City of Sacramento
Budget and Audit Committee Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2025-01949 12/9/2025
Risk Management Workshop
File ID: 2025-01949
Location: Citywide
Recommendation: Review, comment, and provide direction to staff.
Contact: Patrick Flaherty, Risk Manager, (916) 808-8587; [email protected]; Department of Human Resources
Presenter: Patrick Flaherty, Risk Manager, (916) 808-8587; [email protected]; Department of Human Resources
Attachments:
1-Description/Analysis
2-Addendum, Supplemental Budgeting Information
3-Risk Management Workshop Presentation
Description/Analysis
Issue Detail: The Risk Management Division of the Human Resources Department is responsible for administering the City’s Risk Management program. On March 25, 2025, Risk Management presented the Fiscal Year (FY) 2023/24 Risk Management Annual Report to the Budget and Audit Committee. At that meeting, the committee requested that we return in the fall to present a workshop to delve deeper into claim costs and mitigation strategies. The attached Power Point and Addendum provide detailed five-year claim information for the entire City and broken down by City Department, as well as mitigation strategies to help counteract the continuing industrywide increases in claim costs and insurance premiums.
Policy Considerations: Reporting of the City’s Risk Management activities provides the City Council with performance data to evaluate the effectiveness of the City’s investment in risk management activities.
Economic Impacts: None.
Environmental Considerations: Under the California Environmental Quality Act (CEQA) guidelines,
File ID: 2025-01949 12/9/2025
continuing administrative activities do not constitute a project and are therefore exempt from review.
Sustainability: None.
Commission/Committee Action: On March 25, 2025, the Budget and Audit Committee requested a workshop for more information regarding claim costs and mitigation strategies.
Rationale for Recommendation: The Department of Human Resources, Risk Management Division is responsible for administering and reporting risk management related activity. Provision of this information is important in planning necessary mitigation programs to reduce risk and associated costs in the future.
Financial Considerations: Liability claims continue to rise for public entities throughout California and nationwide. High jury verdicts and plaintiff settlement demands, and high dollar liability claims are resulting in increases in settlement costs and excess insurance premiums. Unfortunately, this trend of increasing costs does not appear to be ending soon. Workers’ compensation claims costs are also rising due to medical inflation, an aging workforce, and an increase in mental health claims.
Detailed claim information and loss prevention strategies will be outlined in the presentation to identify strategies to help counteract these increasing costs.
Local Business Enterprise (LBE): Not applicable.
Addendum A
Supplemental Budget Information – Item
Question: What are the efforts we are doing to reduce insurance costs? Should we be looking at other markets?
Response: City policy and practices to reduce the City’s liability are summarized by category below. Reducing claims is the best measure to reduce insurance costs.
The City’s insurance broker, Alliant Insurance Services, Inc., markets our insurance, including excess liability coverage, every year. Due to difficult market conditions nationwide brought about by recent increases in claims settlements and jury verdicts, there are not a lot of options for a City of our size with a public safety exposure. In recent years the City has purchased excess liability coverage from Public Risk Innovation, Solution, and Management (PRISM). PRISM is a joint Powers Authority whose membership includes 95% of the counties and 70% of the cities in California and is one of the largest public entity pools in the nation. Each year PRISM’s rates have been very competitive and their coverage documents less restrictive than their competitors. The City’s insurance broker will continue to market our account to find the best options for excess liability and all insurance coverage for the City.
Reducing Police Liability
1. Policy revisions and training on Use of Force, First Amendment/Protest Procedures, Less Lethal Weapons, Foot Pursuits, Critical Incident Response, Medical Care, Bias Policing, Conducted Energy Device, Use of K9, Media Relations, and others: 2020-2021
2. New stand-alone policies established on De-escalation and Duty to Intervene:
2021
3. Prohibition of the Carotid Control Hold and any neck restraint in 2020 and ongoing revision of the Use of Force policy per best practices, Department of Justice (DOJ) recommendations, and Council direction: Ongoing
4. EMT training for SWAT officers began in 2019-2020 and first aid policy, after force care, and training expanded for all officers to deliver prompt medical care to community members when needed as well as fellow employees: Ongoing
5. Work begun on establishment of a Training Advisory Committee (TAC) consisting of key members of the department and community to recommend and review officer training: Ongoing
6. Various training courses established for officers, supervisors, and incident commanders regarding facilitating and responding to first amendment events and protests with a goal for better trained officers and techniques resulting in safer outcomes for all involved: 2020-2021
7. New Use of Force Review Board and Force Investigations Team established in 2020 per California DOJ recommendations to review reportable uses of force and make recommendations: Ongoing
8. New Inspection and Standards Team (IST) to conduct internal reviews and audits established in 2020. Goal is better processes, ensure compliance with policy, and reduce liability: Ongoing
9. New web-based analytical Early Intervention Program (EIP) for officers established in 2021 which allows for supervisory and managerial monitoring and peer-to-peer comparison of officer activity (pursuits, use of force, complaints etc.) to identify potential problems early: Ongoing
10. In-service class to update and certify Naloxone (NARCAN) program as well as first responder first aid and CPR training for officers: On-going in-service
Reducing Vehicle Liability
1. The Vehicle Review Committee, consisting of management representation from all large departments, meets every four months to review collision frequency rates, accident trends, training programs, and initiatives to reduce accident frequency. (Citywide).
2. The Emergency Vehicle Operation Center (EVOC) provides classroom and hands on driver training to Police, Fire, Commercial Drivers, and City drivers who frequently drive on City business. Additional training is provided by City staff and through our virtual learning management system. (Citywide)
3. Mandatory Emergency Vehicle Operator Course (EVOC) Augmentation Training instituted for Police employees with less than five years of employment. (Police)
4. A Safety Stay was initiated to focus on traffic safety due to several serious vehicle collisions within a short period of time. The plan included departmentwide messaging to bring awareness to driving safety, research on best practices and equipment, and feedback from end users. The collision rate has continued to decline since the Safety Stay was launched. (Police)
5. Reducing the 56-hour work week to 42 hours. This is the single role program staffing model. The intent is to convert three of our 56 hour a week units to a single role unit. Eventually, we will be adding additional units and converting more of the 56 hour a week type units to the single role model which is a 42 hour a week unit. (Fire)
6. Purchase of vehicles with increased safety features and narrower body design for safer vehicle operation. (Fire)
7. Incorporated hands-free equipment as standard issue on new vehicles so that employees are not holding phones while driving. (DOU)
8. Safety Starts Here stickers placed on driver side doors of vehicles that encourage employees to remember to be safe while driving. (DOU)
9. Enforcement of City Driver Training Plan. All employees eligible to drive complete training which includes Defensive and Distracted Driving (Acumen) within 30 days of employment and hands on training (EVOC) within the first year. Investigate all vehicle incidents and accidents. Create a training program which focuses on driver safety (Smith System). The Department has invested in two Trained-Trainers and will require live training for those found chargeable in vehicle incidents. (DOU)
10. Reduce the size of vehicles whenever possible. Order Tech vans with backup cameras to improve backing visibility and without rear windows to reduce theft. (DOU)
11. Completed city-wide re-route and re-organization from 4-day/10-hour to 5-day/8- hour work week in February 2021 to reduce driver fatigue. (Public Works, Recycling & Solid Waste)
12. Implemented new GPS monitoring software (Samsara) to increase safety and efficiency in compliance with US Department of Transportation (DOT) regulations. This allows Solid Waste to monitor and evaluate driver speeds with an eye toward safety and reduced incidents. (Public Works)
13. Completed yard waste/organics agreements with three vendors up to 5+ years in length with facilities geographically located closer to our routes. Previously, the waste went to one facility in southeast Sacramento. With the new system, there are fewer vehicle miles travelled, particularly in the North areas of the City. (Public Works)
14. New residential collection vehicles are being purchased with on-board scales to reduce overweight vehicles, further reduce vehicle miles travelled, and increase time on route. (Public Works)
15. Deployment of safety incentive program which monitors metrics linked to safe driving, such as vehicle inspections, driving speeds, and vehicle weights. (Public Works, Recycling & Solid Waste)
16. Adopted the Smith System Driver Training program to reduce vehicle accidents. (All departments except public safety)
17. Improved training on proper hitching of trailers to City vehicles to reduce accidents/incidents. (YPCE)
18. Daily vehicle inspections are performed on non-commercial vehicles to identify new damages to improve accident reporting and accountability. (YPCE)
Reducing Dangerous Condition Liability
1. On January 19, 2017, the City Council adopted a Resolution with the following goal:
The City of Sacramento will work collaboratively in a data-driven effort to eliminate traffic fatalities and serious injuries by 2027. This is known as “Vision Zero.” Vision Zero Actions include the following:
a. Reduced school speed zones to 15 miles per hour in areas around 115 schools in Sacramento, affecting 225 streets.
b. Launched “Our Safety is Homegrown” campaign in Summer 2018, an educational campaign with messages to walk, bike, and drive safely. c. Adopted Vision Zero Action Plan based on data driven process, identifying those roads with the highest number of injuries and fatalities as “high injury network.” An action plan was prepared with improvements to address the top five corridors with the highest level of injuries and high injury corridors with schools. Funding is being sought to address these improvements. d. Implemented $30 million of safety improvement projects since 2013, including installation of pedestrian crossings, intersection and timing improvements, and lighting.
e. Installation of buffered bike lanes in Central City, 12th Street, and Franklin Boulevard.
2. An inventory is kept of all City maintained trees that documents the trees maintenance history. (Public Works)
3. A comprehensive pro-active pruning program. (Public Works)
4. A team of City Arborists that are all trained in the most current tree risk assessment methods. (Public Works)
5. Specialized decay detection tools and diagnostic tools for the early detection of pests and diseases in trees. (Public Works)
6. Animal Shelter implemented practice of having locked doors and changed the counter configuration which reduced risk to staff and volunteers with angry citizens. This also reduced risk from airborne pathogens because of the glass coverage. (CDD)
7. Evaluating ability to outfit kennels that the public accesses with large fans and hose reels to eliminate slip/trips/fall hazards. (CDD)
8. Response to water main breaks is 30 minutes during business hours and 1 hour after hours to minimize damage/impact. (DOU)
9. Scheduled piping inspections depending on conditions of the material, age, and/or risk of failure. This allows inspection of pipes that have the potential of being an issue in the near future until the appropriate decisions on repair or CIP replacement can be made. (DOU)
10. A Park inspection form has been created to provide monthly documentation of the condition of maintenance within each park. The Park Supervisor will conduct monthly inspections and the form is submitted to the Park Superintendent to review and act on any issues that come up. (YPCE)
11. Deferred Maintenance/ Facility Assessments - In 2018 a Study was conducted to document the status of equipment, facilities, and amenities within our parks and recreation facilities. This document is used to determine our safety needs to prioritize needed repairs. (YPCE)
Miscellaneous
1. Implementation of Rest Policy based on call volume for fire personnel to increase cognition on medical aids. (Fire)
2. The addition of the "Lucas Device" on engines, trucks, and medics to improve compressions during CPR and reduce exposure to airborne diseases. (Fire)
3. The addition of "Easy IOs" (medical devices to administer fluids and medications) on all engines and trucks improving patient care. (Fire)
4. Section 17.800.010 of City Code was amended on July 27, 2021, to require applicants for rezoning, subdivisions, and design review, to defend, indemnify, and hold harmless the City if the City uses outside counsel to defend a claim against the City over a project approval or denial. It also requires all applicants to indemnify the City for any damages award secured against the City in a lawsuit over a project approval or denial. This amendment helps minimize risk to the City’s budget and recoup the actual cost of development (similar to other development impact fees). (CDD)
5. American Camp Association Accreditation at Camp Sacramento including ongoing implementation of accreditation policies and standards related to program quality and health and safety of campers and staff. (YPCE) a. Accreditation requires campers to submit detailed medical and dietary information prior to arriving at camp. The information collected is reviewed and shared with staff.
b. Camp Sacramento is now a tree nut-free facility, reducing risk of allergy- related incidents at camp.
c. Certified Lifeguards provide additional layer of water safety support at Camp Sacramento when campers are participating in activities in and near the water.
6. Formal Mandated Reporter training is conducted for all community center staff on an annual basis. (YPCE)
7. At least two staff members are required to be with participants at all times for all YPCE programs; no staff person is ever alone with participants; and a lead staff (career-level coordinator or supervisor) is always on site, roving during program times. (YPCE)
8. Installation of Automated External Defibrillator (AED) in all community centers and CPR/AED and First Aid training for all community centers staff annually. (YPCE)
9. Instituted an online registration system, including all waivers, ensuring we have participant information and waivers completed prior to participants entering facilities for all programs. (YPCE)
10. Convention Center Operations Team reviews event set ups to identify potential hazards. (CCS)
11. Updating emergency evacuation plans and providing training to staff to promote safe egress in case of emergency. (CCS)
12. Provided crowd management and active shooting training to staff. (CCS)
13. Risk Team Meeting s are held annually with all large City departments with high claim exposure to review claim history and develop action plans to reduce costs. (Citywide)
14. Consultants specializing in workplace violence prevention provide Confrontation Management training t o staff in multiple departments who have customer facing roles to help de-escalate difficult situations. (CDD, Public Works, and YPCE)
15. Completing hazardous materials handling/emergency response training and acquiring spill response supplies to prepare for potential fuel spill incidents at the Marina. (Public Works)
2025
RISK MANAGEMENT
WORKSHOP
December 9, 2025
AGENDA
Insurance Market Update and Benchmarking
Kevin Bibler, Senior Vice President, Alliant Insurance Services Actuarial Results and Liability Claims
Patrick Flaherty, Risk Manager
Workers’ Compensation Claims
Natalie Dempsey, Workers’ Compensation Claims Manager
Safety Training and Vehicle Accident Prevention Program Sharneel Kumar, Environmental Health and Safety Manager
INSURANCE MARKET
UPDATE AND
BENCHMARKING
Presented by:
Kevin Bibler
PRISM LIABILITY BENCHMARKING
Average cost per claim: $ 25,487
Frequency of claims rate: 1.24
Average cost per claim: $ 21,552
Frequency of claims rate: 1.72
City of Sacramento GL2 Cities
ACTUARIAL LIABLITY
BENCHMARKNING
Average cost per claim: $ 6,600
Frequency of claims rate: 1.12
Average cost per claim: $ 10,670
Frequency of claims rate: 1.37
City of Sacramento Other Cities
Comparison with 10 similar sized cities and with claims limited to $100,000 PRISM WORKERS’ COMPENSATION
BENCHMARKING
Average cost per claim: $ 17,965
Frequency of claims rate: 1.78
Average cost per claim: $ 31,044
Frequency of claims rate: 1.76
City of Sacramento PRISM High Hazard Group
* High Safety means over 40% of payroll safety members
Excess Workers’ Compensation High Safety Group*
PRISM WORKERS’ COMPENSATION
BENCHMARKING (cont.)
Average cost per claim: $ 19,800
Frequency of claims rate: 1.12
Average cost per claim: $ 22,690
Frequency of claims rate: 1.37
City of Sacramento PRISM High Hazard Group
Actuarial Workers’ Compensation Benchmarking
Comparison with 10 similar sized cities and with claims limited to $100,000
GENERAL & AUTO
LIABILITY
Presented by:
Patrick Flaherty
ULTIMATE NUMBER OF GENERAL LIABILITY CLAIMS
405 397
542
440
494
0 100
200
300
400
500
600
FY21 FY22 FY23 FY24 FY25
ULTIMATE GENERAL LIABILITY COST
$12,181,000
$6,501,000
$8,376,000
$10,717,000 $11,140,000
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
FY21 FY22 FY23 FY24 FY25
ULTIMATE AUTO LIABILITY CLAIMS
130
139 136
148
101
0 20
40 60
80 100
120
140
160
FY21 FY22 FY23 FY24 FY25
ULTIMATE AUTO LIABILITY COST
$3,961,000
$5,206,000
$6,527,000
$2,861,000
$3,227,000
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
FY21 FY22 FY23 FY24 FY25
ULTIMATE WORKERS’ COMP CLAIMS
537
747
544
492 486
0 100
200
300
400
500
600
700
800
FY21 FY22 FY23 FY24 FY25
ULTIMATE WORKERS’ COMP COST
$12,730,000
$12,467,000
$12,610,000
$12,116,000
$14,529,000
$10,500,000
$11,000,000
$11,500,000
$12,000,000
$12,500,000
$13,000,000
$13,500,000
$14,000,000
$14,500,000
$15,000,000
FY21 FY22 FY23 FY24 FY25
GENERAL LIABILITY CLAIMS
DEPARTMENTS FY21 FY22 FY23 FY24 FY25 TOTAL
Charter Offices 12 5 6 3 - 26
Support Services 1 3 4 - - 8
Police 71 67 71 65 41 315
Fire 6 10 5 3 10 34
Utilities 33 60 36 29 31 189
Public Works 223 191 294 226 185 1,119
Convention & Cultural Services - - 2 1 2 5
Youth, Parks, & Community Enrichment 9 8 16 15 7 55
Community Development 5 5 7 10 9 36
Community Response 1 4 6 7 5 23
TOTAL 361 353 447 359 290 1,810
361 353
447
359
290
0 100
200
300
400
500
FY21 FY22 FY23 FY24 FY25
GENERAL LIABILITY TOTAL INCURRED
DEPARTMENTS FY21 FY22 FY23 FY24 FY25 TOTAL
Charter Offices $ - $ - $ - $ 65,000 $ - $ 65,000 Support Services $ - $ 1,992 $ - $ - $ - $ 1,992 Police $ 6,524,096 $ 2,189,438 $ 766,415 $ 2,457,323 $ 330,272 $ 12,267,544 Fire $ 695,000 $ 1,735,105 $ 1,051,420 $ 360,000 $ 377,343 $ 4,218,868 Utilities $ 4,483,184 $ 24,790 $ 272,535 $ 487,733 $ 236,286 $ 5,504,528 Public Works $ 1,969,310 $ 1,070,583 $ 2,442,407 $ 1,405,350 $ 549,143 $ 7,436,794 Convention & Cultural Services $ - $ - $ 892,938 $ - $ 2,518 $ 895,456 Youth, Parks, & Community Enrichment $ 559,355 $ 83,802 $ 421,356 $ 1,010,000 $ 20,502 $ 2,095,016 Community Development $ 1,030 $ - $ 875 $ 8,989 $ 30,438 $ 41,331 Community Response $ - $ 40,000 $ 125,622 $ 4 $ 4 $ 165,630 TOTAL $ 14,231,975 $ 5,145,710 $ 5,973,567 $ 5,794,400 $ 1,546,506 $ 32,692,158 $14,231,975
$5,145,710 $5,973,567 $5,794,400
$1,546,506
$-
$5,000,000
$10,000,000
$15,000,000
FY21 FY22 FY23 FY24 FY25
AUTO LIABILITY CLAIMS
DEPARTMENTS FY21 FY22 FY23 FY24 FY25 TOTAL
Charter Offices - - - 2 - 2
Support Services - - - - - -
Police 45 40 62 23 14 184
Fire 17 12 14 10 2 55
Utilities 13 15 6 11 4 49
Public Works 43 65 44 67 39 258
Convention & Cultural Services - - - 1 - 1
Youth, Parks, & Community Enrichment 4 4 9 2 1 20
Community Development 1 4 1 - 4 10
Community Response - - - - - -
TOTAL 123 140 136 116 64 579
123
140 136
116
64 0
50 100
150
FY21 FY22 FY23 FY24 FY25
AUTO LIABILITY TOTAL INCURRED
DEPARTMENTS FY21 FY22 FY23 FY24 FY25 TOTAL
Charter Offices $ - $ - $ - $ 1,083 $ - $ 1,083 Support Services $ - $ - $ - $ - $ - $ - Police $ 540,968 $ 1,108,487 $ 7,594,950 $ 725,664 $ 130,197 $ 10,100,265 Fire $ 226,535 $ 38,226 $ 370,356 $ 61,003 $ 5,984 $ 702,104 Utilities $ 67,153 $ 25,138 $ 14,502 $ 48,331 $ 5,134 $ 160,257 Public Works $ 2,609,946 $ 1,914,022 $ 165,224 $ 548,555 $ 259,281 $ 5,497,028 Convention & Cultural Services $ - $ - $ - $ 2,596 $ - $ 2,596 Youth, Parks, & Community Enrichment $ 456,453 $ 1,871 $ 144,646 $ 1,994 $ 2,195 $ 607,159 Community Development $ 476 $ 4,000,000 $ 6,404 $ - $ 9,610 $ 4,016,490 Community Response $ - $ - $ - $ - $ - $ - TOTAL $ 3,901,531 $ 7,087,743 $ 8,296,082 $ 1,389,227 $ 412,400 $ 21,086,982 $3,901,531
$7,087,743
$8,296,082
$1,389,227
$412,400
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
FY21 FY22 FY23 FY24 FY25
LIABILITY CLAIMS MITIGATION
▪ The City faces the same exposures as any other large City such as dangerous condition of public property claims (trees, sidewalks, streets, utilities), auto liability and police liability.
▪ All liability claims sent to departments monthly so departments can address liability issues and regular claim reviews are conducted with larger departments.
▪ Annual Risk Team Meeting with departments to review claim activity and trends, safety training and risk initiatives.
LIABILITY CLAIMS MITIGATION (cont.)
▪ Litigation primarily handled inhouse to foster claim mitigation strategies with quarterly meetings with City department heads to review litigated cases.
▪ Continue to invest in preventive maintenance of trees, streets, sidewalks, and utilities.
▪ Citywide practices and policies to reduce liability by department report previously provided to City Council in 2023. (Addendum 1) ▪ Loss prevention training.
WORKERS’
COMPENSATION CLAIMS
Presented by:
Natalie Dempsey
CLAIMS
DEPARTMENTS FY21 FY22 FY23 FY24 FY25 TOTAL
Charter Offices 1 3 4 4 2 14
Support Services 10 5 4 7 2 28
Police 220 297 167 148 144 976
Fire 227 333 204 159 177 1,100
Utilities 40 33 40 35 30 178
Public Works 69 77 60 61 52 319
Convention & Cultural Services 1 6 10 7 4 28
Youth, Parks, & Community Enrichment 34 38 48 55 36 211 Community Development 12 30 28 30 27 127
Community Response - - 2 3 1 6
TOTAL 614 822 567 509 475 2,987
614
822
567 509 475
0 200
400
600
800
1,000
FY21 FY22 FY23 FY24 FY25
TOTAL INCURRED
DEPARTMENTS FY21 FY22 FY23 FY24 FY25 TOTAL
Charter Offices $ 418 $ 1,620 $ 3,717 $ 6,775 $ 1,250 $ 13,780 Support Services $ 8,480 $ 5,993 $ 26,548 $ 46,361 $ 53,093 $ 140,475 Police $ 4,513,614 $ 5,653,295 $ 4,225,281 $ 5,327,436 $ 4,600,516 $ 24,320,141 Fire $ 7,527,286 $ 6,837,584 $ 7,688,441 $ 5,716,617 $ 5,804,411 $ 33,574,339 Utilities $ 620,514 $ 199,440 $ 537,526 $ 494,172 $ 146,403 $ 1,998,056 Public Works $ 2,378,295 $ 2,848,728 $ 1,456,733 $ 1,138,892 $ 801,839 $ 8,624,487 Convention & Cultural Services $ 738 $ 13,578 $ 198,516 $ 116,433 $ 22,548 $ 351,812 Youth, Parks, & Community Enrichment $ 202,657 $ 378,878 $ 492,454 $ 162,999 $ 188,315 $ 1,425,303 Community Development $ 410,243 $ 89,821 $ 107,112 $ 165,524 $ 126,038 $ 898,738 Community Response $ 432 $ 2,098 $ 1,250 $ 3,780 TOTAL $ 15,662,245 $ 16,028,937 $ 14,736,759 $ 13,177,307 $ 11,745,662 $ 71,350,910 $15,662,245 $16,028,937 $14,736,759 $13,177,307 $11,745,662 $-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
FY21 FY22 FY23 FY24 FY25
PERCENTAGE BY CAUSE
Assault
3%
Burn/Scald
1%
Caught In/Between
1%
Cut/Puncture/Scrape
6%
Exposure
2%Fall/Slip/Trip
7%Motor Vehicle Accident
4%
COVID-19
16%
Strain By
41%
Strike Against
2%
Struck By
3%
Foreign Matter in Eyes
2%
Cancer
2%
Cardiovascular
2%
Cumulative
Musculoskeletal
2%
Death
0.13%
Internal
Injury
1%
Other
2%
Psychological
3% Respiratory
Disorder
0.47%
Skin Disorder
1%
Other
12%
PERCENTAGE BY TOTAL INCURRED
Assault
3%
Burn/Scald
0.17%
Caught In/Between
0.36%
Cut/Puncture/Scrape
0.44%
Exposure
1%Fall/Slip/Trip
9%
Motor Vehicle Accident
4%
COVID-19
4%
Strain By
44%
Strike Against
0.50%
Struck By
1%
Foreign
Matter in
Eyes
0.23%
Cancer
6%
Cardiovascular
6%
Cumulative
Musculoskeletal
5%
Death
2%
Internal
Injury
1%
Other
0.50%
Psychological
13%
Respiratory
Disorder
0.24%
Skin
Disorder
0.07%
Other
21%
CLAIM COUNT BY DEPARTMENT
All Other Departments
30%
Fire
37%
Police
33%
CLAIM COST BY DEPARTMENT
Fire
47%
Police
34%
All Other Departments
19%
INJURY ON DUTY (IOD) HOURS
DEPARTMENTS FY21 FY22 FY23 FY24 FY25 TOTAL
Charter Offices - - 62 - - 62
Support Services 1,693 - 16 86 28 1,823
Police 22,978 30,703 25,939 22,781 27,876 130,277
Fire 42,420 51,085 51,998 42,770 64,286 252,559
Utilities 9,094 6,350 2,144 5,092 7,246 29,926
Public Works 12,181 20,282 20,981 15,051 10,823 79,318
Convention & Cultural Services - - 334 732 1,536 2,602
Youth, Parks, & Community Enrichment 3,031 840 1,641 3,263 3,110 11,885 Community Development 2,184 394 1,270 1,203 816 5,866
Community Response - - 10 37 - 47
TOTAL 93,580 109,653 104,395 91,015 115,721 514,363
93,580
109,653 104,395
91,015
115,721
0 20,000
40,000
60,000
80,000
100,000
120,000
140,000
FY21 FY22 FY23 FY24 FY25
INJURY ON DUTY (IOD) COSTS
DEPARTMENTS FY21 FY22 FY23 FY24 FY25 TOTAL
Charter Offices $ - $ - $ 2,183 $ - $ - $ 2,183 Support Services $ 56,667 $ - $ 515 $ 4,631 $ 1,544 $ 63,357 Police $ 1,310,210 $ 1,811,904 $ 1,594,035 $ 1,431,802 $ 1,987,445 $ 8,135,396 Fire $ 1,762,501 $ 2,293,034 $ 2,385,995 $ 2,124,715 $ 3,564,852 $ 12,131,097 Utilities $ 362,779 $ 253,087 $ 78,217 $ 218,672 $ 323,495 $ 1,236,249 Public Works $ 430,351 $ 658,205 $ 742,928 $ 559,644 $ 402,632 $ 2,793,759 Convention & Cultural Services $ - $ - $ 8,110 $ 29,497 $ 57,920 $ 95,527 Youth, Parks, & Community Enrichment $ 81,918 $ 22,473 $ 46,334 $ 80,453 $ 101,438 $ 332,616 Community Development $ 65,137 $ 13,021 $ 44,471 $ 40,457 $ 27,098 $ 190,184 Community Response $ - $ - $ 310 $ 1,132 $ - $ 1,442 TOTAL $ 4,069,562 $ 5,051,725 $ 4,903,097 $ 4,491,002 $ 6,466,424 $ 24,981,810 $4,069,562
$5,051,725 $4,903,097 $4,491,002
$6,466,424
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
FY21 FY22 FY23 FY24 FY25
WORKPLACE SAFETY
AND
VEHICLE ACCIDENT
PREVENTION PROGRAM
Presented by:
Sharneel Kumar
WORKPLACE SAFETY
▪ Decided EH&S staff assigned to large operating departments ▪ Workplace safety support includes
▪ Injury/accident investigations
▪ Root cause analysis
▪ Identify and provide Cal/OSHA compliant trainings
▪ Manage comprehensive training matrix
▪ Conduct ergonomic evaluations
▪ Support job hazard assessments
▪ Facilitate compliance inspections
INCIDENT MANAGEMENT
▪ Digital incident reporting and management system (Origami Risk) ▪ Digital solution that transitioned all incident forms to electronic format ▪ All reports under one platform for consistent reporting workflows ▪ Immediate review of submissions by assigned EHS staff ▪ Process designed for detailed investigations and follow-up ▪ Loss information within one system for quick access to data ▪ Key data points collected for thorough review and analysis
VEHICLE ACCIDENT PREVENTION
PROGRAM
▪ Vehicle Accident Review Committee
▪ ACM chair
▪ Department leadership representation
▪ Meets three times a year
▪ Review collision statistics and trends
▪ Share insights on collision reduction strategies
▪ Driver Training Plan
▪ Identifies different types of drivers
▪ Outlines training requirements for different driver groups ▪ Supplemental matrix that lists all classifications into specific driver groups ▪ Driver Training
▪ Behind-the-wheel and in-classroom training provided by EVOC ▪ Smith System training provided by EHS staff
▪ Adjustment made to training curriculum based on trends ▪ Comprehensive reporting and tracking through LMS
VEHICLE ACCIDENT PREVENTION
PROGRAM (cont.)