HomeMy WebLinkAbout04-09-2003 ICPD General OrdersPER-01.1
DEPARTMENT
DISCIPLINARY
PHILOSOPHY
Date of Issue General Order Number
January 11, 2001 89-02
Effective Date Section Code
February 1, 2001 PER-01
Reevaluation Date I Amends
December 2005 3/03 89-02: Effective July 18, 1989
C.A.L.E.A.
26.1.2, 26.1.4, 26.1.5, 26.1.6, 26.1.7, 26.1.8
INDEX AS:
Disciplinary Philosophy Negative Discipline
Positive Discipline Internal Investigation �a
I. PURPOSE y ,
The purpose of this order is to state formally the Department Philosophy of discipfie
and to establish the policies and procedures for using training and counseling as
methods of positive discipline and to set out the forms of punitive disciplinary options
used by the Iowa City Police Department.
11. POLICY
It is the policy of the Iowa City Police Department to develop positive disciplinary)
procedures so as to minimize the necessity of negative, punitive disciplinary actions.I
The primary methods used in positive discipline may include supervisory coaching,
training, tangible and intangible rewards and supervisory counseling.
PER-01.2
III. DEFINITIONS
POSITIVE DISCIPLINE - are those types of discipline which develop in the member the
same objectives as those in the organization.
A. This discipline can be developed by effectively training and counseling the
employee.
1. Training
2. Counseling
NEGATIVE DISCIPLINE - form of punishment or chastisement.
A. When positive methods fail or are inappropriate to achieve conformity, then
negative disciplinary action must follow to preserve the integrity of the
organization.
B. Non - Punitive actions:
1. written warning v
2. written reprimand
C. Punitive actions: —
w
1. written reprimand
2. suspension _
3. demotion
4. termination y r�
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IV. PROCEDURES
DEPARTMENT DISCIPLINARY PHILOSOPHY
One of the primary tasks of a supervisor is the maintenance of discipline. Discipline
may be positive or negative. It may involve a range of responses including
encouragement, training, counseling, or the imposition of punitive sanctions. Discipline
has as its immediate purpose the channeling of individual effort into effective and
productive action.
The exercise of positive discipline requires foresight and planning rather than mere
reaction. Positive discipline requires an assessment of actual performance and
performance capabilities, which when combined with proper training, recognition, and
positive rewards, may result in effective contributions to the organization.
Employees who violate their oath and trust by committing an offense punishable under
the laws or statues of the United States, the State of Iowa, or the Ordinances of the City
of Iowa City, or who violate any provision of the Rules and Regulations of the Iowa City
Police Department, or knowingly disobey any lawful order, or are incompetent to
perform their duties are subject to appropriate disciplinary action.
Each employee will have access to a copy of the Department Rules and Regulations.
The Rules and Regulations will be housed at specified locations throughout the police
department in conjunction with the departmental Policy and Procedures manual.
The Iowa City Police Department expects the highest level of professional conduct from
all members, both sworn and civilian. However, members of the Department often
perform their duties in a manner exceeding departmental standards. Official
PER-01.3
commendation of such performance is provided by the Department to give full
recognition to those who have brought distinction to themselves and the Department.
Members who perform in such a manner may receive a letter of commendation and/or
a certificate of appreciation. Copies of letters of commendation or certificates of
appreciation shall be kept in the employee's personnel file for the duration of their
employment with the Department. Officers may also have a "Report of Inquiry/Incident
Form" denoting Exemplary Service submitted by a supervisor. This will also be noted
and placed in their personnel file.
TRAINING IN THE DISCIPLINARY PROCESS
A. Discipline may take the form of training or experience that corrects, molds,
strengthens or perfects. Such discipline allows for a professionally oriented
department.
1. Training should take place in recruit school; recruit field training' in-service
training, advanced training, and remedial training.
a. The training process should be designed to reinforce desirable
behavior patterns and to call attention to noticeable actions which are
deemed undesirable.
b. A well -disciplined department is a well -trained department.
2. The supervisor, by his/her actions, sets the example for employees to
follow. A good example is necessary if positive discipline is to work.
Primary responsibility for maintaining the appropriate level of discipline
lies with the first line supervisor.
B. Officer's acts, which are committed because he/she either misunderstood
procedures or was never made aware of the correct action, are indicators of
training needs.
1. These needs may be corrected by remedial training programs.
a. Remedial training is personalized training to correct a specific
deficiency which is usually identified by testing, evaluation during
training, or by a supervisor evaluating an employee during routine job
performance, or by acts requiring disciplinary actions.
2. A review of Internal Investigations should analyze information to
determine possible training needs by identifying undesirable behavior
trends of those individuals.
3. Training may be used as part of the department's disciplinary system by
itself, or in conjunction with other disciplinary procedures as determined
by the Chief of Police.
4. An employee may be assigned to remedial training based on the results of
an Internal Affairs Investigation or by the Chief of Police as a positive
measure to correct a deficiency.
5. In a non -disciplinary action, an employee may be assigned to remedial
training if his supervisor, through the division commander, recommends
the process to correct a lack of skill, knowledge, or abilities
their assigned tasks properly. = ,perform=- _
6. Upon completion of a remedial training program participants, -shall- be
evaluated to determine whether or not existing deficiencies were
alleviated. Results of the evaluation shall be forwarded through the chain
command to the Chief of Police. =` `
D r.>
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PER-01.4
COUNSELING IN THE DISCIPLINARY PROCESS
Counseling is assisting employees in the process of problem solving. It may be
corrective or preventive in nature. Counseling as a component of the disciplinary
system, may be employed by itself or in conjunction with one or more of the
components of the disciplinary system. Counseling may focus on:
A. the necessity for a person to change an existing behavior, or deficient work
method.
B. the necessity for a person to alter behavior in preparation to be considered
for additional responsibilities;
C. a disciplinary problem which may be handled in a positive manner by itself, or
in conjunction with other disciplinary measures.
The following criteria should exist for using counseling:
A. There must exist a reasonable belief that the employee has an existing
problem or is experiencing difficulty in understanding, adjusting to, or
internalizing matters which:
1. Are job related, pertaining to assigned tasks
2. Involve personnel policies pertaining to departmental policies
3. Involve interpersonal relationships with co-workers
4. Involve personal matters which are affecting the employees work
performance.
B. The process may be based on the results of an Internal Affairs Investigation
concerning a disciplinary matter, by recommending counseling for the
employee to the Chief of Police, as a positive measure to correct a
deficiency.
C. Factors must be present which indicate the employee's problem is having a
detrimental effect on work performance.
D. There must be a reason to believe that counseling may assist the employee
in a supportive way or otherwise have a positive impact on work performance.
The following procedures should be followed for using counseling as a function of
discipline:
A. The employee or their immediate supervisor may initiate the counseling
process;
B. The initial counseling effort shall be intended to find a remedy or, if not
possible, to route the counseling process to one of the following as
appropriate: watch commander, division commander or outside professional
counseling service;
C. Counseling sessions may be documented on the department's Report, of
Inquiry / Incident form. p
C-
TYPES OF COUNSELING APPROACHES -,
Directive Approach -
A. Counselor determines items to be discussed and solutions desired.;-
B. Counselor controls and directs course of conversation.
C. Used as a means of disciplining an employee, or providQn" g sr—cific ,
information, amplifying, clarifying the nature of the infraction and; the
appropriate behavior desired.
PER-01.5
Non -Directive Approach
A. Employee does most of the talking, says what's on their mind. (conversation
not steered by counselor)
B. Counselor helps employee examine facts.
C. Counselor helps employee think through the situation, choose alternatives
and solve the problem.
D. Used most for problem solving instead of discipline.
If internal counseling is not an appropriate remedy to the problem, then the employee
may be referred to an outside counseling service, or other appropriate sources.
NON -PUNITIVE ACTION
Non -Punitive actions constitute a part of the Department's disciplinary system. Non -
punitive action includes:
A. Written warning ( may be in conjunction with other disciplinary action)
B. Written reprimand (may be in conjunction with other disciplinary action)
PUNITIVE ACTION
Punitive actions constitute a part of the Department's disciplinary systen. Punitive
actions include:
A. Written reprimand (may be in conjunction with other disciplinary action) — i 1
B. Suspension (may be in conjunction with other disciplinary action): — J�
C. Demotion (may be in conjunction with other disciplinary action)
D. Dismissal
WRITTEN WARNINGS
Written warnings may be made for actions contrary to the rules and regulations orqhe
policies and procedures of the Iowa City Police Department. A written warning may be
initiated by the employee's supervisor. Written warnings shall be documented on the
departmental Report of Inquiry / Incident Form.
WRITTEN REPRIMAND
A written reprimand may be initiated by the employee's supervisor and may be applied
to any infraction of policies, Rules and Regulations, for procedural errors, or any
infraction of other written directives. The written reprimand shall follow the chain of
command with the Chief of Police maintaining final authority. Written reprimands shall
be documented on a departmental Report of Inquiry / Incident form and forwarded to
the employee's personnel file in the Human Resources Department.. Upon forwarding
of the form, the Chief of Police will designate on the form whether the written reprimand
is for a minor or major infraction.
SUSPENSION
When the infraction is of such a nature that a written warning or written reprimand is
inappropriate, the Chief of Police may suspend an employee. The employee shall be
given written notice of the suspension and the reason(s) for the suspension.
A. Any supervisor may impose a fully paid emergency Administrative Leave of
Absence on a member or employee when it appears necessary to preserve
the efficient and safe operation of the Department. The supervisor shall
PER-01.6
promptly notify the Commanding Officer, Field Operations, who shall promptly
notify the Chief of Police.
1. Any person so relieved of duty shall be instructed to report to the Office of
the Chief of Police at 9:00 a.m. on the next business day, unless
otherwise instructed.
a. The supervisor imposing or recommending the Administrative Leave of
Absence will report at the same time.
B. Being relieved of duty does not constitute a suspension, demotion, or
dismissal, nor shall the employee lose any pay or benefits for the time he/she
was relieved on an Administrative Leave of Absence.
DEMOTION
With proper cause, the Chief of Police may order an employee demoted. An employee
may also be demoted due to lack of work, prudent business reasons, a series of
violations, or one very serious violation. The employee shall be given notice in writing
of the demotion and the reasons for the demotion.
DISMISSAL
Dismissal may occur after progressive discipline has been taken and there is no change
in the employee's performance or behavior, or when an act is of a serious nature. Any
employee whose conduct results in dismissal shall be provided the following:
A. A statement citing the reason for dismissal.
B. The effective date of the dismissal.
C. A statement of the status of fringe and retirement benefits after diMissal.
D. A statement as to the content of the employee's employment re(*d-relating
to the dismissal.
E. A statement indicating the steps and time frame in which appeals Sneed toe =
made in accordance with the grievance process and appeals pursuant to the i
civil service process. --
APPEAL OF DISCIPLINARY ACTION
All appeals of disciplinary actions administered to non -sworn employees will follow the
grievance procedures established within existing labor contracts and agreements.
Iowa Code Chapter 400.20 is as follows:
The suspension, demotion, or discharge of a person holding civil service rights may be
appealed to the civil service commission within fourteen calendar days after the
suspension, demotion, or discharge.
The grievance process shall be initiated within the time frame spelled out the existing
labor contracts.
SUPERVISORS ROLE IN THE DISCIPLINARY PROCESS
Supervisors are responsible for the performance, conduct, and adherence to
departmental directives and policies and procedures of their subordinates. Supervisors
are the initiators of the disciplinary process and should use their knowledge of
supervision, subordinates, and knowledge of the infraction and its circumstances to
recommend corrective action.
PER-01.7
Any supervisor may initiate a written warning or reprimand. Written reprimands may be
initiated by any supervisor but must be passed upward along the chain of command. A
copy of all Report of Inquiry / Incident Form shall be forwarded to the Commanding
Officer Field Operations. Suspensions, demotions, and dismissal may only be
administered by the Chief of Police or designee. The Chief of Police retains final
authority in all disciplinary matters.
ANNUAL REVIEW OF DISCIPLINARY CASES
A. The Commanding Officer, Field Operations will submit an annual report to the
Chief of Police after reviewing all departmental disciplinary cases. The
review will be conducted to determine the need for modifications in the
following areas:
1) training
2) change in policy, procedure, or Rules and Regulations
3) adequacy of supervision
4) need for inspection or other controls
B. During the review process, the Commanding Officer, Field Operations will
analyze citizen complaints separately from Internal Affairs Complaints. This
report will be used in the development of departmental goals in preparation
for the annual planning and departmental budget process.
MAINTENANCE OF DISCIPLINARY RECORDS
All written records of the administration of disciplinary actions above a written warning
shall be maintained in the employee's personnel file.
R. J. Winkelhake, Chief of Police
WARNING
This directive is for departmental use only, and dies not appty jn any criminal or oval
proceeding. The department poitoy`thoUld not be construed as 0`creation of hl ner�
legal standard of safety or care in an evidentiary sense with respdcarty
claims. Violations of this directive will only form the basis for departmental
administrative sanctions.
TRN-01.1
r
ADMINISTRATION
OF DEPARTMENT
TRAINING
Date of Issue General Order Number
August 14, 2001 95-04
Effective Date Section Code
August 17, 2001 TRN-01
Reevaluation Date Amends/Cancels
August 2004 1/03
C.A.L. E.A. Reference
Chapter 33
INDEX AS:
Authority and Responsibility, Department Training
Career Specialty In -Service Training, Definition
Department Training Administration
Department Training Authority and Responsibility
Department Training Committee
Department Training Goals
Department Training Policy
Education and Training Record
Lodging Reimbursement, Training
Meal Reimbursement, Training
Reimbursement, Training
Training Committee, Department
Training Course Critique
Training Expense Reimbursement
Training Goals, Department
Training Policy Statement
Travel Costs, Training
t. PUKPUSE
The purpose of this policy is to establish the policies and procedures for the
administration of the Department Training function.
TRN-01.2
III. DEFINITIONS
A. Proficiency In -Service Training - A training process designed to stimulate,
develop, and improve the skills, knowledge, and abilities necessary to stay
competent in the duties and responsibilities of the position. Proficiency and
responsibilities of the job presently being performed enhances the
employee's skills beyond the minimum level and increases the potential for
career advancement.
B. Career Specialty In -Service Training- A training process used to provide an
advance level of instruction in an area of interest and specialization that
enhances the overall potential for job satisfaction and career development.
IV. PROCEDURES
The training goals of the Iowa City Police Department are:
A. To stimulate, develop, and improve the skills, knowledge, and abilities of all
Department personnel.
B. To provide new officers with the legally mandated basic training and with the
necessary Department field training.
C. To provide annual in-service training to all officers for purposes of updating
and enhancing their knowledge, skills and abilities.
D. To present career specialty in-service training on an as needed and/or as
requested basis so as to provide advanced levels of instruction in areas of
specialization necessary to carry out the Department mission and enhance
career development.
E. To identify and utilize the most cost-effective means for providing basic and
in-service training to all personnel.
F. To develop as necessary, in-house training programs designed to meet
unique Department training needs. _> =
DEPARTMENT TRAINING FUNCTION
Authority and Responsibility
A. Unit and Section Supervisors - Each supervisor will assess, ova' continual J
basis, the skills, knowledge, and abilities of their personnel so A to improve
upon performance levels and to identify potential areas of career interest and
specialization. Whenever a supervisor identifies a specific need for
proficiency in-service training or career specialty in-service training, they must
notify their Division Commander, in writing, of that need or interest.
B. Division Commander - Each Division Commander is responsible for updating
minimum proficiency in-service training needs (i.e. CPR, Firearm) and career
specialty training interests in order to assign those individuals to the proper
training courses, when they become available.
C. Chief of Police - The Chief of Police makes the final decisions about the
development of in-house training programs and the assignment of personnel
to particular training courses. These decisions are made based upon the
recommendation and requests of the various division commanders,
TRN-01.3
supervisors, officers, and civilian employees. In addition to the previously
mentioned responsibilities, the Chief, or his/her designee is responsible for
the overall coordination of the Department training function, to include, but
not limited to:
1. identification of individual, unit and/or Department training needs;
2. assignment of personnel to appropriate and/or necessary training
programs;
3. development and implementation of in-house training programs'
4. maintenance of an inventory of the programs and resources available to--
provide in-service training;
5. maintenance of Department training records;•••
6. review and evaluation of training programs;
7. development of an annual Department training plan. ra
y D. Department Training Committee - On an annual basis, the Chief of Police
shall appoint representatives from each rank and the departmental training
officer to serve on a Department Training Committee. The purpose of this
committee is to review, evaluate, and recommend revisions for the
Department training effort and to identify areas in which training is lacking. At
the conclusion of their review, the department training officer will prepare a
written report summarizing their findings. This annual training review report
will be submitted to the Chief of Police for review. The department training
officer may use this report as a basis for the development of on -going
training.
E. Department Training Officer - The department training officer is responsible
for ensuring that members of the department receive the minimum mandatory
training as required by law. Additionally, he/she shall continually develop,
implement and evaluate departmental training and assist in assessing the
training needs of the department. He/she shall maintain records of the
training provided "in-house" and records/documentation of training received
outside the department.
Education and Training Record
Officers assigned to attend a training session shall arrive at the designated training at
the specified time and with any required equipment. Officers shall attend the assigned
training in its entirety. In those instances where the officer is required to miss part of
the scheduled training for court or other duty related circumstances, the officer shall
notify the instructor of the course at the beginning of the session. To the extent
possible, officers shall complete any make up assignments as directed by the
instructor. The instructor shall be provided the reason for the absence and the
anticipated time of return. In situations where the officer is absent for other than a duty
related reason, the officer shall notify his/her supervisor of the absence as soon as
possible. Officers missing mandatory training for which they have been scheduled may
be required to make up the training.
Officers assigned to a training session shall be considered on duty for that day(s). The
officer will be reimbursed consistent with city policy for expenses incurred and related to
TRN-01.4
the training. All materials obtained at training are the property of the Iowa City Police
Department and the officer may be required to submit the materials for review or to a
departmental library.
For all departmental training conducted by members of the Iowa City Police Department
in excess of four (4) hours, the person assigned to conduct the training shall submit a
lesson plan or outline to the training officer for review and approval three (3) business
days prior to the training. The lesson plan or outline shall include the following:
A. a statement of performance and job -related objectives;
B. the content of the training and specification of the instructional techniques to
be used;
C. identification of any tests or evaluations used in the training process.
The departmental training officer shall maintain a record of all departmental training of
four (4) or more hours. These records shall include lesson plans/outline, name of
attendees, and the performance of individual attendees as measured by any applicable
tests or performance evaluations.
Personnel assigned to the training function should receive training as available, in the
following areas: i
A. lesson plan development; _
B. performance objective development; C. instructional techniques;
D. testing and evaluation techniques;
E. resource availability and use. CO
y -
For training in which officers are tested or evaluated, officers failing to satisfactorily
complete the training may be required to repeat the training or attend a remedial
training session as directed by their watch commander. In addition watch supervisors
shall note any training deficiencies or needs when completing the employees annual
evaluation.
To the extent applicable, upon the completion of a training session of eight or more
hours, the employee shall provide the departmental training officer copies of any
certificates and test scores. The training officer shall document the completion of the
training in the employee's departmental training file.
RECRUIT OFFICER TRAINING
The Iowa City Police Department shall maintain contact with all personnel attending
basic training classes. In addition, the departmental training officer shall periodically
review the contents of the training received at any outside basic training academies and
forward any concerns to the Commander of Administrative Services for review. All
expenses incurred in the attendance of the academy will be born by the Iowa City
Police Department. All recruit officers attending the academy are full time employees of
the Iowa City Police Department and receive all applicable benefits and protections
TRN-01.5
provided as such. When requested and to the extent possible the Iowa City Police
Department will provide instructors to outside academies.
Within 12 weeks of hire or completion of basic training, officers shall receive training
relating to departmental Rules and Regulations and Departmental Orders. This training
will be part of the Field Training and Evaluation process and may be conducted by
FTOs or others knowledgeable in this area.
Sworn personnel who have not attended the basic training academy shall not carry a
weapon or be placed in a position where there is a likelihood of having to take any type
of official action.
Recruit officer training will include training of those tasks most frequently associated
with the duties of a patrol officer. Evaluation of these tasks shall be based on and
consistent with the evaluation system used in the Field Training and Evaluation
Process. The evaluation should evaluate the recruit officer's knowledge of the topic as
well as the recruit officers abilities and skills when performing the requisite task.
INSERVICE TRAINING
On a regular basis, officers shall receive update/refresher training as well as training in
new areas. As they become available officers shall receive training in new or changes
in the law. This training may be in the form of Watch Training, the training bulletin,
Department Wide training or other formats as determined best suited for the training.
In order to keep officers updated on current trends, techniques, policies, laws etc. and
to address areas of concern, the departmental training officer shall provide regularly
scheduled watch training. Watch training will be conducted by watch supervisors in
conjunction with the regularly scheduled watch meeting.
As needed, the department will provide specialized training to personnel who perform
specialized functions. These shall include but is not limited to crime scene technicians,
accident investigators, canine units, hazardous device technicians, special response
team personnel, and others.
Newly hired or appointed civilian personnel shall be provided information on the
departments role, purpose goals, policies and procedures; working conditions and
regulations; and responsibilities and rights of the employee.
Prior to being assigned regular duties as an Emergency Communications Operator,: the
person shall receive training in the operation, procedures and duties of the'-' -"'ion In
addition they shall receive regular in-service training in this area.
All promoted personnel shall receive training in their new duties and responsibifrtfes
within the first year of their promotion. 1
.w
TRN-01.6
Personnel shall receive training in the following areas on an annual basis.
A. firearms
B. defensive tactics
C. motor vehicle operations
D. biased based contacts
E. hazardous materials
F. CPR
G. bloodborne pathogens
H. legal issues
J Winkelhake, Chief of Police
ADM 06.1
INTERNAL
AFFAIRS
INVESTIGATIONS
Date of Issue General Order Number
July 9, 1999 99-06
Effective Date Section Code
July 9, 1999 1 ADM-06
Reevaluation Date I Amends / Cancels
July 2005 2/03 92-03 ADM-06
C.A.L.E.A. Reference
52.1.1. 52.1.11 Department Disciplinary Philosophy
INDEX AS:
Internal Affairs Investigations Register (IAIR)
IAIR Forms 1 - 12
Internal Affairs Investigations { --
Knowingly Providing False Information
Evaluations
Police Citizen's Review Board _
Discipline
I. PURPOSE
The purpose of this order is to establish the policy and procedures for the
investigation of complaints made against Department personnel, policies and/or
procedures. This order provides the guidelines for the prompt, fair, and impartial
investigation and disposition of citizen complaints and allegations.
II. POLICY
A. It shall be the policy of the Iowa City Police Department to investigate all
complaints made against Department members and / or against Department
policies and procedures, regardless of the source of such complaints. This
policy shall include the investigation of alleged or suspected violations of law,
ADM 06.2
ordinances or Department rules, regulations, policies, procedures or orders
(written or oral) as reported to Department managers and supervisors by:
1. Members of the Department in any of the following manners: in writing,
orally, by telephone, or by correspondence (signed or anonymous).
2. Citizens (including prisoners) who report to any Department member in
any of the following manners: in writing, orally, by telephone, or by
correspondence (signed or anonymous), or pursuant to the City's Police
Citizen's Review Board ordinance.
3. Supervisors or personnel who observe or suspect violations by
Department personnel.
B. The thorough, standardized investigations of these types of complaints
demonstrates the Department's desire to provide honest, efficient police
service and will inspire public confidence in Department personnel. A
regulated program of complaint review is established to ensure the fair and
impartial treatment of Department members who may become subject to the
internal review procedure. Clearly defined policy and procedures permits
employees to know what to expect; reassures the public that discipline will be
administered, if necessary; and provides a pre -determined method for
informing both the public and employees of the disposition of the complaint.
III. DEFINITIONS
yC
A. COMPLAINT - 7
1. A complaint is defined as an act of expressed dissatisfaction, :either oral ' i
or written, which relates to department operations, departmoW pc lacy, -. J
personnel conduct, or alleged unlawful acts. Generally, cooj} laints are
based on allegations of misconduct or violations of procedure.ro A
complaint may be filed either internally, that is by a Department member
who wishes to report infractions or violations by another member, or
externally, such as when a citizen complains about a member of the
Department.
2. A complaint includes those filed with the Police Citizen's Review Board
pursuant to Ordinance.
B. NON -DISCIPLINARY INCIDENTS OR VIOLATIONS
1. Non -disciplinary incidents or complaints shall mean complaints or
allegations which, on their face, do not involve alleged violations of law,
rules, regulations, general orders or procedures of the Police Department.
C. NON -PUNITIVE INCIDENTS OR VIOLATIONS
1. Non -punitive incidents or violations shall mean incidents or complaints
which, on their face, allege infractions of rules, regulations, general
orders, or procedures by Police Department personnel for which the
ADM 06.3
apparent appropriate disciplinary action is counseling and/or written
warning or written reprimand by use of the departmental Report of
Inquiry/Incident form.
D. PUNITIVE INCIDENTS OR VIOLATIONS
Punitive incidents or violations shall mean incidents or complaints which,
on their face, allege violation(s) of the law, rules, regulations, general
orders, or procedures by Police Department personnel for which the
apparent appropriate disciplinary response consists of punitive action
ranging from loss of privileges to suspension, demotion, and/or dismissal.
IV. AUTHORITY AND RESPONSIBILITY
A. COMMANDING OFFICER, FIELD OPERATIONS
The Commanding Officer, Field Operations, shall be responsible for the
internal affairs investigation function of the Department.
2. The Commanding Officer, Field Operations, shall report directly to the
Chief of Police about the progress of complaint investigations and
dispositions of all such investigations.
3. The Chief of Police or the Commanding Officer, Field Operations may
assign the investigation of internal affairs cases to personnel from other
divisions, sections or units within the Department, if it is determined that
this course of action is in the best interests of the Department.
4. If the complaint is against the Commanding Officer, Field Operations, the
complaint will be submitted directly to the Chief of Police who either may
assign the investigation to another command officer or may handle it
personally.
5. After notifying the Chief of Police, the Commanding Officer, Field
Operations, shall contact the City Attorney's Office and the County
Attorney's Office when internal investigations concern possible violations
of criminal law. This contact may be for notification and/or legal advice or
assistance in case preparation.
B. ALL SUPERVISORY AND COMMAND PERSONNEL
1. Supervisory and command personnel shall cause to bg= ihitiated an
internal affairs investigation when the action alle4ed is_ an
infraction/violation of State Code, Federal laws, City ordinari6b or
Department policy and within the scope of their authority for the initiation
ADM 06.4
of this action. Examples of complaints which will be investigated by the
Internal Affairs function are: allegations of corruption, brutality, misuse of
force, violations of individual civil rights, criminal conduct, etc. This is not
a complete listing of such examples, but is an example to provide
guidance for supervisory personnel. These types of complaints will be
documented on the departmental Report of Inquiry/Incident form and
directed to the COFO.
2. Supervisory personnel shall investigate complaints, verbal or written,
which do not involve alleged violations of Federal or State law, City
ordinance, or Departmental policy which come to their attention, as an
example, alleged rudeness, not providing information about a ticket or
arrest, tardiness, incomplete reports, insubordination, etc. This is not a
complete listing of such examples, but is an example to provide guidance
for supervisory personnel. These types of complaints will be documented
on the departmental Report of Inquiry/Incident form.
C. ALL DEPARTMENT PERSONNEL
1. It shall be the duty of all Department personnel to report an action which +I
may be a violation of laws, ordinances, rules, regulatigrs pogies=
procedures, or orders by any other Department member to theimmediate ;
supervisor of the employee engaging in said action. _
y
V. INTERNAL AFFAIRS INVESTIGATION REGISTER co
A. The Internal Affairs Investigation Register (IAIR) is designed to provide the
Iowa City Police Department with a control device to assure that complaints,
which on their face, allege a violation for which the appropriate disciplinary
action would be punitive in nature, (as defined in Section III D 1), will be
investigated. These include, but are not limited to, complaints received by
the Department, or which originate through action of a Departmental member,
or complaints received from the PCRB.
B. The IAIR will be maintained by the Commanding Officer, Field Operations
Division. Entries in the IAIR shall contain sufficient and accurate information
of both the allegations and the disposition of the complaint. The IAIR will be
maintained in a secured area within the Commander's office.
C. Complaints logged in the IAIR will be reported to the Chief of Police by the
Commanding Officer, Field Operations.
D. To ensure that required investigations are being completed within a
reasonable time, periodic inspections of the IAIR will be made by the
Commanding Officer, Field Operations and status reports will be forwarded to
the Chief of Police.
ADM 06.5
E. The Commanding Officer, Field Operations shall assign a control number to
each complaint received and record the number in the [AIR, and on the copy
of the complaint form.
1. The numbering system shall be sequential, prefixed by the year, i.e., 02-
01, 02-02.
VI. REPORTING PROCEDURES
A. A written record of all complaints against the Police Department or its
personnel shall be maintained regardless of the nature, scope, or
reasonableness of the complaint.
B. Compliance with the following procedures is the responsibility of the
supervisor and/or member addressing the complaint.
1. Conduct a preliminary examination of the complaint.
2. Ensure that the complainant understands the state statutes=-j¢onceming
"obstructing justice" and false reports to law enforcemenCauthor[ties. i1
(Attachment A) — =
3. Complete a Report of Inquiry Form (IAIR Form 2) --;
a) If on the face of the allegations, which if taken as true, there is amear
indication that the officer or employee did nothing improper, then the
Report of Inquiry Form shall be completed, indicating same, and
forwarded through the chain of command to the Commanding Officer,
Field Operations Division.
b) If, on the face of the allegations, which if taken as true, the complaint
or allegation is minor and within the scope of the supervisor's
authority, the supervisor may resolve the complaint by use of the
Report of Inquiry/Incident form, and forward the report and results to
the Commanding Officer, Field Operations Division.
c) When it appears that an officer or employee may have violated state
or federal law, city ordinance or Department policies and procedures,
the Report of Inquiry shall be forwarded to the Commanding Officer,
Field Operations, within 24 hours of the complaint.
d) The Commanding Officer Field Operations shall maintain the Report
of Inquiry/Incident forms. Supervisors shall review an officer's Report
of Inquiry/Incident form(s) when completing a subordinate's annual
evaluation.
ADM 06.6
e) When it appears that an officer or employee may have committed an
illegal or criminal act or may have violated a person's constitutional
rights, the Report of Inquiry shall be forwarded to the Commanding
Officer, Field Operations within 24 hours of the complaint.
Commanding Officer, Field Operations shall forward a copy to the
Chief of Police within 24 hours of receiving the Report of Inquiry.
f) The City Attorney's Office shall be consulted when there is an
allegation which on it's face alleges illegal/criminal activity, civil rights
violations, gross negligence, or excessive use of force.
g) All Report of Inquiry Forms shall be submitted for approval by the
Commanding Officer, Field Operations level, prior to being forwarded
to the Chief of Police.
C. Within 72 hours of receipt of Report of Inquiry form by the Commanding
Officer, Field Operations, a determination shall be made as to whether an
internal investigation will be initiated. The accused member should be
notified of the investigation decision within this 72-hour period. In
exceptional circumstances, i.e., allegations of on -going criminal activity, the
Commanding Officer, Field Operations, with the approval of the Chief of
Police, may waive this notification.
D. The Chief of Police or designee, shall contact the complainant within seven
(7) calendar days of receiving the complaint and inform the complainant of
receipt (IAIR Form 1) and the status of the complaint. Included in this
contact will be an offer of informal mediation by the Chief.
E. Internal Affairs investigations pursuant to complaints shall be completed
within sixty (60) calendar days of receipt of the initial complaint. An
extension may be granted by the Chief of Police where extenuating
circumstances exist. Status reports on the investigation of complaints shall
be submitted to the Chief of Police every seven (7) calendar days to assist in
this determination.
F. If an investigation continues beyond sixty (60) calendar days, a status report
will be provided to the complainant by the assigned investigator. A copy of
the status report will be forwarded to the Commanding Officer, Field
Operations.
O
VII. INVESTIGATIVE PROCEDURES -
A. The Chief of Police may require an employee to submit to ac'rnedidW or
laboratory examination, to be photographed, to submit financtal'tiiscl3sure_:'1
statements, or participate in a line-up, when such information 0 a6tio4" are..:
specifically directed toward and narrowly related to a parti6Llar internal
affairs investigation. Failure to follow a direct order of this nature°shall
ADM 06.7
constitute a separate infraction and may result in termination. (However, if
an internal investigation involves allegations of criminal actions employees
shall be afforded all their legal or constitutional rights.)
1. The City Manager may impose the requirements of paragraph A above.
when the complaint is directed toward the Chief of Police.
B. An employee under investigation may not be compelled to submit to a
polygraph, Voice Stress Analysis, or any other instrument designed to detect
deception. However, an employee under investigation may voluntarily
submit to such examination after being made aware that such actions are
strictly voluntary, and refusal to submit does not imply any guilt or admission
of the violations. The results of the examination shall not be used in any
commission hearing, court or trial as evidence of guilt or innocence, unless
agreed to by all parties.
C. Based on the requirements of Iowa law, an employee may be required to
submit to a medical or laboratory examination, at the agency's expense,
when the examination is specifically directed toward and narrowly related to
a particular internal affairs investigation being conducted by the agency. An
example of the use of this process is determining drug use by employees.
An employee may also be required to be photographed, to participate in a
line-up and/or submit to a financial disclosure statement when the actions
are material to a particular internal affairs investigation being conducted by
the Department or an outside agency. The above will always be based on
the requirements of Federal law, Iowa law, and any case law, and precedent
thereunder when not in conflict with any labor law or signed labor
agreements.
D. The assigned investigator conducting an internal investigation shall conduct
the investigation fairly and impartially toward both the complainant and
police personnel.
1. The assigned investigator(s) shall conduct such interviews as are
deemed necessary in order to accumulate all necessary evidence and
facts pertaining to the complaint as determined by the Commanding
Officer, Field Operations.
2. The assigned investigator shall follow state law, city ordinance, and labor
contracts concerning disciplinary actions utilizing the appropriate forms
depending on the alleged violation.
a) Notification of Complaint / Investigation (IAIR Form 3). -
b) Request / Waiver of counsel (IAI R Form 4). - -
ca
c) Administrative Proceeding Rights Form ([AIR Form 5).
o
Uft]
d) Criminal Rights Form for alleged violations of Criminal Law (IAIR Form
6).
e) Compelled statement advisory notification form.
3. At the conclusion of the investigation, the Commanding Officer, Field
Operations shall submit an Internal Investigations Report to the Chief of
Police for review and approval, in the format as outlined in IAIR Form 7.
4. The investigating officer(s), upon completing the internal investigation,
shall conclude the report by classifying the individual allegations into one
of the following categories:
a) Unfounded: The investigation indicates that the act(s) complained of
did not occur or did not involve police personnel.
b) Exonerated: The complained of acts did occur, but were justified,
lawful, and proper.
c) Not Sustained: The investigation fails to discover sufficient evidence
to clearly prove or disprove the allegations made in the complaint.
d) Sustained: The investigation disclosed sufficient evidence to clearly
prove the allegations made in the complaint.
e) Policy Failure: Investigation reveals that the alleged acts did occur
and were improper; however, the officer was acting in accordance with
established Department policy.
5. The investigative report and finding(s) shall be forwarded to the
Commanding Officer Field Operations for review. COFO may:
a) Accept the report and finding(s) of the investigating officer(s).
b) Return the report for further investigation, or
c) Reclassify the complaint as mentioned in #4 above.
6. When the act complained of is a criminal offense, and the evidence from
the above investigation establishes probable cause that the act was
committed, the Commanding Officer, Field Operations shall forward the
information to the Chief of Police, who shall notify the City_Attorney's
office, and in consultation with the City Attorney's office shall decide
whether:
a) the County Attorney's Office shall be involved; and
b) the accused person(s) should be arrested forthwith; or
c) a warrant for arrest should be first obtained; or
i>
�J
ADM 06.9
d) criminal action should be delayed pending further investigation; or
e) request assistance from another law enforcement agency.
7. Status Reports - The Internal Affairs Investigator will provide the following
information:
a) Provide a weekly status report, verbal or written, to the Commanding
Officer, Field Operations.
b) Cause to be provided a status report to the complainant within sixty
(60) calendar days.
O
Vill. INVESTIGATION SUMMARY OF FINDINGS -,-,
A. Upon final receipt of the Internal Investigation Report ([AIR Form 7)`,'the i 1
Commanding Officer, Field Operations, shall review the _r;rporf'for —i
completeness.
B. If the complaint is sustained, the report shall include:
1. Prior disciplinary action against the employee.
2. Recommended disciplinary action believed to be appropriate, based on
the investigation results and the employee's employment history.
C. In cases involving complaints against the Commanding Officer, Field
Operations, all matters will be handled by the Office of the Chief of Police.
D. In cases where complaints are against the Chief of Police, all matters will be
handled by the City Manager or his/her designee.
E. Final approval of internal investigation recommendations shall be decided by
the Chief of Police except under Subsection C above. The Chief of Police
shall have authority to modify any such recommendations in any manner
deemed appropriate by the Chief of Police.
IX. DISPOSITION OF INTERNAL INVESTIGATION FINDINGS
A. Complaints that are determined to be "sustained" will be filed in the
employee's personnel file by the Chief of Police. Allegations that are
determined to be "unfounded", "exonerated", "not sustained", or result in a
"policy failure" finding shall be filed by the Chief of Police in the internal
investigation file with the Commanding Officer, Field Operations, and shall
Lot be entered in the employee's personnel file.
X.
XI.
ADM 06.10
B. The officer or employee who is the subject involved in the investigation shall
be notified of the disposition by IAIR Form 8, as will any outside complainant
by IAIR Forms 9, 10, 11, and 12.
CONFIDENTIAL NATURE OF INVESTIGATIONS
A. Many mistaken or even deliberately false reports and accusations are made
against police officers. In some instances, the most conscientious and hard-
working officers will be the subject of such reports. In order to ensure the
integrity of the Department, it is necessary to investigate completely and
thoroughly all reports and accusations from all sources. This must be done.
At the same time the reputations and good names of innocent police officers
must be protected. This is important to Departmental and individual morale,
and to the effectiveness of police operations.
B. Sustained cases and the disciplinary actions taken may be a matter of public
information pursuant to Iowa Code Chapter 22. The public nature of such
cases and any disciplinary action thereunder shall be decided by the Chief of
Police on a case -by -case basis in consultation with the City Attorney's Office.
All other cases will be regarded as confidential and the records of such cases
will be maintained in the office of the Commanding Officer, Field Operations.
DISCIPLINARY AUTHORITY
A. Any Department Supervisor may impose a fully -paid emergency
Administrative Leave of Absence on a member or employee when it appears
necessary to preserve the efficient and safe operation of the Department.
The supervisor shall promptly notify the Commanding Officer, Field
Operations, who shall promptly notify the Chief of Police.
Any person so relieved of duty shall be instructed to report to the Office of
the Chief of Police at 9:00 a.m. on the next business day, unless
otherwise instructed.
a) The Supervisor imposing or recommending the Administrative Leave
of Absence will report at the same time.
B. Supervisory personnel may take the following disciplinary measures:
1. Written recommendation for disciplinary penalties.
2. Recommendations for discipline within an employee evaluation".,
3. Initiate written reprimand with documentation. Copies of all such written
reprimands shall be forwarded to the personnel department fpt-;y clus76n ,m
in the employee's Personnel file.
ADM 06.11
4. Written warning or written reprimand with documentation. All such written
documentation for discipline and/or documented written warnings or
written reprimands shall be forwarded to the Iowa City Personnel
Administrator for inclusion in the subject employee's Personnel File.
C. Final Department authority and responsibility for discipline rests with the
Chief of Police.
D. The Chief of Police has full power and authority to reprimand, suspend,
demote, or terminate any Department member for disciplinary purposes.
Such employee retains all rights of appeal under applicable laws in
accordance with and subject to the provisions of Iowa Code Chapter 400 and
collective bargaining agreements.
R. J. Winkelhake, Chief of Police
WA' 'KING
This directive is far departmental use only anti does not apply in any -criminal or civil'
.proceeding. The department pnlicy should not be„cppstrued as a breation of a higher;
legal standard of safety or bare its an` evldbq 'ty sense with respeCf to third pt3rtjr
claims. Violation$ of this directive Will only`tarin the basin for departmento'
adrninistrattyp sanctions.
ADM 06.12
ATTACHMENT "A"
718.6 False Reports to Law Enforcement Authorities (Iowa Code)
A person who reports or causes to be reported false information to a fire department or
a law enforcement authority, knowing that the information is false, or who reports the
alleged occurrence of a criminal act knowing the same did not occur, commits a simple
misdemeanor, unless the alleged criminal act reported is a serious or aggravated
misdemeanor or felony, in which case the person commits a serious misdemeanor.
719.3 Preventing Apprehension, Obstructing Prosecution, or Obstructing
Defense (Iowa Code)
A person who, with intent to prevent the apprehension or obstruct the prosecution or
defense of any person, knowingly does any of the following acts, commits an
aggravated misdemeanor:
1. Destroys, alters, conceals or disguises physical evidence which would be
admissible in the trial of another for a public offense, or makes available false
evidence or furnishes false information with the intent that it be used in the trial
of that case.
2. Induces a witness having knowledge material to the subject at issue to leave the
state or hide, or to fail to appear when subpoenaed.
ORG-01.1
ORGANIZATION
Date of Issue General Order Number
October 13, 2000 00-09
Effective Date Section Code
October 20, 2000 ORG-01
Reevaluation Date I Amends / Cancels
October 2005 3/03 NEW
C.A.L.E.A. Reference
11.1.1 11.2.2, 11.6.1, 11.6.2
INDEX AS: ���
Organization
Responsibilities
I. PURPOSE
The purpose of this order is to define the organizational structure of the Ioyv&Cits.
Police Department.
POLICY
III. DEFINITIONS
ORG-01.2
IV. PROCEDURES
A. CHIEF OF POLICE
The Chief of Police is responsible to the City Manager of the City of
Iowa City. The Chief of Police is granted authority to act from Iowa
Code and the City Ordinances of Iowa City. The Chief of Police
directly supervises up to ten employees and is functionally responsible
for up to one hundred twenty (120) employees. The Chief of Police
plans, directs, evaluates and manages the operations of the Iowa City
Police Department. The Chief of Police is further empowered to
formulate and implement new policy, operations and disciplinary
procedures. The Chief of Police is further directed to foster positive
relationships between the Police Department, outside agencies and
the general public. Some of the responsibilities of the Chief of Police
are:
• review all significant incidents involving the department
• develop and provide training for members of the department
• develop and administer the budget for the departments
• reviews or conducts internal investigations
• appoints, promotes within the department — --__
• evaluates staff
• develops and implements policy _
• amend, suspend, supersede or cancel any rule, regulation 4i
order
• develop and implement changes in procedure
The Iowa City Police Department consists of two divisions: Field
Operations and Administrative Services. Division commanders are
responsible directly to the Chief of Police.
B. FIELD OPERATIONS
Field Operations consists of the Patrol and Investigative sections.
Each section commander is responsible to the Commander of Field
Operations. The Commander of Field Operations is directly
responsible for six to ten employees and functionally responsible for
up to 70 employees. Some of the responsibilities of the Commander
of Field Operations are:
• oversees, directs and reviews daily patrol and investigative
operations
• directs Sergeant of Investigations
• meets with command staff and reviews areas of concern
• informs Chief of Police as to ongoing activities of the assigned
division
• conducts internal investigations
ORG-01.3
• prepares and submits required reports
• participates in planning and research
• assists in budget development
• other duties as assigned
(For more complete description see City of Iowa City job descriptions)
PATROL SECTION
The patrol section is divided into three different watches, Days
06:45-15:00, Evenings 14:45-23:00, and Late night watch 22:45-
07:00. Each watch is headed by a Lieutenant who is usually
responsible for ten to sixteen employees. The officers assigned to
the support watch are responsible to the Sergeant of Investigations.
The Lieutenant of each watch is responsible to the Commander of
Field Operations. The Patrol Lieutenants are responsible for the
day to day operations of their respective watches. Some of the
duties, which they are responsible for, are:
• supervise field personnel
• assist/conduct internal investigations
• supervise the preparation of assignments and daily
briefings
• reviews reports
• prepares reports on activities/functions O
• evaluates subordinates
• conducts watch meetings -,
• other duties as assigned _ G�
(For more complete description see City of Iowa - fifty job
descriptions)
CZ)
Under each Watch Commander are two Sergeants. The Sergeants
on each watch are directly responsible to their respective watch
commander. Patrol Sergeants supervise between ten to fourteen
officers on a regular basis. Some of the duties, which patrol
sergeants, are responsible for:
• conducts daily watch meetings/briefings
• supervises and prepares assignments
• reviews reports
• FATS instruction/training
• supervision of Field Training Officers and Probationary
Officers
• conducts investigations
• inspects and maintains vehicles and equipment
• visits officers in the field
• other duties as assigned
(For more complete description see City of Iowa City job
descriptions)
ORG-01.4
Patrol officers comprise the remainder of the sworn personnel on
each watch and are responsible to their respective watch
supervisors. Patrol officers are responsible for routine law
enforcement duties, including but not limited to:
• patrol/community policing
• traffic enforcement
• accident investigation
• identification/collection of evidence
• investigation of crimes
• responding to calls for public service
• other duties as assigned
(For more complete description see City of Iowa City job
descriptions)
Community Service Officers (CSO) (non -sworn) are responsible to
the Lieutenant of the watch to which they are assigned. Some of
the responsibilities of CSOs are:
• enforces parking regulations
• directs traffic n
• collects stray animals =`
• impounds vehicles —
• provides court messenger duties -3
• other duties as assigned
Community Service Officers are assigned to the Day andJ=�4ening
watches. > —
(For more complete description see City of Iowa City job
description)
School Crossing Guards (non -sworn) are responsible to the Chief's
Administrative Secretary. Responsibilities of School Crossing
Guards are:
• direct traffic at the intersection to which they are assigned
• assist children in crossing the street
• coordinate student crossings with student crossing
guards
An Evening Watch Sergeant directs and is responsible for the
Special Crimes Action Team (SCAT) is under the direction of an
PM Watch Sergeant. In the absence of the Lieutenant of
Investigations, the Sergeant of Investigations shall assume duties
of Investigation's Supervisor. The Sergeant in the Investigative
Section is responsible for:
• case preparation
• reviews reports
• supervision of Support watch
ORG-01.5
• supervision of the Gang investigator
• prepares reports on activities/functions
• supervises Crime Scene Technicians
• maintains the lab facilities
• assumes duties of Lieutenant of Investigations during
their absence
other duties as assigned
2. INVESTIGATIVE SECTION
The Investigative Section is headed by a Lieutenant who is
responsible for the overall operations. The Lieutenant of
Investigations is responsible to the Commander of Field
Operations. Some of the responsibilities of the Lieutenant of
Investigations are:
• supervise personnel
• conduct internal investigations
• assignment of cases
• review of reports
• prepares reports on activities/functions
• evaluates subordinates
• coordinates multi -jurisdictional investigations with other
agencies
• other duties as assigned
The Iowa City Police Department utilizes Crime Scene Technicians,
(CST). The CSTs are uniformed officers whose normal assignment
is patrol. In the event that a potential crime scene needs to be
processed, a CST of the on duty watch will usually be assigned to
process said scene. For the purpose of the CST work, the CST is
responsible to the Sergeant in Charge of CSTs.
Investigators/officers in the Investigative Section are responsible to
the Lieutenant of Investigations. The Gang Investigator is directly
responsible to the Sergeant of Investigations. Some of the
responsibilities of Investigators are:
• conducts interviews/interrogations
• case preparation
• collection of evidence c
• conducts follow up investigations
• disseminate intelligence to patrol
• other duties as assigned CO _
Officers and investigators of the Iowa City Police Department'ardof
equal rank. Investigations is a temporary assignment and upon
ca
ORG-01.6
completion of a rotation, investigators return to the patrol section or
are otherwise reassigned.
C. ADMINISTRATIVE SERVICES
Administrative Services consists of the following sections; Emergency
Communications, Police Records, Animal Control, Planning and
Research, Community Relations and Property Control. The head of
each section is directly responsible to the Commander of
Administrative Services. The Commander of Administrative Services is
directly responsible to the Chief of Police. The Captain of
Administrative Services is directly responsible for six to ten employees
and functionally responsible for up to thirty employees. Some of the
responsibilities of the Commander of Administrative Services are:
• oversees, directs and reviews daily activities of the assigned
sections
• oversees all departmental training
• evaluates personnel under their command
• meets with supervisors of affected sections and reviews areas
of concern
• informs the Chief of Police of ongoing activities of the assigned
division
• conducts internal investigations
• prepares and submits required reports
• participates in planning and research
• assists in budget development
• other duties as assigned -'
1. EMERGENCY COMMUNICATIONS aD
The Emergency Communications section is headed by a
communications supervisor. (non -sworn) The Emergency
Communications supervisor is directly responsible to the
Commander of Administrative Services. The communications
supervisor is directly responsible for up to fifteen Emergency
Communications dispatchers.
Some of the responsibilities of the Emergency Communications
supervisor are:
• directs, receives and dispatches emergency and non -
emergency calls for service
• operates Law Enforcement computers
• trains and evaluates communications personnel
• enters information for Computer Aided Dispatch
• maintains accurate records and files of communication
activity
ORG-01.7
• develops and implements work schedule of
communication personnel
• assists in budget development
• ensures equipment is properly maintained and serviced
• other duties as assigned
(For more complete description see City of Iowa City job
descriptions)
Communications dispatchers (non -sworn) are directly responsible
to the Communications Supervisor. Some of the duties of
communications Dispatchers are:
• receives emergency and non -emergency calls for service
• obtains information regarding calls for service
• monitors radios and alarms
• operates Law Enforcement computers
• dispatches police, fire and ambulance
• enters information on Computer Aided Dispatch
• maintains records, listing of emergency contacts
• other duties as assigned
(For more complete description see City of Iowa City job
description)
2. POLICE RECORDS
Police records is under the direction of a Police Records
Supervisor. (non -sworn) The records supervisor is directly
responsible to the Captain of Administrative Services. The record
supervisor is regularly responsible for up to seven employees.
Some of the responsibilities of the records supervisor are:
• manage in-house records and computer systems
• trains and evaluates subordinates
• assists in development of computer applications(__-'r
• completion of scheduled reports = _
• coordinate computer usage, training
• acts as liaison with other agencies
• maintains supplies and equipment-
• assists in form development
• other duties as assigned —
(For more complete description see City of Iowa City job
description)
a. Senior Police Records Clerk are responsible to the supervisor of
police records. (non -sworn) Some of the responsibilities of
Senior Records Clerks are:
• reviews case reports and arrest information
ORG-01.8
• classifies, indexes and prepares information for entry in
Records Management System
• enters above data into RMS
• answers phones and provides information and reports as
appropriate
• makes referrals on requests for information
• maintains records
• collects money for record services
• other duties as assigned
(For more complete description see City of Iowa City job
description)
b. Records Clerks are responsible to the Records Supervisor. (non -
sworn) Some of the responsibilities of Records Clerks are:
• answers phones and provides information and reports as
appropriate
• responds to requests for information
• maintains log of officers reports and files various records
• maintains court schedule for officers
• assists officers in locating files
• other duties as assigned
(For more complete description see City of Iowa City job
description)
c. The chief's Administrative Secretary (non -sworn) is responsible
to the Chief of Police. The Administrative Secretary is
responsible for the following duties:
• maintains payroll records and union contracts
• reviews and submits maintains inventories and supplies
• serves as a liaison between school crossing guards and
the department
• completes reports as required
• answers phone and provides information or makes
referrals
• maintains training records
• maintains Policy and Procedures manual
• maintains forfeiture funds
• maintains records on current grants and insures that files
are in compliance
• other duties as assigned —
C�
Cp
ORG-01.9
3. ANIMAL CONTROL
The Animal Control section is responsible for enforcement of laws
and ordinances pertaining to animals, issuance of licenses and
permits, sheltering of animals, animal welfare and destruction of
sick/injured or unclaimed animals. The Animal Shelter is under the
direction of the Animal Control Supervisor (non -sworn). The Animal
Control Supervisor is responsible to the Captain of Administrative
Services, and supervises between two to five employees. Some of
the responsibilities of the Animal Control Supervisor are:
• administers daily operations of the animal shelter
• trains and evaluates subordinates
• enforces ordinances and assists in updating of animal
control regulations
• heads Animal Control Advisory Board
• supervises the treatment and adoption of animals
• provides public information/tours/lectures
• completes required documentation of activities
• assists in budget preparation
• other duties as assigned
(For more complete description see City of Iowa City job
descriptions)
a. Under the Animal Control Supervisor are Animal Control
Officers (non -sworn).
Animal Control Officers are responsible to the Animal Control
Supervisor. Some of the responsibilities of Animal Control
officers are:
• enforces ordinances and conducts investigations
• conducts educational activities
• picks up injured, stray and dead animals
• attempts to locate owners of lost or injured animals
• administers euthanasia drugs as required
• maintains records for adoptions, licensing and reclaims
• verifies vaccinations of animals
• other duties as assigned
(For more 'complete description see City of Iowa City job
descriptions)
b. Also directly responsible to the Animal Control Supervisor are
the Kennel Assistants (non -sworn). Some to the responsibilities
of Kennel Assistants are:
• cleans and disinfects kennel area
• performs general custodial duties —
GJ
'I
G�
ORG-01.10
• cares for animals and evaluates animal behavior
• administers euthanasia drugs as required
• supervises shelter volunteers
• dispatches animal control officers
• updates animal control log entries
• collects fees and issues receipts
• other duties as assigned
(For more complete description see City of Iowa City job
description)
4. PLANNING AND RESEARCH
The Planning and Research function is filled by a sergeant. The
sergeant is directly responsible to the Captain of Administrative
Services, but shall have access to the Chief of Police as needed.
This position is responsible for statistical analysis of data,
identification of trends, tracking and compilation of data for
scheduled reports, forwarding of identified trends to appropriate
sections or watches and media relations. In order to ensure the
accurate and timely response to ongoing situations, the sergeant of
Planning and Research shall have access to those resources and
information necessary to develop required reports. Some of the
responsibilities of the Sergeant of Planning and Research are:
• report review
• development of forms
• completes required reports
• updating of information for daily watch meetings
• completes weekly, monthly, quarterly and annual reports
on activities
• provide statistics and information fo`r--C_ citizen
questions/requests _
• back up evidence custodian r,
• completes information for government access ;channel
(APB)
• other duties as assigned
r�
5. COMMUNITY RELATIONS
The Community Relations section is staffed by two uniformed
officers who are directly responsible to the Commander of
Administrative Services. These officers are cross -trained in the
areas of community relations, DARE, and crime prevention, with
each officer having primary duties in a particular area. Some of the
functions of these positions are:
• serving as DARE instructors in the schools
• develop, implement and maintain neighborhood watch
organizations
_11
f
ORG-01.11
• serve as liaison between community groups and the
department
• provide advice/assistance in formulating crime prevention
strategies
• coordinate speakers and speaking engagements
• develop informational displays for community events
• other duties as assigned
The officers assigned to Community Relations are on a three to five
year staggering rotation. Upon completion of their Community
Relations assignment, they return to the Patrol Section or are
otherwise reassigned. (When an officer is in their final year of the
assignment, another officer will be added, on a part time basis to
the section, for training purposes. When performing the duties of a
Community Relations officer, the person is directly responsible to
the Commander of Administrative Services. At all other times there
are responsible to their respective commander.)
6. PROPERTY MANAGER
The position of Property Manager (non -sworn) is directly
responsible to the Captain of Administrative Services. In the
absence of the Property Manager, the duties are performed by the
Sergeant of Planning and Research. The Property Manager is
responsible for evidence/property, which comes in to the
possession of the Iowa City Police Department. Some of the duties
of the Property Manager are:
• catalog and maintain evidence/property that is submitted
• store and process film
• submission of evidence to the appropriate lab
• complete evidence sheets/reports
• entry of evidence/property into records system
• return evidence/property upon receiving disposition of a
case
• dispose of property/evidence according to law and
existing policy
• other duties as assigned
The position of Property Manager is filled by a CSO. This person's
primary responsibility is to the property section, and when acting in
this capacity the Property Manager is responsible to the
Commander of Administrative Services.
-_ —J
� 4e
ORG-01.12
7. TRAINING OFFICER
The Training Officer is a sergeant who is directly responsible to the
Commander of Administrative Services. Some of the duties of the
Training Sergeant are:
• identification of training needs
• development of squad meeting training
• keeping of training records
• development of training courses
• posting of training opportunities
• implementation of required training
/. 4
R. J. Wnkelhake, Chief of Police
WARNING
This directive is for departmen-
civil proceeding. The departrN
a fiigher legal standard of safe
tf3ird-party claims. Violations
;i
CO
PER-04.1
TEMPORARY/
LIGHT DUTY
Date of Issue General Order Number
10/30/02 02-01
Effective Date Section Code
10/30/02 3/03 PER-04
Reevaluation Date Amends/Cancels
OCTOBER 2003 10/30/02 issue
C.A.L.E.A. Reference
0
INDEX AS: -
Light Du
9 Duty Temporary Light Duty —
FMLA Injury -- i
L PURPOSEcD
The purpose of this order is to establish the authority for granting temporary light-daty
assignments and to establish procedures for granting temporary light duty to eligible
officers and civilian personnel within the department.
PER-04.2
III. DEFINITIONS
Eligible Personnel: For purposes of this policy, a sworn or civilian member, suffering
from medically certified illness, injury, or condition, who is temporarily unable to perform
their regular assignment but is capable of performing alternative assignments.
Family Medical Leave Act (FMLA): Federal law providing for up to twelve (12)
weeks of leave for eligible workers, for their own serious health condition or other
situations as outlined in the law and the City's FMLA policy.
CJ
IV. PROCEDURE = n
A. GENERAL PROVISIONS
1. Temporary light -duty positions are limited in number, task, variety, and
availability. Therefore: - _
a. personnel injured or otherwise disabled in the line of duty m�ylbe gNen
preference in initial assignment to light duty; and a
b. assignments may be changed at any time, with concurrence of the
treating physician, if deemed in the best interest of the employee or the
agency.
2. This policy in no way affects the privileges of employees under provisions of
the Family and Medical Leave Act, Fair Labor Standards Act, Americans with
Disabilities Act, collective bargaining agreement, or other federal or state law.
3. Assignment to temporary light duty shall not affect an employee's pay
classification, pay increases, promotions, retirement benefits or other
employee benefits.
4. No specific position within the Department shall be established for the use as
a temporary light -duty assignment, nor shall any existing position be
designated or utilized exclusively for personnel on temporary light duty.
5. Light -duty assignments are strictly temporary and will not exceed 960 Hours.
(Light duty may be provided for a total of 960 Hours in a one year period, with
a year being defined as beginning on the first light duty day and ending 12
calendar months after the first light -duty day.) After 960 Hours, personnel on
temporary light duty who are not capable of returning to their original duty
assignment may:
a. Pursue other options as provided by employment provisions under federal
or state statute, or collective bargaining agreement.
6. Officers on temporary light duty are strictly prohibited from engaging in
outside employment in which that officer may reasonably be expected to
perform law enforcement functions which they have been determined
physically or mentally unable to perform on behalf of the department.
7. Officers/employees who are medically prohibited from performing their
regularly assigned duties may not engage in outside or "off -duty" employment
until approved by the Chief of Police. Officers/employees shall provide the
Chief of Police documentation from their attending physician stating that the
outside / off -duty employment is medically permitted.
8. Depending upon the nature and extent of the injury or illness, an officer on
temporary light duty may be prohibited or restricted from wearing
departmental uniform, carrying a weapon or otherwise limited in employing
PER-04.3
police powers as determined by the Chief of Police so long as such
limitations are consistent with this policy.
9. Light -duty assignments shall not be made for disciplinary purposes.
10.Off icers/employees who incur a duty -related injury and refuse a temporary -
light -duty assignment may be subject to loss of Chapter 411 or Worker's
Compensation benefits. However, such officers/employees may be covered
by FMLA provisions with respect to obtaining leave, whether paid or unpaid,
per FMLA.
B. TEMPORARY LIGHT -DUTY ASSIGNMENTS
1. Temporary light -duty assignments may be drawn from a range�& technical
and administrative areas that include but are not limited to the fol(v�ing:
a. administrative functions (e.g. report review, special projects) N
b. clerical functions (e.g. filing) —
c. report taking (e.g. telephone reports)
d. communications
2. The Office of Chief of Police shall maintain an inventory of ai 4&ble`�ob
assignments that may be used for temporary light duty. o
3. Decisions on temporary light -duty assignments shall be made based upon
the availability of an appropriate assignment given the applicant's skills,
knowledge and abilities; availability of light duty assignments; and the
physical limitations imposed on the officer.
a. When available, the work hours of a Light Duty assignment are subject to
the availability of necessary equipment or work space.
4. Every effort shall be made to assign officers/employees to' positions
consistent with their rank and pay classification. However, where deemed
appropriate, personnel may be assigned to positions designated for
personnel of lower rank or pay classification. Officers/employees thus
assigned shall:
a. Retain the privileges of their rank but shall answer to the supervisory
personnel of the unit to which they are assigned with regard to work
responsibilities and performance; and
b. Retain the pay classification and related benefits of the position held prior
to their assignment to temporary light -duty.
C. REQUESTS FOR AND ASSIGNMENT TO TEMPORARY LIGHT DUTY
1. Requests for temporary light -duty assignments shall be submitted to the
officer's / employee's immediate supervisor. Requests shall be
accompanied by a statement of medical certification to support a requested
reassignment, which must be signed by the treating physician. The
certificate must include an assessment of the nature and probable duration
of the injury or illness, prognosis for recovery, nature of work restrictions and
an acknowledgement by the health-care provider of familiarity with the light -
duty assignment and a statement that the employee can physically assume
the duties involved.
2. The request for temporary light duty and the physician's statement shall be
forwarded to the Office of Chief of Police. The Chief of Police or designee
may consult with the City's Personnel Administrator and/or other City
PER-04.4
Department prior to making a determination regarding the assignment to
temporary light -duty.
a. The Department may require the employee to submit to an independent
medical examination by a health provider of the Department's choosing.
In the event the opinion of this second health care provider differs from
the foregoing health provider, the employee may request a third opinion
at the employer's expense.
b. The employee and representative of the Department shall cooperate and
act in good faith in selecting any third health-care provider, and both
parties shall be bound by that medical decision.
3. Employees not eligible for FMLA leave, may be offered a temporary light
duty assignment upon submission of a request from the officer's/employee's
immediate supervisor or unit commander to the Chief of Police.
4. As a condition of assignment to temporary light -duty, officers may be
required to submit to monthly physical assessments of their condition.
r
R. J. Winkelhake, Chief of Police
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