencies that have a mutual interest in traffic safety.
8. Assuring statistical information is given to patrol field supervisors to assist them in preparing personnel assignments and monthly stat istical activity r eports as necessary.
9. Assisting in the cr eation of the annual budget.
10. Scheduling all vacations, pistol shoots, hol idays, schools, advanced officer training, instructors, and any other sc heduling needs of the DUI and Ac cident Investigation units.
11. Scheduling all vacations for motorcycle officers.
12. Preparing performance appraisals of sergeants and review the performance appraisals of personnel of the DUI and Ac cident Investigation units.
13. Investigating all misconduct of sergeants a nd officers assigned to the DUI and Accident Investigation units as assigned or as the misconduct becomes known. The findings of the investigation shall be reported in writing to the Sector Captain as soon as possible and practical.
14. Reviewing (and signing as required) t he weekly timecards for assigned personnel.
15. Reviewing and making recommendations and comments on department staffings.
16. Reviewing and approving overtime requests fo r DUI and Traffic Investigations Unit.
17. Spot-checking traffic reports for quality control.
B. TRAFFIC DETECTIVE SERGEANT
The Traffic Detective Sergeant shall be responsible for required follow-up investigation of traffic collision reports.
1. Hit and Run Collisions: The investigative sergeant shall review and assign for additional investigation, all hit and run reports meet ing the established criteria for follow-up. 1 OF 2
SACRAMENTO POLICE DEPARTMENT
OFFICE OF OPERATIONS
O.O.O. 130.07
2. Fatal Collisions: The investigative se rgeant shall assign and personally supervise investigation of all fatal accidents. The sergeant will keep the Sector 2 Executive Lieutenant informed of progress on all fata l accident investigations and obtain the lieutenant's approval before filing or completing a case.
3. City Equipment Collisions: The investi gative sergeant shall personally complete, when practical, follow-up of all City equipment accident s. Upon completion, the sergeant shall forward copies of completed reports to the Training Lieutenan t, Personnel Services Division, for review.
a. In the event of complex City equipment accidents (i.e., fatal injuries, driving under the influence with arrest cases, et c.) the Traffic Detective Sergeant may assign the case(s) to a subordinate detective.
b. The Traffic Detective Sergeant shall monitor the case and keep the Sector 2 Executive Lieutenant informed of the progress of the case. c. In the absence of the Traffic Detectiv e Sergeant, the Acting Traffic Detective Sergeant shall be responsible for the timely completion of City equipment investigations and the forwarding of reports to the safety officer.
C. TRAFFIC - DETECTIVE
1. Investigation: The traffic detective shall make a thorough fo llow-up investigation of all assigned cases.
2. All assigned cases involving a traffic fatality shall be reviewed to ensure they are detailed and the proper steps have been taken.
3. The detective shall compile a complete f ile on all cases involving a felony charge and review the case with the as signed deputy district attorney.
4. Citizen Complaints: The detective shall handle complaints over the telephone or personal contact regarding errors in, or the quality of, traffic collision investigations, make any needed corrections, and pass on the complaints and solutions to the Sector 2 Executive Lieutenant for information and review.
D. MOTORCYCLE OFFICER
1. Sector Sergeants shall be responsible for motor officers assigned to their teams.
2. Patrol Duties: Officers shall patrol and enforce the traffic laws within their assigned sector in the best concepts of selective enforcement. They shall not leave their sectors except in response to a police assignment, the pu rsuit of a real or suspected violator, or upon permission of a supervisor.
3. Training: Officers shall not be given solo motorcycle assignments without first qualifying in the Motorcycle Training Program.
4. Officers Equipment Responsibilities: Motorcycles shall be assi gned to officers as personal equipment. Officers are accountable for its maintenance, cleanliness, and security. Any failure could result in the loss of the assignment. a. The maintenance chart shall be strictly adhered to, and no equipment shall be installed without permissio n of the office chief.
b. During off-duty, the vehicle shall be st ored in a proper shelter with the ignition locked. While on duty and while the machi ne is out of the officer's view, the ignition shall be locked.
c. Officers shall not use a motorcycle not assigned to them without permission of a supervisor. While operating a motorcyc le not permanently assigned, officers shall follow the same procedure used with permanent equipment. d. Officers assigned a motorcycle shall en sure the speedometer is calibrated every three (3) months. If the officer feel s that the speedometer is not properly calibrated, it may be done sooner.
E. DUI TEAM SERGEANT
The DUI Sergeant shall:
1. supervise the DUI team.
2. conduct tow hearings on behalf of the department.
3. coordinate a Traffic Safety Program for the department.
4. coordinate the preparati on of traffic statistics.
5. perform other duties assi gned by Executive Lieutenant.
F. DUI OFFICERS
DUI officers shall:
1. provide general traffic enforcement with emphazing DUI laws.
2. assist with pubic education of traffic safety issues. 2 OF 2
SACRAMENTO POLICE DEPARTMENT
OFFICE OF OPERATIONS
O.O.O. 253.01
253.01
OVERTIME
09-16-91
PURPOSE
To outline procedures for obtaining approval of working overtime.
POLICY
To allow officers to work overtime so that the goals of the Depart ment can be attained.
PROCEDURE
A. OFFICER RESPONSIBILITY
1. Officers shall personally c ontact their Sergeant or another supervisor when they realize they may work overtime.
2. They may do this either in person, by radio or by telephone.
3. Officers shall provide sufficient information to the supervisor so they can intelligently decide who shall complete the task.
4. The supervisor shall evaluate the circumstanc es and decide if that officer should work overtime or if the work c an be completed by someone else.
B. DOCUMENTATION
1. Should a supervisor approve t he contemplated overtime, t he officer shall write the supervisor's name on the upper left corner of the Overtime Slip (SPD 148).
2. The supervisor authorizing the overtime sh all be contacted, should any questions arise as the necessity of the overtime.
3. The above procedure does not apply to court overtime. 1 OF 1
SACRAMENTO POLICE DEPARTMENT
OFFICE OF OPERATIONS
O.O.O. 510.03
1 OF 1
510.03
PROCEDURE FOR CODE 7
04-20-07
PURPOSE
The purpose of this order is to establish guidelines for officers requesting permission to eat (Code 7).
POLICY
It shall be the policy of the Sacramento Police Departm ent to allow officers a per iod of time to consume a meal during their shift.
PROCEDURE
A. REQUEST
Whenever a uniformed patrol officer wishes a des ignated meal period, the officer shall request permission for Code 7 and give the location.
1. According to the established procedures, the dispatchers shall approve or deny the request. When the request is denied, t he officer's immediate supervisor may be contacted and the supervisor' s decision shall be final.
2. Uniformed officers shall not request a Code 7 during the first hour of their scheduled shift without the approval of their supervisor. All Code 7's shall be completed prior to the final 90 minutes of the shift. Exc eptions to this procedure shall be approved by the supervisor and be justified by ext enuating circumstances.
3. All Code 7's shall be completed within a 40 minute period. This 40 minute period shall include travel time to the requested locati on. Officers shall not request a Code 7 and advise radio they will “mark arrival.” A Code 7 period shall begin at the time the Code 7 request is approved.
4. No more than four (4) uniformed personnel and three marked cars shall be permitted at the same Code 7 location/eating establishment.
5. Should officers be unable to receive a Code 7 during their shift, no overtime shall be received.
B. LOCATION
Uniformed patrol officers shall go Code 7 within their district boundaries.
1. If for any reason there is not a place available to eat, offi cers shall obtain permission from their immediate supervisor to eat outside the district. If the immediate supervisor is not available, permission may be obtained from the watch commander.
2. With permission from the appropriate supervi sor, officers may eat at restaurants or private residences, if the location is within three (3) miles of their assigned district boundary.
1 Supplemental Budget Information – Item 4
Question 1: Increase revenue - Community Centers - increasing program fees, facility & room rental fees - establish new fee for services previously free. (pg 44).
How much are the proposed increases to program fees, facility and room rentals that community members will have to pay?
Response:
This program fee includes:
• Summer Camps (Kids Camp and Teen Scene) - currently free but will go to $15 per week. We currently have 1,000+ youth and teen registrations across our 8 week sessions at 6 sites.
• REC preschool program will increase from $25-$50 range to $28- $55.
• Camp Clunie and Camp McKinley are new summer camp
programs. Currently $100 per week session, will increase to $115- $130.
• Room rental fee range will increase from $35-$200 per hour to $40- $220 depending on the room size.
Question 2: Increase revenue - Youth Expanded Learning - establishing new fee - Kids Camp Evelyn Moore Summer Camp (currently free) (pg 44).
What is the increase for the proposed fee? How many youth are served on an annual basis through this camp?
Response:
This is an additional Kids Camp – currently free but will go to $15 per week. Current enrollment is 75-100 youth per week.
Question 3: Increase revenue - Community Centers - establishing fee for senior special events (currently free) (pg 44).
How much is the proposed fee being considered for senior special events? How many senior special events take place on an annual basis? How many at the North Natomas Community Center?
Response:
These are currently free and will increase to 5 per event. There are currently 4-5 events per year, locations rotate to all community centers including a rotation at North Natomas.
2 Question 4: Increase revenue - aquatic programs at city pools & rec swim fees at NNAC (pg 44).
How much are the proposed fees being considered to be increased by?
Response:
The Fee increases for aquatic programs at all city pools include:
• swim lessons: current fees $9-$12/class; increasing to $11-$13/class • swim team: current fee $99/season increasing to $149/season • water aerobics: $4/class to $5/class
• Recreational swim fees at North Natomas Aquatics Complex • Adult: 14.20%-Increase Fee within current Range $7 to $8 • Youth: 20% Increase Fee within current range $5 to $6 • North Natomas Community Center fee increase is based on CPI
10.7% increase
Question 5: Increase NNCC & NNAC - Community Center room rental based on CPI (pg 45).
How much are the proposed rental costs being increased by?
Response:
NNCC & NNAC room rental increase based on 10.7% CPI.
Question 6: Increase session fee to Kids Camp (New) based on CPI (pg 45).
How much are the proposed fees being considered to be increased by? When and where does 'Kids Camp' take place and how many youth are served through the program?
Response:
See above
Question 7: Increase Certified Farmer's Market Permit based on CPI (pg 46).
How much is the permit being considered to be increased by?
Response:
Permit increase based on 10.7% CPI.
Question 8: Increase Park Picnic Area Reservation fee based on CPI (pg 47). 3 What is the proposed increase to the fee that community members will have to pay for park reservations?
Response:
Permit increase based on 10.7% CPI.
Question 9: Reduce youth stipends-based programming (pg 52).
How many students are served annually through the youth stipends-based programming? Up to how much can youth receive?
Response:
Over 800 youth are served annually through stipends-based programming. Stipends currently range from $350-$500 depending on the program.
1 Supplemental Budget Information – Item 5
Question: What is the impact of the proposed $87,000 reduction of funding to the SMUD Museum of Science and Curiosity?
Response:
The Convention and Cultural Services Department’s conversations with the SMUD Museum of Science and Curiosity suggest that if their funding from the City is cut, the serve impact would be as follows:
• Would require the museum to close one day a week
• Would result in fewer shows in the planetarium
• Would result in a reduction in ratio of staff to school groups
1 Supplemental Budget Information – Item 6
Question: What would be the cost savings for the two YPCE items for the reduction of Recreation Aide positions and reducing ten non-hub pools and impact to services?
Response:
Community Enrichment & Youth Vacancies:
Community Centers: $233K savings
Eliminate 6.57 FTE of non-career community center and program staff. Would result in some impact to program capacities/service levels and community center hours of operations would go from the current M-F 8am-8pm, Sat 8-12, to M-F 8am-6pm and closed on weekends. Would also result in some filled positions being eliminated.
Aquatics: $547K savings (minus lost revenue due to closures) Eliminate 13.95 FTE in Aquatics program staffing including lifeguards. Would reduce seasonal operations of 10 pools from 5-6 days per week to 3 days per week during the summer. Would result in some filled positions being eliminated.
1 Supplemental Budget Information – Item 7
Question: What is the service impact and savings associated with the deletion of the customer service representative positions in the Proposed Budget?
Response: These part-time positions are currently vacant, and workload will be handled by existing staff. By not filling these vacancies, processing times will be slower than they could be resulting in lower quality service. The savings is $47,350.
1 Supplemental Budget Information – Item 8
Question: What is the current status of Homeless Housing, Assistance and Prevention (HHAP) funding and the restoration of funding with prior year unspent HHAP? What is that amount and is it projected to be an ongoing reduction?
Response:
The City is expecting to receive approximately $27.1 million in HHAP-5 funding. In addition, the Proposed Budget identifies $3.8 million in available balance from prior HHAP funding rounds.
Supplemental Budget Information – Item 9
Question: What would be the impact to services if these positions (vacant positions for eCAPS, 311, Code Enforcement, City enterprise data, Network and Telecom Team, etc) were cut? Would there be any cost savings if the City were to contract out for these services?
Response:
IT Vacant Positions
In an effort to address the structural imbalance, the City Manager directed departments to submit potential revenue enhancements and expenditure reductions that totaled 15% of their General Fund/Measure U discretionary funding. For the IT Department, the 15% target equates to a $3.2M reduction comprised almost entirely of vacant positions given that 97.8% of the department’s total budget is allocated to employee costs.
Because of the IT Department’s success with employee recruiting and retention practices, it operates with a low vacancy rate of 10% or under. Even with the hiring freeze in effect, the vacancy rate is still 8.6%. The salary savings from vacancies are used to fund overtime for on- call emergency services for 24/7 city operations and necessary technology enhancements throughout the year. At the end of each fiscal year, unobligated net appropriations in existence on June 30 in the IT Department operations General Fund budget are transferred to the IT Critical Infrastructure CIP to create a funding mechanism for future unfunded citywide technology initiatives, which the City Manager reviews annually.
The 8 vacant positions listed in the Level 4 - Severe Impact category are highly sought technical positions with a competitive hiring process. To meet our 15% reduction target and follow the City Manager’s direction to not cut employees, we had to rescind an offer for an open Senior Applications Develop and stop all open position recruitments. The department plans to immediately fill these key positions once the budget has been adopted.
As the title suggests for Level 4, the impact on the community, city services, and all City departments would be severe if the IT vacant positions were eliminated. The details of the impacts are detailed below.
The elimination of eCAPS Senior Applications Developer positions will negatively impact the department's ability to properly maintain and enhance the City's finance and personnel system. This will have a negative impact on business operations and would necessitate manual processes to perform critical business functions. If funding for these positions isn’t continued, the department cannot uphold the current service levels supporting applications for critical citywide business operations. The impact will be immediately felt in HR and Finance, with a cascading effect felt across the city on all departments in support areas such as payroll, benefits management, recruitment, budget management, banking, accounts receivables, accounts payable, contracts, procurement, and labor relations.
The elimination of the CRM Senior Applications Developer position will negatively impact the department’s ability to properly maintain the existing Salesforce customer relationship management (CRM) system and may result in longer wait times at the 311 call center for customers, impacting the overall user experience and the perception of the organization. In addition, the Salesforce CRM system is used by the Department of Community Response (DCR), Mayor & Council Office, CDD Planning Division, YPCE, Animal Care, and the Innovation & Economic Development Division. Without this position, IT could not provide much-needed improvements by automating the full customer service cycle for DCR and Solid Waste.
The elimination of the Senior Applications Developer supporting CDD and the Accela permitting system would negatively impact the department’s ability to properly maintain the existing permitting system and may result in longer wait times for developing and deploying permit fee changes, permit process automation, and enhancements. This program also supports Code Enforcement, CDD Planning, Building, PW Engineering, Cannabis, and Finance Revenue Operations. Without this position, it will be difficult for the IT department to support the city in issuing permits and implementing controls and audit functions built into the permitting software.
The elimination of the Senior Systems Engineer in the IT Operations Division would decrease the required service level support needed to properly manage the City’s server infrastructure operations and services. This position supports the city’s servers, all public safety servers, backup and recovery, and security patching, as well as manages access to all city applications. This position is fully background-checked and enables the IT Department to maintain the service levels necessary for City and Public Safety operations. If this position is held vacant, it will negatively impact the support of the various City and Public Safety systems as well as project implementation timelines. The elimination of the Principal Systems Engineer in the IT Operations Division would eliminate the technical leadership responsible for the core IT infrastructure that supports the City's enterprise data network and security systems. This position is critical to the operations of both wired and wireless network connectivity, city internet access, and city applications that reside in our data centers. Not having this position will impact the city’s service levels which means possible delays with a multitude of systems that will have citywide impacts on day-to-day operations and IT security services. The elimination of the Senior Applications Developer in the PD Systems Support Division would have a severe impact on the Police and Fire Department’s mission-critical systems. It is estimated 20% of this FTE’s workload would have to be encumbered by each existing staff member. Unless required by mandate, any new project requests related to this position's job duties would be suspended indefinitely or denied. This would subsequently affect the workload and project priorities for the Sacramento Police and Fire Departments.
Contracting IT Services
The IT Department relies on contract services to assist with project work exclusively. Our analysis of contracted managed service labor costs for essential city services reveals that they are not cost-effective compared to employing full-time staff. For instance, three years ago, a Senior Applications Developer contracted to support our Finance and HR System (eCAPS) was quoted at $115 per hour, a rate that would likely be much higher today. In contrast, the city's current salary schedule for a Senior Applications Developer offers an hourly rate of $56.03 at the midpoint of the classification. By utilizing city employees, including benefits, we can achieve an average savings of $62,200 per employee compared to contracting external employees.
City employees also possess a deep understanding of each business line they support, and that business knowledge is extremely valuable to the highly technical vacant positions and can’t be duplicated by contractors.
Increased Citywide Spending on Technology
Ongoing software maintenance, software subscriptions, and technical support services are necessary to ensure the city’s critical business systems are operating at peak capacity, maintain a high availability rate, and are secure. Enterprise and departmental business systems are essential tools that directly support nearly all city business operations, functions, and services.
These systems must receive the necessary system maintenance and/or software subscription services to operate properly.
Nearly all the City’s enterprise business, infrastructure, and communication systems are currently covered by maintenance and technical support services through their original manufacturer. It is often necessary to introduce new or additional technological components and enhancements to efficiently manage and optimize systems and protect against cyber-attacks.
Additionally, software maintenance and support costs continue to rise by an average of 5-7% each year.
Included in this funding request are several essential increased costs, such as: Oracle PeopleSoft Licensing ($341,107) for supporting our Finance and HR System; County of Sacramento Radio System Fees ($119,175) to maintain Public Safety radios; and Security Services ($137,384) aimed at safeguarding City of Sacramento infrastructure and data.
If increased funding for citywide technology is not approved, we would be required to remove business software systems and applications that are used to support city operations which would cripple city operations and could potentially put the city at risk of cyber-attacks, ransomware, data breaches, and other harmful cyber activities.
Discontinue the Student Internship Training Program
In the FY20 budget, the department received an annual budget allocation of $120,000 to support the Student Internship Training Program. Eliminating the funding for this program will remove the necessary support needed to accomplish routine tasks that help the department operate more efficiently. Student internships are also a cost-effective recruiting strategy, with the department successfully hiring 19 former interns into permanent positions over the past 10 years. The student internship program allows the City to benefit from an added workforce, while more accurately assessing candidates’ abilities while providing students an opportunity to build their on-the-job skills and knowledge.
We are working in partnership with the Office of Innovation and Economic Development (OIED) to continue the program for the next fiscal year with available ARPA and State grant funding.
This new program requires students to live within the city limits and only 2 current interns meet that requirement. If funding is eliminated for our current program, we will start recruitment of City of Sacramento residents through the OIED program.
1 Supplemental Budget Information – Item 10
Question: Please provide more information on why the reduction in funding for service needs from Downtown Sacramento Partnership (DSP) was not included in the Proposed Budget.
Response:
In Fiscal Year (FY) 2020/21, the City began supplementing DSP’s Property Business Improvement District maintenance services in the downtown core with $125,000 for additional cleaning. That funding was set to expire in FY2023/24. Eliminating those additional services coupled with a reduction of approximately $100,00 from DSP’s Old Sacramento services, specifically evaluating the scopes of special event and activation funding and district management, could help the City realize a savings of $225,000.
The reason that was not approved as a reduction is because the downtown area continues to struggle because of the dramatic shifts in worker presence in the city core.
The desire to keep the downtown core clean, while encouraging activation in Old Sacramento – a significant tourist destination – was prioritized as a means for driving other forms of revenue, like parking fees and sales taxes.
1 Supplemental Budget Information – Item 11
Question: Regarding the $300k GF increase for the Streetscapes Maintenance contract: Who are we currently contracting with for these services, how much are those contracts, and when do they expire? What is the selection process when bringing on contractors? How much have these fees increased in recent years?
Response: Providing some context for the scale of responsibility, the Streetscape Maintenance Section oversees the maintenance of a vast array of infrastructure, including:
317 separate sites comprising landscape medians, street corridors, and paseos; 170 pedestrian islands and roundabouts; 56 freeway under crossings; 5 pedestrian bridges; 45 citywide sound walls; 36 neighborhood-funded sound walls; 282 non-landscaped medians; and 92 city-owned facilities, parking lots, and redevelopment properties.
New assets to be maintained are added every year. Streetscape maintenance has been funded entirely with the citywide Lighting and Landscaping (L&L) tax district and 16 area-specific landscape maintenance districts.
Revenue growth for these districts is capped at 1% to 3% (some districts are already at the maximum); however, costs have been increasing at much higher rates. In addition to new acreage to maintain, recent growth has seen a 5% annual increase in contractor rates, and substantial increases in water and storm drainage rates. Additionally, infrastructure is aging and will increasingly need replacement.
Best practice provides for weekly maintenance services. Services include landscape and turf care if present, weed control, shrub pruning, fertilizing, irrigation testing and repair, and trash and debris cleanup. As costs have escalated, service was reduced from weekly to every two weeks, and now to monthly.
Who are we currently contracting with for these services? And what is the selection process when bringing on contractors?
All streetscapes projects are advertised via Planetbids. Most of our contracts are split between four contractors, as their prices are always the lowest. On occasion we will receive one or two new companies who submit a bid, however, many times the prices for the new companies are significantly higher. We have a total of 64 Streetscapes contracts and 56 of these contracts are shared by our four main contractors. The selection process is done via the lowest bidders, in other words, we award the contract to the person with the lowest prices.
Our four main contractors are highlighted in blue. The contractor highlighted in red is a new contractor that started services in November of 2023, as they were the lowest bidder. We have been doing business with these four contractors for many years. Two reasons for this, 1) we do not receive new bidders, and 2) these four companies are the lowest bidders.
2 New Image Landscape Company (13 contracts)
Roush Landscape (7 contracts)
Azevedo’s Landscape (17 contracts)
Parker Landscape (19 contracts)
Custom Agronomics (2 contracts)
Ewing Irrigation (1 contract)
PTS Masonry (1 contract)
Eco Tech Pest Contract (1 contract)
Elite Service Experts (newer contractor, 3 contracts)
How much are those contracts and when do they expire?
Contract Name Contractor Amount Term Expiration
Pedestrian Islands & Traffic
Circles
Roush $126,950 3-years 06/30/2024
Cosumnes River Boulevard Azevedo $179,828 3-years 06/30/2024 East Natomas Bikeways Roush $136,380 3-years 06/30/2024 Mid-Sac Bikeways Roush $136,380 3-years 06/30/2024
Pest Control Ecotech $48,036 3-years 06/30/2024
South Sac Bikeways Parker $139,230 3-years 06/30/2024
West Natomas Bikeways Roush $150,384 3-years 06/30/2024 Roadsides & Ditches Weed
Abatement
Custom
Agronomics
$136,500 2-years 06/30/2024
On-Call Services New Image $600,000 2-years 06/30/2024
On-Call Services Parker $600,000 2-years 06/30/2024
5770 Freeport Boulevard New Image $77,289 2-years 06/30/2024 China Town Mall New Image $82,917 2-years 06/30/2024
Weed Abatement City
Owned Vacant Lots
New Image $238,606 2-years 06/30/2024
West Natomas Central Parker $181,300 2-years 06/30/2024 Bruceville Roush $190,944 2-years 02/28/2025
Corridor Parker $89,460 2-years 02/28/2025
El Centro Parker $144,560 2-years 02/28/2025
Gateway Park Parker $195,320 2-years 02/28/2025
Non-Landscape Medians Roush $244,800 2-years 02/28/2025 North Natomas Parker $205,038 3-years 02/28/2025
Palm Gateway Parker $163,220 2-years 02/28/2025
Pocket Canal Parker $52,800 3-years 02/28/2025
Riverside Pocket Azevedo $111,700 2-years 02/28/2025
Riverview Azevedo $228,660 2-years 02/28/2025
Southeast Commerce Parker $178,050 3-years 02/28/2025
24th & 47th Ave Azevedo $231,420 2-years 10/31/2024
3 Arden Connector New Image $141,796 2-years 10/31/2024 Brookfield New Image $226,584 2-years 10/31/2024
Center Parkway-Mack Azevedo $212,740 2-years 10/31/2024 College Elvas New Image $192,406 2-years 10/31/2024
Downtown New Image $211,336 2-years 10/31/2024
Franklin Arlington New Image $286,640 2-years 10/31/2024 Freeport Boulevard New Image $153,459 2-years 10/31/2024 Howe Ave Azevedo $153,940 2-years 10/31/2024
Mid-Central Azevedo $146,380 2-years 10/31/2024
Northborough Azevedo $193,420 2-years 10/31/2024
Oleanders New Image $292,001 2-years 10/31/2024
Parking Garages Parker $247,900 2-years 10/31/2024
Police Facilities Parker $184,080 3-years 10/31/2024
Railyards Azevedo $189,460 2-years 10/31/2024
Soundwall & Pedestrian
Bridges
New Image $249,900 2-years 10/31/2024
West El Camino New Image $226,644 2-years 10/31/2024
21st Ave Azevedo $63,480 2-years 02/28/2026
43rd Ave Azevedo $63,420 2-years 02/28/2026
65th Expressway Azevedo $63,480 2-years 02/28/2026
300 Richards Azevedo $104,550 3-years 10/31/2026
Animal Care Azevedo $60,810 3-years 10/31/2026
Capitol City Parker $89,220 2-years 06/30/2025
Freeway Underpasses Roush $114,649 2-years 12/31/2025
Northeast Commerce Azevedo $89,760 2-years 02/28/2026
North Truxel Elite Services $52,272 3-years 10/31/2026
Nuevo Elite Services $67,788 3-years 10/31/2026
Village Garden Elite Services $58,176 3-years 10/31/2026 Willow Creek Parker $107,720 2-years 02/28/2026
Masonry Wall Repairs PTS Masonry $161,684 2-years 06/30/2025
How much have these fees increased in recent years?
Vendor costs are increasing at 5%
Utility costs are increasing at 7%
Program administration is increasing at 3%
Aging Infrastructure/ Repair cost are increasing at 5%
L&L Revenue is increasing at 1%
1 Supplemental Budget Information – Item 12
Question: Do you have any background on the youth stipends-based programming reduction proposed in this item (approx. $121,500)? Which Youth Workforce Programs are impacted? The ones through Community Centers, Summer @CH, or others?
Response:
This is a reduction in stipend amounts for youth workforce development programs for youth ages 10 – 17. Current stipends range from $350-$500 and will move to $300- $425. Capacities will not be impacted, and the same amount of youth can still be served.
Other questions were answered by Jackie Beecham, Youth, Parks, and Community Enrichment Director, at the 5pm City Council Meeting on May 7, 2024.
1 Supplemental Budget Information – Item 13
Question: List of continuing programs that received one-time funding of ARPA dollars
Response:
Program ARPA Category Fund FY25 Proposed
Amount
Homeless Mitigation Program (Forensiclean) Homelessness Measure U $1,000,000 Animal Services for the Homeless Response Team Homelessness Measure U $887,329 Code Enforcement Officers (Support of Community
Response Department)
Homelessness Measure U $256,179
Community Response Department Staffing Homelessness Measure U $2,181,523 Public Works Department Support of Homelessness
Programming
Homelessness Measure U $496,605
Illegal Dumping Support Homelessness Measure U $810,847 Tourism Recovery through Iconic Event Production Arts Measure U $500,000 Public Records Staffing Citywide General Fund $1,321,414 Building Compliance Unit Night Team Citywide General Fund $710,271 COPS Grant Matching Funds Citywide General Fund $2,046,426 Total ARPA Programming Continued $10,210,594
1 Supplemental Budget Information – Item 14
Question: Please provide additional information on the current fee waiver and scholarship programs and provide details on how the new scholarship program will be administered.
Response: YPCE currently provides scholarship and fee waiver and reduction opportunities for the following areas:
1. Youth Sports Field Fee Waiver & Reduction Program
2. Community Center and Clubhouse Rental Fee Waiver & Reduction Program
3. Swim Safe and Youth Enrichment Scholarship Program
4. Hart Trust Fund Senior Scholarship Program
The purpose of these scholarships and fee waivers is to reduce the financial burden that may impact City of Sacramento youth, families, and older adults’ ability to participate in city programming or access city facilities.
Council adopted resolutions for Youth Sports Field Usage and Community Center and Clubhouse Rentals that authorize fee waivers and reductions for qualifying activities and uses including but not limited to youth-serving CBO’s and non-profits, volunteer sports leagues, and demonstrated community benefit.
The Aquatics Swim Safe and Youth Enrichment Scholarship program, implemented by YPCE several years ago, uses an application process that qualifies youth and families for fee-based youth programs sponsored by YPCE, based on financial need. This is including but not limited to swim lessons, swim team, lifeguard training, summer reading program, and summer camps. Swim Safe Scholarship information can be found here:
https://www.cityofsacramento.gov/ypce/aquatics/swim-safe-scholarship
The Hart Trust Fund Senior Scholarship Program, established by the Hart Trust Fund Committee and implemented by YPCE, uses an application process that qualifies older adults for any fee-based recreation programs sponsored by YPCE. This includes participation in the Triple-R respite program. Proposed fee increases for senior programs in FY25 are nominal and the Hart Trust Fund Senior Scholarship Program has adequate funding to support increases associated with senior special events and respite care.
The only youth-serving scholarship program with formally budgeted funding is the Youth Sports Field Fee Waiver & Reduction program, that receives $200k GF allocation annually in a multi-year operating project. Each year, the fund reimburses YPCE for waived fees, and unspent funds are authorized to be used for youth sports field maintenance and projects as needed. The Community Center and Clubhouse Rental Fee Waiver & Reduction Program and the Aquatics Swim Safe and Youth Enrichment Scholarship Program are unfunded, with associated costs absorbed in YPCE’s operating budget.
2 YPCE is proposing a restructure of the current Youth Sports Field Usage program, expanding eligibility through the established fund to youth serving programs and facility use, making the YPCE Youth Program Scholarship Fund. Qualifying programs would include the following:
• Summer Camps (Summer Oasis, Kids Camp, Teen Scene, etc.) • REC Preschool program
• Youth Sports programs (Jr. NBA, NFL Flag Football)
• Water Safety programs (Swim lessons, swim team, Junior Lifeguard, etc.) • Lifeguard Training
• Summer Reading Swim Pass program
• Youth Special Events (Kids Night Out, etc.)
• Youth Sports Field Reservations
The establishment and expansion of a dedicated youth scholarship program would result in proposed fee increases having little to no impact on youth program participation in FY25. The anticipated available fund balance ($406K in FY25) can support 100% of projected YPCE youth program and sports field usage, and a portion of community center and clubhouse rentals for youth-serving community based-organizations and non-profits. If scholarship demand exceeds available project funding, YPCE will continue scholarship program and absorb expense in operating budget.