HomeMy WebLinkAbout1983-01-11; City Council; 7258; Loss Prevention Fitness Maintenance ProgramI
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CITY OF CARMAD -- AGENDA SILL
AB 7-2 -rr TITLE:
nn T G. 1/11/0 LOSS PREVENTION/FITNESS MAINTENANCE PROGRAM
DEPT. —pgL
DEPT. WD. u
CITY ATTY
CITY MGR.
RECOMMENDED ACTION:
Approve the concept of a loss prevention, psychological/physical fitness maintenance
program for public safety personnel consisting of a mandatory physical fitness
program for all new hirees combined with a voluntary fitness program for incumbent
safety personnel and psychological fitness program.
ITEM EXPLANATION:
The safety services are recommending the development of a two -fold program designed
to reduce job -related physical injuries and psychological stress to safety service
officers, as well as to improve the City's ability to maintain acceptable levels of
fitness and well-being of all its safety services personnel.
It is believed that the program will result in the increase of the City's ability
tj privide safety services through the reduction or loss time and salaries due to
injuries and illnesses.
The program would consist of mandatory annual physical agility testing, medical
testing for all new safety personnel. Tenured employees would be encouraged to
participate on a voluntary basis. In addition, psychological services would be
provided.
It is recommended that the program be administered by private vendors through the
appropriate selection process. It has been found that private vendors are able to
administer a number of programs to a much larger population.
If the Council approves the concept, staff will initiate .consultation meetings
with both the police and fire employees' associations. Upon completion of these
meetings, staff will return to Council for final program presentation.
FISCAL IMPACT:
Preliminary estimates indicate that this program could cost between $25,000 and
$42,000 annually. Projections for annual savings by reducing injuries and illnesses
cannot be made yet. However, existing programs have already seen positive results
in increased cardiovascular fitness levels, reduced blood pressure, cholesterol
and body fat levels, as well as the reduction of job -related stress.
According to figures of Risk Manager, the approximate cost to the City for an early
medical retirement range from $250,000 to $500,000, depending upon age, years of
service and other factors.
EXHIBITS:
1. Staff report dated December 15, 1982
0 2. Memorandum - City of Monterey Police Department
v 3. Proposed police physical fitness program, City of Monterey
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MEMORANDUM
December 15, 1982
TO: Vincent D. Jimno, Chief of Police
FROM: Joseph E. Hasenauer, Sergeant
SUBJECT: LOSS PREVENTION/FITNESS MAINTENANCE PROGRAM
I. INTRODUCTION
This report is written in response to concerns expressed by members of the
City Council and the management personnel of both the Carlsbad Police and
Fire Departments.
These concerns arose as a result of both past and recent medical retirements
within the departments. It is the purpose of this report to show the need for
a fitness maintenance program which would reduce the number of injured -on -duty
claims, sick days, medical retirements, etc., and to thereby increase the
ability of the personnel of the Carlsbad safety services to serve the citizens
of Carlsbad. It is also the intention of this report to show potential cost
savings on an annual basis, as well as long term savings.
This report will also make recommendations for the adoption of a psychological/
Physical fitness program.
II. STATEMENT OF MATTER
A. Physical Fitness Program
There have been a total of fourteen (14) public safety employees who have re-
tired medically since 1976. Eleven (11) employees have been from the Police
Department. Their average age at termination was 48.6 years, and the average
time off duty as a result of injury was 171.6 days. The Fire Department has
experienced three (3) medical retirements since 1976. The average age of
those employees at termination was 48.3 years, and the average time off duty
as a result of injury was 121.6 days.
In an article in the August, 1979 edition of Emergency magazine titled "Health
and Fitness for Public Safety Personnel," it is reported that cardiovascular
problems and lower back complaints plague emergency services personnel to the
extent that the two maladies account for about 85% of disability retirements.
A study by the International Association of Chiefs of Police reports that at
least half of the early police retirements are from back pain and cardiovascular
diseases.
While one authority submits that "the causes and management of low back pain
remain poorly understood," others suggest that as much as 85% of joint and
vertebral column problems are muscular in origin and related to being over-
weight, having poorly toned abdominal muscles, and poor hamstring flexibility.
These problems can be identified and dealt with in a fitness program.
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Loss Prevention/Fitness Maintenance Program December 15, 1982
Exercise may also benefit individuals psychologically, since through exercise
the individual is able to unwind and release some built-up tension. The bene-
fits suggested by the literature from regular exercise include greater relaxa-
tion, greater participation in family and social activities, improvement in
work attitudes, and increased capacity for work and recreation.
Physical fitness relates to the health and operating efficiency of the body
and is measured primarily by muscular strength, muscular endurance, and cardio-
vascular and respiratory efficiency.
The greatest effect of an exercise program is the improvement of body functions
which support activity. The more often the normal heart and circulatory system
are required to move blood to active regions of the body, the more efficient
they become. This proposal is designed to promote and achieve the above.
In "Health and Fitness for Safety Personnel," Dr. Dorian Paskowitz, formerly
the health and fitness supervisor- for the Honolulu Police and Fire Departments,
has devoted himself to the health problems of public safety forces. "The
<' nature of their work, which is extremely high in stress, low in exercise and
often very poor in nutrition, lends to the devaluation of their own personal
services, the services they can render to the community, and often to a pre-
mature end to their careers. The odds are clearly against those in the "helping
professions." The ages and strengths of the criminals remain the same. The
police officers and firefighters; however, get older and often more unfit for
duty. Fitness, it is evident, becomes more than the cosmetic condition of look-
ing trim, it is a survival essential."
In a survey conducted by the International Association of Fire Chiefs (I.A.F.C.)
in which 1,000 departments responded, 70% indicated that they had no ongoing
fitness program, and 11% had discontinued a previous program.
A recent study by the IAFC proposed that "the successful completion of fire-
fighting tasks requires a physical performance profile reflecting youth, high
aerobic capacity, high muscular strength and endurance, and above average lean
body weight and minimal fat." The same research determined that two thirds of
all firefighters do not meet that profile. Fat content was cited as being the
greatest performance -inhibiting factor in other independent tests, which saw
obese participants requiring almost twice the time to complete a series of
firefighting tasks.
There are several ways to approach a fitness program for police personnel. In
d March of 1982, the California Highway Patrol instituted a mandatory physical
t enforcement testing program for their officers. The Highway Patrol will test
officers every six months. Those officers who show a need for improved physical
fitness will be given a prescription for remedial conditioning and tested again
within six months. Progress toward the fitness standards will be expected of
ali officers on remedial training.
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Loss Prevention/Fitness Maintenance Program December 15, 1982
Test standards result from exhaustive C.H.P. research, and are directly
related to officers on the job requirements such as the ability to run after
a fleeing suspect or to move a traffic accident victim. The standards apply
equally to male and female, uniformed management and road patrol officers.
The City of Escondido, California, implemented a plan in March of 1982 called
P.R.O.D. which stands for "Probationary Officers Development." Each officer
hired by the City of Escondido after March 12, 1982 will be required to pass
periodic fitness standards as prescribed for C.H.P. personnel or equivalent
on an annual basis. The inability to meet those standards could eventually
result in termination.
The City of Walnut Creek, California, began a totally voluntary program of
physical fitness in December, 1981. In that program there are no minimum
standards or criteria for success other than participation. There are desir-
able milestones set by the Los Medanos College Police Academy. Walnut Creek
feels that such a program will promote interest in fitness and the participants
will see the benefits of a fitness program as well as developing a certain
sense of competition. Fifty-six percent of sworn personnel participated in
the initial testing and Walnut Creek expects that percentage to increase.
The City of Monterey, California, instituted a mandatory physical fitness
program which was approved by the City Council for fiscal year 1982-83.
The program is the culmination of approximately eight years of research and
planning. It is based upon an entry level physical agility test; the standards
for which were determined by an independent firm, Research Consulting Corpor-
ation. The standards were developed by testing the majority of the personnel
of the department in entry level physical agility tests. This established
the validity of the tests, and established standards of performance.
B. Psychological Fitness Program
The human resource, the public safety officer, is the key to the quality of
service provided by the police and fire departments to the citizens of the
cities they serve. To effectively respond to the demands which confront
him/her in the line of duty, the public safety officer must be in good physical
and psychological condition.
The Police Chief magazine titled "The Management of Stress in Policing" states
that the sources of stress and potential psychological, physiological and
social consequences of job -related stress have been documented. The question
which remains largely unanswered is: What can be done by public safety admin-
istrators to effectively cope with the stress which is inherent in the public
safety field? A public safety officer faces many sources of stress which are
unique to his/her occupation.
Uncontrollable stressors: The group of uncontrollable stressors includes
several specific factors. First among these is the fundamental withdrawal
reaction of family, friends, and the public which the police officer encounters
when he first dons the uniform and which persists throughout a police career.
withdrawal of friends and negative reactions from non -police persons on both
occupational and social settings are well documented hazards of police work.
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Loss Prevention/Fitness Maintenance Program December 15, 1982
Specific job situations are a second set of uncontrollable stressors. Han-
dling persons under emotional stress themselves, handling drunks, responding
to domestic disputes, discovering abused children, and being the first to
arrive at the scene of a homicide are all in a day's work for the officer
in a patrol assignment.
The uncontrollable stressors include: 1) shift work, 2) court procedures
and decisions, 3) the possibility that any call for service or on -view situ-
ation could quickly turn into an extremely dangerous situation, and 4) the
expectations held by both police officials and the public that police officers
must continually exhibit behavior beyond reproach both on and off duty. These
stresses are a fundamental part of the police occupation.
Controllable stressors: Unfortunately, many police organizations have not
only failed to recognize the uncontrollable stressors but have added consider-
able sources of stress through aspects of the organization which are under
management control. These controllable stressors include: 1) inappropriate
personnel policies and procedures (particularly disciplinary procedures),
2) poor supervisory practices, 3) lack of opportunities for the officer who
is in need of help, and 4) inadequate training.
In an article in the September, 1979 edition of Emergency magazine by Oceanside
Police officer Steve Scarano entitled "Searing the Burden of Occupational
Stress," the results of absorbed responsibility for other persons' lives has
been described by San Jose Police Department Pyschologist Mike Roberts. Roberts
has observed the emotional product of a populace which continually turns to
public safety agencies to solve its problems. Another researcher commented
that "when the person responsible for solving problems for others has a problem
himself, society is often disillusioned. The department is confounded, and
the individual officer is bewildered and confused. The disillusionment weighs
upon everyone whose expectations of police go beyond the capabilities of any
individual group of human beings."
Pervasive throughout all of the community's emergency resources run similar
threads of both physical and emotional stress. In many instances the origins
are familiar and certainly the human condition provides methods of managing
those stressors common to all persons. The differences appear, when they do,
in intensity. The initially subtle stresses that occur when the police officer
straps on his gunbelt, or when the paramedic checks his inventory of critical
cardiac drugs upon assuming his duties, or when the firefighter conducts pre -
emergency service of his breathing apparatus are closely associated with
serious emotional and physical consequences manifested in their subsequent
careers.
Impact of stressors on police officers: From the perspective of individual
officers, stress manifests itself in physiological problems, such as heart
disease, diabetes, alcoholism, and other stress related disorders. Psycho-
logical disorders and emotional instability are also outcomes of stress as are
broken marriages, overt verbal and/or physical hostility toward the public,
and in the extreme, suicide by police officers.
Impact of stress on police organizations: From the perspective of the police
organization, stress takes its toll through 1) losses of efficiency, 2) com-
plaints from the public, 3) lawsuits resulting from police malpractice,
Loss Prevention/Fitness Maintenance Program December 15, 1982
4) workmen's compensation claims, 5) disability retirements, and 6) from
"burned out personnel in supervisory and management positions who create
still more stress in their subordinates, peers, and commanding officers.
Because of its potential cost to both police officers and the police organi-
zation, stress management is an important aspect of police administration.
Uncontrollable stressors in the firefighting profession are similar to those
in law enforcement, although author Joseph Wambaugh, drawing on his experience
as a Los Angeles police officer, commented that "firefighting is by far the
more physically dangerous..... police work is by far the more emotionally
dangerous of the two occupations." The controllable stressors in the fire-
fighting profession are nearly identical.
Coping with these kinds of stresses is often accomplished with defense mec-
hanisms which afford the public safety personnel time for a kind of emotional
triage and to consider alternate ways of dealing with the stressful situations.
a side effect, however, is that they, more or less, retard the ability to
face reality. Suppression (conscious refusal to think about the problem) and
insulation (prohibiting personal involvement by remaining emotionally passive)
are two common methods. The public reads them as cynicism or apathy, as do
friends and families of public safety employees. The truth is that to emer-
gency personnel, the victims of injury or illness are all too personal. Even
one well -respected medical care text suggests that "it's the patient's emergency."
Well, it's not; and when those kinds of feelings are repressed, the cardio-
vascular and gastrointestinal systems keep score.
The effects of stress can be cumulative and often are. It is no wonder that
many public safety employees experience burn -out and mid -career retirements.
Many simply cannot summon the courage to deal with the tasks they must perform
without neutralizing the anxiety they produce, and many become alcoholics. In
a study of 24,000 men in 15 fire departments, 333 men were reported to be
known alcoholics (1.3%), but 35 departments didn't reply. Since five persons
in every 100 in any adult working population are alcoholics, seven to nine
percent within the fire service is a more realistic figure. One out of every
five police officers is estimated to be an alcoholic and suicides among officers
are two to six times higher than the norm for other occupations. The divorce
rate among police officers is amongst the highest of all occupations.
Given the presence of the aforementioned stressors in the public safety field,
the management of stress is clearly one of the most important responsibilities
of public safety management. Stress management programs are within the reach
of any administrator who wishes to make a positive response to the stress problem.
In "Management of Stress in Policing" it is stated: A stress management
program should be a fundamental on -going portion of a police organization's over-
all management system. The stress management program should focus on equipping
officers to cope with the uncontrollable stressors, reducing controllable
stressors, and providing easy access to treatment for officers with stress -
related problems.
What could a comprehensive psychological fitness program consist of? 1) Pre -
Employment Screening -assistance in applicant review and personal selection
through the use of psychological testing and evaluation, 2) Crisis De-brief?ng
on call 24 hours per day psychological counseling for the treatment of crisis
trauma and stress, i.e. officer involved in shootings.
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Loss Prevention/Fitness Maintenance Program December 15. 1982
3) Disability Recovery Program - preparation of a personal recovery program
for each officer immediately following disability occurence, 4) Management
Development - assistance to management in upgrading conflict and problem
solving skills, and analyzing and solving performance problems, 5) Counseling
and Referral - short term counseling (one to six visits) of a confidential
nature available to public safety employees and members of their immediate
families, 6) Vocational Rehabilitation Services - provision of vocational
counseling for those officers whose disability requires that they make a new
career choice.
III. CONCLUSIONS AND RECOMMENDATIONS
The Commission on Police Officers Standards and Training recently published
an extensive study entitled, Patrol Officer Performance Testing Manual. The
study represents the culmination of a major effort by P,O.S.T. to develop job
related tests of physical ability that may be used by local agencies to select
entry level patrol officers.
Additionally, the Commission states in the manual, "In recent years, substan-
tial evidence has pointed to the declining physical abilities and well-being
of incumbent officers. The most telling indicators of this decline have been
the dramatic increases in job related injuries and disability retirements. As
a means of reversing this trend, P.O.S.T. recommends that a encies (especially
those that choose to screen applicants for physical fitness give serious
consideration for implementing some sort of physical fitness program for in-
cumbent officers. Such a program will enhance the chances that those persons
who are hired on the basis of having the requisite physical abilities to per-
form the job will maintain those abilities after hire.,
In this regard, the tests described in this manual may also be used to assess
the physical abilities of incumbent officers as part of a physical maintenance
program.
The governing body which is responsible for the standards and training for the
great majority of California police officers recognizes the need for some form
of physical maintenance program. In fact, P.O.S.T. recommends serious con-
sideration be given to implementing such programs as stated above.
The City of Carlsbad has for several years screened applicants for the
position of Police Officer and Firefighter by using a series of physical agility
tests. Officer candidates are then enrolled in the San Diego Regional Law
Enforcement Trr,,ning Academy and part of the requirements they must meet in-
clude physical fitness standards. Those candidates who successfully complete
the basic academy are then placed in a formal field training program for
approximately ten weeks. There are virtually no physical fitness standards
which must be met by safety personnel in the City of Carlsbad, beyond those
set by the basic academy.
The City of Carlsbad has also screened applicants for the position of Police
Officer by using a series of psychological tests and evaluations. There
currently is no mechanism in place that offers the broad range of psychological
services outlined in this report. Referrals have been made on a need -to basis
to the North County Office of County Mental Health.
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Loss Prevention/Fitness Maintenance Program December 15, 1982
Many larger police departments such as the Los Angeles Sheriff's Department and
the San Diego Police Department have full time psychologists on their staffs.
There are several psychologists and pyschology centers within San Diego County
that could offer the broad range of services described in this report. Some
of them have already expressed interest in offering such services to the City
of Carlsbad.
Based on concerns expressed by management with the Carlsbad Police and Fire
Departments and members of the City Council, and with increased costs incurred
as a result of past and pending medical retirements and injuries on duty, it
is recommended that the City of Carlsbad consider implementing some form of
Psychological/Physical Fitness Program.
The Police and Fire Departments have studied four alternatives and offers them
for consideration:
Plan 1 A mandatory physical fitness program for all hirees, similar to the
Monterey P.D. program, combined with a voluntary fitness program for
incumbent safety personnel. Plus, a broad based psychological fitness
program as described in this report.
Plan 2 A comprehensive psychological fitness program which would include, but
would not be limited to; entry-level screening, crisis de -briefing,
counseling and referral services for safety employees and their immedi-
ate families, stress management seminars, disability recovery, management
development, etc.
Plan 3 A physical fitness program as described in Plan 1.
Plan 4 A continuance of current policies; that is: no fitness standards be-
yond the basic training academy and individual psychological case re-
ferrals on a need -to basis as directed by the Chief Administrator.
The Police and Fire Departments recommend the adoption of Plan 1.
In Plan 1, all safety personnel that are hired after the adoption of physical
fitness plan, and incumbent personnel who voluntarily enter the program, would
be required to pass an annual physical agility test. (This is currently used
only as a screening device at the entry level.) In addition, this proposed
program would include a complete medical and physiological exam, (blood chemis-
try, cholesterol, stress EKG, etc.) at the beginning of the program with
periodic retesting to monitor the medical condition of each participant.
Currently, only entry level safety personnel are required to have a medical
examination; this exam is required prior to employment.
The voluntary aspect of the physical fitness program is designed to help in-
cumbent officers stay in good physical condition, and to help improve physical
fitness when there are identified deficiencies which may potentially impair
health and the ability to do the job.
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loss Prevention/Fitness Maintenance Program December 15, 1982
The psychological fitness program as recommended in Plan 1 would be available
to all public safety personnel. It is proposed that the program be voluntary
and confidential, except in certain cases when the Chief Administrator of the
Police or Fire Department would direct an employee to seek counseling. The
agency should pay for short-term counseling. If long-term treatment is re-
quired for emotional problems and related disorders, it can be handled by
referral to community resources and paid for by employee health insurance.
The psychological fitness program is designed to maintain the well being and
performance capacity of safety personnel, to equip public safety employees
with the ability to deal with job -related stress and to provide easy access
to treatment with stress related problems.
FISCAL IMPACT
It is too early to predict annual savings associated with fitness programs.
Most programs are so new that projections cannot be made. Those programs
researched will continue to monitor participants to determine if there is in
fact a correlation between their level of fitness and the frequency/severity
of disabling injuries suffered by public safety personnel.
However, these same programs have stated that they have already seen positive
results in the form of reduced cholesterol levels, triglycerides and body fat
content, and increased flexibility and strength.
Preliminary estimates indicate that the physical maintenance program would cost
$234 to $413/officer.* This figure was obtained from Occupational Health Ser-
vices, Inc., Oakland, California; and North County Fitness Center, Vista, Cali-
fornia. Both vendors have studied providing aerobic medical and physical fit-
ness programs in San Diego County. Both vendors can provide for the testing,
evaluation, and implementation of such a program including staffing, counsel-
ing, professionally supervised treadmill electrocardiographic stress testing
utilizing a board certified physician.
Preliminary estimates indicate that the psychological maintenance program
would cost approximately $3,000.00 to $5,000.00 per year. This figure was
obtained from various psychology groups who have expressed an interest in offer-
ing such services:
$234 x 94 Safety Employees = $21,996/year ±$3,000 - $5,000/year
$413 x 94 Safety Employees = $38,822/year for psychological
services
As previously stated, there have been fourteen (14) public safety employees
retired medically since 1976. The average injury time off of those retirees
was 146.6 days.
146 x 8 hrs. = 1168 hrs. x $10/hr. x 36% = $19,155/year
IOD Salary
+1168 hrs. x $15/hr. = $17,520 (overtime) $17,520
36,675
$36,675 is the average cost per year to the City of Carlsbad for time lost
due to the injuries incurred on duty over the last six years.
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Loss Prevention/Fitness Maintenance Program December 15, 1502
The average cost to a City for an early retirement ranges from $250,000 to
$500,000, depending upon the age at entry level and at retirement, and other
factors.
If the City were to prevent just one early retirement through the implementa-
tion of a fitness program, the savings would be tremendous.
*This is a maximum figure which may vary depending upon the number of safety
personnel in the program and the vendor administering the program.
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POLICE DEPARTMENT
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646-3800
July 19, 1982
I
POLICE SWORN PERSONNEL
MONTEREY POLICE DEPARTMENT
As soon as practicable, in the coming fiscal year, ,,II police sworn
personnel of this Department will underqo a Physical Fitness Program, to
include an annual physical agility test, and prograrmm•tl ititprovement sy';Lem,
where needed. This program was not developed hastily, and has not been
entered into lightly cr without purpose.
Many of you are aware that we have experienced a large r+umber of
physical and stress -related retirements over the past it•%. years. These
retirements, and some information from outside sources, inelicated we needed
to examine more closely our fitness, individually, and a. .r ,•Thule. It
became increasingly apparent many of our personnel were header•line, or
below, in terms of good physical condition. It was al',o apparenL, if allowed
to continue, the ability of this Department to provide• the level of service
expected of it was in great doubt. In order to do the mn,t possible for
both public and employees, it was felt some direct ,(,I ion eras cr11led for.
Accordingly, the City authorized its to enter info a rr,ntr•act widh .1
consultant to determine how best we could measure: agility and condition.
Many of you participated in the two -clay testing phase thrr,t:gh which ar;
were able to establish the validity of the La,t:., and c,fahli,h sLandards
of performance. As a result, we feel very strongly th,rt we hove o val ill
test which can be shown to be job -related, and truly me•a',e;te, the dntiu'.
police officers do on the job. The procedures foliowe:d cn.,Uled us to do
two things:
1. To establish entry-level test of physical agility.
2. To establish reasonable maintenance .tandard', for
personnel at all age group',.
POLICE SWORN PERSONNEL
i MONTEREY POLICE DEPARTMENT July 19, 1987 2
It is important everyone understand the physical a`liIity lest is not
merely to provide numbers to be net. The real purpose behind it is to hire
employees in good physical condition v,J to provide a vehicle through which
a correspondingly high degree of physical condition will be achieved and
maintained throughout the course of your employment. It has been shown
repeatedly there is a direct relationship b(Aween physic,,) Londiticn anJ
ability to perform, susceptibility to injury, and personal stress. Where
condition deteriorates drastically, the frequency of Workers' Compensation
claims jumps an alarming amount, with a resultant los• of time, money and
efficiency. The employee utlimately leaves his t:mploymt•nt, frequently
at L time he can ill afford the reduced income.
From the viewpoint of the City, it was a situation where everyone
stood to lose and no one to gain. Therefore, the over.,il purpose of the
program is to facilitate an improved overall physical (.widiLion of our
personnel for the benefit of everyone concerned.
We want to make one thing clear from the buginnirn.
We are not trying to "catch" anyone. It is the hope and
desire of the City that every employee
complete the test. RecomancrldaLiof's wi I I be m-ide to those
who need it as to a fitness pr(xlram, providt•d by a
qualified fitness counsellor retained by thr City, who
will bring them into acceptable condition. The date and
time of the test wi I I be pub I i sh+sd wI:l I in ach�.u,t c
It would seem logical to expect any who ar•c' rn>t c4rtain
of their physical condition to begin att(an;,tint; the Le,Ls
and making any necessary improvement, —
Any employee who fails to complete any phase of 01c te%t %'fill by (liven
a reasonable time to improve and then re -tested on chat pha,.e. Failure•
to successfully complete the second test, as reconviiendtd by the fitness
counsellor, may be grounds for disciplinary action, tit) 14, .Ind including
termination.
We realize some incumbent Rol ice Officers may not h.lde nloi'It ained
themselves physically and feel they may riot have to (.0111 orn to new phy,, i ca l
standards. It is aeknowIedged the,,c pc•r"Oil ncI Maly tal.r to Uxlundc�I per '()(I
of time because of th(:ir poor condition, to re.►th th,• p••itdt 01 p:r.',itut
the test. Some allowances will b(' atade a') Ionq .1'. tla•.� indir ate
a willingness, and take overt action, lo%lar t! Ow (Jo.11
I P"
!- POLICE SWORN PERSONNEL
MONTEPEY POLICE DEPARTMENT July 19 1<)81
e 3
It must be emphasized while we would deeply regret any di•,cil;linary action
deemed necessary, t y, we would greatly prefer that form of ,,ction to a protracted
► # injury or death.
t Before an testing is conducted for
+ y g our tenured vuq,loyeec5, the City
will provide a full physical examination. For arty of you, it will b�: the
' first one since you were h'sr•ed, and long overdue. Throuryh this procedure,
we hope to alert you to any minor- problems which n►dy ey,i ,l '►nd alert u,, to
those persons who may have, through the years, develop-d conditions such that
severe physical activity may be hazardous -- even fat,►l, 'I ibetter to
find that out in the examination room rather than the cvivriic.r►cs room.
F
b If any of you have any specific questions about the program, you can
contact
Assistant Chief Ed Suttun
Captain Charles J. Houseman
Sergeant Y,en Brown
They have all been involved in developing and ill,
titutin(I the Physical
Fitness Program from the start, and, either have thr; inlurru,ition you want
or know where to get it.
#
It
Harold I.. llCn,idcru
1 Police Chief
t ,
13
I V
City Manager
din
From: Assistant City Manager��
Dole: June 28, 1982
Sijbiact: proposed Police Physical fitness Program
RECOMMENDATION :
I. Approved the proposed program.
2. Authorize consultation discussions with Monterey Police Association
regarding the proposed program.
3. Recommend approval of the program to the city Council; to be adopted
with the FY 1982-83 Budget.
POLICY IMPLICATION :
1. The purpose of the proposed program is to improve and maintain
the physical fitness of Monterey Police Officers, so as to improve
their ability to perform the job, reduce th'u, risk of injury or,
illness, and speed recovery when injury or illness does occur.
The purpose of the program is also to reduce costs and liability
to the City of Monterey associated with employee absence and physical
disability.
2_. The first year costs of the prograir, are estiaot,vd to be $19,000.
Thereafter, it is believed that the annual costs will range: from
$6,500 - $10,500 per year. Sufficient: funds hove been requested
in the 1982-83 Fiscal Year Budget to cover all first year program
costs. The proposed program establishes basic physical f..r.trtess
standards for entry into the Police i)epartmont ,as well as ongoing
fitness standards for incumbents.
3. Currently, physical fitness standards for entry int,, the: Morterey
Police Department or minimum job -related physical iitness standards
for incumbent- employees do not exiS7` This prc,,lram provides the
City with the necessary standards to assure ..I, it an off is or is
physically fit to perform the job.
DISCUSSION:
in 1980, the City began studyin(l the possible. nt-od
,inn alt.crnar.i.v$s •, '3
• for developing a Physical Fitness Proyr.am for t hi,
I. xit.erey Volicc'"'
Department. The impetus for this of fort c•amu f : om
two sources:
(1) it was recognized that the Monterey Police
was '
experiencing a significantly high rate of 3o?a-<<<1.r1•'ei
injur.aos and
illnesses, resulting in substantial loss of
and City ck)StC
(e.g., workers' ity, fill. ,
'0(•); .1111
1 (2) the Monterey Pol it•,, Assc,ci•at r,-:i r lu•',.•_• ci ! i�,'
!1•• City
a physical fitness
hy t?!••
cnrployees of the Uco:: ttc';.•..
/q
CM OF PAONTFIF
•7.,.
From:
Date:
Svbject: Proposed Police Physical Fitness progr,
As you are aware, a task force was then formed consisting of representa-
tives of the City Manager Is Office, the Mon Leroy Pol ice Depar trite tlt
(management and non -management) and the Monterey Firs Department.
A number of active subcommittees were forritud and •xt.uns.ive research
and analysis was performed over a period of about 20 months. A test
development specialist was retained last year to help develop a valid
(job -related) physical fitness test for new job aPpl icants and for
incumbent Police Officers. The resulting test w,l , pilot tested by
the members of the Monterey Police Department to c_:sLablish validity
and standards. In May, the test was uLiiizod to tort_ entry level
Police Officer candiGates for the first time, whl'c:h was highly
successful.
The recommended program represents an intensive C>1 tianizational effort
to solve a rtujor problem and to develop a new iltci innovative approach
in the City cf Monterey. It comes with the strong t-ecommendati.on of all
who have participated in the program. The pro1Do.1-;ud program has been
developed over a period of 20 months, through t•hr cooperative efforts
of the management and officers of the Monterey Pol )t.:t' Department, the
City Manager's Office, and various community ntc,c{it •!t and fitnos:;
experts.
The following is a general sun --nary of the overall pt:Qgrarn; specific
details relating to various program elemen Ls dru t ru:l ticlird in the
appendices.
It is recom-mended that a Police Physical Fitnk.--s {•roctl.,lnt be implemented
in Fiscal Year 1982-83, consisting of the fol.lawin ; Ma jot cluments:
1. Police Officer Medical Examinations
Currently, only entry level tool ice Of t icvr:; ,, t c r-ryu irod to have
a medical examination; this exam .is roqui.rt.-d •,r i.or to employment
with the City. However., no fu; ther It tt rn;�t r • ►,r,tdo to do, onnine
the medical condition of the onip Ioyt.t• fc>17t,;;,;; t t iris hIit i.tl
review. Althoucih there is a tie f-ill 1 W cosL c:.. ,c 1 tLud wi Lit ongoing
medical exams, failure to provid,w t.ht rrt i,:; .� t.t{:,c• c�cc�norrty. With
systematic medical examinations, health :rwy often be
detected which (if unabated) could lc,,cl to 11 {rtc ;i5, injury c,1.
death. The proposed annual cost of r'ity--{)t �cit tl :reclic.:1 exacts
is relatively minor compared to tht.• e:osi,::
Officer disability or extondrd
�• The proposed proclram calls for a 1 l o! t :, Lo r, •c:c• ! v:! it
medical examina t ion at L•hc, bv. , in:t l ntt o} t i!• + ! ,,r,,, Th i :, will_
�+terrpjne the r:tQchcal co ? , t :'� t t, It {• ,t ! t,,,., i ,. :
1CJC:rl ti y ally
i
From:
i
-l�.tclti 3-
t Dote:
i
{ 1 Subject:
Proposed Police Physical Fitness Program
¢ j
participating in the physical fitness test. On an ongoing basis, al
i t
officers would receive medical exarr ina Lions in ur. der to continue
monitoring their health. This chrorol.ogi.cal physical examination
schedule was carefully developed in cQopt.•r.ILic,n with the medical
'
t
staff at Eskaton Hospital.
t
The initial cost for all sworn ofiice.r.s to hove c1 medical exam
at the outset of the program will be abou L :: 1 t,, 900. Thereafter,
the cost for this service will. range beLwt'on ,;1 , 000 to $8 000
per year (the cost will vary because the sc il.:cit~ le is based
on an officer I s age) .
The fundamental underlying principle of. the ! ol.i.ce: Physical Fitness
Program is preventative maintenance. Mon itor zng the medical
condition of participants is an integral and essential part: of
the program.
A detailed description of the proposed medic••11 examination program
is included as Appendix A.
2.
Physical_ Fitness Test
With the help of a test development expert., the City develt ed a
job -related physical fitness Lost for entry 1••vel candidaLcs and
for incumbent Police Officers. The test consists of four events,
all of which have been scientifica..ly shown L « Inc.zsure curtain
physical skills and abilities which are to successfully
perform the job of a Police Officer (tehn icy, l l y known as
"content validation").
,
The test will be admini.s.er.od to job al,plic:•I:�t_s whenever a recruitment
process takes place for the position of Pry l r cv cif f i.cer . pa ssI
fail scores were determined as .a result of th- pi.ioL LcsLing of
the examination by the incurd)(snu cat 1110 '•irnnterey police
}
Department:.
All incumbent Police Officers wcnrld tak(' Lll- annually,
in September or October. Target scares fc)I ... •umbunt's (1,,Ircd
upon age) were also determined as a r4:sul t_ t•t ill(! pi loi- 1,tosL.
The basic purpose of the enLry exalrl is to ui l;., stlr e th.it individuals
r
hired for the job of Police Offi(:er ltc�s ;t•::;� ttt, IlllrrilirU111 skills
and abilities necessary to porform L)r(; jot,. I.t,i. purpose of the
annual exam for incumbents is t,o m r�:c
J
maintain these minimum ski IIs and a!);l i+ r,- � .� ,1 tlhcnrL th,.iI
r
employrnerl L with the City.
1. 1 / to
1
If
• To.
From:
r Dole:
s
Subject:
-Page 4-
Proposed Police Physical Fitness Program
The'newly-developed Police Physical Fitness Test has already been
administered on two occasions, beginning last Fall with the pilot
test (to establish job relatedness and standards), and in May
to test Police Officer applicants in the lasLest City, recruitment
effort for that position, In both cases, the testing process
was highly successful.
A detailed description of the Physical I'itnu.ss f,xam is included
in Appendix B.
3. Ongoing Police Officer Physical Fitness ;Maintenance Proc
Iram
? The purpose of this part of the program is Lo help incumbent
Police Officers stay in good physical condition, and to help
improve physical f itness when there a rc idun t. l.f Wd def is ienc ies
which may potentially impair health and t:hc- ,thil ity to do the job.
The City shall retain the services of 4t Counselor, who
will be available to all Officers to assist mi thu development and
monitoring of individualized fitness program:_ Individual programs
may include components re.laLinq to cxcrc:iso, clr._4, sLr(!ss
management and personal habits (c.q. , smok. it},f) .
I
1
i
5
4
Any officer not meeting the minimum requr.reratpis in any event of
the most recent Physical Fitness Test would b,, ivquired to work
with the Fitness Counselor to duvQlop a ru-rtvdisI progi:am designed
to enable the individual to me e L tlic Dvp1 � r t w n L' :, rain imucit
requirements. The officer would continua to SiIQOL and work with
the Fitness Counselor as often as nec ussary until he/sht_� was able
to successfully meet minimum recluirertc:nLs, a: n,,:asured through
the established testing process. Failure to rnr'r_,L mininlurt
departmental standards within a r.easonabit• p,-: iod of timo could
ultimately result in disciplinary ,1CLic,n, Lll, t.a .In;l illc:luciing
termination . For incumbents, employed pi tilt to ,t,'ts:,Eton of the I,totiram,
disciplinary action would not be it,tpu:,v(J 01ctt, '.Uo t,tt.t r,d effort and reasontrble
progress have been demonstrated by thv, ufi t(vt . Ictt , `! u.ers who fillly
passed all events of the most lerent l'hy,,ic•,tl I itnr t,! , Lhe u.,c of the service
of the fitness Counselor would he optional.
In many cases, individual fitness prur11au;5 ,uk1y!sLt1 tt, th-_ I itnor,-, (-uunselor
would not require the use of specralizt'd VtluilIluGt,t Of f.lttllt.ies. !n those cases
where special equipment is t•h,Utetey Ilit)h haul ha-, i(pecd to Inaku it-,
weight and exercise room avai1a1)1(' ful 1,111" ,)1111A)"t t ,"I holly p-I day basis.
Other specialized iitgh School f-tt.: i II it:. %kit I w. dl;o
available upon st>ec a l arranne l vi)t .
17
CITY OF PAONN
-To:
From:
Dole:
Subiect: Proposed Police Physical Fitness Procjrarn
-Page: 5-
As part of the overall program, in return For the High School's
willingness to make its facilities available for cooperative use,
it is recommended that the City contribute a requested $1,330
towards the purchase of additional and needvcl !itness equipment
for the weight/exercise room. This represents a very Irodest
contribution on the City's part, given the .-,mount of use: and benefit
to be derived by the City in the proposed program.
A detailed description of the proposed ongoinc, physical fitness
Maintenance Program is included as Appendix. C.
4. Implementation of Program
Following City Manager approval, it would boappropriate to consult
with the Monterey Police Association with ro,j,ird to this subject,
as it does affect a condition of %%o are confident
that 14PA will be highly supportive of the pi o(jratc because the
members of the Department have been intimately involved in the
program's development from its i.ncept.ion. roj lc,wing these
discussions, it would then be appropriate if, take the pro(Iram
to the City Council for review and approval. As funds are budgeted
in the 1982-83 Fiscal Year Budget for the it would be
appropriate tc review and adopt tier program in "he. context of
the operating budget. Following Council approval, medical
examinations would be scheduled in Augu,-it ~t:,(i tho first official
annual test for incumbents would be rt•d in September
or October.
In summary, the proposed program represents systemrtatic method
to upgrade and maintain the physical f i t.rk,:;:. 1,_, ve l of the mon terey
Police Deparment. 'there are substantial potcio i,a.l payoffs
anticipated from this program, including lat_- relit t,ned departmental
morale, a reduction in City costs dUQ tv .iand disability,
and generally a better and more rff0(-ti.vO i'��l ,<.c 1)0Part111r1lt•.
Approval of the; proposed program is h i e;ta l •y' t • ,_.ommiondcd .
gm