Agenda packet — Sonora City Council, August 19, 2024

CITY OF SONORA
City Council Regular Meeting
Agenda
Monday, August 19, 2024
5:00 PM
NOTICE IS HEREBY GIVEN that the Sonora City Council will have their regular meeting on August 19, 2024, at 5:00 PM in the City of Sonora Council Chambers located at 94 N. Washington Street Sonora, CA 95370.

This meeting is physically open to the Public and citizens who wish to provide public comment during the meeting will be invited to do so by the Mayor.

Written comments can be submitted to be included as part of the administrative record; they will not be read during the meeting. All comments must be received by 3:00 pm on the day of the noticed meeting and can be submitted to the City Clerk at 94 N. Washington Street Sonora, CA 95370, or via email to .

Public Access Audio and Video Live Streaming
The Public will not have access to give public comments via public access audio and video live streaming; they are available for audio and visual only; and can be accessed via our website at www.sonoraca.com.

Remote viewing of the meeting via live streaming is provided to members of the public as a courtesy. If the live streaming connection malfunctions for any reason and no Council Members are attending via teleconference, the City Council will continue the public meeting in Chambers without remote access.

CITY COUNCIL appreciates your interest and encourages participation. Regularly scheduled meetings are held on the 1st and 3rd Monday of each month.

The numerical order of the items on this agenda is for convenience of reference. Items may be taken out of order upon request of the Mayor or Council Members. All questions shall be directed to the Mayor who, at their discretion, will refer to Staff.
___________________________________________________________________________________________ Mayor Ann Segerstrom
Mayor Pro-Tempore Suzanne Cruz
Council Members Bess Levine, Andy Merrill, Stephen Opie City Administrator Melissa Eads
City Attorney Douglas White
___________________________________________________________________________________________ 1 Mission Statement: To foster a safe, vibrant, and prosperous community that enhances the quality of life for all
Vision Statement: With leadership and integrity, the City of Sonora commits to excellent service through collaboration and innovation
CLOSED SESSION - 4:00 PM

1. CALL TO ORDER

2. ROLL CALL

3. PUBLIC COMMENTS

4. ADJOURN INTO CLOSED SESSION
A. Conference with Legal Counsel – Anticipated Litigation - Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Section § 54956.9: One (1) Potential Cases; Doug White, City Attorney, Melissa Eads, City Administrator.

B. Conference with Legal Counsel – Anticipated Litigation - Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Section § 54956.9: One (1) Potential Cases; Doug White, City Attorney, Melissa Eads, City Administrator.

C. Conference with Legal Counsel - Liability Claim (Government Code Section §54956.95): One (1) Case, Claimant: Greenlaw; Chris Gorsky, Administrative Services Director.

5. RECONVENE INTO OPEN SESSION
OPEN SESSION - 5:00 PM

6. REPORT OUT OF CLOSED SESSION

7. PLEDGE OF ALLEGIANCE

8. ROLL CALL

9. CITY CLERK’S REPORT ON AGENDA POSTING

10. APPROVAL OF THE AGENDA

11. PUBLIC COMMENT (NON-AGENDA ITEMS)
The public may address the Council on any item of public interest not otherwise on the agenda that is within the jurisdiction of the City. No action may be taken. Matters to be addressed may be referred to City Staff or placed on a subsequent meeting Agenda. Speakers are limited to a three (3) minute presentation. 2 Mission Statement: To foster a safe, vibrant, and prosperous community that enhances the quality of life for all
Vision Statement: With leadership and integrity, the City of Sonora commits to excellent service through collaboration and innovation

12. CONSENT CALENDAR
Items on the Consent Calendar are considered routine and will be voted on in one motion unless a Council member or member of the public has a question or wishes to discuss an item. In that case, the item will be removed from the Consent Calendar and considered separately.

A. Consider Approval of the City Council Meeting Minutes from November 6, 2023; November 20, 2023; and May 6, 2024; Stacy Enos-Del Razo, Deputy City Clerk.

B. Consider Approval of Disbursements in the Amount of $189,063.87 for Payroll, Including Employee Salaries, Employer and Employee Taxes, Retirement Contributions, Miscellaneous Voluntary Employee Deductions, Holiday Pay, and Other Adjustments, Including Retro-Pay; Tracy Skelly, Administrative Services Officer.

C. Consider Acceptance of an Informational Report for the July 2024 Accounts Payable Payment Register and Void Report; Chris Gorsky, Administrative Service Director.

D. Consider Approval of Resolution Number 08-19-2024-A, Authorizing the Closure of State Route 49 (Washington Street) and Certain City Streets for the 2024 Sonora Union High School Homecoming Parade;Turu VanderWiel, Police Chief.

E. Consider Approval of CSG Consultants, Inc. (CSG) Task Orders No. 1A and No. 1B, as Approved in the Fiscal Year 2024-2025 Budget, for Building/Permitting/Inspection Staff Augmentation in the Amount of $165,000, and Code Enforcement Services in the Amount of $100,000 for Fiscal Year 2024-2025; Tyler Summersett, Community Development Director.

F. Consider Approval of an Amendment to Dewberry Engineer Inc., Task Order No. 4 for an Additional Amount of $25,000 for Phase 1 Transition of the City Engineering Files from Paper Hard Copies Stored at an Offsite Location to Digital Files Stored at City Hall; Melissa Eads, City Administrator.

13. NEW BUSINESS
A. Consider Approval of Resolution Number 08-19-2024-B Declaring a Portion of APN 056-108-015 as “Exempt Surplus Land,” Pursuant to the California Surplus Land Act; Tyler Summersett, Community Development Director. (15 min.)
B. Consider Acceptance of Blue Zones Project Branded Bike Racks for Both Bus Stops Located Along Stockton Road and One Additional Rack at the Location of City Choice; Tyler Summersett; Community Development Director. (10 min.)
C. Consider Approval of a Letter of Support for the Mathiesen Memorial Health Clinic Application to the Bureau of Primary Health Care Federal 330 New Access Point Grant; Melissa Eads, City Administrator. (10 min.)
3 Mission Statement: To foster a safe, vibrant, and prosperous community that enhances the quality of life for all
Vision Statement: With leadership and integrity, the City of Sonora commits to excellent service through collaboration and innovation

14. MONTHLY REPORTS
A. Receive the City of Sonora Administrative Services Department Report for June 2024 (FY23/24); Chris Gorsky, Administrative Services Director
B. Receive the City of Sonora Community Development Department Monthly Report for July 2024; Tyler Summersett, Community Development Director.

C. Receive the City of Sonora Fire Department Monthly Report for July 2024; Aimee New, Fire Chief.

D. Receive the City of Sonora Police Department Monthly Report for July 2024; Turu VanderWiel, Police Chief.

E. Receive the City of Sonora Public Works Department Monthly Report for July 2024; Michael Lagomarsino, Public Works Supervisor.

15. COMMUNICATIONS
A. Receive Communications Regarding "What Cops Want - 2024"

16. COUNCIL MEMBER REPORTS (3 minutes each)

17. ADJOURNMENT
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk at City Hall (209) 532-4541, [email protected]. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting (28 CFR

35.102-35.104 ADA Title II).

Materials related to an item on this Agenda submitted to the City Council after distribution of the agenda packet are available for public inspection in the City Administrator’s Office at 94 N. Washington Street, Sonora, CA 95370 during normal business hours (8:00 am - 4:00 pm, Monday through Friday, excluding holidays). The agenda and supporting public documents are also available on our City website www.sonoraca.com listed under the agenda/minutes link on the Government page.
4 CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP DATE: August 19, 2024
TO: Honorable Mayor and Members of the City Council
FROM: Stacy Enos-Del Razo, Deputy City Clerk
SUBJECT: Meeting Minutes from November 6, 2023; November 20, 2023; and May 6, 2024 RECOMMENDATION:

Approve City Council Meeting Minutes from November 6, 2023; November 20, 2023; and May 6, 2024.

BACKGROUND:

Staff Recommends that the City Council Approve Meeting Minutes from November 6, 2023; November 20, 2023; and May 6, 2024.

FISCAL IMPACT:

No Fiscal impact to the General Fund.

CORE COUNCIL PRIORITIES:

CITY OF SONORA
City Council Regular Meeting Minutes
Monday, November 06, 2023
5:00 PM
NOTICE IS HEREBY GIVEN that the Sonora City Council will have their regular meeting on Monday, November 6, 2023, at 5:00 PM in the City of Sonora Council Chambers located at 94 N. Washington Street Sonora, CA 95370.

This meeting is physically open to the Public and citizens who wish to provide public comment during the meeting will be invited to do so by the Mayor.

Remote viewing of the meeting via live streaming is provided to members of the public as a courtesy. If the livestreaming connection malfunctions for any reason and no Council Members are attending via teleconference, the City Council will continue the public meeting in Chambers without remote access.

Mayor Mark Plummer
Mayor Pro-Tempore Ann Segerstrom
Council Members Suzanne Cruz, Matt Hawkins, Andy Merrill City Administrator Melissa Eads
City Attorney Douglas White
6 Item A.

CALL TO ORDER
Called to order at 4:00 PM.

ROLL CALL

PRESENT
Mayor Mark Plummer
Mayor Pre-Tem Ann Segerstrom
Councilmember Suzanne Cruz
Councilmember Matt Hawkins
ABSENT
Councilmember Andy Merrill

PUBLIC COMMENTS
No public comments.

ADJOURN INTO CLOSED SESSION
Adjourned at 4:01 PM.

1. Conference with Real Property Negotiations, Government Code Section § 54956.8 Property: APN 002-151-012, Sonora, CA, Tuolumne County 95370 Agency Negotiators: Doug White, City Attorney, Melissa Eads, City Administrator.

2. Public Employment (Gov. Code Section § 54957): Title: Community Development Director.

3. Conference with Legal Counsel – Anticipated Litigation - Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Section § 54956.9: One (1) Potential Case; Doug White, City Attorney, Melissa Eads, City Administrator.

RECONVENE INTO OPEN SESSION
OPEN SESSION - 5:00 PM
Called to order at 5:05 PM.
7 Item A.

REPORT OUT OF CLOSED SESSION
Mayor Mark Plummer stated direction was given to staff.

PLEDGE OF ALLEGIANCE
Councilmember Suzanne Cruz led the Pledge of Allegiance.

ROLL CALL

PRESENT
Mayor Mark Plummer
Mayor Pro-Tem Ann Segerstrom
Councilmember Suzanne Cruz
Councilmember Matt Hawkins
ABSENT
Councilmember Andy Merrill
CITY CLERK’S REPORT ON AGENDA POSTING
The Agenda was posted on Friday, November 3, 2023 at 11:00 AM.

APPROVAL OF THE AGENDA
Motion made by Councilmember Suzanne Cruz, Seconded by Councilmember Matt Hawkins. Voting Yea:

Mayor Mark Plummer, Mayor Pro-Tem Ann Segerstrom, Councilmember Suzanne Cruz, Councilmember Matt Hawkins

PUBLIC COMMENT (NON-AGENDA ITEMS)
The public may address the Council on any item of public interest not otherwise on the agenda that is within the jurisdiction of the City. No action may be taken. Matters to be addressed may be referred to City Staff or placed on a subsequent meeting Agenda. Speakers are limited to a three (3) minute presentation.

Lisa Mayo, President & CEO and Katie Kirkland, Sales & Marketing from Visit Tuolumne County informed those in attendance of the kickoff of their new fun project the Sonora Selfie Trail.

A member of the public thanked the City Council for having the pothole filled at the end of her road, and she shared they filled a couple more of the worst ones.
8 Item A.

Mission Statement: To foster a safe, vibrant, and prosperous community that enhances the quality of life for all
Vision Statement: With leadership and integrity, the City of Sonora commits to excellent service through collaboration and innovation
A retired Police Officer from the Central Valley addressed the City Council, on August 18th his vehicle was hit by a hit and run driver.

Katie Dunn President of the Sonora Chamber of Commerce informed those in attendance a press release went out last week for the Small Business Season - Support Local; the Fall/Winter Sonora Magazine is out.

A member of the public informed those in attendance there are Community Feedback Surveys available from Behavior Health for the Mental Health Services Act; asked a question of the Mayors report out of the closed session, and when minutes would be included in the agenda.

PRESENTATIONS

4. Receive an update from Tuolumne County District 1 Supervisor David Goldemberg.

Tuolumne County District 1 Supervisor David Goldemberg stated there are a number of things going on at the County including, the board is having a Priority Setting Session in January to look at prioritizing the next two years; Committee on Aging is having their annual Centenarian Event December 7th at the Senior Center; and at the next board meeting the agenda includes the acquisition of properties, three of which are in the City limits.

5. Receive the Strategic Growth Plan Presentation from CSG Consultants, Rachelle Kellogg, Community Development Director.

Community Development Director Rachelle Kellogg introduced Glen Lajoie and Brad Misner from CSG, who led the presentation.

No public comments.

6. Receive the Sonora Linoberg Street Charrette Refined Concepts Report and Presentation, Tyler Summerset, Executive Director of Blue Zones Project Tuolumne.

Executive Director of Blue Zones Project Tuolumne Tyler Summersett introduced Kristy Conforti who led the presentation.

Laurie Livingston Executive Director Tuolumne County Arts thanked the Blue Zones Project for helping them present a grant received from the California Arts Council through a project called Creative Core in support of adults with intellectual disabilities.
9 Item A.

CONSENT CALENDAR
Items on the Consent Calendar are considered routine and will be voted on in one motion unless a Council member or member of the public has a question or wishes to discuss an item. In that case, the item will be removed from the Consent Calendar and considered separately.

7. Consider approval of disbursements in the amount of $159,339.24 and $162,737.98 for payroll, including employee salaries, employer and employee taxes, retirement contributions, miscellaneous voluntary employee deductions, holiday pay, and other adjustments, including retro-pay; Tracy Skelly, Administrative Services Officer.

Motion made by Councilmember Suzanne Cruz, Seconded by Councilmember Matt Hawkins. Voting Yea:

Mayor Mark Plummer, Mayor Pro-Tem Ann Segerstrom, Councilmember Suzanne Cruz, Councilmember Matt Hawkins, for Item #7.

8. Consider approval of a Contract Award between the City of Sonora and Preparative Consulting in an Amount not to Exceed $93,000 for the Comprehensive Update to the City Emergency Operations Plan (EOP); Melissa Eads, City Administrator.

Mayor Mark Plummer pulled item #8 for separate consideration.

City Administrator Melissa Eads confirmed there is no impact to the general fund, this item was previously budgeted.

No public comment.

9. Consider approval of an award from the Central Sierra Continuum of Care Homeless Housing Assistance and Prevention Program (Round 4), not to exceed $81,562.09, and approve associated budget adjustments for the use of the funding; Turu VanderWiel, Police Chief.

Councilmember Suzanne Cruz pulled Item #9 for discussion.

Police Chief Turu VanderWiel explained this was a second-round grant that was applied for and was approved, this will help to continue the program into another year; this is a City of Sonora part-time employee that is funded through the first and second grants.

No public comment.
10 Item A.

Mission Statement: To foster a safe, vibrant, and prosperous community that enhances the quality of life for all
Vision Statement: With leadership and integrity, the City of Sonora commits to excellent service through collaboration and innovation
Motion made by Councilmember Matt Hawkins, Seconded by Mayor Pro-Tem Ann Segerstrom. Voting Yea: Mayor Mark Plummer, Mayor Pro-Tem Ann Segerstrom, Councilmember Suzanne Cruz, Councilmember Matt Hawkins, for Item #9.

NEW BUSINESS

10. Provide direction to staff regarding (1) appeal of the Police Chief’s decision related to an Alcoholic Beverage Control permit, and (2) implementation of an administrative appeal process for administrative decisions that the City of Sonora Municipal Code (“Code”) currently lacks; Douglas L. White, City Attorney.

A member of the public addressed the City Council with continued concerns about the 99 Cents Stores application/denial with Alcohol Beverage Control (ABC).

The 99 Cents Store Appeals process was voted in two Motions.

Motion #1: Motion to direct staff to bring the 99 Cents Store Appeal to Council at future meeting.

Motion made by Councilmember Matt Hawkins, Seconded by Mayor Pro-Tem Ann Segerstrom. Voting Yea: Mayor Mark Plummer, Mayor Pro-Tem Ann Segerstrom, Councilmember Suzanne Cruz, Councilmember Matt Hawkins
Motion #2: Motion to direct staff to prepare an Ordinance to develop an Appeal process by which the City Council would hear Appeals of discretionary acts by department heads and the City Administration.

Motion made by Councilmember Suzanne Cruz, Seconded by Councilmember Matt Hawkins. Voting Yea: Mayor Mark Plummer, Mayor Pro-Tem Ann Segerstrom, Councilmember Suzanne Cruz, Councilmember Matt Hawkins

COUNCIL MEMBER REPORTS
Mayor Pro-Tem Ann Segerstrom attended the Water Advisory Committee field trip to the TUD Sewage Processing Plants; Christmas Town meeting; and the Cal Cities Emergency Readiness Seminar.

Councilmember Suzanne Cruz attended the TuCARE (Tuolumne County Alliance for Resources and Environment) Natural Resources Summit; Community Wildfire Protection Plan meeting, their next meetings are at 9:00 am December 9, 2023, and January 13, 2024, at the Elks Lodge; and Dodge Ridge is looking for employees, their next event is November 11th at the Armory.

Councilmember Matt Hawkins attended the Parks and Rec Beautification meeting; subbed for Andy at the Tuolumne County Transportation Council (TCTC); and wished everyone a good night. 11 Item A.

Mission Statement: To foster a safe, vibrant, and prosperous community that enhances the quality of life for all
Vision Statement: With leadership and integrity, the City of Sonora commits to excellent service through collaboration and innovation
Mayor Mark Plummer attended the TuCARE (Tuolumne County Alliance for Resources and Environment) Natural Resources Summit with Councilmember Cruz; and shared the City's disappointment with the move by the County to burden the City with more homeless; and encouraged the community to contact the Supervisors and sway them as they can.

ADJOURNMENT
Adjourned at 6:05 PM.

In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk at City Hall (209) 532-4541, [email protected]. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting (28 CFR

35.102-35.104 ADA Title II).

CITY OF SONORA
City Council Regular Meeting Minutes
Monday, November 20, 2023
5:00 PM
NOTICE IS HEREBY GIVEN that the Sonora City Council will have their regular meeting on Monday, November 20, 2023, at 5:00 PM in the City of Sonora Council Chambers located at 94 N. Washington Street Sonora, CA 95370.

This meeting is physically open to the Public and citizens who wish to provide public comment during the meeting will be invited to do so by the Mayor.

Remote viewing of the meeting via live streaming is provided to members of the public as a courtesy. If the livestreaming connection malfunctions for any reason and no Council Members are attending via teleconference, the City Council will continue the public meeting in Chambers without remote access.

Mayor Mark Plummer
Mayor Pro-Tempore Ann Segerstrom
Council Members Suzanne Cruz, Matt Hawkins, Andy Merrill City Administrator Melissa Eads
City Attorney Douglas White
13 Item A.

CALL TO ORDER
Called to order at 4:00 PM.

ROLL CALL

PRESENT
Mayor Mark Plummer
Mayor Pro-Tem Ann Segerstrom
Councilmember Suzanne Cruz
Councilmember Andy Merrill
ABSENT
Councilmember Matt Hawkins

PUBLIC COMMENTS
No public comment.

ADJOURN INTO CLOSED SESSION
Adjourned at 4:01 PM.

1. Conference with Legal Counsel – Anticipated Litigation - Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Section § 54956.9: One (1) Potential Case; Doug White, City Attorney, Melissa Eads, City Administrator.

2. Conference with Legal Counsel – Anticipated Litigation - Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Section § 54956.9: One (1) Potential Case; Doug White, City Attorney, Melissa Eads, City Administrator.

4. Conference with Real Property Negotiations, Government Code Section § 54956.8 Property: APN 002-151-012, Sonora, CA, Tuolumne County 95370 Agency Negotiators: Doug White, City Attorney, Melissa Eads, City Administrator.
14 Item A.

RECONVENE INTO OPEN SESSION
OPEN SESSION - 5:00 PM
Called to order at 5:15 PM.

REPORT OUT OF CLOSED SESSION
Mayor Mark Plummer stated direction was given to staff.

PLEDGE OF ALLEGIANCE
Councilmember Andy Merrill led the Pledge of Allegiance.

ROLL CALL

PRESENT
Mayor Mark Plummer
Mayor Pro-Tem Ann Segerstrom
Councilmember Suzanne Cruz
Councilmember Andy Merrill
ABSENT
Councilmember Matt Hawkins
CITY CLERK’S REPORT ON AGENDA POSTING
The Agenda was posted on Thursday, November 20, 2023 at 2:45 PM.

APPROVAL OF THE AGENDA
Motion made by Councilmember Andy Merrill, Seconded by Mayor Pro-Tem Ann Segerstrom. Voting Yea:

Mayor Mark Plummer, Mayor Pro-Tem Ann Segerstom, Councilmember Suzanne Cruz, Councilmember Andy Merrill

5. Consider approval of the Mayor's appointment of Kurt Bryant and Curtis Wicks to the Tuolumne County Transportation Council (TCTC) Citizen's Advisory Committee (CAC) as representatives of the City of Sonora with terms to expire on July 31, 2026, and May 31, 2025, respectively; Mark Plummer, Mayor.

Mayor Mark Plummer pulled #5 for further comments.

Mayor Mark Plummer thanked Kurt Bryant and Curtis Wicks for applying and helping the City and the County.

6. Consider approval of disbursements in the amount of $168,128.93 for payroll, including employee salaries, employer and employee taxes, retirement contributions, miscellaneous voluntary employee deductions, holiday pay, and other adjustments, including retro-pay; Tracy Skelly, Administrative Services Officer.

7. Consider approval of a two-year lease extension between the City of Sonora and the Center for a NonViolent Community for the City-owned property at 542 W. Stockton; Chris Gorsky, Administrative Services Director.

A member of the public asked for clarification on the voting of the Consent Calendar and citizens advisory committees.

City Councilmembers discussed the voting and re-stated their votes for Items #5, #6 and #7.

Motion made by Mayor Pro-Tem Ann Segerstrom, Seconded by Councilmember Andy Merrill. Voting Yea:

Mayor Mark Plummer, Mayor Pro-Tem Ann Segerstrom, Councilmember Suzanne Cruz, Councilmember Andy Merrill; for Item #5.

Motion made by Councilmember Suzanne Cruz, Seconded by Councilmember Andy Merrill. Voting Yea:

Mayor Mark Plummer, Mayor Pro-Tem Ann Segerstrom, Councilmember Suzanne Cruz, Councilmember Andy Merrill; for Items #6 and #7.
16 Item A.

UNFINISHED BUSINESS

8. Consider adoption of a Resolution affirming or reversing the Police Chief’s Public Convenience or Necessity Determination regarding the 99 Cents Store's ABC License Application; Douglas White, City Attorney.

Steve Rawlings informed those in attendance of his role as a consultant for the 99 Cents Only Store; and gave a presentation.

A member of the public was concerned about issuing another alcohol license in the City.

Steve Rawlings discussed the economic impact on the store; and stated consumers will make decisions on where they are going to shop based on convenience.

Motion Affirming the Police Chief’s Denial of the Appeal made by Councilmember Andy Merrill, Seconded by Mayor Pro-Tem Ann Segerstrom. Voting Yea: Mayor Mark Plummer, Mayor Pro-Tem Ann Segerstrom, Councilmember Suzanne Cruz, Councilmember Andy Merrill

PRESENTATIONS

9. Receive a presentation from Citygate Associates, LLC. on the final report of the City of Sonora Organizational Review and Budget Stabilization Study; adopt the City Mission, Vision, and Values; and direct staff to bring back project priorities in a mid-year budget adjustment or subsequent annual budgets.

A member of the public expressed concerns over the rewarding and enabling of the homeless.

Motion made by Mayor Pro-Tem Ann Segerstrom, Councilmember Suzanne Cruz. Voting Yea: Mayor Mark Plummer, Mayor Pro-Tem Ann Segerstrom, Councilmember Suzanne Cruz, Councilmember Andy Merrill

COUNCIL MEMBER/DEPARTMENT HEAD REPORTS
Mayor Pro-Tem Ann Segerstrom attended and delivered a statement at the Board of Supervisors meeting concerning the four (4) buildings the county plans to purchase within the City; attended the County Advisory Committee on Homelessness for Andy; decorated for Christmas Town; there is a giving tree at WILDBUD; and Tuolumne County Social Services is doing a Secret Santa.

Councilmember Andy Merrill informed those in attendance the Columbia College Community Orchestra will be performing on December 8th at 7:00 pm in the Dogwood Theatre; attended the Transgender Day of remembrance at Saint James Episcopal Church; and will continue to encourage increased communication with the County.
17 Item A.

Mission Statement: To foster a safe, vibrant, and prosperous community that enhances the quality of life for all
Vision Statement: With leadership and integrity, the City of Sonora commits to excellent service through collaboration and innovation
Councilmember Suzanne Cruz informed those in attendance the Central Sierra Economic Development District (CSEDD) released their 2023 Economic Development Strategy; YES Partnership is having their Annual Holiday Luncheon December 15th from 11:30 am - 1:30 pm; Visit Tuolumne County and the Sonora Chamber are cohosting the Community Holiday Mixer December 14th from 5:00 pm - 8:00 pm; attended the Sonora Regional Hospital Tour; read a proclamation from President Barak Obama, and wished everyone a Happy Thanksgiving.

Mayor Mark Plummer attended the Local Agency Formation Commission (LAFCO) and Tuolumne County Transportation Council (TCTC) meetings; Access Tuolumne/Cable 8 is looking for a new Board Member; invited everyone to attend the Christmas Parade, Christmas Tree Lighting/Lighting of the Red Church; and Happy Thanksgiving to everyone.

ADJOURNMENT
Adjourned at 8:49 PM.

35.102-35.104 ADA Title II).

CITY OF SONORA
City Council Regular Meeting Minutes
Monday, May 06, 2024
5:00 PM
NOTICE IS HEREBY GIVEN that the Sonora City Council will have their regular meeting on Monday, May 6, 2024, at 5:00 PM in the City of Sonora Council Chambers located at 94 N. Washington Street Sonora, CA 95370.

This meeting is physically open to the Public and citizens who wish to provide public comment during the meeting will be invited to do so by the Mayor.

Remote viewing of the meeting via live streaming is provided to members of the public as a courtesy. If the livestreaming connection malfunctions for any reason and no Council Members are attending via teleconference, the City Council will continue the public meeting in Chambers without remote access.

Mayor Mark Plummer
Mayor Pro-Tempore Ann Segerstrom
Council Members Suzanne Cruz, Matt Hawkins, Andy Merrill City Administrator Melissa Eads
City Attorney Douglas White
19 Item A.

CALL TO ORDER
Called to order at 3:00 PM.

ROLL CALL

PRESENT
Mayor Mark Plummer
Mayor Pro-Tem Ann Segerstrom
Councilmember Suzanne Cruz
Councilmember Matt Hawkins
Councilmember Andy Merrill

PUBLIC COMMENTS
No public comment.

ADJOURN INTO CLOSED SESSION
Adjourned at 3:01 PM.

1. Conference with Labor Negotiators (Gov. Code Section § 54957.6): Agency Designated Representatives:

Melissa Eads, City Administrator; Chris Gorsky, Administrative Services Director; Employee Organization: Sonora Management Association (SMEA), Sonora Confidential Association (SCEA); Sonora Police Officers' Association (SPOA); Sonora Fire Fighters Association (SFFA); Sonora Employees Association (SEA).

2. Conference with Legal Counsel – Anticipated Litigation - Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Section § 54956.9: One (1) Potential Cases; Doug White, City Attorney, Melissa Eads, City Administrator.

3. Conference with Legal Counsel – Anticipated Litigation - Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Section § 54956.9: One (1) Potential Cases; Doug White, City Attorney, Melissa Eads, City Administrator.

4. Conference with Legal Counsel – Anticipated Litigation - Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Section § 54956.9: One (1) Potential Cases; Doug White, City Attorney, Melissa Eads, City Administrator.
20 Item A.

5. Conference with Legal Counsel – Anticipated Litigation - Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Section § 54956.9: One (1) Potential Case; Doug White, City Attorney, Melissa Eads, City Administrator.

RECONVENE INTO OPEN SESSION
OPEN SESSION - 5:00 PM
Called to order at 5:00 PM.

REPORT OUT OF CLOSED SESSION
Mayor Mark Plummer stated direction was given to staff.

PLEDGE OF ALLEGIANCE
Councilmember Matt Hawkins led the Pledge of Allegiance.

ROLL CALL

PRESENT
Mayor Mark Plummer
Mayor Pro-Tem Ann Segerstrom
Councilmember Suzanne Cruz
Councilmember Matt Hawkins
Councilmember Andy Merrill
Left Early
Councilmember Matt Hawkins
CITY CLERK’S REPORT ON AGENDA POSTING
The Agenda was posted Friday, May 3, 2024, at 10:02 AM.

APPROVAL OF THE AGENDA
Motion made by Councilmember Andy Merrill, Seconded by Councilmember Matt Hawkins. Voting Yea:

Mayor Mark Plummer, Mayor Pro-Tem Ann Segerstrom, Councilmember Suzanne Cruz, Councilmember Matt Hawkins, Councilmember Andy Merrill
21 Item A.

Mike Lemke gave a brief history of his involvement with the City and his business focus; is looking forward to working with the City and bringing to fruition the dreams and policies of this board.

Katie Dunn President of the Sonora Chamber of Commerce shared with those in attendance the success story of the sidewalk sale and comments from the merchants; Opera & Broadway will be at the Opera House May 18th; the next mixer is May 21st at the Tuolumne County Historical Society; and a Cultural Celebration, El Campo de Sonora is June 1st at Courthouse Park.

A member of the public informed those in attendance the Tuolumne County Volunteer Fair has been rescheduled to May 23rd from 4:00 PM - 7:00 PM at the Fair Grounds.

Mayor Pro-Tem Ann Segerstrom informed those in attendance Public Sector Employees Recognition Week is May 5th - 11th; expressed a heartfelt thank you to all of our employees who work for the City and do such a terrific job, and keep us moving along in the best possible manor.

6. Consider Approval of City Council Minutes from February 5, 2024; February 20, 2024; February 6, 2023, and January 9, 2023; Stacy Enos-Del Razo, Deputy City Clerk.

7. Consider Approval of Disbursements in the Amount of $178,977.27 and $185,174.50 for Payroll, Including Employee Salaries, Employer and Employee taxes, Retirement Contributions, Miscellaneous Voluntary Employee Deductions, Holiday Pay, and Other Adjustments, Including Retro-Pay; Tracy Skelly, Administrative Services Officer.

8. Consider Direction for the Preparation of a Grant Application for Safe Streets and Roads for All (SS4A) Funding to Develop a Comprehensive Citywide Safety Action Plan for the City’s Transportation Network; Carlye Buchholz, City Engineer.

Councilmember Suzanne Cruz requested to pull Item #8 for more discussion.

Councilmember Suzanne Cruz asked for clarification for the charge for doing research and the 20% grant match.
22 Item A.

Mission Statement: To foster a safe, vibrant, and prosperous community that enhances the quality of life for all
Vision Statement: With leadership and integrity, the City of Sonora commits to excellent service through collaboration and innovation
City Administrator Melissa Eads explained, we are already paying for the research, the 20% match will most likely come from the general fund, if successful in getting the grant we would come back, ask for acceptance and then make the allocation.

No public comment.

Motion made by Councilmember Andy Merrill, Seconded by Councilmember Suzanne Cruz. Voting Yea:

Mayor Mark Plummer, Mayor Pro-Tem Ann Segerstrom, Councilmember Suzanne Cruz, Councilmember Matt Hawkins, Councilmember Andy Merrill

PUBLIC HEARINGS

9. Discussion and Community Engagement Regarding the Sonora Police Department’s Annual Military Equipment Report and the Department’s Funding, Acquisition, or Use of Military Equipment; Turu VanderWiel, Police Chief.

Police Chief Turu VanderWiel and the Councilmembers discussed after the presentation.

No public comment.

Motion made by Councilmember Andy Merrill, Seconded by Councilmember Matt Hawkins. Voting Yea:

Mayor Mark Plummer, Mayor Pro-Tem Ann Segerstrom, Councilmember Suzanne Cruz, Councilmember Matt Hawkins, Councilmember Andy Merrill

NEW BUSINESS

10. Direct Staff to Submit Comments to the Tuolumne County Community Development Department Reflective of Direction Received from the City Council to Protect City Interests and Sphere of Influence; Tyler Summersett, Community Development Director.

The Councilmembers and Staff discussed the need for conversations, establish a level of transparency, and a communication channel.

A member of the public thanked the consultant.

Mike Lemke shared his opinion of the County; feels there is room for dialogue, input, and good quality conversations.
23 Item A.

Mission Statement: To foster a safe, vibrant, and prosperous community that enhances the quality of life for all
Vision Statement: With leadership and integrity, the City of Sonora commits to excellent service through collaboration and innovation
Motion made by Councilmember Andy Merrill, Seconded by Mayor Pro-Tem Ann Segerstrom. Voting Yea: Mayor Mark Plummer, Mayor Pro-Tem Ann Segerstrom, Councilmember Suzanne Cruz, Councilmember Andy Merrill.

Councilmember Matt Hawkins left early.

COUNCIL MEMBER REPORTS
Police Chief Turu VanderWiel reported back, the Round Up Parade is a go; thanked all outside agencies, City Fire and Public Works who jumped in to make this happen.

Community Development Director Tyler Summersett shared there are three (3) Planning Commissioner openings; applications are on our website and a notice has been placed in the paper; this is very exciting and please spread the word.

Mayor Pro-Tem Ann Segerstrom participated in the Sonora Chamber sidewalk sale; watched the California Water Plan update; attended the Cinco de Mayo festivities; reviewed the quarterly newsletter before publication; thanked and applauded the Sonora Police for stationing a patrol car at the four-way stop at Hope and Lyons.

Councilmember Andy Merrill attended the Integrated Regional Water Management meeting; and had a great first semester at Columbia College teaching at the Sierra Conservation Center.

Councilmember Suzanne Cruz thanked the Sonora Fire Department for putting out the fire so quickly at the townhouses and saving the rest of the buildings; attended the spring concert directed by Daryl Hollinger, a presentation of the Pacific Justice Institute at the Peppery, and a Round Table Luncheon presented by the District Attorney's Office.

Mayor Mark Plummer attended the Parking and Traffic Committee meeting; Local Agency Formation Commission (LAFCO); events in Columbia for Cinco De Mayo; and earlier went to Sacramento with the Police Chief, our Administrator and Director Gorsky to lobby for funding to start planning our Police Department.

ADJOURNMENT
Adjourned at 6:30 PM.

35.102-35.104 ADA Title II).
24 Item A.

Mission Statement: To foster a safe, vibrant, and prosperous community that enhances the quality of life for all
Vision Statement: With leadership and integrity, the City of Sonora commits to excellent service through collaboration and innovation
Materials related to an item on this Agenda submitted to the City Council after distribution of the agenda packet are available for public inspection in the City Administrator’s Office at 94 N. Washington Street, Sonora, CA 95370 during normal business hours (8:00 am - 4:00 pm, Monday through Friday, excluding holidays). The agenda and supporting public documents are also available on our City website www.sonoraca.com listed under the agenda/minutes link on the Government page.
25 Item A.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP DATE: August 19, 2024
TO: Honorable Mayor and Members of the City Council
FROM: Tracy Skelly, Administrative Services Officer
SUBJECT: Disbursements in the Amount of $189,063.87 for Payroll RECOMMENDATION:

Consider Approval of Disbursements in the Amount of $189,063.87 for Payroll, Including Employee Salaries, Employer and Employee Taxes, Retirement Contributions, Miscellaneous Voluntary Employee Deductions, Holiday Pay, and Other Adjustments, Including Retro-Pay.

DISCUSSION / ANALYSIS:

This payroll was the first (1
st) payroll of the month, which was an expected amount.

This was the 3
rd payroll of 26 for FY24-25, we would have expected to expend 11.53% of the budgeted amount. In total, we have expended 7.98% of the Salaries and Wages for the FY24-25 budget.

FISCAL IMPACT:

Disbursements are part of the approved FY24-25 Budget.

CORE COUNCIL PRIORITIES:

Fiscal Responsibility and Stability, Staffing - Salary, Benefits, Training, and Retention 26 Item B.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP DATE: August 19, 2024
TO: Honorable Mayor and Members of the City Council
FROM: Chris Gorsky, Administrative Services Director
SUBJECT: Consider Acceptance of an Informational Report for the July 2024 Accounts Payable Payment Register and Void Report.

RECOMMENDATION:

Consider Acceptance of an Informational Report for the July 2024 Accounts Payable Payment Register and Void Report.

BACKGROUND:

The Administrative Services Department manages the payment processing for all City disbursements. The City has three main types of payments which includes the following:

1. Vendors – These payments are associated with goods received and contractual services provided to the City and payroll benefits paid by the City on behalf of City employees.

2. Refunds – These payments are associated with refunds issued for deposits collected and have been authorized to be released for business licenses, building permits, rental agreements, etc.

3. Employees – These payments are associated with City-related travel advances and reimbursements related to training events or City business reimbursements.

DISCUSSION / ANALYSIS:

On a monthly basis, Administrative Services Staff prepares a monthly warrant report of vendors receiving payment from the City. The informational report of the monthly payments provides Council the oversight and ability to review all spending activity for the City.

FISCAL IMPACT:

No fiscal impact will result from this informational report on the July 2024 Accounts Payable Payment Register and Void report. Expenditures are tracking according to budget authority.

All payments have been approved for payment through the adoption of the fiscal year budget or by an additional item passed by Council.
27 Item C.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP ATTACHMENTS:
 Accounts Payable Warrants Report
CORE COUNCIL PRIORITIES:

Fiscal Responsibility and Stability, Staffing - Salary, Benefits, Training, and Retention 28 Item C.

City of Sonora
Check/Voucher Register - Check List - Council
From 7/1/2024 Through 7/31/2024
Check Num... Effective D... Transa... Document Description ID Payee Check Amount Payment ... 201456 7/3/2024 APS System Generated Check/Voucher 200011 AT&T Calnet 3 314.50 Check 201457 7/3/2024 APS System Generated Check/Voucher 200017 TargetSolutions Learning LLC 1,520.00 Check 201458 7/3/2024 APS System Generated Check/Voucher 200024 Comcast Business 154.70 Check 201459 7/3/2024 APS System Generated Check/Voucher 200032 Mountain Oasis Water 31.25 Check 201460 7/3/2024 APS System Generated Check/Voucher 200035 Pacific Gas and Electric 43.79 Check 201461 7/3/2024 APS System Generated Check/Voucher 200036 O'Reilly Auto Parts 157.86 Check 201462 7/3/2024 APS System Generated Check/Voucher 200038 Safeguard Pest Control 350.00 Check 201463 7/3/2024 APS System Generated Check/Voucher 200039 Safe-T-Lite of Modesto, Inc. 804.36 Check 201464 7/3/2024 APS System Generated Check/Voucher 200043 Sonora Lumber Company 6.84 Check 201465 7/3/2024 APS System Generated Check/Voucher 200047 Tuolumne Utilities District 537.57 Check 201466 7/3/2024 APS System Generated Check/Voucher 200050 Vic's Towing, Inc. 375.00 Check 201467 7/3/2024 APS System Generated Check/Voucher 200055 Keenan Associates 72,837.25 Check 201468 7/3/2024 APS System Generated Check/Voucher 200060 Combined Benefits Administrators 156.00 Check 201469 7/3/2024 APS System Generated Check/Voucher 200074 Vision Service Plan (CA) 794.04 Check 201470 7/3/2024 APS System Generated Check/Voucher 200080 JTM Cleaning Co. 800.00 Check 201471 7/3/2024 APS System Generated Check/Voucher 200101 Pine Alley Saw Shop 301.07 Check 201472 7/3/2024 APS System Generated Check/Voucher 200117 Verizon Wireless 38.01 Check 201473 7/3/2024 APS System Generated Check/Voucher 200226 Rebecca Howard 1,310.80 Check 201474 7/3/2024 APS System Generated Check/Voucher 200263 Hunt & Sons, Inc. 333.85 Check 201475 7/3/2024 APS System Generated Check/Voucher 200282 Employee Relations, Inc. 53.15 Check 201476 7/3/2024 APS System Generated Check/Voucher 200423 Bear Electrical Solutions (BES), Inc. 462.50 Check 201477 7/3/2024 APS System Generated Check/Voucher 200487 Standard Insurance Company 145.00 Check 201478 7/3/2024 APS System Generated Check/Voucher 200496 Victoria Arduengo Scoggins 180.00 Check 201479 7/3/2024 APS System Generated Check/Voucher 200533 ClearGov 4,950.00 Check 201480 7/3/2024 APS System Generated Check/Voucher 200583 Target Speciality Products 3,692.73 Check 201481 7/3/2024 APS System Generated Check/Voucher 200640 Diamond Digital Marketing Co. 1,000.00 Check 201482 7/3/2024 APS System Generated Check/Voucher 200651 The Supply Cache 1,528.92 Check 201483 7/3/2024 APS System Generated Check/Voucher Emp2004 Christopher Gorsky 151.42 Check 201484 7/3/2024 APS System Generated Check/Voucher Emp2011 Matthew Lewallen 457.98 Check 201485 7/11/2024 APS System Generated Check/Voucher 200005 Amazon Business 1,374.09 Check 201486 7/11/2024 APS System Generated Check/Voucher 200011 AT&T Calnet 3 409.95 Check 201487 7/11/2024 APS System Generated Check/Voucher 200013 JS West Propane Gas 29.04 Check 201488 7/11/2024 APS System Generated Check/Voucher 200016 Tuolumne County Public Power A... 4,072.99 Check 201489 7/11/2024 APS System Generated Check/Voucher 200018 U.S. Bank Corporate Payment Sy... 27,406.71 Check 201490 7/11/2024 APS System Generated Check/Voucher 200028 General Plumbing Supply 92.81 Check 201491 7/11/2024 APS System Generated Check/Voucher 200033 ODP Business Solutions, LLC 141.03 Check 201492 7/11/2024 APS System Generated Check/Voucher 200035 Pacific Gas and Electric 488.77 Check 201493 7/11/2024 APS System Generated Check/Voucher 200038 Safeguard Pest Control 58.00 Check 201494 7/11/2024 APS System Generated Check/Voucher 200043 Sonora Lumber Company 205.22 Check 201495 7/11/2024 APS System Generated Check/Voucher 200047 Tuolumne Utilities District 1,814.56 Check Date: 8/14/24 10:27:19 AM Page: 1
29 Item C.

City of Sonora
Check/Voucher Register - Check List - Council
From 7/1/2024 Through 7/31/2024
Check Num... Effective D... Transa... Document Description ID Payee Check Amount Payment ... 201496 7/11/2024 APS System Generated Check/Voucher 200048 The Union Democrat 238.50 Check 201497 7/11/2024 APS System Generated Check/Voucher 200058 Unum Life Insurance Company of ... 2,609.67 Check 201498 7/11/2024 APS System Generated Check/Voucher 200060 Combined Benefits Administrators 410.90 Check 201499 7/11/2024 APS System Generated Check/Voucher 200072 United Site Services 97.93 Check 201500 7/11/2024 APS System Generated Check/Voucher 200075 Waste Management 22.80 Check 201501 7/11/2024 APS System Generated Check/Voucher 200096 General Supply Company 21.17 Check 201502 7/11/2024 APS System Generated Check/Voucher 200101 Pine Alley Saw Shop 90.22 Check 201503 7/11/2024 APS System Generated Check/Voucher 200111 Division of the State Architect 27.60 Check 201504 7/11/2024 APS System Generated Check/Voucher 200207 Sonora Police Officers Association 954.61 Check 201505 7/11/2024 APS System Generated Check/Voucher 200209 VALIC 25.00 Check 201506 7/11/2024 APS System Generated Check/Voucher 200210 Operating Engineers #3 256.00 Check 201507 7/11/2024 APS System Generated Check/Voucher 200224 Tuolumne County Auditor Controller 484.00 Check 201508 7/11/2024 APS System Generated Check/Voucher 200232 Kevin Anderson 35.00 Check 201509 7/11/2024 APS System Generated Check/Voucher 200277 CA Dept of Food and Agriculture 506.00 Check 201510 7/11/2024 APS System Generated Check/Voucher 200325 Cascade Fire Equipment 807.96 Check 201511 7/11/2024 APS System Generated Check/Voucher 200413 CSG Consultants 22,674.00 Check 201512 7/11/2024 APS System Generated Check/Voucher 200441 Willey Printing Co., Inc. 115.16 Check 201513 7/11/2024 APS System Generated Check/Voucher 200453 L. N. Curtis and Sons, Inc. 18,385.05 Check 201514 7/11/2024 APS System Generated Check/Voucher 200500 Nathan Morales 35.00 Check 201515 7/11/2024 APS System Generated Check/Voucher 200505 Valley Strong Credit Union 1,706.00 Check 201516 7/11/2024 APS System Generated Check/Voucher 200535 Toshiba Financial Services 3,982.90 Check 201517 7/11/2024 APS System Generated Check/Voucher 200598 Top Dog Police K9 Training & Con... 125.00 Check 201518 7/11/2024 APS System Generated Check/Voucher 200677 Russ Bassett Corporation 11,177.24 Check 201519 7/11/2024 APS System Generated Check/Voucher 200680 Epic Productions of Phoenix, LLC 84,000.00 Check 201520 7/11/2024 APS System Generated Check/Voucher 200693 Devine Shine Detailing 1,600.00 Check 201521 7/11/2024 APS System Generated Check/Voucher 200699 Linda Emerson 35.00 Check 201522 7/11/2024 APS System Generated Check/Voucher 200700 Thad Waterbury 35.00 Check 201523 7/11/2024 APS System Generated Check/Voucher 200701 Thomas Miller 35.00 Check 201524 7/11/2024 APS System Generated Check/Voucher 200702 Planetizen, Inc. 1,171.80 Check 201525 7/18/2024 APS System Generated Check/Voucher 200004 White Brenner LLP 27,941.30 Check 201526 7/18/2024 APS System Generated Check/Voucher 200005 Amazon Business 878.23 Check 201527 7/18/2024 APS System Generated Check/Voucher 200011 AT&T Calnet 3 114.20 Check 201528 7/18/2024 APS System Generated Check/Voucher 200020 AT&T Mobility (FirstNet) 1,660.30 Check 201529 7/18/2024 APS System Generated Check/Voucher 200020 AT&T Mobility (FirstNet) 90.10 Check 201530 7/18/2024 APS System Generated Check/Voucher 200024 Comcast Business 154.70 Check 201531 7/18/2024 APS System Generated Check/Voucher 200024 Comcast Business 134.75 Check 201532 7/18/2024 APS System Generated Check/Voucher 200024 Comcast Business 337.51 Check 201533 7/18/2024 APS System Generated Check/Voucher 200026 Department of Justice 922.00 Check 201534 7/18/2024 APS System Generated Check/Voucher 200027 Galls, LLC 359.45 Check 201535 7/18/2024 APS System Generated Check/Voucher 200032 Mountain Oasis Water 82.90 Check Date: 8/14/24 10:27:19 AM Page: 2
30 Item C.

City of Sonora
Check/Voucher Register - Check List - Council
From 7/1/2024 Through 7/31/2024
Check Num... Effective D... Transa... Document Description ID Payee Check Amount Payment ... 201536 7/18/2024 APS System Generated Check/Voucher 200035 Pacific Gas and Electric 678.45 Check 201537 7/18/2024 APS System Generated Check/Voucher 200038 Safeguard Pest Control 405.00 Check 201538 7/18/2024 APS System Generated Check/Voucher 200043 Sonora Lumber Company 46.89 Check 201539 7/18/2024 APS System Generated Check/Voucher 200060 Combined Benefits Administrators 548.60 Check 201540 7/18/2024 APS System Generated Check/Voucher 200063 Kellie's Cleaning Service 490.00 Check 201541 7/18/2024 APS System Generated Check/Voucher 200102 George Reed Inc. 338.33 Check 201542 7/18/2024 APS System Generated Check/Voucher 200108 CISCO Fire Sprinklers, Inc. 1,920.00 Check 201543 7/18/2024 APS System Generated Check/Voucher 200117 Verizon Wireless 38.01 Check 201544 7/18/2024 APS System Generated Check/Voucher 200212 Tuolumne County Tax Collector 1,315.49 Check 201545 7/18/2024 APS System Generated Check/Voucher 200223 Department of Conservation 221.58 Check 201546 7/18/2024 APS System Generated Check/Voucher 200224 Tuolumne County Auditor Controller 5,037.38 Check 201547 7/18/2024 APS System Generated Check/Voucher 200231 Visit Tuolumne County 35,710.18 Check 201547 7/18/2024 APV System Generated Check/Voucher 200231 Visit Tuolumne County (35,710.18) Check 201548 7/18/2024 APS System Generated Check/Voucher 200243 Valley Toxicology Service, Inc. 285.00 Check 201549 7/18/2024 APS System Generated Check/Voucher 200249 Golden Valley Awards 90.66 Check 201550 7/18/2024 APS System Generated Check/Voucher 200262 California Building Standards Com... 78.30 Check 201551 7/18/2024 APS System Generated Check/Voucher 200263 Hunt & Sons, Inc. 2,885.35 Check 201552 7/18/2024 APS System Generated Check/Voucher 200303 Pat Perry 239.25 Check 201553 7/18/2024 APS System Generated Check/Voucher 200325 Cascade Fire Equipment 6,145.64 Check 201554 7/18/2024 APS System Generated Check/Voucher 200402 Viking Shred 144.98 Check 201555 7/18/2024 APS System Generated Check/Voucher 200429 Sierra Veterinary Care 308.27 Check 201556 7/18/2024 APS System Generated Check/Voucher 200441 Willey Printing Co., Inc. 522.70 Check 201557 7/18/2024 APS System Generated Check/Voucher Emp2021 Erik Weber 35.00 Check 201559 7/25/2024 APS System Generated Check/Voucher 200005 Amazon Business 3,527.70 Check 201560 7/25/2024 APS System Generated Check/Voucher 200010 American Tower 1,505.92 Check 201561 7/25/2024 APS System Generated Check/Voucher 200015 Silke Communications 815.63 Check 201562 7/25/2024 APS System Generated Check/Voucher 200024 Comcast Business 170.82 Check 201563 7/25/2024 APS System Generated Check/Voucher 200026 Department of Justice 607.00 Check 201564 7/25/2024 APS System Generated Check/Voucher 200033 ODP Business Solutions, LLC 389.66 Check 201565 7/25/2024 APS System Generated Check/Voucher 200035 Pacific Gas and Electric 6,167.04 Check 201566 7/25/2024 APS System Generated Check/Voucher 200036 O'Reilly Auto Parts 21.74 Check 201567 7/25/2024 APS System Generated Check/Voucher 200043 Sonora Lumber Company 103.09 Check 201568 7/25/2024 APS System Generated Check/Voucher 200047 Tuolumne Utilities District 945.60 Check 201569 7/25/2024 APS System Generated Check/Voucher 200048 The Union Democrat 265.50 Check 201570 7/25/2024 APS System Generated Check/Voucher 200059 Cal.Net Motherlode 54.01 Check 201571 7/25/2024 APS System Generated Check/Voucher 200068 Sierra Motors 3,956.27 Check 201572 7/25/2024 APS System Generated Check/Voucher 200086 NORMAC 343.84 Check 201573 7/25/2024 APS System Generated Check/Voucher 200090 American River Benefit Administra... 39.50 Check 201574 7/25/2024 APS System Generated Check/Voucher 200108 CISCO Fire Sprinklers, Inc. 200.00 Check 201575 7/25/2024 APS System Generated Check/Voucher 200207 Sonora Police Officers Association 973.86 Check Date: 8/14/24 10:27:19 AM Page: 3
31 Item C.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP DATE: August 19, 2024
TO: Honorable Mayor and Members of the City Council
FROM: Turu VanderWiel, Chief of Police
SUBJECT: Resolution 08-19-2024-A to Establish Road Closures for the 2024 Sonora Union High School Homecoming Parade.

RECOMMENDATION:

Consider Approval of Resolution Number 08-19-2024-A, Authorizing the Closure of State Route 49 (Washington Street) and Certain City Streets for the 2024 Sonora Union High School Homecoming Parade.

DISCUSSION / ANALYSIS:

Each year Sonora Union High School conducts a parade through downtown Sonora utilizing State Route 49 (Washington Street) and other City streets in conjunction with their homecoming football game and festivities.

The Sonora Union High School Homecoming Parade will be held on Friday, September 27, 2024, between 2:10 pm and 3:00 pm, and staging will occur on School Street between 1:15 pm and 2:15 pm.

The parade will start on School Street, then turn south (left) onto Snell Street. It will travel south on Snell Street to State Route 49 (Washington Street). The parade will then enter southbound State Route 49 (Washington Street) and will travel to the intersection of S. Washington Street and Stockton Road, where it will turn west (right) onto State Route 49 (Stockton Road) and then north (right) onto S. Green Street (City Street).

The parade will then travel north on S. Green Street to Courthouse Park, where the Sonora High Golden Regiment Marching Band will perform for approximately 15 minutes. Following their performance, the parade participants will be escorted by police personnel back to the high school.

Due to the size and duration of the parade, and the interruption of a State Highway for the parade, a resolution is required from the City Council authorizing the temporary closure of State Route 49 (Washington Street) and specific City streets.

FISCAL IMPACT:

There will be overtime and associated fuel costs, which existing departmental budgets will absorb.

CORE COUNCIL PRIORITIES:
33 Item D.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP Infrastructure and Engineering, Public Safety and Disaster Preparedness, Economic Development/Growth and General Plan
34 Item D.

RESOLUTION 08-19-2024-A
____ _________________________________________________________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SONORA, CALIFORNIA, APPROVING THE TEMPORARY CLOSURE OF STATE ROUTE 49 (WASHINGTON STREET) AND CERTAIN CITY STREETS TO ACCOMMODATE THE SONORA HIGH SCHOOL HOMECOMING PARADE, TO BE HELD ON FRIDAY, SEPTEMBER 27, 2024.

WHEREAS, Sonora High School will be conducting the 2024 Homecoming Parade within the City limits of Sonora.

WHEREAS, traffic control and the closure of certain City streets will be needed to ensure the safety of motorists, pedestrians, and parade participants during the event.

NOW THEREFORE BE IT RESOLVED, by the City Council of the City of Sonora, that all of the above is hereby approved, subject to Sonora Union High School meeting all liability insurance requirements as specified by the City of Sonora, plus meeting all conditions as required by the California Department of Transportation.

BE IT FURTHER RESOLVED that the following streets will be closed on Friday, September 29, 2024, between 2:00 PM and 3:00 PM.

1. Snell Street, from School Street to State Route 49 (Washington Street)

2. State Route 49 (Washington Street) from Snell Street to Stockton Road

3. State Route 49 (Stockton Road) from the intersection of Washington Street to S. Green Street

4. Dodge Street between Green Street and Stewart Street

5. Jackson Street between Green Street and Stewart Street

6. Bradford Street between Green Street and Stewart Street

7. Linoberg Street between Green Street and Washington Street

8. Theall Street between Washington Street and Stewart Street

9. Wyckoff Street between Snell Street and Washington Street

10. Green Street between Yaney Street and Bradford Street School Street, between State Route 49 (Washington Street) and Snell Street, from approximately 1:15 PM to 2:15 PM.

BE IT FURTHER RESOLVED;

1. That no parking shall be allowed on Green Street, between Yaney Street and State Route 49 (Stockton Road), between 1:00 PM and 3:00 PM.

2. Traffic control is of a rolling roadblock type. Parade participants will not be allowed to stop in the roadway once the parade procession begins.

PASSED AND ADOPTED as a Resolution of the City Council of the City of Sonora, California, at a regular meeting of said City Council held on 19 August 2024, by the following votes:
35 Item D.

AYES: ________________________________________________
NOES: ________________________________________________
ABSENT: _________________________________________________ Signed and dated:
_______________________________
Ann Segerstrom
Mayor, City of Sonora
ATTEST: _______________________________
Tracy L. Skelly
City Clerk, City of Sonora
RESOLUTION 08-19-2024-A
36 Item D.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP DATE: August 19, 2024
TO: Honorable Mayor and Members of the City Council
FROM: Tyler Summersett, Community Development Director
SUBJECT: Consider Approval of CSG Consultants, Inc. (CSG) Task Orders No. 1A and No. 1B, as Approved in the Fiscal Year 2024-2025 Budget, for Building/Permitting/Inspection Staff Augmentation in the Amount of $165,000, and Code Enforcement Services in the Amount of $100,000 for Fiscal Year 2024-2025
RECOMMENDATION:

Consider Approval of CSG Consultants, Inc. (CSG) Task Orders No. 1A and No. 1B, as Approved in the Fiscal Year 2024-2025 Budget, for Building/Permitting/Inspection Staff Augmentation in the Amount of $165,000, and Code Enforcement Services in the Amount of $100,000 for Fiscal Year 2024-2025.

BACKGROUND:

The City selected CSG for staff augmentation services in 2021. This 5-year agreement gives City staff flexibility in providing City services where full-time City staff or expertise may not be available. This is a fairly common model in government services, particularly as staff retention and recruitment has become more difficult over the last 4 years.

DISCUSSION / ANALYSIS:

The Community Development Department operates on a tight budget. As a result, staff recognize the importance of having contracted partners invested in delivering services to the City within budget.

FISCAL IMPACT:

Budgets for Building/Planning and Code Enforcement services were previously approved during the budget process in June 2024. Staff is simply bringing the task orders back for transparency.

ATTACHMENTS:

Task Order #1A - Building/Permitting/Inspection Services Task Order#1B - Code Enforcement Services
CORE COUNCIL PRIORITIES:

Fiscal Responsibility and Stability, Infrastructure and Engineering, Public Safety and Disaster Preparedness 37 Item E.

Attn:Crickett Brinkman
930 Fresno Street
Newman, CA 95360
Subject: Task Order No. 1A -Fiscal Year 2024/2025 City Building/Permitting/Inspection Services Understanding:

The CSG team will provide Building/Permitting/Inspection services for the City of Sonora per a five-year contract executed onAugust 21, 2021. Work under this contract is authorized through the approved annual City Budget.

Scope of Work:

The following is a summary of duties that may be requested by the Community Development Director or City representative. Management of thistask order requires regular communication between the CSG Building/Planning/Inspection staff and the City to ensure priority tasks are being delivered within the fiscal constraints of this task order.

The scope outline below is not intended to represent the entire scope of work for thistask order. Code enforcement may include, but are not limited to:

1. Act as the initial point of contact for the Community Development Department, including answering telephones and distributing messages, receiving and interviewing clients/visitors, contacting the public to answer questions, and providing information regarding permitting, planning, Department activities, programs and projects, development standards and approved development proposals; responds and assists in the resolution of inquiries and complaints.

2. Assist in building permit issuance; receives and reviews applications for permits for completeness, routes to and coordinates with appropriate parties, provides permitting information, performs routine plan check and permit issuance, prepares permits and collects fees.
38 Item E.

3. Assist in the development and launch of IWORQ for submitting, tracking, and approving City Permits online.

4. Receive and process a variety of planning applications and documents, and review applications for conformance with regulations, codes, project specifications, and environmental protocols. In coordination with the Community Development Director analyze plans and information and recommend approval or modifications

5. Represent the City within the community andwith outside agencies on City cases.

6. Ensure City compliance with all Federal, State, County, andlocal laws andregulations

7. Monitor and make recommendationsin relation to changes in laws, regulations, and technology that may affect City operations; implement policy and procedure changes asrequired

8. Confer and correspond with the general public, owner-builders, architects, contractors, builders, engineers, and other City staff members in the field and office on permits, plans, building requirements, or inspections.

9. Make field inspections of commercial, industrial, single, and multiple-family buildings during various stages of construction and remodeling to assure compliance with approved plans, applicable codes, and regulations of the City, state, and federal agencies.

10. Conduct plan checks to ensure compliance with applicable building codes and other applicable state and local regulations, route plans to other affected departments, and distribute plan check submittal to builders/contractors/architects/engineers for correction. Issue permits for work to be performed and determine the proper assessment of fees.

Budget FY 2024-2025:
$165,000
Please manage this budget to provide Building/Permitting/Inspection services to the City four (4) days per week for the entire Fiscal Year. The budget is effective as of July 1, 2024, and will end June 30, 2025.

Approved by:
_____________________________ ___________________________________ Melissa Eads, City Administrator Crickett Brinkman, CSG Consultants, Inc. __________________ __________________
Date Date
39 Item E.

City of Sonora
Community Development Department
94 N. Washington Street
Sonora, CA 95370
(209) 532-3508
sonoraca.com
Tyler Summersett, Community Development Director
[email protected]
August 19, 2024
CSG
Attn:Ms. Lee Holt
550 Pilgrim Drive
Foster City, CA 94404
Subject: Task Order No. 1B - Fiscal Year 2024/2025 City Code Enforcement Services Understanding:

The CSG team will provide Code Enforcement Services for the City of Sonora per a fiveyear contract executed onAugust 21, 2021. Work under this contract is authorized through the approved annual City Budget.

Scope of Work:

The following is a summary of duties that may be requested by the City Administrator and / or Community Development department representative. Management of thistask orderrequires regular communication between the CSG Code Enforcement Officer and the City to ensure priority tasks are being delivered within the fiscal constraints of this task order.

The scope outline below is not intended to represent the entire scope of work for thistask order.

Code enforcement may include, but are not limited to:

1. Develop andmanage the City's Code Enforcement program

2. Provide project management of existing and backlogged code cases

3. Assist in the development and launch of IWORQ for Code Enforcement tracking and issue submittal process

4. Participate in initiating all code cases regardless of whether they come via Fire, Police, Building, Planning, or from members of the community.
40 Item E.

5. Represent the City within the community andwith outside agencies on Code cases.

6. Ensure City compliance with all Federal, State, County, andlocal laws andregulations

7. Monitor and make recommendations in relation to changes in laws, regulations, and technology that may affect City operations; implement policy and procedure changes as required

8. Prepare reviews and presentstaff reports outlining code enforcement activities when requested.

9. Attend City Council meetings as necessary

10. Review and comment on planning, fire, police, building, business programs, and land development policies as necessary.

Budget FY 2024-2025:
$100,000
Please manage this budget to provide Code Enforcement Services to the City at least one day per week for the entire Fiscal Year. The budget is effective as of July 1, 2024, and will end June 30, 2025.

Approved by:
_____________________________ ______________________________ Melissa Eads, City Administrator Lee Holt, CSG Consultants, Inc __________________ __________________
Date Date
41 Item E.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP DATE: August 19, 2024
TO: Honorable Mayor and Members of the City Council
FROM: Melissa Eads, City Administrator
SUBJECT: Consider Approval of an Amendment to Dewberry Engineer Inc., Task Order No. 4 for an Additional Amount of $25,000 for Phase 1 Transition of the City Engineering Files from Paper Hard Copies Stored at an Offsite Location to Digital Files Stored at City Hall RECOMMENDATION:

Consider Approval of an Amendment to Dewberry Engineer Inc., Task Order No. 4 for an Additional Amount of $25,000 for Phase 1 Transition of the City Engineering Files from Paper Hard Copies Stored at an Offsite Location to Digital Files Stored at City Hall.

BACKGROUND:

The City of Sonora approved an initial allocation of $50,000 to the effort referenced above. The initial cost estimate from the consultant was $75,000. Staff had anticipated more preliminary work to be done in the preparation of the files to be transitioned. This work is being solely completed by the consultants. To reduce costs, Dewberry has hired interns, and the schedule for the interns is coming to an end this summer. Also, due to the magnitude of the materials, the severe state of decay, and in many cases bug infestations, as well as the excessive redundancy of the files, Engineering staff has spent more time than anticipated filtering critical documents.

FISCAL IMPACT:

No Fiscal Impact on the General Fund. Capacity to cover the cost of these services has been approved in the FY 24-25 Engineering Budget. Funds, however, were specific to contracting with the retired City Engineer for supportive services in the transition of files. These funds will now be shifted to the Dewberry Task Order No. 4 as originally estimated for Phase No. 1.

ATTACHMENTS:

Staff Memo dated June 17, 2024
Task Order No. 4.

CORE COUNCIL PRIORITIES:

Fiscal Responsibility and Stability, Infrastructure and Engineering 42 Item F.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP DATE: June 17, 2024
TO: Honorable Mayor and Members of the City Council
FROM: Melissa Eads, City Administrator
SUBJECT: Consider Approval of Task Order No. 4 in the Amount of $50,000 for Dewberry Engineers, Inc. Phase 1 Transition of the City’s Engineering Files from Paper Hard Copies Stored at an Offsite Location to Digital Files Stored at City Hall.

RECOMMENDATION:

Consider Approval of Task Order No. 4 in the Amount of $50,000 for Dewberry Engineers, Inc. Phase 1 Transition of the City’s Engineering Files from Paper Hard Copies Stored at an Offsite Location to Digital Files Stored at City Hall.

DISCUSSION / ANALYSIS:

The City of Sonora (City) has trusted an engineering consultant, GJF Engineering, with the responsibility of being the City Engineer and keeping the City’s engineering files for the last 45 years. While some are electronic, many engineering files currently exist only as paper hard copies.

In January 2024, Dewberry assumed the role and responsibility of City Engineer. Since that time, they have been collaborating with GJF Engineering when needing access to the City’s files. To complete the transition of city engineering services, Dewberry is proposing to convert the paper files to digital files and organize them in an electronic database. Digitizing and organizing the City’s engineering files will make the City’s files available to all departments for their use and reference.

Dewberry has separated the task order into two phases. The first phase of work includes the collection, transfer, organization, and scanning of the City’s documents. The second phase of work, to take place in subsequent years, includes the creation of a GIS database that aids in efficient file searching, making the documents easily accessible and usable.

FISCAL IMPACT:

The estimated cost of Phase 1 of this task is $50,000 and it is anticipated that both Phase 1 and Phase 2 will be funded through the General Fund.

Increasing the efficiency of research will also have a positive fiscal impact due to savings in time and resources spent looking for applicable information for projects within the City. 43 Item F.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP CORE COUNCIL PRIORITIES:

Fiscal Responsibility and Stability, Infrastructure and Engineering, Public Safety and Disaster Preparedness, Economic Development/Growth and General Plan, Homelessness Issues 44 Item F.
45 Item F.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP {CW140839.3}}
DATE: August 19, 2024
TO: Honorable Mayor and Members of the City Council
FROM: Tyler Summerset, Community Development Director
Josh Varinsky, City Attorney’s Office
SUBJECT: Resolution 08-19-2024-B to Declare a Portion of APN 056-108-015 as Exempt from the Requirements of the California Surplus Land Act.

RECOMMENDATION:

Consider Approval of Resolution Number 08-19-2024-B Declaring a Portion of APN 056-108-015 as “Exempt Surplus Land,” Pursuant to the California Surplus Land Act.

BACKGROUND:

On May 13, 2024, the Sonora Planning Commission approved the Design Review, Site Plan, and Use Permit to allow a 40-foot residential and commercial mixed-use project at 956 Oregon Street (APNs: 056-106-004 and 056-108- 015) (the “Project”). The Planning Commission also recommended a rezone for the Project from General Commercial (GC) to Commercial (C).

Following the Planning Commission approval, the Project approvals were appealed to the City Council. On June 17, 2024, the City Council denied the appeals and upheld the Planning Commission decision.

The Project is located at 956 Oregon Street. As previously explained in the staff report for the appeal hearing, the City owns a small strip of right-of-way which sits in between South Washington Street and the Project site. The right-of-way area is approximately 3,831 square feet (~0.088 acres). The Project applicant has expressed interest in acquiring this parcel from the City, as this area is necessary for the Project to proceed as approved.

Prior to conveying the parcel to the Project applicant, several steps are required of the City:

1. Compliance with Surplus Land Act. The City must comply with the California Surplus Land Act (Gov. Code, § 54220 et seq.) (or the “Act”). The Surplus Land Act provides specific procedures that public agencies must follow prior to disposing of surplus land. As further explained below, this parcel is exempt from such requirements, but the City must formally declare the exemption through findings and send the resolution to the California Department of Housing and Community Development (“California HCD”). 46 Item A.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP {CW140839.3}}

2. Roadway Vacation. The City originally acquired this parcel from the State on February 6, 1995, when the State relinquished specific right-of-way segments to the City. The parcel is currently identified as part of the City streets and right-of-way system. Prior to disposing of the parcel, the City must follow the vacation procedures provided in the Streets & Highways Code.

3. Agreement with Project Applicant. The City Council also must approve an agreement with the Project applicant for conveyance of the parcel. City staff is currently negotiating terms with the Project applicant for conveyance. Reasonable consideration will likely involve certain site improvements, as the right-ofway area does not have a high valuation.

This action will complete compliance with Number 1 above. City staff will prepare agenda items for Numbers 2 and 3 at a future meeting, for review and consideration by the City Council.

DISCUSSION / ANALYSIS:

Under the Surplus Land Act, public agencies must provide notice to certain entities before selling surplus land on the open market. The Surplus Land Act intends to give affordable housing developers and other public agencies the first opportunity to acquire the surplus land of public agencies, for use as affordable housing or open space.

The Act also contains exemptions, however, for certain parcels of surplus land. Here, several exemptions apply, which means the City does not have to comply with the requirements of the Act prior to disposition. The City must formally declare the exemptions before transferring surplus land to a purchaser. The applicable exemptions include the following:

1. Surplus land that is less than one-half acre in area and is not contiguous to land owned by a state or local agency that is used for open-space or low-and moderate-income housing purposes. (Gov. Code, § 54221(f)(1)(B).)
FINDING: The right-of-way area is a small parcel of only ~0.088 acres. The parcel is adjacent to South Washington Street and is surrounded by other private parcels. Surrounding parcels are not owned by other public agencies. The surrounding zoning includes General Commercial (CG) to the north, Limited Manufacturing (ML) to the west, Limited Multifamily Residential (R-2) to the south, and Single-Family Residential (R-1) to the east.

2. Surplus land that is a former street, right of way, or easement, and is conveyed to an owner of an adjacent property. (Gov. Code, § 54221(f)(1)(E).)
47 Item A.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP {CW140839.3}}
FINDING: The parcel was relinquished by the State to the City in 1995 for right-of-way purposes.

The parcel is currently considered part of the City streets and right-of-way system. The parcel is proposed to be conveyed to the Project applicant who will develop the site as part of the Project at 956 Oregon Street.

Upon the City Council’s adoption of the attached resolution, City staff will send the resolution to California HCD to demonstrate compliance with the Surplus Land Act.

At a future meeting, the Council will review and consider the formal vacation of the right-of-way area, and approving conveyance of the parcel to the Project applicant.

FISCAL IMPACT:

No Fiscal Impact to the General Fund.

ATTACHMENTS:

Resolution Number 08-19-2024-B
EXHIBIT A: Description and depiction of surplus land parcel CORE COUNCIL PRIORITIES:

Fiscal Responsibility and Stability, Infrastructure and Engineering, Public Safety and Disaster Preparedness, Economic Development/Growth and General Plan
48 Item A.
{CW140823.4}
RESOLUTION 08-19-2024-B
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SONORA DECLARING A PORTION OF APN 056- 108-015 AS “EXEMPT SURPLUS LAND,” PURSUANT TO THE CALIFORNIA SURPLUS LAND ACT (GOV. CODE, § 54220 ET SEQ.)
WHEREAS, on February 6, 1995, the Sonora City Council accepted certain relinquished state highways as City streets from the California Transportation Commission (Resolution 2-6-95-B), including the real property identified as a portion of APN 056-108-015, as more particularly described and depicted in Exhibit A attached hereto (the “Property”); and
WHEREAS, the Property is owned by the City of Sonora in fee title, and is approximately 3,831 square feet (~0.088 acres); and
WHEREAS, the City has received development applications to develop a multi-family and commercial project on a site adjacent to the Property; and
WHEREAS, the City seeks to transfer a portion of the Property to the applicant of the proposed development, to allow the project to proceed as proposed and advance the goals and policies of the City’s General Plan and Housing Element; and
WHEREAS, pursuant to the California Surplus Land Act (at Gov. Code, § 54220 et seq.), the City is required to declare the Property as “surplus land” or “exempt surplus land” at a regular meeting, prior to taking any action to dispose of the Property; and
WHEREAS, the following exemptions under the Surplus Land Act are applicable to the proposed disposition of the property:

Surplus land that is less than one-half acre in area and is not contiguous to land owned by a state or local agency that is used for open-space or low- and moderate-income housing purposes. (Gov. Code, § 54221(f)(1)(B).)
Surplus land that is a former street, right of way, or easement, and is conveyed to an owner of an adjacent property. (Gov. Code, § 54221(f)(1)(E).)
WHEREAS, the Property is less than one-half acre and is not contiguous to lands owned by state or local agencies for open-space or housing purposes. The Property is surrounded by private parcels. The surrounding zoning designations are provided as follows: General Commercial (CG) to the north, Limited Manufacturing (ML) to the west, Limited Multifamily Residential (R-2) to the south, and Single-Family Residential (R-1) to the east. The Property is also bounded by a City Street (South Washington Street) to the east; and
WHEREAS, the Property is currently excess right-of-way and is not needed for roadway purposes. The Property is planned to be conveyed to the owner of the adjacent property at 956 Oregon Street (APN 056- 106-004), for future development of a multi-family and commercial project; and WHEREAS, written findings supporting an exempt surplus land declaration must be provided to the California Department of Housing and Community Development (“HCD”) for review at least thirty (30) days prior to the City’s disposition of the land (according to HCD Surplus Land Act Guidelines, Section 400(e)); and
49 Item A.
{CW140823.4}
WHEREAS, this Resolution does not constitute a “project” under the California Environmental Quality Act and no environmental assessment is required; and
WHEREAS, the purpose of this Resolution is to comply with the requirements of the Surplus Land Act and to declare the Property as “exempt surplus land,” prior to disposal of the Property.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SONORA AS FOLLOWS:

1. The City Council hereby finds that the above recitals are true and correct and are made part of this Resolution.

2. Based on the findings recited herein, the City Council hereby declares that (i) the Property described in Exhibit A attached hereto is surplus land not necessary for the City’s use, (ii) the Property is exempt from the Surplus Land Act pursuant to Government Code § 54221(f)(1)(B), as a parcel of land less than one-half acre and that is not contiguous to lands owned or used by state or local agenciesfor open-space or housing purposes, and (iii) the Property is further exempt from the Surplus Land Act pursuant to Government Code § 54221(f)(1)(E), as a parcel of land that is a former right-of-way and is planned to be conveyed to the owner of the adjacent parcel.

3. The City Manager, or his or her designee, is hereby authorized to take all actions necessary and incidental to demonstrate compliance with the Surplus Land Act, including sending a copy of this Resolution to the California Department of Housing and Community Development.

PASSED AND ADOPTED as a resolution by the Sonora City Council on this _____ day of ________ 2024, by the following votes:

AYES: ______________________________
NOES: _________________________________________________________________________ ABSENT:

ABSTAIN: _____________________________________________________________________ Signed and dated: _________________, 2024
SIGNED:

Ann Segerstrom, Mayor, City of Sonora
ATTEST:

Tracy Skelly, City Clerk, City of Sonora
RESOLUTION NO. 08-19-2024-B
50 Item A.
{CW140823.4}

EXHIBIT A
Description of Property
51 Item A.

EXHIBIT A
52 Item A.
53 Item A.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP DATE: August 19, 2024
TO: Honorable Mayor and Members of the City Council
FROM: Tyler Summersett, Community Development Director
SUBJECT: Consider Acceptance of Blue Zones Project Branded Bike Racks for Transit Stops Located Along Stockton Road with One Additional Rack to be Placed at a Location to be Determined RECOMMENDATION:

Accept Blue Zones Project Branded Bike Racks for Both Bus Stops Located Along Stockton Road and One Additional Rack at the Location of City Choice.

BACKGROUND:

The impetus behind Blue Zones Project partnership with the City on this project hinges on the belief that, the built environment is made up of the places and spaces where we live, play, and work. This includes neighborhoods, homes, streets, sidewalks, parks, trails, and places for recreation. Research shows that the built environment can positively, or negatively, impact individual and community health and well-being. By making active options easier to access, people are more likely to engage in healthy activities such as walking, biking, playing, connecting, and engaging, leading to improved physical and mental health outcomes.

DISCUSSION / ANALYSIS:

A component of the Blue Zones Project work focuses on the built environment and the impact that community design has on the choices we make day to day. The City recently partnered with Caltrans and the Tuolumne County Transit Agency to build public transit improvements on northbound and southbound Stockton road (State Route 49). The improvements include aesthetically pleasing bus shelters, ADA access, street trees and enough room to accommodate the largest transit vehicles/coaches that are currently being used.

One element that is missing from a traditional bus stop improvement along Stockton Road is bike racks. All Tuolumne County Transit vehicles have bike racks, and a percentage of transit users take advantage of this feature.

In an effort to encourage multi-modal (bicycle + transit) transportation, the Blue Zones Project has offered to procure and install bicycle racks at both Stockton Road transit stop locations. 54 Item B.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP Additionally, the Blue Zones Project is willing to install one additional bike rack at the location of City choice.

No Caltrans approval is necessary at the identified site(s) as they are within the City right of way. It is anticipated that the bike racks will be maintained as part of the memorandum of agreement with the Tuolumne County Transit Agency.

FISCAL IMPACT:

The project has no fiscal impact. The Blue Zones Project is offering to procure and install (pay the cost of City public works staff time) the bicycle racks at their expense.

ATTACHMENTS:

Bicycle Rack Graphic
CORE COUNCIL PRIORITIES:

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP DATE: August 19, 2024
TO: Honorable Mayor and Members of the City Council
FROM: Melissa Eads, City Administrator
SUBJECT: Consider Approval of a Letter of Support for the Mathiesen Memorial Health Clinic Application to the Bureau of Primary Health Care Federal 330 New Access Point Grant RECOMMENDATION:

Consider Approval of a Letter of Support for the Mathiesen Memorial Health Clinic Application to the Bureau of Primary Health Care Federal 330 New Access Point Grant.

BACKGROUND:

The City’s partner, Mathiesen Memorial Health Clinic, has requested a letter of support for their application for the grant referenced above. The grant will provide for $650,000 in annual operations revenue for one (1) year.

Should the Clinic prove good stewards of the funds, the program can consider additional two (2) and three (3) years term allocations.

For more information on the program, the community support, and the justified needs, please see the letter of request submitted for your review.

At this time no other Community Partners have request a letter of support.

FISCAL IMPACT:

No Fiscal Impact to the General Fund.

ATTACHMENTS:

Request for Letter of Support from Chief Executive Officer, John Vass Draft Letter of Support
CORE COUNCIL PRIORITIES:

Fiscal Responsibility and Stability, Economic Development/Growth and General Plan 59 Item C.
60 Item C.
61 Item C.

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP August 19, 2024
John Vass, Chief Executive Officer
Mathiesen Memorial Health Clinic
18144 Seco St.

Jamestown, CA 95327
RE: Letter of Support for Mathiesen Memorial Health Clinic’s 330 New Access Point Grant Funding Dear John Vass,
We, the Sonora City Council, are enthusiastic to support Mathiesen Memorial Health Clinic’s New Access Point Grant application to the U.S. Department of Health and Human Services, Bureau of Primary Health Care.

The Chicken Ranch Rancheria Me-Wuk Tribe has been committed to ensure healthcare delivery to all of our community by providing access to high quality primary care, preventative health, mental health, and substance use disorder services through its Mathiesen Memorial Health Clinic (MMHC). The clinic was established in response to an ever-growing demand for comprehensive, culturally, and economically accessible healthcare services, particularly among the Tribal and low-income populations in Jamestown and its surrounding area.

MMHC has been instrumental in addressing the pressing healthcare needs of our rural and underserved populations. Recently MMHC added dental care, opening an office here in Sonora, a central point in Tuolumne County. This will narrow the gap in access to oral health care across the life course.

MMHC has an economic impact on our community as well. MMHC has created jobs where roughly 93% of those employed live in our County. They have grown extra essentially over the last serval years to currently employing 91 people (81 FTEs).

The Sonora City Council recognizes MMHC as a strong, vital, and resilient healthcare entity in our community, in Jamestown, and the surrounding communities they serve. We understand that the purpose of the New Access Point funds is to support healthcare delivery sites’ operations to expand affordable, accessible, and high-quality essential primary care for Tribal and underserved communities and populations. Thus, we urge the Bureau of Primary Health Care to strongly consider MMHC’s application to further its mission of delivering ongoing essential healthcare services to the medically underserved.

Respectfully,
Mayor Ann Segerstrom
City of Sonora
62 Item C.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP DATE: August 19, 2024
TO: Honorable Mayor and Members of the City Council
FROM: Chris Gorsky, Administrative Services Director
SUBJECT: Administrative Services Department Report for June 2024 RECOMMENDATION:

Receive the Administrative Services Department Report for June 2024 (FY23/24) DISCUSSION / ANALYSIS:
63 Item A.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP CORE COUNCIL PRIORITIES:

Fiscal Responsibility and Stability, Economic Development/Growth and General Plan, Staffing - Salary, Benefits, Training, and Retention
64 Item A.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP DATE: August 19, 2024
TO: Honorable Mayor and Members of the City Council
FROM: Tyler Summersett, Community Development Director
SUBJECT: Community Development Department Update, July-August 2024 The following activities were undertaken by the Community Development Department:

DAILY ACTIVITIES
 Answer Phones
 Staff Office hours
 Issue Permits
 Conduct Inspections

SPECIAL EVENT PERMITS
Special Event Permits for the following Community Events:

1. N/A

FARMERS MARKET
 Every Saturday through October 12, 2024.

LINOBERG STREET
 Working with Blue Zones Project to develop phase 1 of improvement, which will focus on Stewart Street demonstration project to remove Business trash bins from sidewalk, increase safety of crossing Stewart Street, community art and requesting closure of Stewart Street during Saturday Farmers Market.

Conceptual design received from BZP team. Staff working to bring this item to City Council for consideration in September

CODE ENFORCEMENT
 See attached report from Irma Gowin, Senior Code Enforcement Officer  Code enforcement has been actively working with Sonora Police department to begin addressing abandoned vehicles along City streets. Roughly 6-8 vehicles have been tagged already, with others identified as potentially being abandoned.
65 Item B.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) MANAGEMENT
 Begin work to close out CDBG project (acquisition of fire engines and supporting apparatus)

CALOES PROJECT
 Staff reviewed preliminary designs and provided comments. Staff preparing to a request for a time extension for this project until September 2025. This will allow time to get through the winter months when building activity is minimized. It will also allow a buffer for delivery of structure as the steel building industry has been experiencing months-long delays in delivery in some cases.

PER CAPITA (STATE PARKS) GRANT
 Pickleball/Basketball court—staff reviewed preliminary design documents and provided comment. Bid documents to follow approved designs. Fall project bid is anticipated with construction potentially being delayed until Spring 2025.

STOCKTON-WASHINGTON CORRIDOR PROJECT
 Staff is submitting final paperwork for the project and pursuing reimbursements for project expenditures.

ORDINANCE UPDATE(S)
 Updated Transient Use Permit Application is available on the City website. Staff have fielded calls from the community with interest in submitting the required paperwork. Our first application has been received and it is currently being processed.
 First draft of new Encroachment Ordinance reviewed internally by staff and stakeholders. The draft ordinance will go to the Planning Commission, public outreach will be held and ultimately it will come to City Council for consideration. The encroachment ordinance will govern activities in the City right of way, such as outdoor dining, live music, outdoor landscaping, decorations, speakers, trash bins, etc.

PLANNING COMMISSION
 August 12 meeting cancelled. Next Planning Commission meeting is September 9th at 5:30pm.

USE PERMIT
Use Permit Review: 280 Mono Way—Use Permit approved to utilize existing vacant, dilapidated building for Mixed Martial Arts training facility. Staff are working with applicant to monitor delivery of conditions of approval which must be satisfied prior to opening of facility. 66 Item B.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP

HOUSING ELEMENT
 Final Draft comments received from Housing and Community Development (HCD). Staff and consultants working to address comments and re-submit for approval. Likely on Council agenda for September 2024.

LOCAL HAZARD MITIGATION PLAN
 Approved at August 5, 2024 City Council meeting

CALAVERAS STREET PARKING
 Legal counsel provided an amended lease agreement to incorporate two additional locations for parking on Calaveras Street. Staff working with property owner to bring a plan for construction of the new parking areas to Council for consideration of approval in September. 67 Item B.

CODE ENFORCEMENT DIVISION
August 2024
Sign Enforcement:

In May of 2024, Senior Code Enforcement Officer Irmas Gowin and Public Works Supervisor Mike Lagomarsino began working on sign enforcement. They proactively abated signs on public right-of-ways and made field contact with the public. They used a soft approach and provided handouts and educational efforts. Volunteer assistance from CSG Consultants was also provided in July with a second Code Enforcement Officer.
 Total signs: 35
o Abated: 23
o Unfounded: 1
o Exempt: 2
o Pending: 9
Example of Signs City abated on public right of ways and City property:
iWorQ Code Enforcement Management App:

Senior Code Enforcement Officer Irma Gowin has been working diligently on the iWorQ Code Enforcement portal which will facilitate the following:
 Manage inspections, court dates, re-inspections, photos and all other activities  Create violation letters, issue citations, and utilize custom checklists  Associate parcel IDs with code enforcement cases
 Develop insight reports for management
 Enhance communication with internal departments on property history 68 Item B.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP DATE: August 19, 2024
TO: Honorable Mayor and Members of the City Council
FROM: Aimee New, Fire Chief
SUBJECT: Fire Department Monthly Report for July 2024
RECOMMENDATION:

Receive the Fire Department Monthly Report for July 2024 DISCUSSION / ANALYSIS:

Receive the Fire Department Monthly Report for July 2024 FISCAL IMPACT:

No Fiscal Impact to the General Fund
CORE COUNCIL PRIORITIES:

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP Public Safety

1. City of Sonora Fire Department responded to 161 calls for service in July 2024.

2. Sonora City Units responded to emergency calls as follows:
100 - Fire, other 2
113 - Cooking fire, confined to container 1
131 - Passenger vehicle fire 3
142 - Brush or brush-and-grass mixture fire 2
143 - Grass fire 2
321 - EMS call, excluding vehicle accident with injury 100 322 - Motor vehicle accident with injuries 1
324 - Motor vehicle accident with no injuries. 3
445 – Arcing, shorted electrical equipment 1
531 Smoke or odor removal 1
550 - Public service assistance, other 1
553 - Public service 2
554 - Assist invalid 9
611 - Dispatched & cancelled en route 18
622 - No incident found on arrival at dispatch address 1 730 - System malfunction, other 6
731 - Sprinkler activation due to malfunction 1
735 - Alarm system sounded due to malfunction 1
743 - Smoke detector activation, no fire – unintentional 1 745 - Alarm system activation, no fire – unintentional 4 746 - Carbon monoxide detector activation, no CO 1
Total 161

3. Monthly dollar loss in the City, resulting from fire: 0

4. The average response time during the month: 4:18

5. Automatic or mutual aid given: 54
70 Item C.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP DATE: August 19, 2024
TO: Honorable Mayor and Members of the City Council
FROM: Turu VanderWiel, Chief of Police
SUBJECT: Sonora Police Department Monthly Report
RECOMMENDATION:

Receive the City of Sonora Police Department Monthly Report for July 2024.

BACKGROUND:

Each month, the Sonora Police Department reports on general police activity for the previous month. This list is not all-inclusive and is guided by City Council interest. The reporting format allows for a comparison of activity with the prior month and with the same period during the previous year.

The City is divided into two areas of responsibility, each monitored by our two Police Sergeants. The Sergeants monitor their assigned areas and proactively apply problem-solving community policing principles to address crime trends and other quality-of-life concerns related to public safety.

Most categories in our report reflect criminal case investigation reporting, providing a comprehensive view of our law enforcement efforts. However, it's important to note that these categories primarily indicate the number of criminal cases investigated, rather than the actual number of incidents occurring in the City. Select categories, such as Larceny and Homeless Activity, have dual reporting numbers which reflect both the number of reported occurrences and the number of criminal case investigations. Similarly, the Total Phone Calls / 911 Calls category reflects the number of 911 calls included in the total number of incoming calls to the Sonora Police Department in a given month, offering a more nuanced understanding of our emergency response.

DISCUSSION / ANALYSIS:

The chart below summarizes activities for July 2024.

Activity July 2024 June 2024 July 2023
Total Incidents 1,099 1,109 1,293
Calls for Service 800 795 882
Officer Initiated 299 314 411
71 Item D.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP Total Arrests 34 42 40
Felony Arrests 7 17 8
Misd. Arrests 27 25 32
Total Reports 108 116 116
Parking Citations 12 17 18
Moving Citations 25 16 8
Domestic Violence 6 6 4
Larceny Inc./Inv. 22 21 14
Total Collisions/Inv. 24/8 24/6 37
Homeless Activity 139/18 102/23 107/24
Animal Calls 24 53 35
Public Intox and UID 8 7 7
DUI Arrests 5 1 2
Total Phone Calls /
911 Calls
2,365/416 2,169/370 2,292 / 362
Average Per Day 76 72 74
Vehicle Releases 3 3 3
FISCAL IMPACT:

No Fiscal Impact to the General Fund.
72 Item D.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP ATTACHMENTS (3):

Crimes by Area Report
Area 1 Supervisor Report
Area 2 Supervisor Report.

CORE COUNCIL PRIORITIES:

Public Safety and Disaster Preparedness, Homelessness Issues, Training, and Retention 73 Item D.

July 2024 - Crimes by Area
AREA 1 REPORTS:

Violent Crimes:
3 – Felony Domestic Violence (one with assault with a deadly weapon -other than a firearm-, battery with serious bodily injury, and false imprisonment; one with strangulation and false imprisonment) 1 – Felony Sodomy
1 – Misdemeanor Domestic Battery
Burglaries / Other Larceny:
1 – Misdemeanor Business Burglary (Shoplifting)
1 – Misdemeanor Petty Theft from a Business Location
AREA 2 REPORTS:

Violent Crimes:
1 – Felony Criminal Threats
1 – Felony Domestic Violence
1 – Felony Assault with a Deadly Weapon -other than a firearm1 – Misdemeanor Domestic Violence 2 – Misdemeanor Violation of a Domestic Violence Order (one with stalking) Burglaries / Other Larceny:
1 – Misdemeanor Business Burglary (Shoplifting)
1 – Misdemeanor Petty Theft from Vehicle
74 Item D.

Area 1 Supervisor Report July 2024
Neighborhood Watch:

ELKS HILL:
 No updated activity
SONORA KNOWLES:
 No updated activity.

Case(s) for discussion:
24-729-On 07/03/2024, at approximately 6:50 am, Sonora PD officers were dispatched to an assault with a deadly weapon call. The victim was struck in the face with a cane and bleeding from the mouth. The suspect, a local transient male, was apprehended and booked into the county jail. The Tuolumne County Probation Department was also notified of the incident. 24-703-On 07/20/2024 at approximately 8:40 pm, Sonora PD Officers responded to the area of 154 S Washington St for the report of a battery. Officers arrived on scene and contacted both parties. An investigation was conducted, and a female suspect was arrested for domestic battery.

Recruitments:
 One police recruit applicant has been moved into the background process.  We are currently recruiting for one lateral police officer.

Training:
 One officer is scheduled for STOP training in September.

Range:
 Range qualification is scheduled for September 4th.

Fleet:
 The new Dodge Durango pursuit vehicles have entered service and have been assigned to patrol officers.

Property and Evidence:
 No updated activity
Respectfully submitted,
Sergeant Eric Nygard
75 Item D.

Area 2 Monthly Report
July 2024
Neighborhood Watch:

MYERS HILL:
 No updated activity.

NORTH STEWART:
 No updated activity.

HIGHLAND VIEW:
 No updated activity
Case(s) for discussion:
24-635- Officers were dispatched to a report of a domestic disturbance in the parking lot of Applebee’s.

Before their arrival, Officers learned one party had left in their vehicle. Officers were able to locate the vehicle and conduct a traffic stop. During their investigation, Officers noticed the driver had a strong odor of alcohol emitting from his person. A DUI investigation was conducted, and it was determined the driver was over the legal limit of .08% B.A.C. The driver was arrested and booked into the Tuolumne County Jail for driving under the influence. The investigation subsequently concluded that there was no evidence of domestic battery.
24-656- Officers conducted a traffic stop on a vehicle for a moving violation. Upon contacting the driver, Officers could smell the odor of alcohol emitting from the person. The Officers attempted to conduct a DUI investigation and put the driver through a series of Standardized Field Sobriety Tests. The driver was non-compliant and refused all tests. The driver also refused to provide a breath or blood sample. A warrant was authored for a blood sample from the driver, which was granted by a Judge. The driver was transported to AHS for a blood draw and later booked into the Tuolumne County Jail for driving under the influence and delaying or obstructing a Peace Officer.

Canine:
 The Sonora PD Canine Handler has continued to utilize his canine partner for narcotics and has had positive results. The canine team is actively training twice a month. A request for a full body bite suit and new sleeve was submitted to Friends of Sonora nonprofit organization. The request has been approved and our handler is in the process of completing the order.

Reserves/Volunteers:
 Sonora PD is currently working on two backgrounds for our Volunteer Program. They will be completed soon so we can hopefully add two more Volunteers to our program. We have also received two more applications for our Volunteer Unit.
 We held a meeting with our Volunteers and continued on our traffic stop training from last month. We did traffic stop scenarios which also covered radio traffic, vehicle placement and the role of the contact and cover officer.

Explorers:
76 Item D.
 We are actively trying to recruit new Explorers for our program. We have a lot of interest but have not received any new applications.
 We held a meeting with our Explorers and continued on our traffic stop training from June. We did traffic stop scenarios which also covered radio traffic, vehicle placement and the role of the contact and cover officer.

Respectfully Submitted,
Sgt. Dominic Bertalotto
77 Item D.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP DATE: August 19, 2024
TO: Honorable Mayor and Members of the City Council
FROM: Mike Lagomarsino, Public Works Supervisor
SUBJECT: Public Works Department Report for July 2024
RECOMMENDATION:

Receive the Public Works Department Monthly Report for July 2024 DISCUSSION / ANALYSIS:

For July 2024, the City of Sonora Public Works Department performed the following activities:

Streets
 Loaded and hauled two pay piles from City streets.
 Continued with the annual painting of NO PARKING and LOADING ZONE curbs throughout the City.  Started annual painting of street markings throughout the City.  Started pressure washing of trash cans on downtown sidewalks.  Performed street sweeper clearance pruning on several City streets.  Spent several days potholing City streets.
 Returned numerous shopping carts to businesses abandoned on City streets.  Continued with weed abatement program on City streets.  Replaced several burnt-out streetlight bulbs.
 Removed two large marble stones from Linoberg Street.

Facilities
 Repaired the electrical box for the Farmers Market vendors on Theall Street.  Installed temporary conduit for cat 6 cables for dispatch at the Police Department.  Removed several old desks in the reporting room at the Police Department.  Performed demolition of the dispatch room for remodeling at the Police Department.  Removed graffiti in the restrooms at the Farmers Market on several different occasions. 78 Item E.

CITY COUNCIL AGENDA REPORT

C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541

SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP Parks/Landscapes/Parking Lots
 Monthly inspection of playground equipment at Rotary Park.  Blew off City lots weekly.
 Continued with weed spraying in City parks and landscapes.  Completed striping of all City owned parking lots.
 Repaired several irrigation systems in City landscapes.  Installed a fire lane curb in the Bank of America parking lot approved by the Parking and Traffic Commission
 Removed a large, downed tree in the Ed Center parking lot.  Performed major pruning in several City landscapes.
 Removed a damaged BBQ in Rotary Park.

Cemeteries
 Continued with annual weed spraying at Mt Shadow Cemetery.  Spent several days weed eating around headstones in Mt Shadow Cemetery.  Made several adjustments and repairs to irrigation at Mt Shadow Cemetery.  Daily- checked messages at Mt Shadow Cemetery and returned calls as needed.  Daily- cleaned irrigation filters during irrigation season.  Marked out plots as requested by the Funeral Home as needed.  Set headstones as requested by the Funeral Home.
 Mowed and edged lawns weekly during spring and summer months.

Miscellaneous
 Daily- unlocked and serviced all public restrooms.
 Watched several training videos at the end of the day during a heat wave.  Put up weekly event banners downtown.
 Garbage collection twice a week in all City parking lots, landscapes, and parks.  Monthly fleet vehicle inspections.
 Twice weekly- run street sweeper early morning on a rotating street schedule throughout the City.

FISCAL IMPACT:

No Fiscal Impact to the General Fund.

CORE COUNCIL PRIORITIES:

Fiscal Responsibility and Stability, Infrastructure and Engineering, Public Safety and Disaster Preparedness, Economic Development/Growth and General Plan, Homelessness Issues 79 Item E.
1 WHAT COPS WANT IN 2024
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80 Item A.

WHAT COPS WANT IN 2024 2
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81 Item A.
3 WHAT COPS WANT IN 2024

FROM THE EDITOR
The relentless stress and demands of policing can lead to burnout, decreased job satisfaction and exacerbated mental health issues among officers. This high-stress climate also jeopardizes their physical health, often causing chronic fatigue and other stress-related ailments. Additionally, the weight of public scrutiny and political pressures introduces further challenges, potentially deepening feelings of disillusionment and frustration within the ranks.

What are the implications of these pressures on the wellbeing of patrol officers? That’s the central question Police1 aimed to address with our fourth annual State of the Industry survey, intended to offer law enforcement leaders and communities strategies to enhance the physical and mental wellbeing of our nation’s law enforcement officers.

The insights from the 2,833 officers who responded to our survey highlight an urgent need for improved support systems tailored to their wellbeing. As officers navigate the complexities of their demanding roles, the feedback they provided illustrates that maintaining their health is crucial, both as a personal endeavor and a professional duty.

Find additional survey analysis at https://www.police1.com/what-cops-want.

Stay safe,
Nancy Perry
Director of Content, LE & Corrections

DIRECTOR OF CONTENT,

LE & CORRECTIONS
Nancy Perry
[email protected]

SENIOR EDITOR
Sarah Calams
[email protected]

EDITORIAL DIRECTOR
Greg Friese
[email protected]

VP, HEAD OF CONTENT
Mary Margaret Powell
[email protected]

ART DIRECTOR
Ariel Shumar
[email protected]
EXHAUSTED AND OVERWORKED: ‘WHAT COPS WANT’ SURVEY

HIGHLIGHTS OFFICER WELLBEING CONCERNS
By Tim Dees
BLUEPRINT FOR OFFICER FITNESS: PATHWAYS

TO PEAK PERFORMANCE
By Mandy Nice, Joe Dulla, Dr. Brent Alvar, Dr. Jay Dawes and Mike Harper 6 STRATEGIES FOR ENHANCING OFFICER PERFORMANCE

THROUGH WELLNESS
By Lieutenant Jarrett Morris
ROUNDTABLE: USING THE ‘WHAT COPS WANT’ SURVEY DATA TO

ANALYZE THE STATE OF OFFICER WELLBEING
By Police1 Staff

THE POWER OF AUTOMATED DIGITAL EVIDENCE MANAGEMENT

SYSTEMS TO TRANSFORM INVESTIGATIONS AND FIGHT CRIME
By Laura Neitzel, Police1 BrandFocus Staff
4 14
23 32
44 CONTENTS
Sponsored by
3 WHAT COPS WANT IN 2024
82 Item A.

WHAT COPS WANT IN 2024 4
For the fourth consecutive year, Police1
conducted its annual State of the Industry survey
— What Cops Want — an inquiry into the state of
policing and the people who do it.

While previous surveys have focused on
operational issues like leadership and recruitment
and retention, this year’s survey focused on
officer physical and mental wellbeing.

The survey encompassed 98 questions that
were a combination of multiple-choice and
narrative/free-text responses. A total of 2,833 law
enforcement officers participated.

The responses were tallied and expressed as
percentages of the total to two decimal places
(e.g. 52.33%). Percentages in this report will
be in whole numbers for brevity and simplicity.

Because of rounding, the lack of inclusion of all
responses, and that some questions permitted
more than one response, the totals may not add
up to 100%.

Motivation and job satisfaction
If there was a theme that was constant
throughout the responses, it was fatigue.

American cops are tired. They’re sleepy, they
work too many hours, and they don’t have time
to eat right or exercise. They’re emotionally raw
from repeated, cumulative trauma, and they aren’t
‘WHAT COPS WANT’ SURVEY HIGHLIGHTS

OFFICER WELLBEING CONCERNS
Results underscore an urgent
need for enhanced wellness
measures and support in
law enforcement

WRITTEN BY
Tim Dees
EXHAUSTED AND OVERWORKED:
83 Item A.
5 WHAT COPS WANT IN 2024
It is important to understand who
responded to the survey to provide
context for their answers and
comments. Of the 2,833 responders,
98% identified as sworn officers, most
(63%) with between 11 and 30 years
tenure. Forty-one percent worked in
suburban environments, 33% urban
and 25% rural. A total of 61% worked
for city police departments, 22%
for sheriff’s departments, and the
remainder for college, state, tribal,
transit, or federal agencies.

Regarding assignments, 34% worked
in patrol, while most of the rest were
investigators (13%), administrators
(12%), or supervisors (17%). The
remainder said they worked in
custody, leadership, recruitment,
school resource, support, or training.

A total of 30% worked in medium-size
agencies of 100-499 people; 16% of
the represented agencies had 50-99
employees, 16% had 25-49 employees,
and 11% had more than 1000 workers.

Six percent worked for agencies with
fewer than 10 officers.

The respondents were slightly more
academically accomplished than U.S.
officers as a whole, with 43% reporting
having a bachelor’s degree (nationally
it’s 30%), 23% had associate degrees,
13% had graduate degrees and 21
of the respondents (0.7%) reported
holding a doctorate.

Municipal police
department
Sheri’s
department
State police
Campus-based
police department
Federal agency
61%
22%
8%
6%
2%
Respondents by agency type
Less than
10 people
10-24 people
25-49 people
50-99 people
100-499 people
6%
13%
16%
16%
30%
9%
11%
More than
1,000 people
500-1,000 people
Respondents by agency size
SURVEY

DEMOGRAPHICS
Rural
Urban
33%
41%
26%
Suburban
Respondents by response area
84 Item A.

WHAT COPS WANT IN 2024 6
allowed the downtime they need to recover. They
don’t have sufficient access to mental health,
physical exercise, or nutritional resources to
offset the demands of the job.

Most of the respondents had altruistic reasons
for becoming cops. They wanted to help people
(70%), serve the community (64%) and fight crime
(49%). In their working lives, they find these
their most satisfying drivers. On the downside,
poor agency leadership (54%) was a leading
cause of dissatisfaction, along with the public
presumption that the police are always wrong
(60%), unfavorable media spotlight (39%), political
attention (37%), and an unappreciative community
(18%). Nearly a quarter said their salary and
benefits were inadequate for their needs.

Despite all that, they rated their career
satisfaction as fairly high. Sixty-one percent rated
their satisfaction as 7 or above (on a scale of
10), and only 16% gave their career satisfaction a
score of 4 or below. Fifty-three percent have no
plans to leave their current employer and 72%
said they were satisfied with the work they did,
but 26% said they couldn’t make as much
money elsewhere.

When asked why they rated their satisfaction
as they did, comments were mostly negative.

Internal politics was a frequent concern, as were
To help people
Serve my
community
Variability of the job
(no day is the same)
Fight crime
Challenges of
the job
70%
64%
51%
49%
35%
32%
Salary and benefits 30%
Job security
Family tradition
Lack of other job
opportunities
Friend was a
police ocer
15%
12%
4%
Why did you choose law enforcement
as a career?
Presumption that
police are wrong
Poor agency
leadership
Negative comments
from citizens
Attention from
politicians
Being in the
media spotlight
60%
54%
38%
37%
29%
24%
18% Serving a community that
doesn’t appreciate police
Salary and benefits
Testifying in
criminal cases
Writing reports
Unclear policies
5%
18%
8%
Which three of the following are the
LEAST satisfying about working in
law enforcement?
Where would you rank your job
satisfaction at this point in your
career? (10 = highly satisfied)
10 5%
9%
24%
23%
12% 11%
5% 6%
3% 2%
9 8 7 6 5 4 3 2 1
85 Item A.
7 WHAT COPS WANT IN 2024
too many, or conflicting policies, concerns over
hazards to their mental health, and that their
leadership was ignorant of what the street cops
were doing and needed. A staggering 82%
reported their agency as understaffed with little
hope for improvement.

Almost half (45%) said they discouraged aspiring
cops from pinning on the badge. Asked for
specifics, they said they tried to explain the
realities and politics of the job, or told the hopeful
to go for a federal law enforcement job or
become a firefighter.

The respondents were asked to say how hopeful
they were for the future of law enforcement.

The response was close to a bell curve, skewed
slightly toward the negative. Twenty-three
percent rated the future as a 5 (on a scale of 10),
with 45% below and 31% above that benchmark.

Exercise and physical wellness
Nearly half of respondents said they “always”
or “often” got the CDC-recommended 150
minutes of moderate-intensity physical activity
in a week, while 8% said they never get this
much exercise. Most engage in cardiovascular
activity such as running or biking (62%) or
strength training (59%). Most know they aren’t
getting enough exercise to meet the demands
of the job. Only 47% said they agreed or strongly
agreed that their fitness level was adequate for
the situations they might encounter.

Rarely (1 week/month)
Sometimes (2 weeks/month)
Often (3 weeks/month)
19%
20%
20%
Less than 1 week/month
Always (4 weeks/month)
8%
23%
On average, how often do you get
150 minutes of moderate-intensity
physical activity in a week (as
recommended by the CDC)?
What types of physical training do you
most frequently engage in?
9%
18%
26%
59%
15%
62%
Cardiovascular exercises
(e.g., running, cycling)
High-intensity cardio
Strength training
(e.g., weightlifting)
Flexibility exercises
(e.g., yoga, stretching)
Tactical training
(e.g., defensive tactics, use of equipment)
Martial arts
(e.g., Jiu-Jitsu, karate)
86 Item A.

WHAT COPS WANT IN 2024 8
Aspects of the job that adversely impacted
officers’ physical health included on-duty
injuries and chronic pain (49%), being seated
for long periods (66%), dehydration (18%), their
environment (46%), long work hours (59%) and
work-life balance challenges (61%). They wished
for an end to forced overtime, non-ergonomic
load-bearing gear, high stress, no access to a
gym and poor sleep hygiene. Just over half (54%)
said their department did not prioritize physical
fitness in their in-service training. Asked to list the biggest barrier to improving their physical health,
76% cited “lack of time.” Ten percent feared
getting injured or aggravating an existing injury
and being written off by their employer’s worker’s
compensation insurance.

This “lack of time” issue was pervasive, especially
for officers assigned to patrol. Specialized units
often get time to work out on duty, but the
demand on patrol divisions precludes this. Patrol
officers who try to take time to exercise (when
that is permitted at all), eat a proper meal, or
decompress after a stressful encounter may be
accused of malingering, forcing others to handle
details they would otherwise be working. Patrol
officers find themselves “chasing the radio,”
running call to call, and being assigned menial
tasks like inter-office paperwork delivery that
could be handled by other units or farmed out to
a non-enforcement agency entirely.

Diet and nutrition
As basic as food to our physical well-being, we
often don’t pay sufficient attention to what we’re
eating. This is even more true for cops who are
running from the time they go on duty until it’s
well past time to go home, and there isn’t much
time free during what is supposed to be their off
time. Asked about their overall nutritional habits,
48% of those surveyed rated them as “average,”
although some further analysis showed there was
considerable variation.

Sixty-eight percent of the sample brought food
from home to consume at work. Assuming
they have good shopping habits and at least
rudimentary cooking skills (or access to someone
who does), that’s clearly not a bad plan. However,
“For patrol officers, we need time to
work out on duty. I work out before work,
but this turns my day into a 16-hour day
without overtime. The department needs
to give patrol officers time to work out
because it helps with their stress.”
“Something similar to the fed system
where an hour a day is slotted for
exercise and physical fitness (instead
of a 4-10, it would be a 4-9 with the
expectation to stay fit and use that hour a
day for that time).”
“Being in a position where my sleep
cycle would not be disrupted every
two months.”
“Physical fitness stipend to augment
gym membership. We have a gym,
but it’s too small.”
“Clearly established time and secure
location to work out on duty. We
currently contract with a local gym that
is open to the public and on multiple
occasions I have encountered people
there I have interacted with as an officer.

Our workout time is also contingent
upon staffing and call volume, so it is not
uncommon for that time to get pulled.”
In their own words:

How police agencies can
improve the physical
fitness of officers
87 Item A.
9 WHAT COPS WANT IN 2024
each person surveyed could choose three food
sources from a list and acknowledged getting
their grub also from fast food joints, vending
machines, sweets and gas stations. Other options
included eating food furnished by their agency,
eating protein bars, and fruits and nuts, or getting
by with energy drinks, meal replacement shakes,
food from the jail, premade meals bought by mail
order, or they went home for lunch.

Erratic and demanding work schedules interfere
with good eating habits. Cops complain about
not having regular mealtimes, overeating
before or after work, eating too much fast food
and skipping meals. Lack of time to prepare
and pack food from home (54%) or having no
meal preparation facilities (a refrigerator and
microwave — 11%) leads to poor eating habits.

About 32% of agencies provide some nutritional
advice or resources to their employees. Asked
about their biggest challenges to maintaining
a healthy diet, 52% of officers said they had a
lack of healthy eating options, 66% had time
constraints, 52% cited stress and fatigue and 30%
said they couldn’t afford healthy food.

When asked what their agencies could do to
foster better eating habits, the cops suggested
having the agency supply healthy food like fruit
and yogurt, facilitate better work hours, ask the
community to stop bringing junk food like pizza
and donuts to the station, provide refrigeration
and heating facilities, employ a nutritionist,
and to allow officers to go home to eat. A few
respondents said their agency required them to
eat at restaurants while on duty.
24%
Protein bars Fruits, nuts
68%
Pre-packed meals from home
44%
Fast food/Takeout
4%
Meals provided by
the department
23% 7%
Desserts
(e.g., donuts, cookies, candy)
Vending machine options
7% 8%
Not applicable/I don’t eat
during my shift
How do you typically distribute your food consumption during your work shift? How does your work schedule affect
your eating habits?
Overeating during
or after shifts
Consuming more fast food
or convenience foods
Skipping meals
26%
37%
51%
My schedule does not
aect my eating habits
Irregular mealtimes
20%
58%
88 Item A.

WHAT COPS WANT IN 2024 10
Sleep hygiene
Fatigue was possibly the single most often
cited complaint as having a negative impact on
officer health. Not getting enough sleep was
the most common issue, although mandated
overtime, stress, understaffing and mental health
concerns were named, too. Half of officers
said they average fewer than 6 hours of sleep
every 24 hours. Work-related stress was cited
as sometimes (44%) or frequently (26%) the
reason for poor sleep, and 43% said work hours
negatively impacted their sleep patterns.

Poor sleep was said to contribute to difficulty
concentrating (55%), irritability, arguments and
conflicts (61%), decreased physical performance
(58%), slow reaction time (31%) and poor food
choices (52%). Nearly half of respondents (45%)
said fatigue made them feel overwhelmed and
67% said they were unmotivated because they
were tired; 2% reported falling asleep at work
or behind the wheel of a car, or experiencing
depression or exhaustion. Nearly all
respondents said their fatigue significantly
(41%) or somewhat (49%) impacted their
performance as a police officer.

To cope with poor sleeping, 10% use prescribed
medications, 29% over-the-counter drugs, 23%
relaxation techniques and 50% improved their
Nutrition tips
that work — By Lt. Jarrett Morris
Calories are king. If you want to lose body fat, your
calories must be below what you burn in a day.

If you are eating out, there are almost always
healthy choices on the menu, even at fast food
places. For example, many restaurants offer salads
or wraps, just don’t overload on the dressing!
Carbohydrates are not the devil and neither are dietary fats. Both are good for you and do not directly lead to fat gain. Do not completely restrict yourself from either of these, as it is unhealthy and could lead to binge eating.

Make sure each meal is built around a lean protein base with carbohydrates and fats on the side. An example would be grilled chicken with pasta and broccoli.

No one food will kill your progress; everyone eats unhealthy foods sometimes. Just get back on track as soon as possible and do not undereat the next day to make up for being off track. This could lead to unhealthy eating habits. 89 Item A.
11 WHAT COPS WANT IN 2024
sleep environment, likely by darkening the
room, lowering the temperature, and either
soundproofing or using sound-masking devices.

Commenters frequently acknowledged using
a CPAP device, usually an indication of a sleep
apnea diagnosis.

Mental health
In recent years, law enforcement as a profession
has been more cognizant of the pervasiveness of
disorders such as post-traumatic stress disorder
(PTSD), anxiety and panic attacks and depression
among cops, but still stumbles over how to
handle the problem. This was borne out in the
survey results. Most officers have some (though
often minimal or arduous) access to mental health
resources, but they fear being stigmatized or
marginalized for using it. Many cops will seek
help but keep it a secret from their employer.

Of the situations most likely to provoke a mental
health issue, respondents listed high-stress
situations (58%), cumulative trauma (57%), long
and irregular work hours (61%), understaffing
(60%), work-life balance challenges (59%), poor
leadership (50%), public perception and scrutiny
(49%), and lack of support resources (24%) as
their hot buttons. 44% were neutral or disagreed
with the premise that they were adequately
trained to handle the mental wellness aspects
of their jobs.

Respondents said they had experienced
difficulty sleeping (71%), inadequate sleep (73%),
increased anger (50%), anxiety or panic attacks
(36%), relationship or family issues (50%), and/
or depression (39%) because of work-related
stresses. 35% acknowledged PTSD, and 11%
(16% in a similar question) said they experienced
suicidal thoughts. Even though the survey was
completely anonymous, several expressed
reluctance to answer these questions for fear
their answers would become known by their
agencies and used against them.

Most agencies provide some mental health
support, but it appears not nearly enough: 29%
of officers said their employer offered a “wide
range” of mental wellness resources, with 53%
acknowledging more limited services, and 12%
saying they had no access at all. About 33% had
used these services.

After-action debriefings, critical incident stress
management/debriefing, access to a chaplain,
an employee assistance program and peer
support were the most commonly available
resources. EAPs were criticized for breaching
confidentiality to the employer, being difficult
EAP
Clergy/chaplain/
faith-based group

CISM/CISD
61%
50%
27%
Family counseling
After-action
reviews/debriefings
24%
54%
18%
60%
14%
22%
Non-departmental
community resource(s)
Peer support
Therapy animal(s)
Wellness smartphone app
6-7 hours
4-5 hours
16%
33%
15%
5-6 hours
32%
7-8 hours
More than 8 hours: 1% Less than 4 hours: 2%
On average, how many hours of sleep
do you get in a 24-hour period?
Which behavioral health programs/
activities/offerings are available to you?
90 Item A.

WHAT COPS WANT IN 2024 12
We are supposed to have
after-action debriefings but have only
seen it once in eight years.

If the community knew how
deplorable we treat our officers
while experiencing mental health
issues it would honestly be a
congressional hearing. We need to
do better with listening to our officers
especially if they learned tools that
can help, but more importantly,
helping our officers.

Have more secured opportunities
to seek help; yes, they offer mental
health resources but when I called the
company that was available, they did
not guarantee their privacy and stated
that they can report to the agency
as they see fit. That put a halt on me
seeking help from that company and
I pay out of pocket for therapy that is
not connected to the department.

It often seems as if some of our
leadership (not all) — both within the
department and within the city — treat
us as if we are simply disposable
tools. We are people and we’re tired,
overworked and need to be valued. If
our leadership made an effort to show
us that they value us it would go a
really long way.

Pay attention to officers who
seem burned out or state they are
not OK mentally. This issue is
prevalent in the department and
there is no other option other than
FMLA. Most will not choose that
option for financial reasons, which
leads to more severe issues.

Allow time to heal by all who
request or need help. Have places
for those affected to transition into
assignments that won’t exacerbate
mental health stressors or trauma.

Create avenues for reducing the
exposure to traumatic events as a
career progression path.

THE MENTAL

WELLNESS

SUPPORT

OFFICERS
NEED
IN THEIR OWN WORDS:

WHAT COPS WANT IN 2024 12
91 Item A.
13 WHAT COPS WANT IN 2024
to access, charging excessive fees, or being
culturally incompetent, not understanding the law
enforcement environment. Employer-provided
health insurance plans often have marginal
coverage for mental health treatment.

The most desired mental health resources
identified were counseling or therapy with a
culturally competent provider (59%), peer
support (44%), resilience training (41%) and
stress management workshops (37%).

An officer who realizes he or she is too unwell
to work may have a dilemma. Only 14% of those
surveyed said there was an actively supported
policy that permitted officers to take time off or
go out of service after a particularly tough call
or incident. Twenty-one percent said they had a
policy, but it was not actively used or supported;
50% said they had no policy like this at all.

Thirteen percent of officers said they had called
themselves out of service “several times” due to
sleep deprivation, physical exhaustion, hunger,
or emotional distress, while 11% had done it once
and 33% had considered it. There is clearly a
need for such a practice. Forty percent of officers
acknowledged a “near miss” incident they
attributed to being fatigued or stressed.

Conclusion
The “What Cops Want” survey is not simply an
exercise in curiosity. One of the criticisms cops
have of their employers, today and as far back
as anyone remembers, is that their leadership
is out of touch and doesn’t listen to the troops.

They make suggestions, pleas and proposals
for new policies and programs, and have
them ignored over and over. Management
tends to chalk these efforts up to the rants of
a few malcontents and continues to work in
blissful ignorance.

The issues of concern detailed here are
nationwide and uneasily consistent. Chiefs
and sheriffs will have their agencies running
better if they give careful consideration to
changing the working conditions their cops
find troublesome.

About the author
Tim Dees is a retired police officer and the former editor of two major law enforcement websites who writes and
consults on technology applications in criminal justice.

Reach him at [email protected].
13 The ‘What Cops Want’ survey
highlights longstanding
issues of leadership being
out of touch with officers’
concerns. By addressing
these nationwide, consistent
issues, chiefs and sheriffs can
improve their agencies
92 Item A.

WHAT COPS WANT IN 2024 14
A

BLUEPRINT
for officer fitness
to peak performance
WHAT COPS WANT IN 2024 14
93 Item A.
15 WHAT COPS WANT IN 2024
The job of a law enforcement professional may
never get easier, but cops can get stronger. Over
2,800 members of law enforcement completed
this year’s “What Cops Want” survey and the
results show that many are finding new ways to
physically rise to that challenge.

Despite experiencing exhausting shifts,
mandatory overtime and the stress of a
continuously changing work environment,
43% of officers surveyed reported they make
a point of “always” or “often” meeting the
U.S. Centers for Disease Control’s minimum
recommendation of exercising for at least 150
minutes per week. In fact, only 8% reported that
they “never” meet that minimum.

Seeing officers succeed is inspiring, and it also
begs the question: How did the 43% of
successful officers overcome the barriers to
exercise that others have not? What are the new,
untapped best practices that perhaps YOU and
your agency could benefit from today?
First, let’s consider some of the reasons why
so many officers find the effort-to-benefit ratio
of maintaining an exercise routine so valuable
and worthwhile today.

The increasing need
It is easy to take health for granted before it’s
stolen from you. Law enforcement professionals
are some of the most noble and selfless members
of our community, but very tragically, some
unintentionally slice years off their lifespan when
they sacrifice their health and fitness routine to
spend more time serving others.

Research published by the U.S. Centers for
Disease Control (CDC) shows that those who
participate in physical activity for at least 150
minutes per week reduce their risk of heart
disease, stroke, several common cancers and
type 2 diabetes, but those who do not miss out
on these key, lifesaving health protections. Those
who do not participate in physical activity for
at least 150 minutes per week also miss out on
other valuable health benefits including improved
sleep, reduced risk of anxiety, reduced risk of
depression, reduced risk of dementia, improved
weight management, improved muscular strength
and improved bone density.

The CDC states that, “An estimated 110,000
deaths per year could be prevented if US adults
ages 40 and older increased their moderate-tovigorous physical activity by a small amount. Even 10 minutes more a day would make a difference.”
Thus, from a health standpoint, the effort-tobenefit ratio of maintaining a healthy exercise routine pays dividends.

While routine physical activity is clearly critical
for officer health, a more specific form of
physical activity, known as tactical strength
and conditioning, continues to prove vital for
maximizing officer job readiness and safety while
reducing officer injury risk.

Recent data provides compelling evidence that
shows how the physical demands (and volatility)
of the job can easily shift at any moment.

Statistics published by the FBI’s Law Enforcement
Officers Killed and Assaulted program showed
that in 2021, out of the 7,886 law enforcement
agencies that participated, 43,649 officers were
Practical steps for law
enforcement to achieve optimal
fitness and readiness

WRITTEN BY
Mandy Nice, Joe Dulla, Dr. Brent Alvar,
Dr. Jay Dawes and Mike Harper
“It is easy to take health
for granted before it’s
stolen from you.”
94 Item A.

WHAT COPS WANT IN 2024 16
assaulted while performing their job duties. That
is a sharp 11% increase in assaults on officers from
the previous year.

The LEOKA program data also showed that
of the 43,649 officers who were assaulted,
15,369 sustained injuries. Those thousands of
injuries are extremely tragic (and costly) for the
officers and their agencies, as almost nothing
can rob officers of their health, safety, quality of
life, and job readiness (while also immediately
exacerbating agency short staffing challenges)
quite as rapidly as serious officer injuries can.

While not all injuries are preventable, it is our
collective responsibility to mitigate the risk of
injuries as much as possible. Routine physical
fitness training is a proven success strategy.

Research published in the International
Association of Chiefs of Police (IACP) Reducing
Officer Injuries Final Report showed that, “Officers
who engaged in fitness training regimens
were less likely to suffer an injury that was
Occupational Safety and Health Administration
(OSHA) reportable and more severe.” The
IACP goes on to state that, “Agencies should
recognize the evidence of a strong connection
between fitness and health and injury severity,
and it is recommended that agencies implement
mandatory fitness programs to curb injury rates
and injury severity.” Therefore, when it comes
to maximizing officer job readiness and safety
and reducing injury risk, it is clear that the effortto-benefit ratio of maintaining a physical fitness routine is worthwhile.

While it is easy to see that maintaining a healthy
physical fitness training routine is critical for law
enforcement professionals and provides valuable
benefits, it does not mean that it is easy. Even
the best intentions to exercise daily or weekly
can get derailed when facing the realities of daily
life. Let’s explore the common barriers that law
enforcement professionals face when trying to
maintain a physical fitness routine, along with
best practices to overcome them.

On jam-packed days, it can feel particularly daunting to think about squeezing in a trip to the gym in addition to all the other responsibilities you have to handle.
95 Item A.
17 WHAT COPS WANT IN 2024
Perceived barriers and proven
best practices
The Police1 “What Cops Want” survey asked
respondents about the main barrier to improving
physical health. Respondents were allowed
to “select all that apply” and the top three
responses were:
• Lack of time due to personal or
work commitments (76%)
• Lack of motivation or interest in physical
activities due to not having achieved
measurable or meaningful results in
the past (27%)
• Physical limitations or health
conditions (19%).

All these challenges to maintaining a healthy
exercise routine are understandable, but
they don’t have to be deterrents. Officers are
oftentimes only a few practical strategies (and
steps) away from achieving success. We believe
that law enforcement professionals deserve the
very highest quality of life and wellness, so we’ve
distilled some of the most effective and practical
evidence-based best practices that can be used
to achieve lasting physical fitness success.

Dealing with injuries and
chronic pain
First and foremost, if officers have an injury or
chronic pain, they need to seek appropriate
medical care or clearance prior to physical
activity. It is not unusual for officers to experience
chronic back pain or long-term discomfort, but
these types of injuries do not typically heal
by themselves. If left untreated, injuries often
worsen and can even contribute to additional
compounding injuries. So, before you begin,
make sure you regularly and consistently touch
base with your healthcare provider to ensure
you have a strong baseline evaluation of health
so that you can safely participate in additional
physical fitness training.

Time management
Next, let’s tackle the challenge nearly all of us
have run into before: running out of hours in the
day to exercise.

On jam-packed days, it can feel particularly
daunting to think about squeezing in a trip to
the gym in addition to all the other
responsibilities you have to handle. However,
when you start to feel overwhelmed, that is the
precise moment when it’s most important to
intentionally give yourself some grace, override
the temptation to be a perfectionist and use a
“back-up” workout plan.

For example, if you’re in a pinch and time is of
the essence, you could save time by practicing
a quick series of bodyweight exercises at home
before you go to work (instead of driving to the
gym and back). Research shows that even brief
bouts of exercise can make all the difference in
your health and fitness level, and it can also serve
as a great stress outlet.

If you didn’t wake up early enough to get that
type of workout in, that’s OK, there are still ways
you could succeed. Remember that “fitness” does
not always mean you have to break a sweat.

When you’re at work, consider practicing lowintensity physical rehabilitation exercises, mobility training, and/or basic stretches. Of course,
these “backup” workout options aren’t going to
produce the same results you would achieve
at a gym, but they can help protect you from
developing muscular tightness and weakness
that can lead to musculoskeletal pain.

Practicing “backup” workout options can be
simpler than you might think. Taking a minute to
reach above your head to stretch your shoulders,
then gently reaching toward your feet to stretch
your back and leg muscles is an easy place to
start. Adding moderate-intensity walking can
help reduce the risk of cardiac disease, which is
an increasingly critical risk for law enforcement
officers. All these efforts can help build and
sustain an officer’s overall health over time.
1 2
96 Item A.

WHAT COPS WANT IN 2024 18
Get out of your vehicle
It is easy to see how the reported challenge of
prolonged sitting on the job can make it difficult
for officers to stay physically active. However,
that challenge is far from insurmountable.

Officers assigned to patrol in a vehicle have
shared that even simply engaging in foot patrol
and taking the stairs more often can help reduce
musculoskeletal stiffness and stress, as can
practicing back and neck stretches throughout
each shift.

Adopt the right mindset
Another barrier to exercise that the survey results
showed is that sometimes officers have a tough
time staying motivated when they aren’t getting
the results they want. The solution for that can be
as simple as re-setting your mindset, then trading
your old program for a science-based training
program from a trusted, reputable source.

To adopt the right mindset, officers can look to
former U.S. Navy SEALs Jocko Willink and Leif
Babin of Echelon Front. Their New York Times
bestselling book “Extreme Ownership,” along
with their leadership courses for first responders,
teach key principles to lead and win in many
aspects of life, and applying those principles
and that mindset to exercise training will help
empower you to achieve lasting physical fitness
success. Practicing that mindset and using
occupation-specific physical fitness training
programs for law enforcement will better equip
officers to achieve lasting physical fitness
success, and make it far easier to stay motivated
to exercise every day.

Rewarding and enjoyable
The suggestions shared so far are designed to
make exercise a far more rewarding experience.

The following suggestions are designed to make
exercise a more enjoyable experience.

When you are exercising, remember to focus on
the purpose of your workout and why you want
to gain and maintain a great fitness level and
full tactical athleticism. Officers of all ranks have
shared that visualizing performing physically
arduous job tasks with ease and also visualizing
living a healthy, strong life after retirement helps
reinforce their drive to work out.

Next, make a point of achieving small wins in the
moment, like using proper breathing techniques
while exercising and also using proper exercise
form. Those are also essential parts of making
exercise a positive and stress-relieving
experience. Also, remember to give yourself
plenty of water breaks, wear comfortable clothes
and shoes, and practice an exercise routine that
makes sense for your current fitness level and
goals. Eating a healthy snack or meal before and
after the workout and working out with a friend
(and/or favorite music) can also help lift your
energy for the workout. The overall goal should
be to make exercise an experience that you can
benefit from and look forward to every day.
“Barriers to exercise” may come and go, but it
is important for officers to remain anchored in a
steadfast exercise routine knowing that they were
born to be strong and resilient, that every minute
of exercise counts, and the best day to make that
healthy habit happen is today.

Agency benefits
Routine physical fitness training provides an
impressive list of benefits for individual officers,
but agencies stand to gain incredibly valuable
benefits as well. These include:
• Improved recruitment success (seen by
implementing physical ability test prep
fitness training programs)
“Even the best
intentions to exercise
daily or weekly can get
derailed when facing
the realities of daily life.”
3 4
5 97
Item A.
19 WHAT COPS WANT IN 2024
• Improved retention (seen from creating a
strong, physically resilient workforce and
supportive work environment)
• Reduced healthcare costs (seen
from reducing injury rates and risk of
chronic illnesses)
• Improved load carriage as well as improved
safety and survivability.

Implementing physical fitness support has
a measurable positive impact in agencies
across the country.

How agencies can support officer fitness
One of the easiest ways to implement physical
fitness support is to simply help remove existing
barriers that officers and staff encounter when
trying to maintain physical health and/or a
physical fitness routine. Police1’s “What Cops
Want” survey results have uncovered some of the
most common barriers.

When asked about the aspects of your work as
a police officer most negatively impact physical
health, respondents selected:
• Long durations of time spent seated (66%)
• Work/life challenges (61%)
• Long or irregular work hours (59%).

The consistency in those responses illustrates
how difficult it can be to maintain a physically
active lifestyle if it is not ingrained into the
standard weekly schedule of an officer.

Other aspects of the job that survey respondents
noted negatively impacting their wellness
included on-duty injuries and/or chronic pain
(49%), the work environment (46%) and lack of
leadership support (33%).

Taking those response rates into account, one of
the first and simplest steps that agencies can take
to help their sworn and civilian staff members
overcome common barriers to maintaining a
Agencies can provide valuable, meaningful physical fitness support for officers and staff by strategically implementing a physical fitness training program.
98 Item A.

WHAT COPS WANT IN 2024 20
healthy physical fitness routine is to encourage all
officers to practice on-duty stretches and mobility
exercises before and after their shifts and taking
more walking breaks during their shifts.

Remember, even spending just 10 minutes
per day on those activities can make all the
difference in long-term health and wellness.

Walking breaks can also help boost communityoriented policing efforts.

Agencies can also consider providing a gym or
fitness center for officers and allow them to work
out on duty. In Police1’s “What Cops Want” survey,
65% of the 2,800+ survey respondents noted that
their agency does provide a gym, and within that,
29% noted that their agency also allows them to
work out while on duty. Making the equipment
more readily available and providing officers with
occupation-specific law enforcement physical
fitness training programs is key.

Another way agencies can provide valuable,
meaningful physical fitness support for officers
and staff is to strategically implement a physical
fitness training program. The National Strength
and Conditioning Association’s (NSCA) fivestep system to successfully implement a law enforcement physical fitness program has been
recognized by the International Association
of Chiefs of Police (IACP) and has been well
received by agencies. Results are based on the
foundation of evidence-proven best practices and
offer a practical framework for success.

The five-step system involves:

1. Analyzing the opportunity (i.e., uniting key
stakeholders to identify the benefits that
the agency will gain from implementing a
physical fitness program).

2. Prescribing the program (i.e., providing
a science-based, practical physical
fitness training program and toolkit).

The Cordico Law Enforcement Physical
Fitness Toolkit is a great example of a
sample type of program.

3. Implementing the physical fitness
training program.

Compensation (dicult to aord
gym memberships, nutritious meals)
Dehydration
Long durations of time
spent seated
26%
18%
66%
Environment (exposure to
trauma, high-stress situations)
On-duty injuries
and/or chronic pain
46%
50%
59%
61%
33%
28%
Long or irregular work hours
Work-life balance challenges
Lack of leadership support
Lack of wellness resources
specifically designed to
accommodate ocer needs
What aspects of your work as a police
officer do you feel negatively impact
your physical health the most?
My agency does not provide a
gym and does not allow
workouts during duty hours
My agency does not provide a
gym but allows time for
workouts during duty hours
My agency provides a gym, but
workouts are not allowed
during duty hours
26%
4%
36%
My agency contracts with an
external gym but does not
allow workouts during duty
Yes, my agency provides a
gym and allows workouts
during duty hours
3%
29%
Does your agency provide a gym or
fitness center for officers, and are you
allowed to work out during duty hours?
99 Item A.
21 WHAT COPS WANT IN 2024

4. Evaluating the program results. Experts
suggest that agencies consider using a
variety of assessments and tests to evaluate
the effectiveness of efforts.

5. Strategically progressing and evolving the
training program in accordance with the
needs of the agency’s officers and staff.

Hiring an experienced, trusted, and certified
Tactical Strength and Conditioning Facilitator is a
great way to help ensure programs run smoothly
and successfully.

Conclusion
Physical fitness training is crucial for officer
wellbeing and safety, as well as career longevity.

As an industry, we have data, statistics and
analysis to show the deadly dangers of not
prioritizing physical fitness. The “What Cops
Want” survey results also show the type of fitness
support and resources officers need to maintain
physical fitness success. Additionally, there is
robust research on law enforcement physical
fitness training with proven models and best
practices that can be customized and applied
to any agency To make it easier, we even have
readily available solutions that include science-
“Physical fitness training
is crucial for officer
wellbeing and safety,
as well as career
longevity.”
It is easy to see how the reported challenge of prolonged sitting on the job can make it difficult for officers to stay physically active.
100
Item A.

WHAT COPS WANT IN 2024 22
based physical fitness programs that officers and
professional staff members at agencies of all
sizes and locations can use any time, right in the
palms of their hands.

With all these resources we have a powerful
opportunity to make meaningful, measurable and
lasting positive impacts on the lives of our brave,
noble officers. It is up to all of us to boldly use
those resources to make every tomorrow better,
safer and stronger than today.

About the authors
Mandy Nice has over 18 years of experience developing
and implementing national award-winning physical fitness and wellness programs that measurably improve the
health, strength, quality of life and resilience of first responders. Her wellness programs have earned multiple
national awards including three gold American Heart
Association Workplace Health Achievement awards.

Mandy was also awarded the U.S. President’s Council on
Fitness, Sports, and Nutrition (PCFSN) National Community Leadership Award for exemplary service and dedication to improving the lives of others by promoting and fostering opportunities for participation in fitness, sports, or nutrition programs. Mandy is the Senior Strategic Wellness Director for Lexipol, Chair of the IACP Physical Health Working
Group and Board Member of the IACP Officer and
Organizational Wellness Section.

Joe Dulla has over 40 years of experience in first
responder roles, including emergency medical technician, lifeguard, mountain rescue and law enforcement. He
served for 31 years with the Los Angeles County Sheriff’s Department (LASD) in various sworn ranks and positions
including academy director overseeing the training of
over 5,550 recruits. Joe’s expertise includes physical
fitness, wellness and human performance optimization
for public safety personnel across numerous domains. He managed the LASD’s “Fast Track Injury Care” program that used cutting-edge sports medicine approaches to rapidly return injured personnel safely back to duty. Joe is a Ph.D. student at Bond University researching recruit attrition, success factors, physical abilities, injuries, costs and human performance optimization.

Dr. Brent Alvar is a professor and graduate program
director in the Department of Kinesiology at Point Loma Nazarene University in San Diego, California. He has
been a member of the NSCA since 1996 and is a Certified Strength and Conditioning Specialist with Distinction,
Tactical Strength and Conditioning Facilitator with
Distinction and recognized as an NSCA Fellow.

Dr. Jay Dawes is an associate professor of applied exercise science in the Department of Kinesiology, Health and
Recreation at Oklahoma State University. Dr. Dawes has
worked as a university athletic performance coordinator, strength/performance coach, personal trainer, and educator for over 20 years. While he still conducts research in the area of sports performance, his primary research interests are focused on improving the health, fitness and human
performance for tactical athletes/first responders. In 2021, Dr. Dawes was recognized by the NSCA as the Tactical
Strength and Conditioning Professional of the Year for his contributions in this area
Michael Harper is active as the vice chair of the board for the International Association of Chiefs of Police (IACP) Officer Safety and Organizational Wellness Section. He
has provided presentations for the IACP, Federal Law
Enforcement Training Center, American Occupational
Health Conference, Law Enforcement Management
Institute of Texas (LEMIT), National Strength & Conditioning Association, and multiple agencies throughout Texas and nation. As former associate director and strategy leader for first responder and military programs for The Cooper Institute, he assisted agencies throughout the U.S. and internationally in their quest to make themselves and their colleagues fit for duty and fit for life. He also created The Cooper Institute’s Law Enforcement Advisory Board to
analyze field needs and ensure education assisted with a physical “state of readiness” within law enforcement.

WHAT COPS WANT IN 2024 22
101
Item A.
23 WHAT COPS WANT IN 2024
In the multifaceted world of law enforcement,
where officers serve as the frontline defenders of
societal order and public safety, the intersection
of physical fitness and emotional wellbeing plays
a pivotal role in shaping both individual officer
performance and broader community relations.

Using data from Police1’s “What cops want in
2024: The state of officer wellness” survey, this
article examines the link between physical health
and psychological resilience. It underscores
the importance of emotional wellbeing,
encompassing stress management, coping
skills and mental health support as essential
for maintaining officer effectiveness
and resilience.

By prioritizing physical fitness and emotional
wellbeing, individual officers and law
enforcement agencies can chart a course toward
enhanced officer effectiveness, strengthened
community partnerships, and a more resilient
and compassionate approach to public service.

In law enforcement’s dynamic
and demanding field, the
nexus of physical fitness and
emotional wellbeing emerges as
a critical determinant of officer
effectiveness and job satisfaction

WRITTEN BY
Lieutenant Jarrett Morris

FOR ENHANCING OFFICER

PERFORMANCE THROUGH
6 STRATEGIES

WELLNESS
102
Item A.

WHAT COPS WANT IN 2024 24
The significance of physical fitness
In the demanding world of law enforcement,
physical fitness is not merely a desirable trait
but an essential attribute that can mean the
difference between life and death in critical
situations. Officers often find themselves
engaged in physically demanding tasks such
as pursuing suspects on foot, apprehending
individuals resisting arrest, or responding to
emergencies that require swift action. The ability
to run a certain distance in a specified time,
perform a certain number of push-ups or situps, and maintain a healthy body mass index are all part of the physical fitness requirements
for law enforcement officers. Officers may
struggle to meet these
requirements and
perform these tasks
effectively without
adequate physical
conditioning, putting
themselves and
others at risk.

Moreover, physical
fitness directly
correlates with overall
job performance
and longevity in the
field. Studies have
consistently shown that
officers who maintain
high levels of physical
fitness experience fewer on-the-job injuries,
recover more quickly from physical exertion,
and exhibit greater resilience in the face of
stress and fatigue. A physically fit officer is better
equipped to handle the rigors of the job, maintain
situational awareness and make split-second
decisions under pressure.

Survey respondents feel the same way about
their overall physical and job performance. Most
respondents strongly agreed or agreed that their
overall wellness impacts their job performance.

Furthermore, physical fitness extends beyond
individual performance to impact the broader
organizational culture within law enforcement
agencies. Departments prioritizing fitness and
providing resources for officers to maintain
their physical health often foster a culture of
professionalism, discipline and pride. When
officers feel physically capable and supported
by their agency, morale improves, camaraderie
strengthens and overall job satisfaction increases.

The significance of emotional wellbeing
While physical fitness is undoubtedly crucial,
emotional wellbeing is equally vital for law
enforcement officers navigating the complexities
of their profession. The nature of police work
exposes officers to a wide range of traumatic
experiences, including violence, death and
human suffering, which
can take a significant
toll on their mental
health over time.

Officers who
participated in the
survey agreed. Not
only did officers agree
that their mental
wellness affects their
safety, but they also
agreed that their
partner’s mental
wellness affects
their safety.

Unchecked stress
and trauma can lead to a host of mental health
challenges, including anxiety, depression,
substance abuse and PTSI. These issues affect
officers’ personal lives and impair their job
performance, decision-making abilities and
interactions with the community. An officer
struggling with unresolved emotional issues
may be more prone to making errors in
judgment, exhibiting aggressive behavior, or
experiencing burnout, all of which can have
serious consequences for themselves and the
public they serve.

Furthermore, the stigma surrounding mental
health within law enforcement can discourage
officers from seeking help when they need it
“One key aspect
of comprehensive
wellness programs is
their ability to provide
officers with the tools
and support they need
to manage job-related
stress effectively.”
103
Item A.
25 WHAT COPS WANT IN 2024
most. Over 50% of respondents agree that a
stigma still exists around seeking mental health
services. Fear of appearing weak or facing
repercussions from peers and supervisors
may prevent individuals from addressing their
mental health concerns until they reach a crisis
point. As a result, many officers suffer in silence,
exacerbating their symptoms and perpetuating a
cycle of distress within the profession.

Recognizing the importance of emotional
wellbeing, progressive law enforcement
agencies are increasingly investing in mental
health resources and support services for
their personnel. From peer support programs
and confidential counseling services to critical
incident stress management teams and
resilience training initiatives, these proactive
measures aim to destigmatize mental health
issues, promote early intervention, and provide
officers with the tools to cope with job-related
stressors effectively.

Strategies for police leadership
Effective leadership within law enforcement
agencies entails a proactive approach to
safeguarding officers’ physical and emotional
welfare under their purview. Comprehensive
wellness programs emerge as a cornerstone
in this endeavor, offering a structured
framework for promoting holistic wellbeing.

These programs should encompass regular
physical health assessments, tailored fitness
regimens, and accessible mental health
resources. By institutionalizing wellness as a
core value, agencies signal their commitment
to supporting officers’ holistic development.

Through consistent sessions, defined objectives and ongoing encouragement, life coaching equips law enforcement professionals to mitigate the unique stresses of their roles while promoting a well-rounded, healthy lifestyle that optimizes their ability to serve and protect.
104
Item A.

WHAT COPS WANT IN 2024 26
Here are three key considerations:

The survey results showed that most
respondents have access to at least some form
of a wellness program, including an employee
assistance program, peer support, family
counseling, community support resources, or
after-action reviews. Comprehensive wellness
programs represent a proactive approach
to supporting the holistic wellbeing of law
enforcement officers. These programs go
beyond merely promoting physical fitness
and encompass a wide range of initiatives
designed to address the multifaceted needs of
officers. In addition to regular physical health
assessments and tailored fitness regimens,
wellness programs may include nutrition
education, stress management techniques and
resources for improving sleep quality.

Officers who responded to the survey said
they would benefit most from wellness
resources such as counseling services, peer
support, and stress and resilience training.

One key aspect of comprehensive wellness
programs is their ability to provide officers with
the tools and support they need to manage
job-related stress effectively. By equipping
officers with coping strategies and resiliencebuilding techniques, these programs empower individuals to navigate law enforcement
challenges with greater ease and confidence.

Moreover, wellness programs foster a culture
of self-care and mutual support within law
enforcement agencies, where officers feel
valued and supported in prioritizing their
health and wellbeing.

Statistics and case studies can highlight
the positive impact of comprehensive
wellness programs on officer performance
and job satisfaction. For example, agencies
By prioritizing physical fitness through department-supported programs and personal initiatives, officers enhance their resilience and ensure they are prepared to meet the demands of their profession with confidence and vigor. 1 Development of comprehensive
wellness programs
105
Item A.
27 WHAT COPS WANT IN 2024
implementing such programs may see
reduced sick leave usage, lower rates of
on-the-job injuries, and improved morale
among personnel. During the 2024 survey,
it was discovered that almost a quarter of
the respondents had called themselves “out
of service” due to out-of-the-ordinary sleep
deprivation, physical exhaustion, hunger,
or emotional distress. By investing in their
officers’ physical and emotional wellness,
police leadership enhances individual
performance and strengthens organizational
resilience and effectiveness.

Ensuring easy access to mental health
resources is another critical aspect of
supporting the wellbeing of law enforcement
officers. Many officers face unique stressors
and trauma in the line of duty, which can have
a significant impact on their mental health over
time. Almost three-quarters of the respondents
have talked to someone about their workrelated stress or experience, which shows their willingness to utilize mental health resources.

Providing access to confidential counseling
services, peer support networks and mental
health professionals trained in working with
law enforcement personnel can help officers
address these challenges proactively.

One effective strategy is to establish dedicated
mental health units or teams within law
enforcement agencies staffed by clinicians
with expertise in trauma and stress-related
disorders. These units can provide specialized
support to officers experiencing job-related
mental health issues, offering evidence-based
treatments such as cognitive-behavioral
therapy (CBT), eye movement desensitization
and reprocessing (EMDR) and mindfulnessbased interventions.

Additionally, regular mental health checkups can help identify and address mental health concerns before they escalate. By
incorporating mental health screenings into
routine wellness assessments, agencies can
ensure that officers receive timely support
and intervention when needed. This proactive
approach to mental health care helps reduce
the stigma surrounding mental illness and
encourages officers to seek help when
they need it most.

No, never
Yes, but
only once
13%
33%
11%
No, but I have
considered it
44%
Yes, several times
“By investing in
the resilience of
their officers, police
leadership can cultivate
a culture of strength,
adaptability and
readiness within their
agencies.”
2 Access to mental health resources
Have you ever had to “call yourself out
of service” due to out-of-the ordinary
sleep deprivation, physical exhaustion,
hunger, or emotional distress?
106
Item A.

WHAT COPS WANT IN 2024 28
Although 83% of respondents stated they
have received minimal to no training on how
wellness affects on-the-job decision-making
and performance, integrating resilience
training into the standard training curriculum
is essential for equipping officers with the
skills and strategies they need to thrive in
adversity. Resilience training programs aim
to enhance officers’ ability to cope with stress,
recover from trauma, and adapt to challenging
situations effectively. These programs typically
incorporate evidence-based techniques
from cognitive-behavioral therapy,
mindfulness-based stress reduction
and positive psychology.

One effective approach is incorporating
resilience training modules into recruit
academies and ongoing professional
development courses for current officers.

By embedding resilience-building principles
into the fabric of law enforcement training,
agencies can ensure that officers are better
prepared to handle the rigors of the job and
maintain their wellbeing throughout their
careers. Additionally, providing opportunities
for officers to practice and reinforce resilience
skills through scenario-based training
exercises can enhance their ability to apply
these skills in real-world situations.

Statistics and research findings can
demonstrate the effectiveness of resilience
training programs in improving officer
wellbeing and job performance. For example,
agencies implementing resilience training
initiatives may see reductions in stress-related
absenteeism, improved job satisfaction
and retention rates, and enhanced
organizational resilience in the face of
adversity. By investing in the resilience of
their officers, police leadership can cultivate
a culture of strength, adaptability and
readiness within their agencies, ensuring
that officers are better equipped to meet
the challenges of modern policing.

Individual officers
While institutional support is essential, individual
officers must also take proactive steps to
safeguard their physical and emotional wellbeing.

Central to this is a commitment to regular
physical training, which is the foundation of
personal wellness and operational readiness. By
prioritizing physical fitness through departmentsupported programs and personal initiatives, officers enhance their resilience and ensure
they are prepared to meet the demands of their
profession with confidence and vigor.

Ultimately, the prioritization of physical fitness is
on the individual officer. If the agencies are not
prioritizing department-supported programs,
individual officers must find a way. According
to respondents, 76% stated that a lack of time
due to work or personal commitments is their
biggest barrier in maintaining or improving their
physical health. However, with proper time
management and efficient communication with
family members, time can be made to maintain
and improve physical health.

Not sure: 3%
Yes, but it was
basic or minimal
57%
14%
No
26%
Yes, comprehensive
training
3 Building resilience training into
regular curriculum
Have you received training on how
wellness affects on-the-job decisionmaking and performance? 107
Item A.
29 WHAT COPS WANT IN 2024
Here are three key considerations:

A cornerstone of personal wellbeing for
law enforcement officers is a steadfast
commitment to regular physical training.

Physical fitness enhances officers’ ability to
perform their duties effectively and protects
them against injury and fatigue. By prioritizing
physical fitness through structured training
programs and consistent exercise routines,
officers can build strength, endurance and
resilience to meet the physical demands of
their profession.

Although most respondents participate in
cardiovascular exercise and strength training,
officers can incorporate various physical
activities into their training regimen, including
cardiovascular exercise, strength training
and flexibility exercises. Engaging in running,
weightlifting and martial arts activities like
Brazilian Jiu-Jitsu can improve cardiovascular
health, increase muscular strength and
enhance overall physical conditioning.

Additionally, participating in group fitness
classes or team sports can foster camaraderie
and social support among officers, further
promoting a culture of wellness within the
law enforcement community.

Regular physical training not only benefits
officers’ physical health but also has positive
effects on their mental wellbeing. Exercise
has been shown to reduce stress, alleviate
symptoms of anxiety and depression, and
improve mood and overall quality of life.

By making physical fitness a priority in
their lives, officers can better cope with
job-related stressors, maintain a positive
outlook, and sustain long, fulfilling careers
in law enforcement.

In addition to physical fitness, officers must
prioritize their mental health by engaging in
practices that promote emotional wellbeing
and resilience. Most respondents, and most
officers I know, have experienced during their
1 Commitment to regular
physical training
2 Engagement in mental
health practices
Action items to improve physical health
Commitment to regular physical training:

Officers should prioritize regular physical
exercise to build strength, endurance,
and resilience.

Incorporate various activities such
as cardiovascular exercise, strength
training, and flexibility exercises.

Engage in group fitness classes or team
sports to foster camaraderie and social
support.

Engagement in mental health practices:

Practice mindfulness, meditation, and
relaxation techniques to manage stress
and promote emotional balance.

Seek professional mental health
support through counseling services,
peer support networks, or employee
assistance programs.

Foster strong social connections and
maintain a healthy work-life balance to
support mental wellbeing.
108
Item A.

WHAT COPS WANT IN 2024 30
career difficulty sleeping, not getting enough
sleep, increased feelings of anger, anxiety,
and relationship or family issues. Mindfulness,
meditation and relaxation techniques are
valuable tools for managing stress, enhancing
self-awareness and cultivating emotional
balance. By incorporating these practices
into their daily routines, officers can develop
greater resilience to law enforcement
challenges and improve their overall
mental wellbeing.

Officers can also benefit from seeking
professional mental health support when
needed. Confidential counseling services,
peer support networks and employee
assistance programs are valuable resources
that can provide officers with the guidance
and support they need to address job-related
stressors and mental health concerns. By
reaching out for help when needed, officers
can prevent issues from escalating and
receive timely intervention and support.

Moreover, fostering strong social connections
and maintaining a healthy work-life balance
is essential for promoting mental wellbeing
among law enforcement officers. Spending
time with friends and family, pursuing
hobbies and interests outside of work, and
taking regular breaks to rest and recharge
are all important strategies for managing
stress and maintaining perspective amid
the job demands.

Within the broader context of engaging in
mental health practices, law enforcement
life coaching emerges as a crucial resource,
guiding officers toward a comprehensive
strategy for achieving balance across all
facets of life — physical, mental, nutritional
and spiritual. This approach extends beyond
traditional support mechanisms, offering a
structured yet personalized framework that
enables officers to articulate personal and
professional aspirations, recognize potential
obstacles, and methodically navigate the
complex dimensions of their wellness. Such
coaching addresses physical conditions and
dietary choices and emphasizes mental health
Proactive
participation in
wellness programs:

Action items to improve
mental wellbeing
Engage actively in wellness programs
offered by agencies, such as fitness
challenges, wellness workshops, and
stress management seminars.

Serve as role models and advocates
for wellbeing within the department by
sharing experiences and encouraging
peers to prioritize health.

Support initiatives that promote
a positive and supportive
organizational culture within law
enforcement agencies.

By embracing these actionable
items, law enforcement agencies
and officers can work collaboratively
to enhance officer wellbeing, improve
job satisfaction, and strengthen
community relations. Together, they
can create a culture of resilience
and excellence that fosters safer,
healthier communities and supports
the noble ideals of justice, integrity,
and service that define the law
enforcement profession.
109
Item A.
31 WHAT COPS WANT IN 2024
3 Proactive participation in
wellbeing programs
and spiritual growth, fostering resilience,
mindfulness, and a deeper sense of purpose.

Through consistent sessions, defined
objectives and ongoing encouragement,
life coaching equips law enforcement
professionals to mitigate the unique stresses
of their roles while promoting a well-rounded,
healthy lifestyle that optimizes their ability to
serve and protect.

Finally, officers can proactively participate in
wellbeing programs offered by their agencies
to support their physical and emotional
health. These programs may include fitness
challenges, wellness workshops, stress
management seminars and peer support
groups designed to promote holistic
wellbeing among officers.

By actively engaging in these programs,
officers can access valuable resources and
support services to enhance their overall
wellbeing and job satisfaction. Participation in
wellness initiatives benefits individual officers
and contributes to cultivating a positive and
supportive organizational culture within law
enforcement agencies.

Moreover, officers can serve as role models
and advocates for wellbeing within their
departments by sharing their experiences,
encouraging their peers to prioritize
their health, and actively participating in
wellness activities. By leading by example
and demonstrating a commitment to their
wellbeing, officers can inspire others to do
the same and contribute to a healthier, more
resilient law enforcement community.

Conclusion
In law enforcement’s dynamic and demanding
field, the nexus of physical fitness and emotional
wellbeing emerges as a critical determinant
of officer effectiveness, job satisfaction and
overall wellbeing. As guardians of public safety
and agents of justice, law enforcement officers
face myriad challenges and stressors that can
impact their physical health, mental wellbeing
and job performance. By recognizing the
interconnectedness of physical and emotional
wellness, agencies and officers alike can take
proactive steps to prioritize holistic wellbeing
and cultivate a culture of resilience within the law
enforcement community.

About the author
Lieutenant Jarrett Morris began his career
at the Santa Barbara County Sheriff’s Office
(California) in 2005. He has worked multiple
assignments throughout his career including
custody operations, patrol operations, gang
investigator, narcotics investigator, coroner’s
detective sergeant, K9 unit coordinator, mobile
field force leader and peer support coordinator.

Jarrett has a bachelor’s degree in criminal justice
administration from Union Institute and University.

Jarrett is also the founder and CEO of ethos.

He is working to help law enforcement officers
build a resilient lifestyle through wellness,
fitness, nutrition, discipline and a positive
mindset, with the ultimate goal of being a
better spouse, parent and law enforcement
officer. At www.doseofethos.com, you will find
content with the mission objective to make you
a more resilient cop, along with a physical
fitness app and classes.
110
Item A.

WHAT COPS WANT IN 2024 32
Police1’s fourth annual State of the Industry
survey explored the current physical and mental
wellbeing of our nation’s police officers. We
asked law enforcement professionals to analyze
what the results mean for law enforcement
leaders and how they can use these findings to
improve recruitment and retention, as well as
officer performance and well-being.

Panelists
• Jim Dudley, Criminal Justice Faculty, San
Francisco State University
• Dr. Cherylynn Lee, police psychologist,
Santa Barbara Sheriff’s Office
• Jason Shea, Massachusetts Municipal
Police Statewide Health and Wellness
Coordinator
• Eric Tung, Commander, Washington State
Which finding surprised you the most?
Jim Dudley: The year 2020 was brutal for
police officers due to COVID-19 health threats,
civil unrest, and negative scrutiny and attacks
from groups and some media outlets; it seemed
recovery might take several years. I was
pleasantly surprised to see a noticeable shift
from previous surveys in recent years: officers
Using the
Experts interpret the results
of Police1’s State of the Industry
survey and implications for
the future of the law
enforcement profession

WRITTEN BY
Police1 Staff
R und
table
survey data to
analyze the state
of officer wellbeing
111
Item A.
33 WHAT COPS WANT IN 2024
appear more hopeful overall and are reporting
positive job satisfaction. Seventy percent of
the respondents said they entered policing to
“help people,” reflecting the common belief that
policing is a noble profession populated by good
people who want to help others.

Cherylynn Lee: I was most surprised by survey
respondents discussing their impending
departure from their agency or career. While the
majority will leave due to retirement, and several
are transferring to other agencies, a significant
number — nearly 25% of those planning to leave
their agency — are choosing to exit public safety
entirely. This is both heartbreaking and fiscally
unsustainable. Law enforcement is often seen as
a calling, and most officers are servant leaders
who entered the profession wanting to help
others. I wonder if those who are leaving still feel
the desire to help and retain their sense of calling
but are too depressed, mistreated, or stressed to
envision completing their careers intact.

Jason Shea: There were two findings that were
surprising. First, the number of respondents who
answered “yes” when asked if they had thoughts
of suicide or felt indifferent about the value of
their life. Nearly 16%, just over 450 respondents,
confirmed having such thoughts. This is not
only a surprisingly high number but also deeply
concerning. Hopefully, as more programs that
address mental health and well-being are
introduced, the stigma around seeking help for
mental health issues will gradually decrease.

The second most surprising finding was the
number of respondents who answered neutral
(27%), disagree (33%), or strongly disagree (21%)
to the question about whether their department
prioritizes physical fitness in ongoing training.

This issue appears to be twofold: first, 55% of
respondents said they receive only “basic or
minimal” education on how wellness affects
on-the-job decision-making and performance;
second, there is a lack of physical fitness
Many agencies now offer culturally competent counseling, peer support and wellness training, and some states are beginning to recognize post-traumatic stress injury (PTSI) as a presumptive condition. 112
Item A.

WHAT COPS WANT IN 2024 34
buy-in. These factors may reinforce each other,
with limited information leading to minimal buy-in,
and vice versa.

With industry-specific programs like the National
Strength and Conditioning Association’s Tactical
Strength and Conditioning (TSAC) program,
resources like Lexipol/Police1, and professional
tactical coaches and trainers, there seems to be
plenty of potential to improve these statistics.

Eric Tung: My initial impressions from the survey
are very positive. For years, those of us in the
policing industry have faced high attrition,
low staffing, intense scrutiny, and low morale.

With the majority of those surveyed reporting
a job satisfaction score of 7-8 out of 10, the
outlook is hopeful. Coupled with data showing
that over 50% have no intention to leave their
employers, I believe this could signal an upswing
in the climate of law enforcement in America.

A significant number of those in our ranks have
chosen to continue to “fight the good fight” and
are committed to staying.

What can we learn from the findings
to tailor physical fitness programs for
law enforcement?
Jim Dudley: The respondents clearly indicated
that physical health and fitness are important,
but job restrictions and lack of departmental
support hinder officers from achieving desired
fitness levels, especially given the demands of
the job. Instead of spending the majority of their
shift sitting in a patrol vehicle, officers should be
encouraged to walk the beat at regular intervals
or otherwise step out of their radio cars to
actively engage with the community.

Agency leaders don’t have to reinvent the
wheel to address the health and wellbeing of
their officers and civilian staff. The National Law
Enforcement Officer’s Memorial Fund (NLEOMF)
Destination Zero Awards recognizes exemplary
officer wellness programs. Chief Ben Bliven and
athletic trainer Traci Tauferner were guests on
Police1’s Policing Matters podcast to discuss the
physical fitness and injury prevention program
they created designed to keep officers fit, strong
and on the street.

Cherylynn Lee: Physical fitness is an essential
component of being a competent peace
officer. Not only does being physically fit
prepare you for pursuits and confrontations,
but regular exercise is also an incredibly
effective stress reliever. Additionally, some
studies have shown that exercise can be more
effective than anti-depressant medication in
managing mental health.

It was encouraging to see that most officers
recognize the importance of exercise, but
awareness alone is not enough. Nearly 75% of
respondents cite the biggest barrier to consistent
workouts and physical fitness as a lack of
time due to work and personal commitments.

Considering the broader perspective of officer
wellness and the various initiatives being
promoted, providing officers with workout time
on duty is a straightforward solution. This is an
achievable goal and a solvable problem that
doesn’t require significant upheaval. Adjusting
schedules might be necessary, but isn’t this
already done quarterly when officers need to
qualify? Most use-of-force incidents involve direct
personal contact, not just the tools on an officer’s
belt. It’s the responsibility of agencies to ensure
their officers are set up for success in terms of
safety and wellness, and we have an opportunity
Agree
27%
15%
Neutral 26%
Strongly agree: 4%
Disagree
Strongly
disagree
21%
My department prioritizes physical
fitness in ongoing training.
113
Item A.
35 WHAT COPS WANT IN 2024
now to implement the changes our officers
are requesting.

Eric Tung: Regarding the health and wellbeing
of our police first responders, it’s excellent
that 93% recognize the impact of wellness
on job performance. This highlights a shared
understanding and provides a common ground
from which we can emphasize that wellness is
critical and should be a priority — regardless of
the starting point.

Obesity is a prevailing health issue among
Americans, along with heart disease, diabetes
and other metabolic conditions. Many police
officers are also affected by these trends,
further compounded by long shifts, stressful
environments, and the challenges inherent in
emergency response work.

Within the surveys, over 35% of officers felt their
fitness levels adequately prepared them for the
job, while 29% were neutral, and the rest did not
feel prepared. This is a concerning point to reflect
Limited access to exercise
facilities or outdoor spaces
Lack of time due to work or
personal commitments
Lack of support or
encouragement from family,
friends, or employers
10%
76%
8%
Financial constraints,
including costs of gym
memberships or equipment
Lack of motivation due to
not achieving measurable
results in the past
17%
27%
10%
19%
12%
Stigma or fear about my
current level of fitness
Physical limitations or
health conditions
Lack of knowledge about
eective routines for physical
health improvement
What are your biggest barriers to taking
steps to maintain or improve your
physical health?
With the abundance of information now available, many law enforcement professionals are taking proactive steps to advocate for their own well-being.
114
Item A.

WHAT COPS WANT IN 2024 36
on, indicating that a majority of our officers are
performing their dangerous duties unsure if their
fitness levels are sufficient for the challenges
they may face.

In addition, 36% of officers believe their
coworkers’ fitness levels are sub-par. Thus, even
if individuals feel confident in their own abilities,
inevitable doubt and stress can arise from
uncertainty about whether their partners will be
able to handle their responsibilities effectively.

Prudent officers understand that this can
drastically affect their own survival and the safety
of innocent civilians.

What can we learn from the findings
to tailor mental wellness programs
for law enforcement?
Jim Dudley: We have witnessed significant
positive efforts in mental health wellness in law
enforcement, directed at both officers and their
families over the past few years. It is encouraging
that agencies and providers are recognizing and
addressing vicarious trauma, on-the-job trauma,
and stress. Tools like Cordico offer 24/7 access
for officers, making support readily available at
any time. Check out Police1’s podcast mini-series
on health and wellness featuring Cordico’s Dr.

David Black and Mandy Nice.

Cherylynn Lee: As noted in the survey, many
officers are dealing with stress, depression,
relationship issues, anxiety, increased anger
and increased alcohol consumption. In fact, only
8% of the officers surveyed reported that they
aren’t contending with any of the above issues.

Although we are making progress in addressing
officer wellness, there remains a significant
gap in open dialogue about these issues. What
would change if we began to talk openly about
them? What if we normalized these responses
as reasonable and expected reactions to the
challenging situations officers face daily?
Many agencies now offer culturally competent
counseling, peer support and wellness training,
and some states are beginning to recognize
post-traumatic stress injury (PTSI) as a
presumptive condition. Given this recognition
of job-related problems and their impact on
mental wellbeing — and with most respondents
acknowledging that their mental health affects
their safety — it’s clear that organizations must
go beyond mere formalities. The survey results
are a call to action for providing relevant,
Agree
36%
13%
Neutral
24%
Strongly agree
Disagree
Strongly disagree: 4%
22%
“The survey results
are a call to action
for providing relevant,
accessible and
effective wellness
resources that benefit
not only the officers
but also the agencies
and communities
they serve.”
A substantial portion of my team or
partners are below adequate in their
physical fitness level.
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37 WHAT COPS WANT IN 2024
accessible and effective wellness resources that
benefit not only the officers but also the agencies
and communities they serve. Organizations have
a responsibility to act decisively to address these
needs comprehensively.

Jason Shea: The role physical well-being and
health can play a significant role in mental
wellness and the importance of squashing
the stigma of not “unloading our emotional
backpacks” by never talking about our issues.

Programs like Struggle Well developed by the
Boulder Crest Foundation and Mental Armor
can have significant benefits. Armed with the
information provided by this survey, departments
can hopefully address blind spots and create
programs to help their teams.

What is the one thing police leaders can
take from the survey today to improve
officer wellbeing tomorrow?
Jim Dudley: Survey respondents are clearly
communicating their needs: they require health
and wellness support. While it is encouraging that
many have access to programs provided by their
departments, the fact that 16% of respondents
have had suicidal thoughts is alarming. In my
experience with my own agency’s mental health
and wellness team, it was always disappointing
that we often had to wait for an officer to initiate
contact and seek mental health assistance. Now,
with more help available, some agencies have
implemented annual mental health check-ins,
requiring officers to meet with a mental health
provider. These check-ins are designed to
address potential issues at an early stage,
before they become critical.

Given that many survey respondents are veterans in their field, it’s likely that most have faced trauma, bureaucracy, broken promises and moral injuries. Seeing them articulate what keeps them motivated, especially when it’s overwhelmingly positive, is a promising sign for the resilience and morale within the force. 116
Item A.

WHAT COPS WANT IN 2024 38
Cherylynn Lee: One of the primary reasons
cited for dissatisfaction at work, according to
the survey, is poor agency leadership. While
this might seem like a problem, it actually
presents an opportunity. Law enforcement
fundamentally revolves around solving problems.

Just as you can’t address a domestic violence
issue without a call for service or solve a
property crime case without a report, you can’t
improve the working environment without
knowing its deficiencies. What leaders can do
today to enhance officer wellbeing tomorrow is
to become their champion. By actively seeking
feedback and addressing concerns, leaders
can make substantial improvements in the
morale and overall
work environment.

Leading effectively
doesn’t require being
the fittest or most
mentally sound cop
on the force. Instead,
it’s about leading with
humility and integrity.

It means asking your
team honest questions
and providing honest
answers. It involves
fighting to secure the
necessary resources to
support the programs
your officers need and
request. And let’s be honest, you might not be a
wellness champion. Perhaps your strengths as
a leader lie in tactics, politics, or policy. That’s
perfectly fine, as long as you identify and support
someone within your agency who is passionate
about wellness and can ensure the necessary
initiatives are implemented. Keep asking them
for updates, stay involved, and if your agency
is facing difficulties or if this survey’s results are
concerning, investigate the underlying issues.

Remember, you cannot address a problem if
you’re unaware it exists.

Jason Shea: I believe a crucial aspect is the
impact of physical fitness and wellbeing on the
overall culture of a department. If your baseline
health is compromised, it can affect numerous
aspects of your performance, including stress
resilience, mood, attention, and, in some cases,
critical decision-making under duress. A few
years ago, researchers sought to understand
what constitutes resilience. They studied
candidates undergoing the first phase of BUD/S
training to determine who succeeded and who
did not. They measured baseline mental and
physical markers and correlated these with the
candidates’ success rates. Their findings revealed
that those who successfully completed the phase
remained positive despite adversity and exhibited
higher levels of Brain Derived Neurotrophic
Factor (BDNF). Essentially, they had increased
levels of what could be described as “fertilizer
for the brain,” a result
of regular exercise and
maintaining high overall
fitness levels.

I have also seen
through interviews and
surveys with chiefs that
health and wellness
buy-in may correlate
with overall department
culture. It would be
beneficial to conduct
a study with a much
larger sample size to
explore this correlation
more thoroughly.

Eric Tung: Thirty-three percent of respondents
believe their agency does not prioritize fitness,
and 37% are neutral. This is concerning given
the demands of the job. As industry leaders, we
must ask ourselves if we want our officers, who
are often called upon to assist our families on
their worst days, to be underprepared. While
individual responsibility for fitness is crucial,
we also have a role in providing the necessary
resources. The increasing strain and stress of the
job prevent many officers from accessing better
health opportunities. Alarmingly, 36% of officers
have access to a gym but aren’t permitted to use
it while on duty, and many don’t have access
to gym facilities or equipment at all. Despite
budgetary constraints, ensuring fitness and
providing the means for it are essential.
“We need to equip
our officers with
legal knowledge and
training, and similarly,
we must ensure
they have access to
fitness information and
facilities.”
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39 WHAT COPS WANT IN 2024
We need to equip our officers with legal
knowledge and training, and similarly, we must
ensure they have access to fitness information
and facilities.

By allowing officers time and space to exercise
on duty, decompress, talk to a mental health
practitioner, and meet with peer support, they
will undoubtedly be more active, achieve better
work/life balance, and be better equipped to
handle the stressors of their job. According to
the survey respondents, 59% recognize the
efficacy of therapy and 43% advocate for peer
support. Remarkably, peer support is a costfree resource. Departments lacking a program and policy for peer support are significantly
behind; it’s an essential service that departments
should implement to support their employees
adequately. It is also crucial to include protective
language ensuring confidentiality and privileged
communication within these programs.

Furthermore, allowing officers to go out of service
following a critical incident if needed is vital for
their mental health; 50% of the surveyed officers
Given that many survey respondents are veterans in their field, it’s likely that most have faced trauma, bureaucracy, broken promises and moral injuries. Seeing them articulate what keeps them motivated, especially when it’s overwhelmingly positive, is a promising sign for the resilience and morale within the force.

EAP
Clergy/chaplain/
faith-based group

CISM/CISD
61%
50%
27%
Family counseling
After-action
reviews/debriefings
24%
54%
18%
60%
14%
Non-departmental
community resource(s)
Peer support
Therapy animal(s)
Wellness smartphone app 22%
Which behavioral health programs/
activities/offerings are available to you?
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WHAT COPS WANT IN 2024 40
have this option. Coupled with the fact that 40%
reported having a “near miss” due to stress or
fatigue, the seriousness of these issues cannot
be underestimated.

Cops, leaders, politicians, and the community all
desire for professional officers to make fewer
mistakes. While errors are inevitable, they can
be significantly reduced through simple, free,
or inexpensive practices and cultural norms.

When these strategies and resources are not
acknowledged or embraced, it diminishes officer
proficiency along with their wellness, leading to
losses not only for the officers themselves but
also for the community they are sworn to serve.

What finding concerns you the most?
Jim Dudley: The majority of officers report having
access to behavioral health support resources,
but a significant barrier to better mental health
outcomes is often the need for improved work/
life balance. Overload from calls for service,
mandatory overtime, and other job demands
heavily impact officers.

To address this, direct supervisors and sergeants
should be trained to monitor their officers
effectively, enabling them to recognize when
some may need to be temporarily relieved from
duty to recuperate. Additionally, agency leaders
should strive for workload parity and avoid
overburdening the most capable officers simply
because they consistently perform well.

Cherylynn Lee: I am quite concerned and
saddened that more than half of the survey
respondents would not recommend a career
in law enforcement to others. Historically, law
enforcement was often a generational career,
By allowing officers time and space to exercise on duty, decompress, talk to a mental health practitioner, and meet with peer support, they will undoubtedly be more active, achieve better work/life balance, and be better equipped to handle the stressors of their job
“Survey respondents
are clearly
communicating their
needs: they require
health and wellness
support.”
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41 WHAT COPS WANT IN 2024
Started a podcast
Foster animals
Online gaming Community volunteer Coach a softball team Hiking and hunting Take ice baths
filled with honor and pride in following the
footsteps of a family member who previously
held the role, whether it was a parent, uncle,
or sibling. I recognize that law enforcement
has evolved and now includes new, tangible
challenges that were not previously a factor.

However, 72% of respondents still say they are
in this career because they are satisfied with the
work they do. Law enforcement is undoubtedly
challenging, but humans, particularly cops, are
built to handle difficult tasks. The nature of these
challenges may have changed, but that does not
strip away the valor and satisfaction derived from
this work. Additionally, 82% of respondents report
that their agencies are understaffed. If we do not
encourage more people to enter this profession,
we may soon find that maintaining officer
wellness becomes increasingly difficult.

Jason Shea: The number of respondents who
answered “Yes” to questions about having
thoughts of suicide, devaluing their own life, or
thinking others would be better off without them
is alarming. While the overall percentage for
this was 16%, the sheer number of 453 officers
affirming these thoughts is deeply concerning.

Additionally, when asked how often they talk to
someone about their work-related stress and
experiences, approximately 15% of respondents
(429 officers) reported that they never do.

This indicates a significant need for increased
mental health support and communication
within the force.

Overcoming this stigma can be challenging.

One program we have seen take off with
great success here in Massachusetts and in
other states is the Struggle Well program by
Bouldercrest. This program, free for officers
and departments, is supported by grants from
AT&T FirstNet, the Gary Sinise Foundation, and
the Arthur Blank Foundation. The feedback and
responses have been overwhelmingly positive,
with many participants describing the experience
as life-changing. Officers report feeling safe to
open up and focus on what the program,
Struggle Well, terms “PTG” or Post-Traumatic
Growth. Several branches of law enforcement,
including municipal, sheriff’s departments and
more, seem to be getting great results from the
two or five-day programs.

What findings are you most
optimistic about?
Jim Dudley: The positive responses from officers
were encouraging, particularly regarding their
willingness to encourage others to join their
departments. Most responses were positive or
optimistic, marking a noticeable difference from
surveys conducted over the past four years. This
shift may indicate that officers are increasingly
recognizing the importance of prioritizing their
own and their families’ needs over the immediate
demands of the department. This, coupled with
the recent PERF report on decreasing retirements
and increasing recruitment numbers, shows a
positive outlook, in general.

How survey respondents address stress
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WHAT COPS WANT IN 2024 42
Cherylynn Lee: Reading about what officers find
most satisfying in law enforcement was truly
encouraging. The top three responses were
serving the community, crime-fighting, and their
relationships with colleagues. Nietzsche famously
said, “He who has a why to live can bear
almost any how.” This profession can indeed be
daunting, sometimes leaving officers feeling lost,
helpless, and defeated. Moral injury — defined
as the lasting psychological, biological, spiritual
and behavioral impact of either perpetuating,
failing to prevent, or bearing witness to acts
that transgress deeply held moral beliefs and
expectations — is an inherent part of the job.

Given that many survey respondents are
veterans in their field, it’s likely that most have
faced trauma, bureaucracy, broken promises
and moral injuries. Seeing them articulate what
keeps them motivated, especially when it’s
overwhelmingly positive, is a promising sign for
the resilience and morale within the force.

Jason Shea: There are several reasons to feel
optimistic based on the survey responses.

Notably, many officers cited meaningful
motivations for choosing to serve. A substantial
72% of respondents are satisfied with their
work, and 53% have no plans to leave their
positions. Additionally, regarding personal wellbeing, 32% of officers report getting 6-7 hours of sleep nightly. There is also a recognition of the
importance of physical fitness, with 35% agreeing
and 11% strongly agreeing that it significantly
impacts situational job performance.

Aside from hoping that many departments
nationwide will review the survey results, I am
particularly optimistic about the responses to
the questions concerning how much being a
police officer affects personal identity and what
non-work-related activities officers engage in to
manage stress.

With the abundance of information now available,
many law enforcement professionals are taking
proactive steps to advocate for their own wellbeing. Approximately 35% of survey respondents reported having a good work-life identity balance,
engaging in hobbies and maintaining friendships
outside of their professional duties, indicating
that their job does not solely define their identity.

Additionally, 30% of respondents recognize they
have a moderate balance but acknowledge
the need to be more intentional about setting
boundaries to maintain this equilibrium. This selfawareness and active management of work-life boundaries are vital for sustaining their mental
health and overall job satisfaction.

The top responses for nonwork-related stress
management activities are encouraging,
showing a proactive approach toward
well-being among law enforcement
professionals. Many officers reported focusing
on improving their overall health, spending
more time with family, and exploring alternative
solutions to manage stress. These responses
indicate a healthy recognition of the importance
of maintaining a balanced lifestyle and seeking
diverse ways to enhance personal well-being
outside of their demanding jobs.

It is a significant portion of my identity, but I have
periods where I am better with boundaries.
26%
9%
I believe it is a moderate balance, that I have to be
intentional about setting.
30%
It is a majority of my identity, I struggle to relate to non-LE or have non-LE hobbies.

It is within a healthy range, I have many hobbies and
friends completely outside of the job and the job
does not define me.
34%
How much does your role as a police
officer affect your identity?
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43 WHAT COPS WANT IN 2024
AbOut the panelists
James Dudley is a 32-year veteran of the San Francisco Police Department where he retired as deputy chief of the Patrol Bureau. He has served as the DC of Special Operations and Liaison to the Department of Emergency Management where he served as Event and Incident Commander for a variety of incidents, operations and emergencies. He has a Master’s degree in Criminology and Social Ecology from the University of California at Irvine.

He is currently a member of the Criminal Justice faculty at San Francisco State University, consults on organizational assessments for LE agencies and hosts the Policing Matters podcast for Police1.

Dr. Cherylynn Lee is a police psychologist and works full-time for the Santa Barbara Sheriff’s Office as the Behavioral Sciences Manager, overseeing the mental health co-response teams, CIT training and the internal Wellness Unit, including Peer Support. Dr. Lee is a member of the county’s threat management team and consults on threat assessment cases around the state. She also serves on the crisis negotiation response teams for both the Santa Barbara Sheriff’s Office and the Santa Barbara Police Department and teaches in the FBI 40-hour Crisis Negotiation Academy. Dr. Lee has a private practice in the Santa Ynez Valley where she sees first responders exclusively, specializing in trauma, post-traumatic stress and mindfulness. She currently sits on the California State Sheriffs Association Wellness board. She can be reached at [email protected].

Jason Shea is a subject matter expert who coordinates health and wellness trainings, classes and certifications throughout Massachusetts. He is also involved with curriculum, course development, and instruction for various classes offered to the law enforcement community in Massachusetts.

Commander Eric Tung has been a police officer for 16 years in Washington State. He currently oversees patrol operations and his department’s wellness and peer support programs. He has led and innovated recruiting, hiring, training, community engagement, civil disturbance and field training programs. Eric was a 2022 “40 Under 40” honoree, recognized by the International Association of Chiefs of Police. He develops wellness and leadership content on @bluegritwellness on Instagram, bluegritwellness.com and the Blue Grit Radio podcast.
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WHAT COPS WANT IN 2024 44

THE POWER OF AUTOMATED

DIGITAL EVIDENCE MANAGEMENT

SYSTEMS TO TRANSFORM

INVESTIGATIONS AND FIGHT CRIME
Turn tedious, time-consuming
tasks over to an automated
system and let police do what
they do best

WRITTEN BY
Laura Neitzel
According to Police1’s 2024 “What Cops Want”
survey, crime fighting is the most satisfying
aspect of a career in law enforcement, according
to nearly 3,000 respondents. Conversely, when
asked what the least satisfying aspect of working
in law enforcement is, testifying in criminal cases
is the least objectionable of the choices given.

These survey results show law enforcement
officers are motivated to use their skills and
talents to prevent and solve crimes, help build
strong cases so wrongdoers pay for their
misdeeds, and ultimately protect and serve
their communities.

However, staffing shortages continue to
plague the vast majority of police departments
in the country. Police officers are scrambling to
keep up with the increased workload, which
takes its toll on officer health and well-being
Sponsored by
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Item A.
45 WHAT COPS WANT IN 2024
and also impacts officers’ ability to do the things
they got into law enforcement for – such as
fighting crime and ensuring the safety and wellbeing of their communities.

While staffing shortages and other problems
will not be solved in the short term, agencies
can improve the quality and efficiency of their
crime-fighting forces by using modern
technology integrated with AI tools to assist with
some of the more tedious and time-consuming
tasks involved in evidence collection and
management. The efficiencies that automated
processes create can shorten investigations
to a successful conclusion and free time up for
more rewarding, human-advantaged work – like
making investigative breakthroughs, building trust
in the community, enhancing community safety
and making time for officers to care for their own
mental and physical well-being.

Taking out the tedium
Investigating crime and preparing evidence
for prosecuting cases are foundational
responsibilities for law enforcement agencies.

The tedious and time-consuming aspects of
evidence collection and management are
compounded by the increasing volume and
variety of digital evidence gathered daily.

Not all media captured and stored in a day is
even relevant or will ever become evidence in a
case. But because a call for service can change
from peaceful to precarious in an instant, officers
must treat every iota of media as important until
proven otherwise. Many departments require
their officers to record every call for service and
every interaction with the public, just to be safe in
this heightened atmosphere.

Being able to collect digital evidence is a
wonderful advancement in terms of technology
but an added burden if there is no easy way
to offload the media, keep and analyze what is
relevant, and jettison the excess.

This is where digital evidence management
technology can help agencies save time and
resources and help get evidence to prosecutions
more quickly.

The problem when more is too much
There is little doubt that the proliferation of
community-generated cell phone and doorbell
camera video has been a welcome addition
to the body of digital evidence data law
enforcement routinely collected with bodycams, in-car cameras, traffic cameras and CCTV recordings. Add to that the gold mine offered
when law-abiding citizens upload social media
posts of individuals bragging about their criminal
deeds and you have a strong body of evidence
to support a criminal investigation that leads to a
successful prosecution.

All in all, more evidence is better than not
enough, but being inundated with unstructured
digital evidence can muddy the waters, making it
challenging to locate, identify and surface critical,
actionable information from the sea of data.

An automated digital evidence management
system (DEMS) like POLARIS from Utility can
help agencies manage the flood of evidence,
streamline operations, enhance accuracy, gain
insights and foster collaboration across the
criminal justice system.

Be careful what you wish for
“The proliferation of body cameras and cameras
in general has driven a tidal wave of evidence,”
said Clay Campbell, a retired law enforcement
“The efficiencies that
automated processes
create can shorten
investigations and
free time up for more
rewarding, humanadvantaged work.”
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WHAT COPS WANT IN 2024 46
agent and business manager for Utility, Inc.
“We wanted all this evidence and we’re
getting it now. How do we handle all of it
while ensuring it enhances our ability to protect
and serve our communities effectively? As
trusted protectors, we manage this influx
with integrity and precision.”
Most law enforcement agencies have some sort
of evidence management system. For some
agencies, that still means offloading media like
body-worn camera footage and in-car video
onto a hard drive, transferring it to another hard
drive, jump drive or DVD, and driving it to the
prosecutor’s office. Then it will be put in a case
folder box along with paper files and occupy
space in an evidence room until the rules of
retention have expired (if you’re lucky) or it will lie forgotten and dusty on a shelf for decades. It’s a
system that still works for many agencies, but the
complexity, variety and volume of digital evidence
now available is overwhelming agencies’ ability
to keep up manually. Especially at a time when
many agencies are short-staffed, it is crucial to
find efficiencies that will save time and labor.

Instead of hard drives to house the evidence
while the investigation is in progress, other
agencies are using more modern media
collection and retention tools that often come
with their camera systems and utilize cloud
storage. While this can be a vast improvement
over manual processes, these systems often
fail to take advantage of automation that can
reduce the time needed to do laborious tasks
like redaction.

Gain both investigative insights
and situational awareness
“When you have a digital evidence system
management system like POLARIS, one of
the key values is being able to find features
within the product that have multiple uses,”
said Campbell.

POLARIS automatically captures data directly
from sources like body-cams, in-car video
cameras, automated license plate recognition
devices and fixed cameras and integrates
with third-party computer-aided dispatch and
records management systems. POLARIS can
Law enforcement officers want to spend more of their time fighting crime, investigating cases and getting criminals off the street.
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47 WHAT COPS WANT IN 2024
also ingest media like CCTV from businesses
and community-generated smartphone, doorbell
camera and social media videos uploaded via
the citizen upload feature, enhancing the overall
safety and security of the community.

Once all the digital evidence is collected into a
single, CJIS-compliant cloud-based platform, the
evidence can be classified and organized into
case files available for immediate viewing and
video playback anytime, anywhere. POLARIS
even allows for multiple videos to be shown from
different devices in the same interface, along
with GPS data from each device. This allows
investigators to view an incident from multiple
perspectives at once, alongside a live map view
that shows exactly where and when each piece
of field evidence was collected and how the
incident unfolded.

Using the POLARIS platform, command staff
can also start recording remotely on connected
devices and initiate live streams to gain
situational awareness during an ongoing
event in the field.
“There was an officer-involved shooting where
one of our client agencies had an officer shot,”
Campbell recounted. “Command staff were able
to watch his body camera video remotely, and
within 10 minutes of being alerted by the body
camera that he needed help, they were able to
review the video, and take screenshots within
POLARIS to aid in identifying the suspects.

This capability not only helped in swiftly
apprehending the suspects but also ensured
the safety of the community and provided
critical support to the officers on the scene.

We make sure every second counts.”
Make evidence accessible,
shareable and secure
POLARIS includes other built-in intelligence tools
that can speed up investigations by making the
evidence more usable and accessible. Audio
and video recordings as well as document files
can be automatically transcribed, translated
and searched and analyzed for keywords and
locations, saving hours of work. Critical evidence
can be quickly and automatically redacted of
sensitive personal information before being
Investigating crime and preparing evidence for prosecuting cases are foundational responsibilities for law enforcement agencies.
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WHAT COPS WANT IN 2024 48
shared internally or externally with prosecutors
or the public.

To ensure that evidence collected adheres to
legal standards and is admissible in court, police
departments also have a responsibility to ensure
that digital evidence has not been tampered
with or accessed by unauthorized persons.

POLARIS provides a secure chain of custody
by seamlessly transferring information between
all devices. Agencies can configure the system
according to policy, manage access and
maintain an accurate audit log.

At the end of a case, instead of a hard drive or
DVD taking up valuable space in an evidence
or file room – or an officer taking time to locate
and manually dispose of it – POLARIS can also
be configured to automatically retain and delete
evidence according to department policy or
legal requirements.

Shorten the time between
investigation and prosecution
POLARIS integrates with another Utility solution,
HELIOS, which is a companion DEMS for
attorneys. This native integration makes case
files easily shared between the law enforcement
agency and prosecuting and defense attorneys.

Attorneys can view the evidence, download
their own copies, transcribe, translate and
redact as needed for presentation in court. If
a party should change, it’s a simple matter to
reassign permissions. It also prevents the loss
or misplacement of evidence, alleviating the law
enforcement agency from the need to re-export,
recopy and resubmit to the judicial system
more than once.
“The integration of our systems allows law
enforcement agencies to seamlessly share
digital evidence with the DA’s office, giving them
full control to perform necessary tasks such as
transcription, translation, and redaction, ensuring
the evidence is court-ready,” said Campbell. “This
allows the DA’s office – being the final consumer
of that evidence – to have complete control
and chain of custody, ensuring the integrity of
evidence and enabling quicker response to
requests. This supports more efficient judicial
process that ultimately protects community
interests. As thoughtful partners, we ensure that
the system is seamless and reliable.”
Give police resources to do
what they do best
Law enforcement officers want to spend more
of their time fighting crime, investigating cases
and getting criminals off the street – duties
citizens want them spending their time on as
well. Providing officers with the tools they need
to get the job done more efficiently and
effectively will not only benefit officers but
also enhance the safety and well-being of the
communities they serve.
“Law enforcement at every level is fundamentally
about leadership and community service,” said
Campbell. “If we’re going to be good leaders, we
must open our minds to what’s possible. POLARIS
and other Utility products are not only agencychanging technologies, they are lifesaving and community-protecting. As confident guides, we
hope agencies will look to the future and adopt
innovative technologies that alleviate burdens on
officers, allowing them to focus on their primary
mission – fighting crime and making
their communities safer.”
Providing officers with
the tools they need
to get the job done
more efficiently and
effectively will not only
benefit officers but also
enhance the safety
and well-being of the
communities they serve.
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49 WHAT COPS WANT IN 2024
More Police1 resources
PoliceOne Academy PoliceGrantsHelp.com Police1.com Newsletter Police Product Directory Police Training Videos Police1 asked: How can police
supervisors better support officers’
mental wellbeing?
Officers sound off on what they need from their
supervisors and leaders to perform at their peak
in Police1’s State of the Industry survey
Administrative betrayal: Why the silence
of leaders is the greatest trauma for
many LEOs
Police1’s “What Cops Want” survey highlights not
street-level trauma but internal administrative
practices as a primary reason for the exodus of
police officers

ABOUT THE SPONSOR
Utility, Inc. is a technology innovator, providing a range of digital solutions for law enforcement and public safety entities. From state-of-the-art body cameras and incar video devices to robust ALPR systems and interview room setups, our solutions enhance operational accuracy and transparency. Our cloud-based platforms offer robust evidence management, district attorney case preparation, and unified video feed views for improved situational awareness. A fully customizable suite, backed by round-theclock Atlanta-based tech support, ensures adherence to agency policies and global service reach. To learn more about Utility’s technology solutions, please visit utility.com.

Access additional analysis of Police1’s survey here:
https://www.police1.com/what-cops-want
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WHAT COPS WANT IN 2024 50
VISIT POLICE1 FOR ADDITIONAL ANALYSIS OF THE
‘WHAT COPS WANT IN 2024’ SURVEY.

POLICE1.COM
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Sonora City CouncilAugust 19, 2024

Sonora City Council
August 19, 2024