Tacoma Police Department Policies PDF

TACOMA POLICE DEPARTMENT
Professional Standards Sub-Section 1.1

Sets forth the Vision, Mission,
and Values of the Tacoma
Police Department Donald Ramsdell, Chief of Police
Philosophy: CALEA 1.1.2 The purpose of this policy is to ensure that agency members are aware of the actions and
attitudes expected of them and to provide the public with a general standard by which agency and individual
performance can be measured. These professional standards become our Canon of Ethics and the professional
expectations of all Tacoma Police Department members. All members will receive biennial training regarding
ethics in general, as well as our Department Canon of Ethics. (See P1.1.1 through P1.1.6)
P1.1.1 VISION CALEA 1.1.2 (N 03/2010)

A vision is the ultimate desired, and constantly pursued, outcome of an organization’s strategic processes. Our
vision focuses organizational efforts.
The vision of the Tacoma Police Department is that our citizens share increasing perceptions of safety and
decreasing preoccupation with crime. These will be accomplished by:
• Annually decreasing crime rates
• Annual external/internal surveys for re-assessing priorities and satisfaction
• Applying strategic leadership to improve upon and exceed our strategic processes
• Utilizing comprehensive approaches to crime management
• Employee development and succession planning to effectively accomplish strategic objectives
• Citizens rewarding policing successes with increased funding
• Utilizing the accreditation process to serve as the internal catalyst and external validation
P1.1.2 MISSION CALEA 1.1.2, 12.2.1(a) (R 01/2007)

To create a safe and secure environment in which to live, work, and visit by working together with the community,
enforcing the law in a fair and impartial manner, preserving the peace and order in our neighborhoods, and
safeguarding our constitutional guarantees.
P1.1.3 VALUES CALEA 1.1.2, 12.2.1(a) (N 03/2010)

The Tacoma Police Department is a value-driven agency which demonstrates its core values through professional
dedication, conduct, and service. Our core values serve as guiding principles and our successes will not be achieved
by merely proclaiming our values, but by consistently modeling them. The following establish the standards of
Professional Ethics and personal integrity for all members of the Tacoma Police Department:
• Act with Integrity – We believe that acting honorably is the foundation of everything we do and the basis of
public trust. We earn credibility by doing the right thing, being open and honest, and actively living our core
values.
Demonstration of this value includes actively modeling our core values and being truthful with unmitigated
honesty. We will maintain and foster a professional decorum in communications and behavior while acting in
the official capacity of a Tacoma Police Department member.
• Respect for Our Employees and Citizens – We are guided by the principle that every individual has dignity and
worth. We are committed to show respect and compassion for the citizens we serve as well as for the men and
women of our Department. We show consideration for all individuals by treating everyone fairly, listening and
seeking to understand all viewpoints, and appreciating diversity.
• Service to Our Community – We are dedicated to the ideal of providing the highest quality of professional law
enforcement service to our community. We strive to be a proactive, trusted partner with our community with
the goal of enhancing the quality of life for our citizens.
P1.1 – Vision, Mission, Values Page 1 of 8

• Accountability for our Actions and Results CALEA 11.3.2 – We hold ourselves accountable to the highest
ideals of professionalism, ethics, and competency at every level of the Department. We take responsibility
for our performance and our actions and are willing to admit our mistakes.
Every member of the Department is a leader and although responsibilities vary, accountability remains
constant. The principles of leadership and the value of accountability are inseparable. As leaders, we are
accountable for our own actions, those of our subordinates and to the citizens we serve.
• Team for the Common Good – We understand the strength of cooperation and collaboration, and that our
success depends on our ability to perform together as one cohesive team. We are dedicated to creating a
positive environment which fosters camaraderie for the common good.
Through applying the principles of teamwork with our internal and external partners, we can best realize our
departmental vision. We strive to maintain positive working relationships and promote success. We value
the subordination of personal agendas for the good of departmental interest.
• Innovate to Better Serve – We encourage new ideas that support the fulfillment of our mission. We value
input that challenges our current ways of doing business in order to better deliver our services.
Through continuous improvement and innovation, we strive for personal, professional, and organizational
excellence. In the on-going pursuit of high performance, we encourage, support, and recognize reasoned
professional innovation as a means of accomplishing the vision of our Department. We value reasoned risk-
taking when balanced with responsible resource management. We value the principle of change as it
challenges the status quo and seeks to constantly improve departmental operations.
• Reverence for the Law – We demonstrate reverence for the law by personally modeling law abiding
behavior. We are empowered in the judicious application of authority by using discretion in the best
interest of the individual and the community at large. We will honorably perform our duties and exercise
prudence in the use of our authority and power.
P1.1.4 OFFICE OF THE CHIEF OF POLICE CALEA 1.1.2, 12.1.1 (N 01/2010)

The Office of the Chief of Police is created and empowered by Tacoma Municipal Code (TMC) 7.02.010. The
Chief of Police presides over and governs all matters related to the Tacoma Police Department which is
established by TMC 1.06.070. The Revised Code of Washington, 35.22.280 (34) and 35.22.280 (35), grants
specific powers to enact and enforce ordinances within the City of Tacoma. Article XI, §11 of the Washington
State Constitution grants to cities the authority to make and enforce within its limits local regulations as are not
in conflict with state laws.
In addition to legally mandated functions, the Office of the Chief of Police symbolizes the sacred trust the public
places in the consent to being policed. It endures as an inspiration to equitable treatment, public accountability,
and organizational trust; and therefore, serves as the foundation of all departmental values and expectations. The
Office of the Chief of Police provides functional sustainability to all City of Tacoma law enforcement matters.
Police, at all times, should maintain a relationship with the public that gives reality to the historic tradition that
the police are the public and the public are the police; the police being only members of the public who are paid
to give full-time attention to duties which are incumbent on every citizen in the interests of community welfare
and existence. Therefore, the Tacoma Police Department, under the leadership of the Chief of Police, shall:
work to improve, then preserve, the public approval of our actions; perpetuate the willing cooperation of the
public; increase the degree of public cooperation through the dignified application of force; seek and preserve
public favor not by catering to public opinion but by constantly demonstrating absolute impartial service; use
physical force to the extent necessary to secure observance of the law or to restore order only when the exercise
of persuasion, advice, and warning are found to be insufficient; direct our action strictly towards our functions
and never appear to usurp the powers of the judiciary; and, evaluate police efficiency as the absence of crime and
disorder, not the visible evidence of police action in dealing with it.
P1.1.5 THE CHIEF OF POLICE CALEA 1.1.2 (N 01/2010)

The Chief of Police, as an individual, is responsible for modeling professional accountability and value-centered
leadership. This individual bears more than an executive responsibility to administrate all departmental matters.
Additionally, the Chief of Police shall champion strategic processes that promote mutual purpose as identified in
the Vision, Mission, and Values.

The role of the Chief of Police is to develop values, philosophies, principles, policies and strategies that are
supported by the community and the Department and that afford the Department the capacity to fulfill its agreed
upon mission. Accordingly, the following identify these responsibilities:
• View the organization as a total entity operating in a larger environmental setting
• Accurately assess the climate of the organization and the community
• Establish a vision and clearly define the mission and goals based on today’s needs and future forecasts
• Recognize and adapt the Department to internal and external forces for change
• Formulate and update the on-going overall strategies of the Department on an as-needed basis
• Establish goals for implementing Department values, philosophies, and principles that provide for an
improved quality of life in the community and in the work place
• Assure a structure and systems that address departmental and community needs; define management
objectives, responsibilities, authority; measure performance; and utilize feedback to enhance results
• Establish mechanisms that recruit the most competent personnel to join the Department team; increase the
competence of all employees; develop and promote our own personnel to higher levels of responsibility;
recognize employee and team contributions to the organization’s success
• Provide an atmosphere that encourages teamwork and mutual support recognizing that achievement of
Department goals is a higher priority than a self-centered work product
• Establish a climate that facilitates an open sharing of information and resources while encouraging creative
and responsible risk-taking with accountability
• Assure and hold employees accountable to standards of conduct and performance that have foundations in
sustained professional excellence regardless of adverse internal or external conditions
• Achieve within the governmental systems, to the extent possible, provision of the resources necessary to
accomplish Department objectives (in terms of personnel, operating expenses, equipment, and capital assets)
P1.1.6 PROFESSIONAL EXPECTATIONS CALEA 1.1.2, 22.2.7, 26.1.1 (R 09/2016)

It is not the Department’s intent to interfere with or constrain the freedoms, privacy, and liberties of members.
Discipline may only be imposed where there is a nexus or relationship between the conduct and the duties, rank,
assignment, or responsibilities of the member, whether on or off duty, or in or out of uniform. All Tacoma
Police members must be fully aware of the ethical responsibilities of their position and strive constantly to model
the highest possible standards of professional policing. No single standard of core values can conceivably
address every potential situation which may confront members of our Department. A general understanding and
respect for the Department values which guide our agency, coupled with an individual commitment to making
well informed judgments rooted in our agency values, are the foundation upon which individual and
departmental integrity is built and maintained.
Tacoma Police members shall regard the discharge of official duties as a public trust. By diligent study and
constant attention to self-improvement, members shall strive to make the best possible application of science to
the solution of crime, and in the field of human relationships strive for effective leadership and positive public
influence in matters affecting public safety. Members shall appreciate the importance and responsibility of their
office, and hold law enforcement work to be an honorable profession rendering valuable service. A component
of this valuable service is protection of confidential information.
Tacoma Police members, mindful of their responsibility to the entire community, shall deal with individuals of
the community in a manner calculated to instill respect for its law and its police service. Tacoma Police
members shall conduct their professional duties in a manner that shall inspire confidence and trust. Tacoma
Police members shall be mindful of their special identification by the public as upholders of the law.
A) Professional Conduct and Behavior CALEA 1.1.2, 12.1.3, 12.2.1, 22.2.7, 26.1.1
1) Violation of Rules
Members shall not violate or aid and abet any violation of any Policy, Procedure, or Directive of the
Department, whether stated in this Policy or elsewhere.
2) Conformance to Laws
Members shall obey all laws of the United States and of any state and local jurisdiction in which the
members are present.
Members shall promptly report in writing, through the chain of command to the Chief of Police, when
they are the subjects of:
• An arrest or citation for a crime, including felonies, gross misdemeanors, or misdemeanors.
Noncriminal infractions need not be reported
• Any arrest or administrative action, which results in the revocation or suspension of the member’s
driving privileges
• The exercise of police authority while not working in an official law enforcement capacity or off-
duty employment, unless same is clearly indicated in Tacoma Police Department reports relating to
the incident
• The filing of civil litigation either by or against the member in connection with their City
employment or official duties
Members shall promptly report to the Chief’s Office when requested to pick up legal documents
serviced to Tacoma Police Department as the employer of the member.
A conviction of the violation of any law shall be prima facie evidence of a violation of this section.
3) Unbecoming Conduct
Members shall conduct themselves at all times, both on and off duty, in such a manner as to reflect most
favorably on the Department. Unbecoming conduct shall include that which brings the Department into
disrepute or reflects discredit upon the individual as a member of the Department, or that which impairs
the operation or efficiency of the Department or member.
4) Immoral Conduct
Officers shall maintain a level of moral conduct in their personal and business affairs, which is in
keeping with the highest standards of the law enforcement profession. Officers shall not participate in
any activity involving moral turpitude, which reflects on their performance as law enforcement Officers
or causes the Department to be brought into disrepute.
5) Insubordination
All personnel shall promptly obey any lawful order of a superior Officer, whether operational or
administrative in nature. This will include orders relayed from a superior Officer by an Officer of the
same or lesser rank.
At all times, all personnel shall show proper respect toward superiors. Behavior which is demeaning
personally, or which detracts from the authority of a superior, shall be considered insubordinate. Such
behavior may be conveyed by language or action. Verbal insubordination may be conveyed by rude,
offensive, or abusive remarks. Nonverbal insubordination may be conveyed by indifference, insolence,
rude gestures, or failure to follow an order to completion.
6) Conflicting or Illegal Orders

Members who are given an otherwise proper order which is in conflict with a previous order, rule,
regulation, or directive shall respectfully inform the superior Officer issuing the order of the conflict. If
the superior Officer issuing the order does not alter or retract the conflicting order, the order shall stand.
Under these circumstances, the responsibility for the conflict shall be upon the superior Officer.
Members shall obey the conflicting order and shall not be held responsible for disobedience of the
order, rule, regulation, or directive previously issued.
Members shall not obey any order which they know or should know would require them to commit any
illegal act. If in doubt as to the legality of an order, members shall request the issuing Officer to clarify
the order or to confer with higher authority.
7) Truthfulness
All members shall truthfully answer all questions specifically directed and narrowly related to the scope
of employment and operations of the Department which may be asked of them by the Chief, his/her
designee, or a superior Officer.
8) Abuse of Process
Officers shall not make false accusations of a criminal or traffic charge.
9) Abuse of Position
Members shall not use their official position or official identification cards or badges for:
• Personal or financial gain
• Obtaining privileges not otherwise available to them except in the performance of duty
• Avoiding consequences of illegal acts
Members shall not lend to another person their identification cards or badges or permit them to be
photographed or reproduced without the approval of the Chief.
Members shall not authorize the use of their names, photographs, or official titles which identify them
as members of the Police Department, in connection with testimonials or advertisements of any
commodity or commercial enterprise, without the approval of the Chief.
• No member shall receive remuneration for an engagement or appearance as a representative of the
Police Department without the approval of the Chief of Police
10) Intervention
Officers shall not interfere with cases being handled by other Officers of the Department or by any
other governmental agency unless:
• Ordered to intervene by a superior Officer
• The intervening Officer believes beyond a reasonable doubt that a manifest injustice would result
from failure to take immediate action
• Performance of their normally assigned duties (i.e., narcotics) creates such interference
11) Unsatisfactory Performance

Members shall maintain sufficient competency to properly perform their duties and assume the
responsibilities of their positions. Members shall perform their duties in a manner which will maintain
the highest standards of efficiency in carrying out the functions and objectives of the Department.
Unsatisfactory performance may be demonstrated by:
• A lack of knowledge of the application of laws required to be enforced.
• An unwillingness or inability to perform assigned tasks.
• The failure to take appropriate action on the occasion of a crime, disorder, or other condition
deserving Police attention.
• Absence without leave.
• Officers shall submit all necessary reports on time and in accordance with established departmental
procedures. Reports submitted by Officers shall be truthful and complete, and no Officer shall
knowingly report or cause to be reported any inaccurate, false, or improper information.
In addition to other indicia of unsatisfactory performance, the following will be considered prima facie
evidence of unsatisfactory performance:
• Repeated poor evaluation or a written record of repeated infractions of rules, regulations,
directives, or orders of the Department.
12) Associations
Members shall avoid regular or continuous associations or dealings with persons whom they know, or
should know, are persons under criminal investigation or indictment, or who have a reputation in the
community or the Department for present involvement in felonious or criminal behavior, except as
necessary to the performance of official duties, or where unavoidable because of other personal
relationships of the members.
13) Identification CALEA 22.2.7(a)(b)(c)

Members shall carry their badges and photo identification cards on their persons while on duty, except
when impractical or dangerous to their safety or to an investigation. They shall furnish their name, I.D.
number and/or Department issued photo I.D. card to any person requesting that information, when they
are on duty or while holding themselves out as having an official capacity, except when the withholding
of such information is necessary for the performance of Police duties or is authorized by proper
authority.
In accordance with Criminal Justice Information System security policy guidelines, if any individual
besides Police Department personnel requires proximity card access inside any Police Department
facility (being able to come and go without an escort) they must be fingerprinted and pass a background
examination. The Administrative Support Services Captain or his/her designee will maintain a Security
Clearance file listing all individuals which have been cleared to access the inside of Police Department
facilities and are allowed to remain unescorted. The Washington State Patrol will audit the Security
Clearance file every three years to ensure compliance.

14) Non-Discrimination Policy
Members will endeavor to ensure that Police services provided by the Department are available to all
persons in the community on an equal basis without regard to a person’s race, religion, gender,
ethnicity, age, disability, politics, national origin, sexual orientation or other personal characteristics or
view points.
No member shall deny access to Police service, or provide a lower level of Police service than is
reasonable by the Department to any person based solely on any personal characteristics or viewpoints.
No member shall engage in the practice of race-based profiling or any other type of discrimination
within the scope of their daily contact with individuals in the community or anyone driving or moving
about the city streets or neighborhoods.
15) Citizen Complaints

Officers shall courteously and promptly record in writing any complaint made by a citizen against any
Officer or the Department. Officers may attempt to resolve the complaint, but shall never attempt to
dissuade any citizen from lodging a complaint against any Officer or the Department. Officers shall
follow established departmental procedures for processing complaints.
16) Requests for Assistance

When any person applies for assistance or advice, or makes complaints or reports, either by telephone
or in person, all pertinent information will be obtained in an official and courteous manner and will be
properly and judiciously acted upon consistent with established departmental procedures.
17) Courtesy
Members shall be courteous to the public. Members shall be tactful in the performance of their duties,
shall control their tempers, and exercise the utmost patience and discretion, and shall not engage in
argumentative discussions even in the face of extreme provocation. In the performance of their duties,
members shall not use coarse, violent, profane, or insolent language or gestures, and shall not express
any prejudice concerning race religion, politics, national origin, lifestyle, or similar personal
characteristics.
18) Reporting for Duty

Members shall report for duty at the time and place required by assignment or orders and shall be
physically and mentally fit to perform their duties. They shall be properly equipped and cognizant of
information required for the proper performance of duty so that they may immediately assume their
duties. Judicial subpoenas shall constitute an order to report for duty under this section.
19) Fictitious Illness or Injury Reports

Members shall not feign illness or injury, falsely report themselves ill or injured, or otherwise deceive
or attempt to deceive any official of the Department as to the condition of their health.
20) Sleeping on Duty

Members shall remain awake while on duty. If unable to do so, they shall so report to their supervisor,
who shall determine the proper course of action.
21) Leaving Duty Post

Members shall remain at their assigned post and/or within their districts. When, in the performance of
their duties, it becomes necessary to leave an assignment, SS911 Communications shall be notified.
When that absence will involve a substantial time or distance, a supervisor will be consulted.
Members shall not leave their assigned duty post or district during a tour of duty except when
authorized by proper authority.
22) Meals
Officers shall be permitted to suspend patrol or other assigned activity subject to immediate call at all
times, for the purpose of having meals during their tour of duty, but only for such period of time, and at
such time and places as are consistent with duty requirements.

23) Dissemination of Information (R 04/20/2012)
Members shall treat the official business of the Department as confidential. Information regarding
official business shall be disseminated only to those for whom it is intended, in accordance with
established departmental procedures. Members shall not divulge the identity of persons giving
confidential information in criminal matters except as authorized by proper authority and applicable
state, local and federal law. Department members responding to non-criminal matters (i.e.,
neighborhood disputes) will keep the identity of the reporting party confidential whenever possible to
the extent allowable by law.
24) Disclosure of Information before Trial

Members shall not disclose information to any defense attorney or legal counsel before trial of subject
without prior permission of prosecuting attorney or superior Officer.
25) Compromises
Members shall not take part in making or negotiating any compromise or arrangements for any criminal
or any persons with a view of permitting such criminal or other person to escape the penalty of the law;
nor shall they seek to obtain any continuance of any trial in court or otherwise interfere with the course
of justice, unless specifically required in the performance of their duties (e.g., developing informants).
26) Posting Bail or Bond

Members shall not, except as a private citizen, post bond or furnish bail for any person arrested for a
crime.
27) Gifts, Gratuities, Bribes, or Rewards

Members shall not solicit or accept from any person, business or organization any gift (including
money, tangible or intangible personal property, food, beverage, loan, promise, service, or
entertainment) for the benefit of the members or the Department, if it may reasonably be inferred that
the person, business or organization:
• Seeks to influence action of an official nature or seeks to affect the performance or non-
performance of an official duty.
• Has an interest, which may be substantially affected directly or indirectly by the performance or
non-performance of an official duty.
Members working off duty for another authorized employer may accept any benefit normally provided
by that employer to all of its employees.
28) Rewards
Members shall not accept any reward for the detection or apprehension of any criminal or unauthorized
military absentee, or the recovery of any stolen or lost articles, except upon special order of the City
Council.
29) Alcoholic Beverages and Drugs in Police Installations

Members shall not store or bring into any Police facility or vehicle alcoholic beverages, controlled
substances, narcotics or hallucinogens except those, which are held as evidence or used during
investigative procedures.
30) Use of Alcohol on Duty or in Uniform

• Members shall not consume intoxicating beverages while in uniform or on duty except in the
performance of duty and while acting under proper and specific orders from a superior Officer.
• Members shall not appear for duty, or be on duty, while under the influence of intoxicants to any
degree whatsoever, or with an odor of intoxicants on their breath.
31) Use of Alcohol Off-Duty

Members, while off duty, shall refrain from consuming intoxicating beverages to the extent that it
results in impairment, intoxication, or obnoxious or offensive behavior which discredits them or the
Department or renders the members unfit to report for their next regular tour of duty.
32) Possession and Use of Drugs
Members shall not possess or use any controlled substances, narcotics, or hallucinogens except when
prescribed in the treatment of members by a physician or dentist.

33) Use of Tobacco
Members may use tobacco in a prudent manner that would not be offensive to the general public.
Members will avoid use when it is discourteous, impedes job performance, or detracts from the public
image. Smoking, to include electronic cigarettes, is prohibited in all Police Department facilities and
vehicles. Division Commanders may allow exceptions for undercover vehicles, as necessary, to
maintain an undercover role. Members are required to adhere to the City Smoking Policy 3.10 while on
City properties.
Electronic Cigarette is defined as: an electronic or battery-operated device which resembles smoking,
which can be used to deliver nicotine or other substances to the person inhaling from the device
including, but not limited to, an e-cigarette, electronic vaping device, personal vaporizer, electronic
nicotine delivery system, or any other device that simulates smoking.
34) Employment Activities while on Sick Leave

No Department employee shall engage in any profession, trade, or occupation for pay or as a volunteer,
including any type of military service or duty, while on sick leave without prior approval of the Chief of
Police.
35) Return to Work following Sick Leave

On return to work following use of sick leave, employees will not work in any off-duty capacity prior to
completing one work shift. This applies to physical injury as well as sick leave usage for family illness
and the death of a family member. Employees will complete one work shift following sick leave usage
prior to working off-duty at any City or public facility (Tacoma Dome, Public Works/Dump, Tacoma
School District).
36) Confinement while on Sick Leave

While on sick leave, employees may leave their place of convalescence; however, the Chief of Police or
his designee shall be notified if the employees’ absence from their place of convalescence is to exceed
24 hours. Exceptions to this would be visits to the doctor or related medical activity.
P1.1.7 OATHS OF OFFICE (R 10/2010)

Commissioned Oath CALEA 1.1.1
The individual Oath of Office constitutes each Officers personal commitment to the Vision, Mission, and Values
of the Tacoma Police Department. In addition, the oath represents the delegated empowerment to fulfill all
departmental duties. Officers commit to the ideal of serving the community with the highest of professional
standards. The Oath of Office must be administered to all commissioned personnel, prior to assuming such
status. The following oath shall be administered by the Chief of Police or commissioned designee:
“I, (state your name), do solemnly swear or affirm that I will uphold, protect, and defend the Constitution and
laws of the United States of America, the State of Washington and ordinances of the City of Tacoma; that I will
diligently strive to serve with the highest standards of professional ethics and personal integrity, and I will
honorably uphold departmental values and perform the duties of the Office of (fill in the blank) in and for the
City of Tacoma, so help me God.
“Subscribed and sworn by me at Tacoma, Washington, this ____ day of __________ 20___.”
Promotional/Appointment Oath
The following oath shall be administered to promoted/appointed personnel by the Chief of Police or
commissioned designee.
“I, (state your name), do re-affirm that I will uphold, protect, and defend the Constitution and laws of the United
States of America, the State of Washington and ordinances of the City of Tacoma; that I will diligently strive to
serve with the highest standards of professional ethics and personal integrity, and I will honorably uphold
departmental values and perform the duties of the Office of (fill in the blank) in and for the City of Tacoma, so
help me God.
“Subscribed and sworn by me at Tacoma, Washington, this ____ day of __________ 20___.”

Sets Forth the Tacoma Police
Authority of the Department
and its Members Donald Ramsdell, Chief of Police
P1.2.1 AUTHORITY CALEA 1.2.1, 1.2.2, 11.3.1 (R 09/2016)

The Tacoma Police Department is responsible for the law enforcement function and the provision of services in and
for the City of Tacoma. Each employee of this Department is accountable for the use of delegated authority.
Delegated Authority is an empowerment granted by the laws of the State of Washington, and the City of Tacoma.
The Tacoma Police Department Policy delegates authority through P1.3 Command and Leadership, and controls that
authority through Policy, Procedures and Directives, P1.5 Formal Information Distribution System. This Authority
is so granted by virtue of the Tacoma Municipal Code 1.06.070, 1.06.470, 7.02.030, and the Revised Code of
Washington 9.41.060. Furthermore, the State of Washington empowers all Tacoma Police commissioned personnel
under the following acts:
A) General Authority Peace Officer Act – The Washington Mutual Aid Peace Officers Powers Act, RCW 10.93,
extends the authority to enforce state law throughout the state of Washington to all fully commissioned Officers of a
general authority law enforcement agency under specific conditions. This policy sets forth those times when a
Tacoma Police Officer may exercise authority under the act. The modification of territorial and enforcement
authority of the various categories of Peace Officers covered by this chapter shall not create a duty to act in
extraterritorial situations beyond any duty which may otherwise be imposed by law or which may be imposed by the
primary commissioning agency.
B) RCW 10.93.070 General Authority Peace Officer Act – In addition to any other powers vested by law, a
general authority Washington Peace Officer who possesses a certificate of basic law enforcement training or a
certificate of equivalency or has been exempted from the requirement therefore by the Washington State Criminal
Justice Training Commission may enforce the traffic or criminal laws of this state throughout the territorial bounds
of this state, under the following enumerated circumstances:
• Upon the prior written consent of the Sheriff or Chief of Police in whose primary territorial jurisdiction the
exercise of the powers occurs;
• In response to an emergency involving an immediate threat to human life or property;
• In response to a request for assistance pursuant to a mutual law enforcement assistance agreement with the
agency of primary territorial jurisdiction or in response to the request of a Peace Officer with enforcement
authority;
• When the Officer is transporting a prisoner;
• When the Officer is executing an arrest warrant or search warrant; or
• When the Officer is in fresh pursuit, as defined in RCW 10.93.120.
C) RCW 10.93.120 Fresh Pursuit Arrest – Any Peace Officer who has authority under Washington State law to
make an arrest may proceed in fresh pursuit of a person:
• Who is reasonably believed to have committed a violation of traffic or criminal laws, or
• For whom such Officer holds a warrant of arrest and such Peace Officer shall have the authority to arrest
and to hold such person in custody anywhere in the state.
The term “fresh pursuit” as used in this chapter includes, without limitation, fresh pursuit as defined by the common
law. Fresh pursuit does not necessarily imply immediate pursuit, but pursuit without unreasonable delay.
D) Exercise of Police Powers – Police power represents the inherent authority of governments to impose upon
private rights those restrictions that are reasonably related to promotion and maintenance of the health, safety, and
general welfare of the public. Therefore, the exercise of police powers are actions initiated by Police Officers that
are intended to create in the mind of the citizenry restrictions upon their actions and/or freedoms.
When this restriction amounts to an arrest, its purpose is to bring the suspected criminal, with legal authority, before
a court or otherwise secure the administration of the law. Though there are provisions for private citizens, to avoid
any confusion on the part of an arrestee as to the identity and subsequent attendant authority to affect an arrest, it is
the policy of the Department that Officers working in an undercover capacity (usual apparel or disguise) should
P1.2 – Authority of Department and Members Page 1 of 5
arrest, it is the policy of the Department that Officers working in an undercover capacity (usual apparel or
disguise) should refrain from making arrests, if possible. If an arrest is necessary, adequate backup will be
provided. The unannounced entry of any residence by an undercover Officer to execute an arrest will be
prohibited.
It is the policy of the Tacoma Police Department that its members may, if appropriate, self-initiate the exercise
of police powers while off-duty, not acting in an on-duty official capacity, in the defense of life and prevention
of serious bodily injury, including those circumstances which necessitate immediate intervention. Any such
application will be reviewed to determine the objective reasonableness of such actions. Tacoma Police
Department members are strongly encouraged, that absent the aforementioned criteria, to limit involvement to
that of a good witness.
Department members shall not, at any time, attempt to exercise police powers in other states or countries,
whether on official business or off-duty, unless the laws of the other state or country permit the exercise of such
powers, and the Tacoma Chief of Police has authorized their use, in advance.
E) Inter-State Firearms Transportation – Department issued firearms may be taken outside the state of
Washington as necessary in the performance of official Tacoma Police Department duties. The transportation of
any firearm outside of Washington State is strictly subject to the guidelines of “The Law Enforcement Officers
Safety Act of 2004” (H.R. 218).
See Appendix.
F) Limited Commission Authority – Tacoma Police Animal Control Compliance Officers (ACCO) possess a
limited commission authorizing them to operate strictly within the provisions of the Tacoma Municipal Code,
Chapter 17, Animal Control-General Provisions.
P1.2.2 JURISDICTION (R 09/2016)

A) Authority of the Tacoma Police Department – The Tacoma Police Department retains primary
jurisdiction and responsibility in matters concerning criminal violation of Tacoma City ordinances within the
incorporated City limits. All other members of a general authority Washington agency are specifically
empowered pursuant to RCW 10.93.070 to take action in situations where criminal or traffic violations take
place in their presence within the incorporated city limits. Employees of the Tacoma Police Department offer
cooperation in accordance with P1.1.6, Professional Expectations, when situations arise in which other agencies’
members exercise their authority within the incorporated city limits.
B) Geographic Boundaries CALEA 2.1.1 – The corporate city limits of the City of Tacoma are the geographic
boundaries of the Tacoma Police Department, in addition to properties owned and operated by the City of
Tacoma. The Department maintains a current map of the City outlining specific operational sectors. The map
shall be updated biennially, or as changes occur, by the Crime Analysis Unit. Department members shall be
familiar with the current geographic boundaries of the City of Tacoma.
C) Concurrent Jurisdiction CALEA 2.1.2 – Effective law enforcement requires the cooperation and interaction
of many agencies. The Tacoma Police Department supports this concept and cooperates fully with other
agencies in the discharge of these duties. An annual review of agency agreements will be conducted by the
Office of the Chief of Police. See individual inter-agency agreements located in the Office of the Chief of Police
for specific content.
1) Washington State Patrol (WSP) – Tacoma Police and the WSP share jurisdiction of the many state
roads and highways that pass through the incorporated City limits of Tacoma. The TPD is the primary
responder for all crimes and vehicle accidents within the City limits of Tacoma, except those accidents
that occur on Interstate 5, SR 16, SR 509 (except as delineated in agreement with WSP) and SR 705,
which are the primary responsibility of the WSP. The Gig Harbor detachment of WSP conducts traffic
enforcement on the Narrows Bridges. Enforcement activities include speed, driving under the
influence, aggressive driving, safety restraint use, collision investigation, and toll enforcement response.
Specific state road and highway agreements with WSP will be drafted as necessary to accommodate
changes in jurisdiction.
2) Pierce County Sheriff’s Department (PCSD) – PCSD Deputies have full Police authority within the
City limits of Tacoma.
3) Washington Department of Fish and Wildlife and the Liquor Control Board – Officers from these
agencies have full enforcement authority within the City of Tacoma. Tacoma Police Officers also have
the authority to enforce liquor and game violations within the City limits.

4) Federal Law Enforcement Agencies – Officers from these agencies have full enforcement authority
for federal law violations within the City limits. The TPD supports this practice if concurrent federal
and state investigations are within the City limits and works closely with those law enforcement
agencies.
D) State Ferries/Terminals – Due to the increase of pedestrian and vehicle traffic utilizing the ferries and the
ferry terminal at Point Defiance, the Tacoma Police Department may receive requests for assistance from the
ferry personnel. RCW 47.60.275 provides that the Tacoma Police Department has jurisdiction at the local
terminal and on the ferry throughout the entire run for all law enforcement services.
E) Tribal – Tacoma Police Department currently exercises an inter-local cooperative agreement for mutual aid
with the Puyallup Tribe of Indians. This agreement grants a special commission to Officers duly certified by the
Washington Criminal Justice Training Commission, employed by the Puyallup Tribe, and hold unlimited tribal
commissions.
F) Communication – Members of the TPD have the capability to monitor radio communications and
communicate with neighboring agencies, WSP, and PCSD. These communication linkages between agencies
facilitate the prompt and appropriate response if assistance is required.
P1.2.3 MUTUAL AID (R 09/2016)

A) Chapter 89, Washington Laws of 1985, Section 7 provides controlling legislation governing mutual aid,
making provision for the Tacoma Police Department to enter into interagency agreements for “consent to the full
exercise of Peace Officer powers.” Copies of mutual aid agreements and policies are maintained in the Office of
the Chief of Police and shall address the following issues:
• The legal status of agencies and agency personnel responding to mutual aid requests CALEA 2.1.3(a)
– Notice of Consent authorizing other agencies to enforce laws in Tacoma’s incorporated city limits are
maintained by the Office of the Chief of Police. Each of the mutual aid agencies is a duly authorized
police agency in the state of Washington;
• Procedures for vesting provider agency personnel with the legal authority to act within the
receiver agency’s jurisdiction CALEA 2.1.3(b) – The Tacoma Police Department maintains supervisory
control of Tacoma Police Officers when exercising their authority outside the City. Control may be
delegated to the agency of primary jurisdiction. Liability for actions of Officers acting under mutual aid
is subject to RCW 10.93.040 which states as follows: “Any liability or claim of liability which arises
out of the exercise or alleged exercise of authority by an Officer acting within the course and scope of
the Officer’s duties as a Peace Officer under this chapter is the responsibility of the primary
commissioning agency unless the Officer acts under the direction and control of another agency or
unless the liability is otherwise allocated under a written agreement between the primary
commissioning agency and another agency.”;
• Procedures for requesting mutual aid CALEA 2.1.3(c) – Should another agency with whom the Tacoma
Police Department has a signed mutual aid agreement request Tacoma Police Department’s assistance,
an attempt may be made to accommodate them;
• Identity of those persons authorized to request mutual aid CALEA 2.1.3(d) – A request for immediate
emergency mutual aid from adjoining Police jurisdictions may be made by the on-duty Supervisor if an
emergency cannot be handled with Department resources. It is not necessary to deplete Department
resources beyond the point where other responsibilities cannot be met prior to calling for mutual aid.
The Shift Commander will be notified if mutual aid is requested from any outside jurisdiction. The
Shift Commander must also be notified if off-duty personnel must be called in;
• Identity of persons to whom outside personnel are to report CALEA 2.1.3(e) – Tacoma Police
Department members requesting responding mutual aid resources shall provide a reporting location and
contact procedure;
• Procedures for maintaining radio communication with outside personnel CALEA 2.1.3(f) – The multi-
frequency capacity of South Sound 911 (SS911) Communications is used to coordinate all multi-agency
efforts, such as those that call for mutual aid. All portable radios are capable of several channels.
SS911 Communications protocols include assigning such channels to multi-agency, mutual aid
incidents;
• Expenditures, if any, which may be borne by the receiver agency to compensate for the use of
provider agency resources CALEA 2.1.3(g);
• Procedures for review and revision if prescribed in the agreement CALEA 2.1.3(h) – Criminal and/or
civil cases arising out of mutual aid requests shall begin the adjudication process in Tacoma Municipal
Court, the Pierce County District Court, and/or the Pierce County Superior Court.

B) State or Federal Support CALEA 2.1.4 – The Director of the Comprehensive Emergency Management Plan
(City Manager) will coordinate the request of county, state, or federal assistance through the State Emergency
Operations Center when public, private and mutual aid/inter-local agreement resources have been exhausted.
The Tacoma Police Department may face an emergency situation that requires the immediate assistance of
federal law enforcement agencies or the National Guard. The Shift Commander or designee may request
assistance from federal law enforcement agencies. See Incident Event Management procedure for related
information.
C) Notice of Consent – The Tacoma Police Department has written agreements with neighboring law
enforcement agencies to provide mutual aid, including emergency situations. The list of Notices of Consent is
maintained in the Office of the Chief of Police.
P1.2.4 LAW ENFORCEMENT SERVICE FOR FEE (R 02/2013)

The following must be included with any contracts that provide services for a fee:
• List the specific services which are to be provided; CALEA 3.1.1(a)
• Contain specific language covering fees for those services, salaries and benefits, payments for support
services, overhead costs, maintenance of cost accounting records, frequency of financial reports, a formula
for the escalation of costs, the time and manner of payment for services, procedures for the disposition of
revenues, equipment and facility costs, depreciation, and any other direct or indirect costs; CALEA 3.1.1(b)
• Require specific records to be kept by the provider, to identify in detail the specific services provided and
include the frequency, location, action taken, and other information as needed; CALEA 3.1.1(c)
• Define the duration of the contract, and allow for modification, termination dates, and provisions for
amendment, withdrawal, or termination; CALEA 3.1.1(d)
• Contain specific language dealing with legal contingencies; CALEA 3.1.1(e)
• Tacoma Police Department, as the provider of services, shall maintain control over Tacoma Police personnel
when services are contracted; CALEA 3.1.1(f) and
• Provide for equipment, support, facilities, and other requirements of the contract. CALEA 3.1.1(g)
A) Review CALEA 3.1.1(h) – All contracts before becoming effective must be signed by the Chief of Police or
designee. Each contract also allows for its review and revision.
B) Contractee’s Rights CALEA 3.1.2 – Employees of the Tacoma Police Department who are assigned to fulfill
services under a contract agreement shall not lose any rights or benefits provided to other departmental
employees in the same job class.
P1.2.5 FOREIGN NATIONALS CALEA 1.1.4, 61.1.3(d) (R 09/2016)

A) Arrest and Detention of Foreign Nationals – Whenever a foreign national is arrested or detained in the
United States, there are legal requirements contained in the Vienna Convention on Consular Relations to ensure
that the foreign national’s government can offer appropriate consular assistance. In all cases, the foreign
national must be told of the right of consular notification and access. In some cases, the foreign national’s
consulate must be notified regardless of the foreign national’s wishes. According to the Department of State,
this requirement applies even if the foreign national is not in the United States legally. A list of contact
information for embassies and consulates within the United States is available in the Operations’ office.
A foreign national has the option to decide whether the consular representatives are notified of the arrest or
detention unless the foreign national is from a mandatory notification country.
If the arrestee requests notification, the arresting Officer must ensure that notification is given to the nearest
consulate or embassy of the arrestee’s country without delay. The provision of notification and actions taken, as
well as making the foreign national aware of the notification, will be recorded in the narrative of the arresting
Officer’s report.
In some cases, mandatory notification must be made to the nearest consulate or embassy without delay, or within
the time specified in a bilateral agreement between the United States and the foreign national’s country,
regardless of whether the foreign national requests such notification. If the foreign national’s country is on the
list of mandatory notification countries, notify that country’s nearest consular officials, without delay, of the
arrest/detention. Foreign nationals subject to mandatory notification requirements should otherwise be treated
like foreign nationals not subject to the mandatory notification requirement. Privacy concerns or the possibility

that a foreign national may have a legitimate fear of persecution or other mistreatment by their government may
exist in some mandatory notification cases. The notification requirement shall still be honored, but it is possible
to take precautions regarding the disclosure of information. The Department of State should be consulted in
these situations. Under no circumstances should any information indicating that a foreign national may have
applied for asylum in the United States or elsewhere be disclosed to that person’s government. The Department
of State can provide more specific guidance in particular cases.
B) Foreign Diplomats/Consular Officials – Diplomatic immunity applies to duly-credentialed diplomatic

officers, their families, and servants. These persons are immune from criminal and civil sanctions. Do not
detain them any longer than the time necessary to confirm their status (22 USC 252). If an Officer encounters a
subject claiming diplomatic immunity, immediately request the subject’s Department of State Identity
Document. Official identity cards contain the bearer’s photograph and complete personal information. A brief
statement of the bearer’s immunity is printed on the reverse side. In addition to this, the Officer or designee will
telephone the Department of State to verify the subject’s diplomatic status.
Credentials issued from the State Department can identify career consular officials. The State Department
credentials bear its seal, the name of the officer, title, and the signature of the State Department officials.
Honorary consular officials do not receive identification cards from the State Department, but may show reduced
sized copies of the diplomatic note as proof from the United States government. These individuals are not
immune from arrest or detention (exception: the existence of a specific treaty identifying them). Family
members of a consular officer cannot claim immunity. See Procedures Manual, Traffic - Special Groups
Enforcement.
NOTE: In the event that you need assistance with a diplomat, procedure, or authenticity, call the United States
Department of State Diplomatic Security Services local office at (206)393-0740. This is a 24-hour resource.
P1.2.6 COLLECTIVE BARGAINING AGREEMENTS CALEA 24.1.1(a)(b)(c)(d)(e) (R 02/2013)

Tacoma Police Department shall abide by applicable laws and rules governing the collective bargaining process
as set forth in RCW Chapter 41.56. The Department will negotiate in good faith with the representatives of
public employee bargaining units and abide by the ground rules for collective bargaining that arise out of the
collective bargaining process or labor arbitration. The Police Department assists the City’s bargaining team in
an advisory capacity. The Chief of Police or his/her designee serves on the team to provide information
regarding Department standards, practices, and the impact of provisions in collective bargaining agreements.
The City recognizes the Local 6, Local 26, Local 17, Local 117, Local 120, and Local 483.
The Department commits to abide, in both letter and spirit, by the negotiated labor agreement that has been
signed by the authorized representatives of the City and the bargaining units, and ratified by the City Council
A) Contract Management CALEA 24.1.2

The Chief of Police or designee will:
• Obtain a written, signed copy of the labor agreement;
• Review and amend, if necessary, all written policies, procedures, and directives to coincide with the
terms of the labor agreements; and
• Disseminate information relative to a new labor agreement, including modifications to existing
agreements, to managers and supervisors of bargaining unit employees.
This applies to all Collective Bargaining Units currently under the executive responsibility of the Chief of Police.

Sets forth the Formal
Structure of Authority and
Defines the Roles in the
Functional Organization Donald Ramsdell, Chief of Police
P1.3.1 COMMAND AND LEADERSHIP CALEA 11.1.1, 12.1.2 (a)(b)(c)(d) (R 09/2016)

The Chief of Police shall exercise command and leadership over all members within the Department. In the absence
of the Chief of Police, he/she may designate any one of the three Assistant Chiefs in acting capacity with all
authority of the office. In the event the Chief of Police is incapacitated, the EMERGENCY order of succession to
command the Tacoma Police Department shall be as follows:
1) Assistant Chief – Administrative Services Bureau

2) Assistant Chief – Investigations Bureau
3) Assistant Chief – Operations Bureau
4) Captain – Support Services Division
5) Captain – Community Policing Division
6) Captain – Criminal Investigations Division
7) Captain – Operations Patrol Division
Once order and stability is achieved, the newly appointed Chief may determine a different order of succession based
on Operational need and effectiveness, as the above listed hierarchy is not necessarily the desired appointment order.
P1.3.2 RANKS OF AUTHORITY CALEA 11.1.1, 11.3.1, 11.3.2, 12.1.2(d) (R 10/2016)

P1.1.5, The Chief of Police, identifies and delineates the role and responsibilities for the Chief of Police. Under
delegated authority, the following identifies the roles and responsibilities for all levels of organizational leadership:
A) Executive Level (Chief of Police and Assistant Chief of Police)

Responsibilities – Able and willing to view the organization as a total entity operating as an integral part of City
government and the communities we serve; accurately assess the organizational climate and aid in adapting to forces
of change; assure a structure and systems that address Department and community needs; formulate and update
ongoing strategies on an as-needed basis; establish goals for implementing and sustaining organizational values,
philosophies, and principals; establish and sustain mechanisms to recruit and retain the most competent and value
driven personnel; establish, mentor, and model a climate that facilitates an open sharing of information and
resources; and assure, model, and hold members accountable to organizational values and expectations of
professionalism and excellence regardless of adverse internal or external conditions.
Activities
• Planning – Analyzing current trends in law enforcement and community; data and information;
forecasting; establishing goals; scheduling; budgeting; establishing vision, mission, and values; and
developing policy at the departmental level.
• Organizing – Developing Department structure, establishing professional relationships, delegating
responsibilities and authorities.
• Controlling – Establishing performance expectations, coaching performance, evaluating results, and
correcting undesirable behavior.
• Leading – Influencing others, initiating, decision-making, communicating, motivating, selecting, and
developing members.
Chief of Police – Appointed by the City Manager in accordance with Article III, Section 3.4 of the City Charter.
The Chief of Police shall exercise command over all members within the Department in accordance with P1.1.5 The
Chief of Police.
Assistant Chief – Appointed by the Chief of Police. Assistant Chief shall command a Bureau.
P1.3 – Authority and Functions Page 1 of 5

B) Command Level (Captain, Lieutenant, Manager)
Responsibilities – Able and willing to communicate accurately the values, philosophies, policies, procedures, and
strategies of the Department while simultaneously being cognizant to the needs, issues, and concerns of all
members through positive interaction and be able to communicate them to the executive level; translate
philosophies, policies, and procedures into strategies that ensure quality service delivery through achievement of
operational objectives; coordinate the work efforts of members to achieve desired results; organize and assign all
available resources for optimum results; acquire resources when needed and ensure they are used effectively to
accomplish division, section, and unit objectives.
Activities
• Planning – Analyzing internal climate, supporting data and information, forecasting, establishing
objectives, scheduling, budgeting, developing strategies, developing systems, establishing procedures at
the divisional level and below.
• Organizing – Establishing staffing levels, balancing resources, delegating responsibilities and authority,
identifying needed skills and skill levels.
• Controlling – Establishing modeling and mentoring performance expectations, coaching performance,
evaluating results, and correcting undesirable behavior.
developing members.
Captain – Appointed by the Chief of Police on a permanent basis from a certified civil service list. A Captain
generally commands a Division, or as designated by the Bureau Assistant Chief.
Lieutenant – Appointed by the Chief of Police on a permanent basis from a certified civil service list. A
Lieutenant generally commands a Sector, Section or Shift, or as designated by the Captain in the affected chain of
command.
Manager – “At will” position appointed by the Chief of Police on a permanent basis.
C) Supervisory Level (Sergeant, Supervisor)

Responsibilities – Able and willing to translate the values, philosophies, policies, procedures, and strategies into
on-the-job compliance; mediate between management and line level-staff; coach, direct and control methods,
techniques, and technical skills that aid in the fulfillment of the mission and specific purposes of the Department.
Activities
• Planning – Analyzing operational data, forecasting, developing recommendations for constructive
changes, establishing operational programs and strategies, scheduling, and budgeting at the service
delivery level.
• Organizing – Balancing resources, delegating responsibilities and authority, and maintaining
professional relationships.
• Controlling – Establishing, modeling and mentoring performance expectations, coaching performance,
evaluating results, and correcting undesirable behavior.
developing members.
Sergeant Specialist – Appointed by the Chief of Police.
Sergeant – Appointed by the Chief of Police on a permanent basis from a certified civil service list. A Sergeant
shall generally supervise a Unit or Detail.
Forensic Supervisor and Animal Control Supervisor – Appointed by the Chief of Police on a permanent basis
from a certified civil service list
D) Law Enforcement Responders Delivery (Detective, Police Patrol Specialist, Police Patrol Officer, Police
Officer Recruit, Animal Control Compliance Officer, Non-Commissioned Personnel)
Responsibilities – Able and willing to provide the services that fulfill the mission and specific purposes of the
Department; afford all citizens highly efficient and professional protection and service; accept responsibility for
crime prevention/awareness, recognizing that it is more desirable to deter crime than to react to it; investigate
crime and incidents impartially using all legal means and make the truth known; strive for voluntary compliance
to laws and ordinances through the use of enforcement, public education, and role modeling; promote an attitude
of friendliness, helpfulness, tact, understanding, and caring in the performance of assigned duties; communicate
cooperatively and openly with the community; communicate openly within the organization; model teamwork and
offer mutual support to facilitate the accomplishment of higher goals of community protection and service over
individual accomplishments; using the same spirit of inter-organizational cooperation with other law enforcement
agencies and other government units; identify problems and develop solutions; implement strategies that attain
desired results to crime, fear, disorder, and incidents of concern brought to the attention of the Police.
Activities
• Planning – Engaged in analyzing issues and concerns, forecasting, developing strategies, and scheduling
at the point of serving the community in terms of calls for service, investigations, directed activities, and
problem solving.
• Organizing – Establishing partnerships, balancing community resources, and delegating responsibilities
around issues and concerns in the community with appropriate community resources.
• Controlling – Recognizing performance standards, sustaining performance, evaluating results, and
correcting undesirable behavior around community issues and concerns.
• Leading – Influencing others, initiating, decision-making, communicating, and motivating.
Detective – Appointed by the Chief of Police on a permanent basis from a certified civil service list
Police Patrol Specialist – Appointed by the Chief of Police
Police Patrol Officer – Appointed by the Chief of Police on a permanent basis from a certified civil service list
Police Officer Recruit – Appointed by the Chief of Police on a probationary basis from a certified civil service
list
Animal Control Compliance Officers – Appointed by the Chief of Police on a permanent basis from a certified
civil service list and specially commissioned by the Chief of Police to enforce Tacoma Municipal Code, Title 17,
Animal Control.
Legal Advisor – provided by the City Attorney’s office and will be an Assistant City Attorney who will act as
general counsel to the Police Department and reports directly to the Office of the Chief of Police
Chaplaincy – The Tacoma Police Department Chaplaincy is comprised of specially trained, ordained clergy who
voluntarily provide services and assistance to the Department and its members
Volunteers – CALEA 16.4.1(a) In concert with the Tacoma Police Department’s Community Oriented Policing
(COP) strategy, the Department utilizes the commitment, skills, and services of community members.
Community members are part of a growing volunteer cadre performing duties in various and restricted capacities
within the agency. All volunteers are civilians who hold no commissioned authority. Volunteers have no
authority to investigate crimes, detain personnel, or make custody arrests; however, their services are vital in an
administrative capacity. Volunteers primarily provide customer relations support, minimal electronic duties, and
information resources at the Department’s five substations. Applications for becoming a volunteer are posted on
the Department’s website.
As a representative face of the Tacoma Police Department, volunteers shall maintain and advance a decorum
which exemplifies the Tacoma Police Department’s Vision, Mission, and Values.
Additional Non-Commissioned Personnel – Appointed by the Chief of Police on a permanent basis from a
certified civil service list and include the following:
• Community Relations Specialist
• Senior IT Analyst
• Computer Systems Technician
• Crime Analyst
• Crime Scene Technician
• Financial Assistant
• Forensic Specialist
• Latent Print Examiner
• Office Assistant
• Police Administrative Support Specialist
• Program Technician
• Others, as to be determined
P1.3.3 OPERATIONS PHILOSOPHY CALEA 45.1.2 (N 03/2010)

Community Oriented Policing (COP) is the operational philosophy of the Tacoma Police Department. COP in
Tacoma emphasizes creating a safe and secure environment in which to live, work, and visit by working together
with the community, enforcing the law in a fair and impartial manner, preserving the peace and order in our
neighborhoods, and safeguarding our constitutional guarantees as identified in P1.1.2, Mission. (See Procedures
Manual, Crime Prevention/Community Involvement for additional information.)
P1.3.4 INCIDENT/EVENT MANAGEMENT CALEA 12.1.2(c), 46.1.2 (R 09/2016)

To facilitate the most efficient and effective incident management, it is critical that federal, state, local, and tribal
organizations utilize standardized terminology and standardized organizational structures consistent with the
Incident Command System (ICS). Additionally, uniform personnel qualification standards and uniform standards
for planning, training, and exercises are vitally important, along with the set standards for comprehensive resource
management and designated incident facilities utilized during emergencies or disasters. Commanders shall
consult the Department’s Continuation of Operation Plan (COOP) on all major incidents requiring activation of
the National Incident Management System (NIMS). In all cases wherein an incident occurs necessitating the
activation of NIMS, an Incident Commander shall be designated.
The collective input and guidance from all federal, state, local, tribal, homeland security, and all-hazards partners
has been, and will be, vital to the development, effective implementation, and utilization of a comprehensive
NIMS. It is necessary and desirable that these agencies and personnel coordinate their efforts to effectively and
efficiently manage incidents. See Procedures, Incident Event Management for additional information.
P1.3.5 TRANSFER OF COMMAND (R 09/2016)

The Tacoma Police Department recognizes the strength and necessity in having “continuity of command” both by
the Department and within the Department. In order to accomplish this “continuity of command,” a transfer
protocol is established and should be utilized in every case wherein there is a change of command for all
Lieutenants and above, and highly encouraged for Sergeants. The process of moving the responsibility for one
Commander to another is called “transfer of command.”
Members throughout our organization will continue to promote, transfer, and/or leave the Department, causing
command movement. For these reasons, it is imperative that each section of the Department become and remain
equipped and prepared to facilitate these changes without experiencing any reduction in service, strategic
planning, and/or leadership. This method of continuity is also in adherence to the Department Values, P1.1.3, in
particular Accountability for our Actions and Results and Team for the Common Good.
Transition Method
Transfer of Command will take place in the following manner:
• A Transfer of Command and Protocol Form will be completed, in its entirety, in preparation for and given
to the incoming Commander.
• The incoming Commander shall, if at all possible, personally perform an assessment and review of the
position with the outgoing Commander.
• The incoming Commander must be adequately briefed. This briefing shall be by the current Commander and
occur face- to-face, if possible. The briefing shall cover the following:
o Position history, current assessment, and anticipated needs
o Current position description
o Chain of command for the position
o Objectives, goals and priorities in the position
o Essential functions (functions that must continue with no, or minimal disruptions)
o Current projects (immediate and through completion of current biennium)
o Budget status to include pending needs coinciding with the current and subsequent biennium
o Personnel assigned and their status
o Resources (assets on hand, needed, ordered)
o Current/future constraints and limitations
o Committees and/or work groups assigned to the position (internal and external)
o Reporting requirements and frequency (daily, weekly, monthly, quarterly), as assigned and located on the
Department’s intranet site
o Records and/or databases (those necessary for effective transition)
o Passwords

o Keys
o Out-going Commander contact points (work phone, cell, pager, etc.)
o Equipment and identification transfers
Notice of a Transfer of Command shall be formally made to the affected personnel using the Transfer of
Command (Assignment Transition Protocol Prepared by Out-Going Commander) form. See Procedures Manual,
Transfer of Command, for additional information.
P1.3.6 DEPARTMENT ORGANIZATION AND FUNCTION CHART CALEA 11.1.2 (R 02/2013)
NOTE: An organizational chart showing personnel, position, and reporting order can be found on TPD’s
Intranet, currently CopWeb.

Sets forth the Functional
Components of the Tacoma
P1.4 FUNCTION CALEA 11.1.1 (R 6/2013)

All law enforcement function and administrative authority are delineated by the Office of the Chief of Police. The
facilitation of efficient law enforcement function and follow through, regarding all matters pursuant to Tacoma
Police authority (see P1.2, Authority), shall be delegated through three authority Bureaus (Administrative Services,
Investigations, and Operations Bureaus). The three Bureaus shall be commanded by an Assistant Chief who shall
administer their respective roles and responsibility at the direction of the Office of the Chief of Police.
P1.4.1 OFFICE OF THE CHIEF OF POLICE CALEA 11.1.1 (R 09/2016)

The Office of the Chief of Police shall be responsible for leading the Department as necessary in accordance with
P1.1, Professional Standards, and through collaborative support from all Bureaus to fulfill organizational goals.
• Assist with the development of the Department’s Strategic Plan (multi-year) which includes long-term goals
and operational objectives.
• Assist with the establishment of Department Goals and Objectives for the organization and for each Bureau, and
the annual evaluation and updating of those goals and objectives. Information regarding the accomplishment of
goals and objectives are included in the annual report.
A) Legal Advisor
The Legal Advisor is provided by the City Attorney’s Office and will be an Assistant City Attorney who will act as
General Counsel to the Police Department.
P1.4.2 ADMINISTRATIVE SERVICES BUREAU (ASB) CALEA 11.1.1, 15.2.1 (R 09/2016)

This Bureau functions in support of the Office of the Chief of Police and in collaboration with all other Bureaus to
fulfill organizational goals, forecast anticipated workload fluctuations and population trends, and forecast
anticipated staffing levels. The ASB is responsible for fiscal management; recruiting and hiring individuals of high
ethical character; training members in an environment of high expectations; facilitating the promotional process;
leading members to high performance; data analysis; community relations; information services; accreditation;
Internal Affairs; safeguarding and maintaining records related to these functions; equipment inventory; physical
plant; and other functions as assigned by the Chief of Police.
A) Accreditation Unit
The Accreditation Unit facilitates the Department-wide coordination and maintenance of accreditation compliance
in addition to the review, revision, update, and de-confliction of Policies and Procedures. See Policy P5.1.24,
Accreditation, for additional information.
Department Forms – The Tacoma Police Department uses multiple forms to document and facilitate operations. In
order to ensure accountability for the forms and the effectiveness of their use, the Accreditation Unit will be
responsible for handling requests for new, modifications, or deletion of all forms. To request such, see Procedures
Manual, Printed Forms.
B) Crime Analysis
The Department shall maintain a Crime Analysis Unit on a permanent basis to effectively provide data to support
both managerial and operational functions and to enable the development of operational and tactical plans as well as
strategic planning. The Crime Analysis Unit shall be assigned, but not limited to, the following functions:
• The collection of crime data
• The collation of crime data
• The analysis of crime data
• Dissemination of analyzed crime information
• Analytical studies
• Feedback analysis and program evaluation
P1.4 – Functional Components Page 1 of 7

C) Finance Section
The Finance Section coordinates all necessary functions of fiscal management delegated by the Chief of Police. The
Finance Section also coordinates and directs the day to day fiscal operations and accounting activities; purchasing
and contract activities; coordinating and preparing biennial budget and payroll entry processing. See P4.6, Financial
Practices for additional information.
D) Internal Affairs Section (IA)

The Internal Affairs Section shall assure ethical conduct by Department personnel through the investigation of
complaints of misconduct. Additionally, they shall create an annual report consisting of a compilation and analysis
of data regarding IA investigations during the previous calendar year. See Policy P3.5.5, Internal Affairs and/or the
IA Handbook for additional information.
E) Public Information Officer (PIO)/Community Relations

The PIO shall provide information, as appropriate, to the news media and function as a conduit between the
Department and the community with regard to various group functions within the Police facilities. See Policy
P4.1.7, PIO and P4.1.8, Media Relations and News Releases, for additional information.
The PIO shall also perform the following community functions:

• Coordinate the implementation and maintenance of the Department website, both external and internal.
• Assist the Department in the creation of the Department’s newsletter (when applicable), news releases,
public relations material, the collation of the TPD Annual Report, citizen and employee surveys, as well as
historical information.
F) Support Services Division

The Support Services Division shall manage and facilitate the furtherance and responsibilities in all functions
surrounding the following areas:
1) Training – Department-wide mandated and developmental training to include the Range activities,
WSCJTC, and a variety of community-related training.
2) Recruitment/Hiring – Coordination of all applicant process and corresponding background investigations;

background investigations surrounding all non-TPD personnel having/requesting security access.
3) Information Technology – The Department is a 24/7 operation that makes available to employees
appropriate access to computers and other technologies to enhance the employees’ ability to efficiently and
effectively complete their various assignments and duties. The IT Section is responsible for the maintenance of
these technologies.
4) Quartermaster – facilitates the monitoring and maintenance of inventory processes related to Department-
issued property.
P1.4.3 INVESTIGATIONS BUREAU (IB) CALEA 11.1.1, 15.2.1 (R 2/2017)

Functions in support of the Office of the Chief of Police and in collaboration with all other Bureaus to fulfill
organizational goals, forecast anticipated workload fluctuations and population trends, and forecast anticipated
staffing levels. The IB shall conduct follow-up investigations of crimes prioritized by seriousness of offense, by
availability of personnel, and factors related to the solvability of the crime. The intent is to identify the perpetrator,
recover property and to present subjects, the case investigation, and relevant testimony to the prosecuting attorney
for disposition within the criminal justice system. Cognizant of citizen demands for service, IB personnel shall
support operational investigations of criminal behavior and deterrents, and shall collect, maintain, and disseminate
information and intelligence regarding criminal activity; provide forensic services to the Department; collaborate
with other law enforcement agencies in the investigation of crime; and other functions as assigned by the Chief of
Police.
A) Criminal Investigations Division (CID)

The Tacoma Police Department relies on the important partnership between the Patrol Division and the Criminal
Investigations Division to identify, arrest, and support successful prosecution of criminals. The overall quality of an
investigation can be significantly impacted by those investigative steps taken during the initial Police response and
subsequent investigative follow-up. Therefore, Officers and Detectives shall perform thorough investigations in all
circumstances.

The transition of an investigation from the Patrol Division to CID is vital to the successful prosecution of a case and
depends heavily on both verbal and written communications. To this end, Officers are encouraged to meet and
discuss investigations with Detectives. In addition, Detectives should attend periodic shift turnouts (ideally bi-
weekly or more) to update Officers on active investigations and provide on-going training regarding investigative
practices. CALEA 42.2.4
1) Investigative Task Force CALEA 42.2.5

Criminals are often active in several jurisdictions. The effective investigation of a serious crime pattern often
necessitates more immediate and comprehensive communications between various jurisdictions than available
through routine means; therefore, an Investigative Task Force may be created. The task force may consist of
personnel from various units or specialties of the TPD and may involve various local, county, state, or federal
law enforcement agencies. Whenever the Department is asked to participate in an investigative task force, the
Chief of Police, or his/her designee must approve participation. See Procedures Manual Criminal Investigations
- Investigative Task Force for additional information.
2) Special Investigations Section

The TPD Special Investigations (SI) Section is responsible for the enforcement of illegal narcotics and
prostitution crimes in the City of Tacoma. While SI oversees investigation of these crimes, it works in
conjunction with the Department’s other Bureaus as well as with outside local, state, and federal agencies to
partner for maximum effectiveness. SI is responsible for the Technical Support Team (TECH). This team
provides/deploys confidential technical support for the entire Department (see handbook for Special
Investigations).
3) Major Crimes Section

The Major Crimes Section consists of a Career Crimes Unit (CCU) which focuses on robbery, burglary, theft
from vehicles, identity theft, pawn and financial crimes. The CCU is tasked with developing effective
responses to identified crime patterns, trends and repeat offenders to ensure the protection of life and property.
The Major Crimes Section also consists of a Domestic Violence Unit and a Juvenile Unit. Additionally, arson
investigations, video forensic specialist functions and general duty assignments are handled within the Major
Crimes Section.
The CID Lieutenant will serve as the Department’s Hate Crimes Coordinator.
4) Violent Crimes Section

The Violent Crimes Section is responsible for the investigation of homicides, felony and selected misdemeanor
assaults, sex crimes, child abuse investigations, cellular phone forensics, and high-tech computer crimes. The
managing and tracking of registered sex offenders is also conducted by designated Detectives. The Violent
Crimes Section coordinates investigative strategies and the exchange of information with the Violent Crimes
Task Force. It also provides the services of personnel trained in the use of the polygraph and composite
sketching.
5) Forensic Services Section

The Forensic Services Section is responsible for crime scene and traffic collision documentation, collection and
processing of evidence and friction ridge analysis. Theses employees possess specialized education, skills,
training, and equipment unique to the demands of this highly technical field and are available 24/7 on an on-call
basis. (See TPD Forensic Services Handbook and Procedures Manual Crime Scene Processing and Property
Handling, Processing, and Release)
P1.4.4 OPERATIONS BUREAU (OB) CALEA 11.1.1, 15.2.1, 42.1.4, 42.2.1(a)(b)(c)(d), 61.3.3 (R 09/2016)
Functions in support of the Office of the Chief of Police and in collaboration with all other Bureaus to fulfill
organizational goals, forecast anticipated workload fluctuations and population trends, and forecast anticipated
staffing levels. The OB shall maintain sufficient line units to provide adequate, responsive, and continuous police
service citywide; specialized patrol; and other functions as assigned by the Chief of Police. The OB will conduct
most preliminary investigations to include, but not limited to: establishing the elements of crime; observing all
conditions, events, and remarks; locating and identifying witnesses; maintaining and protecting the crime scene and
arranging for the collection of evidence; and interviewing the complainant, witnesses and suspects.
A) Patrol Division
Patrol is a core function of law enforcement within a community. The Patrol Division is expected to provide
proactive law enforcement and innovative problem-solving in order to reduce crime in the Tacoma community. It

also provides a training element for new Recruits through the PTO program and other functions as outlined in Policy
P1.3.6, Functional Org Chart.
Patrol Shift Management CALEA 41.1.1(a)

The Tacoma Police Department provides continuous patrol coverage 24 hours a day, 7 days a week. This is
accomplished by Police Officers being assigned to various shifts. In order to ensure that the Tacoma Police
Department provides adequate levels of service to the community while maintaining consistency for the Officers,
the following practices have been established:
1) Assignment to Patrol Shifts

Staffing Determinations – The following factors will be considered when making determinations regarding the
number of Officers assigned to each shift and the patrol schedule:
• Analysis of calls for service;
• Special enforcement needs;
• The required presence of Officers with special skills on particular shifts;
• Any other special circumstances as deemed necessary by the Chief of Police or his/her designee.
Shift Assignment – Officers and Police Patrol Specialists will bid for shift assignments based on their seniority
within the Police Department. Sergeants will bid for shift assignments based on their classification seniority
within the Police Department. Refer to current collective bargaining agreements. CALEA 41.1.1(b)
• Shift Limitation – Personnel may bid and remain on a Patrol shift without limitation based on
seniority. Refer to collective bargaining agreements;
• Shift Trades – Once a schedule is in effect, Officers, Police Patrol Specialists, and Sergeants will not
be able to indiscriminately change their shifts. If a voluntary request to change shifts exists between
Officers, the change may be accommodated if all seniority requirements are taken into consideration
by posting the position for twenty (20) days prior to assignment. Refer to current collective bargaining
agreements.
2) Frequency of Shift Rotation – Officers, Police Patrol Specialists, and Sergeants will bid for shift
assignments in accordance with the current collective bargaining agreement. CALEA 41.1.1(c)
3) Assignment to Sectors
• Sector – Tacoma has been divided into geographical areas (sectors) that contain relatively equal levels
of activity. The purpose of the sector assignment is to affix accountability for providing law
enforcement services within a geographical area. The actual assignment of an Officer to a sector may
vary on occasions depending on the daily workload and staffing available; CALEA 41.1.1(d)
• Request for Sector Change – During the annual shift bid, Officers, Police Patrol Specialists and
Sergeants will be able to request a sector change. The request should be sent to the Administrative
Sergeant who will review the requests with the Shift Commanders for consideration.
4) Frequency of Service Area Rotation (Sectors) – Effective community policing is dependent on establishing
a positive relationship between the Officers that serve the community and the community itself. The
development of such a relationship is facilitated by the consistent assignment of Officers to the same sectors.
Police Officers are generally assigned to a sector annually in order to facilitate community oriented policing
efforts. CALEA 41.1.1(e)
5) Determination of Days Off – Shifts are established in accordance with current collective bargaining
agreements. CALEA 41.1.1(f)
Turnouts
Turnouts provide an opportunity to exchange important information. Turnouts shall be accomplished by providing
Officers with information regarding daily Patrol activity, with particular attention given to unusual situations, and
potential and actual Police hazards. Turnouts may also provide an opportunity to critique past performances, train
personnel, discuss changes in the status of wanted persons, stolen vehicles, and major investigations, and provide
information regarding relevant community-based initiatives. Finally, turnouts should be used to notify Officers of
changes in schedules and assignment, and notify Officers of new Directive or changes to Directives. The below
listed practices will be followed:
1) Shift Preparation – Officers shall advise South Sound 911 they are in-service and out at turnout. Turnouts
will begin promptly at their schedule time and should be kept under 15 minutes, unless the on-duty shift
commander or designee approves a longer turnout for the purpose of training.
2) Attendance – Unless otherwise directed, Officers shall report to turnout at the time and place specified and
will be in proper uniform. Shift Commanders, via the Division Commander, will determine if turnouts are
required on a daily basis for their respective shifts. Electronic turnout can be used as an option. Officers shall
give careful attention to all the information provided, take notes when appropriate, and avoid creating
disruptions to the turnout. CALEA 41.1.2
Marine/Vessel Enforcement
The Tacoma Police Department Marine Services Unit has the primary responsibility of enforcing laws and
regulations, and ensuring safety and security on the public waterways of the City of Tacoma. This includes
investigating most boating accidents. See RCW 79A.60.200 for legal requirements.
See Procedures Manual, Marine/Vessel Enforcement, for definitions and procedures pursuant to investigations and
responsibilities.
B) Community Policing Division

The TPD is committed to the community oriented policing philosophy and the value and principle of service to the
community. Community policing prevents and reduces crime through innovative, traditional and non-traditional
programs and services developed and delivered in partnership with citizens and community organizations.
All Officers are expected to be sensitive to the crime and quality of life concerns voiced by the community. Officers
and employees are to call to the attention of command staff, potential problems, suggestions, and/or
recommendations for action involving matters affecting the Department’s ability to provide quality law enforcement
service to the community. See Policy P4.13, Special Programs and Services, for additional information.
Special Events Section CALEA 46.1.1

The Department’s Special Events Section is assigned within the Community Policing Division. There are
responsibilities that fall within the Special Events Section and are designed for intelligence, facilitation,
preparedness, and education. These tasks include:
• Emergency preparedness and response:
o For terrorism attack
o Natural disasters (law enforcement role)
• Emergency and event management (law enforcement role).
• Domestic intelligence activities, collectively with other agencies.
o Regional Intelligence Group CALEA 42.1.6
The South Sound Regional Intelligence Group (SSRIG) combines the region’s limited manpower,
resources, and equipment into a single SSRIG, capable of supporting in depth, all aspects of intelligence
and counter terrorism investigations. The SSRIG conducts necessary training and provides for the
homeland defense and the safety of our region’s citizens.
It is the responsibility of all agency personnel to provide information on individuals, organizations, and
businesses that are believed to be conducting criminal or terrorist activity to the SSRIG. Refer to the CID
Handbook and Procedures Manual, South Sound Regional Intelligence Group.
• Liaison and contact with other law enforcement agencies and public or private organizations.
• Funding and grants.
• Inform the Department of threats from gang and harmful organizations’ activities.
• Critical infrastructure protection and planning.
• Community protection and planning.
• Business protection and planning.
• Schools and education facilities protection and planning.
• Coordinate with federal agencies when border issues surface in Tacoma.
• Transportation security, mass transit, school transportation, aviation, and maritime transportation.
• CBRN/EOD detection of nuclear and radiological materials.
• Research on next-generation security technologies.
• Train Department Units and Commanders to better handle events and incidents.
• Train the City and community on what to do if attacked, disaster, disease, etc.
• Educate the City of Tacoma employees, businesses, and community to report suspicious activity that may be
related to terrorism.
• Under authority of the Administrative Services Bureau Chief, the Support Services Division Commander will
approve issuance of access badges or keys to Police facilities after personnel have completed the appropriate
background investigation through the Hiring Detail and received approval from their assigned chain of
command. The Commander shall audit and request a current list of access level groups, badge types, and
associated personnel on a quarterly basis. See Procedures Manual Facilities – Access for additional information
and Policy P4.2.5, Facilities.
Traffic CALEA 61.1.2 (a)(b)(c), 61.3.3

The enforcement of traffic laws is a basic responsibility of the Police Department and is assigned within the Special
Events Section. Uniform enforcement practices support the goal of traffic law enforcement - to achieve voluntary
compliance with the law by the motoring and non-motoring public. The review of traffic collision and traffic
enforcement data aids in the enforcement of specific traffic laws and establishes emphasis zones. Enforcement
action may consist of:
• Physical Arrest – Used when an arrest warrant is confirmed and is within the extradition area or when the arrest
falls within legal parameters for warrantless arrest (i.e., the Officer has probable cause to believe a crime has
been committed and is booking the subject into jail;
• Criminal Citation – Used in lieu of booking into jail when the Officer has probable cause to believe a crime has
been committed and criteria is met for releasing the subject on a citation;
• Notice of Infraction – Used as an enforcement option in response to minor traffic and equipment infractions;
• Verbal Warning – Generally speaking, a verbal warning may be rendered when there is reasonable doubt in the
Officer’s mind as to the degree of intent present in the violator’s mind at the time of the violation.
Whenever possible, a serious degree of reasonable doubt in the mind of the Officer should be resolved in favor of
the violator.
The purpose of traffic law enforcement is to reduce traffic collisions and injuries and to facilitate the safe and
expeditious flow of vehicular and pedestrian traffic through the public's voluntary compliance with traffic
regulations. The goal will be to meet these objectives through a combination of education and enforcement.
The Department's policy is to educate the public regarding traffic regulations through programs aimed at identifying
specific problems, by distributing traffic accident and injury statistics, and by giving notice and warnings of changes
in regulations prior to taking enforcement action. Additionally, the Department shall take enforcement action upon
the detection of illegal and potentially hazardous acts without regard for such factors as attitude, intent, or excuse.
Enforcement action may consist of a verbal warning, issuance of Notice of Infraction, Criminal Citation, or physical
arrest for criminal offenses as prescribed by law.
See Procedures Manual under “Traffic” for the following enforcement procedures:
• Enforcement Practices;
• Special Groups Enforcement;
• Collision Investigation Process;
• Collision Scene Duties/Traffic Control;
• Collisions Involving City Vehicles;
• Photo Enforcement Program Violations Involving TPD Personnel;
• Follow-Up Investigations;
• Stops/Contacting the Violator;
• High Risk Stops;
• Informing the Violator;
• Use and Care of Speed Measuring Devices;
• Enforcement Uniformity;
• DUI Enforcement Program;
• Towing Enforcement and Practice;
• Assistance to Motorists;
• Parking Enforcement;
• Law Enforcement Escorts;
• Hazardous Roadway Conditions;
• License Re-Examination Referrals
1) Photo Enforcement Program

In an effort to reduce collisions and improve the safety and flow of local traffic, a Photo Enforcement program
has become part of a coordinated, comprehensive approach to traffic enforcement. Law enforcement employees
are not categorically exempt from this enforcement as expressed in P1.1.6(A)(2). Should an employee of the

TPD commit a photo enforcement violation, they may be subject to penalties according to those listed in the
Procedure Manual, Traffic – Photo Enforcement Program Violations Involving TPD Personnel.
2) Parking Enforcement CALEA 61.1.13

The primary responsibility for parking enforcement rests with the City of Tacoma, Public Works Parking
Enforcement Program. They primarily enforce parking issues downtown and handicap parking violations
citywide. See Procedures Manual, Traffic - Parking Enforcement for additional information.
3) School Traffic Enforcement

Throughout the school year, Traffic Enforcement Officers are directed to conduct enforcement near the schools,
be aware of the school safety patrol students, and to assist and instruct if needed.
4) Traffic Safety Materials CALEA 61.4.4

The Traffic Unit places and updates traffic safety materials on the Department’s website.
5) Traffic – Law Enforcement Escorts CALEA 61.3.3

The Tacoma Police Department recognizes that escorting emergency vehicles is an extremely hazardous
situation and should be avoided whenever possible. Emergency vehicles, particularly ambulances or vehicles
being used in an emergency manner, shall not be escorted by Officers except under special circumstances and
only when certain criteria are met. See Procedures Manual, Traffic – Law Enforcement Escorts for criteria.
6) Selective Traffic Enforcement CALEA 61.1.1

The Traffic Section Lieutenant conducts traffic collision and traffic enforcement analysis. The Crime Analysis
Unit helps the Traffic Commander compile and analyze traffic collision and enforcement statistics and evaluate
programs.
Traffic Officers are deployed for selective enforcement based on:

• Analysis of traffic collisions;
• Traffic volume reports;
• Traffic related complaints;
• High frequency traffic violation locations.
A monthly summary of data is used to determine selected enforcement areas.
Based on the criteria listed above, the Traffic Unit Supervisors assign Officers to enforcement zones/practices.
The Traffic Unit Supervisors shall evaluate the selective traffic enforcement activity on a regular basis. This
helps determine whether efforts have been successful and if other areas need to be targeted.
7) Traffic Engineering CALEA 61.3.1

Traffic safety on City streets is important to the Tacoma Police Department. The Department works with
Traffic Engineering to ensure a safe and effective traffic system in the City. The Department collects collision
data within the corporate limits of the City. The Department also enforces traffic violations. The Records
section forwards copies of all State of Washington Motor Vehicle Collision Report Forms to the Traffic
Engineering Department. Traffic Engineers assemble data and conduct traffic studies on specific problems.
The Police Department forwards any road hazard complaints from any source to the Traffic Engineering
Department. If a complaint is received via dispatch, Officers will investigate and advise South Sound 911 to
notify Traffic Engineering. If a complaint is received in writing, the original form is forwarded to Traffic
Engineering.

Sets forth the Formal
Information Distribution
systems of the Tacoma Police
Department Donald Ramsdell, Chief of Police
Philosophy: (R 10/2016)
Establish the hierarchy among the components of the information distribution system which are comprised of
Policy, Procedures, Directives, Handbooks, Inter-Department Communications (IDCs), and Intra-Departmental
Memoranda (IDMs). To guide employees in the formatting, numbering, indexing, amending, rescinding,
distribution, maintenance, and retention for all formal departmental written communications.
P1.5.1 POLICY CALEA 12.2.1(b)(d)(f) (R 10/2016)

Tacoma Police Department Policy represents the highest level of departmental guidance and serves to establish
operational framework for all Department members. All employees are expected to adhere to these operational
frameworks as articulated in P1.1.6, Professional Expectations. The Office of the Chief of Police is solely
responsible and accountable for constant maintenance, review, and any amendments or deletions. The Accreditation
Unit is responsible to de-conflict, apply correct formatting and numbering system, guarantee adherence to
accreditation standards, maintain archival records, and ensure that scheduled reports are completed.
Policy is designed to be both a historical reference and an institutionalization of foundational stature. Policy can be
revised; however, changes must be demonstrated to conform with departmental Vision, Mission, and Values. The
Policy book is comprised of the following six sections:
Section 1 – Professional Standards

Section 2 – Personnel
Section 3 – Use of Force
Section 4 – Administration
Section 5 – Training and Inspections
Section 6 – Reviews and Reports
To meet these requirements, firm standardization must exist in outline, format, numbering, and the mechanics of
physical change. To achieve this uniformity of purpose the following sections and standards are established:
Policy Coding System – shall consist of a class identifier, section identifier, sub-section identifier, and item identifier
(P1.1.1). It will also consist of N (new) or E (existing) and date (month, year) e.g., (N 04/2007) or (E 05/1995).
Policy Coding System for Revisions – will maintain original coding system with the exception of R (revision) and
revised date e.g., (R 04/2007)
P1.5.2 PROCEDURES MANUAL CALEA 12.2.1(d)(h) (R 10/2016)

Procedures are formal written instructions that originate from Bureau Chiefs, or their designee, which are a set of
established methods for conducting various tasks, functions, and/or operations. The Procedures Manual is designed
to be a historical reference as well as a functional document. As such, the Procedures Manual shall be revised to
meet new legal rulings, advances in technology, and ever-evolving standards/expectations in the delivery of quality
law enforcement services. The Accreditation Unit will provide guidance to the originator to ensure accreditation
standards compliance.
Procedure Coding System – Procedures are listed alphabetically. Each Procedure has its own page numbering
(i.e., Page 1 of 5).
Procedure Revisions – In order to maintain continuity, all changes will be identified by the month/year of
initiation/revision followed by an ascending numbering, in parentheses, indicative of how many times the procedure
has been revised. For example, if the Procedure shows 07/05 (5), it means this procedure was last revised in July of
2005 and was the 5th time it had been revised.
P1.5 – Formal Information Distribution System Page 1 of 5

P1.5.3 WRITTEN DIRECTIVES CALEA 12.2.1(d), 12.2.2(a) (R 10/2016)
The Tacoma Police Department uses the following seven (7) types of Directives for formal notification and
information distribution: Emergency Directive, General Directive, Informational Directive, Legal Directive,
Personnel Directive, Special Directive, and Training Directive. These Directives are issued to all personnel except
the Training Directives and Special Directives. They may be issued to individuals listed on the Directive and their
chain of command. Directives are created, issued, and tracked in accordance with the established Information
Distribution System.
All Directives will be formatted using the established templates. The Accreditation Unit will monitor to ensure
proper coding into the Policy, Procedures, Directives and Handbooks, as established, and that Directives and IDMs
are in compliance with current accreditation standards. The Accreditation Unit will maintain the archived files of
these formal departmental written communications in accordance with established P1.9, Records Retention.
A) Numbering and Indexing Directives CALEA 12.2.1(e), 12.2.2(a)

There are established online logs which issue identifying numbers for Directives and Memoranda. The
Accreditation Unit will maintain a register of each Directive, the Chief’s Office will maintain a register of
Department-wide Memoranda, and each Bureau will be responsible for the maintenance of their own Bureau-level
Memoranda. These Directives will be numbered as follows, using the current year:
• Emergency Directive: ED 16-001
• General Directive: GD 16-001
• Informational Directive: ID 16-001
• Legal Directive: LD 16-001
• Personnel Directive: PD 16-001
• Special Directive: SD 16-001
• Training Directive: TD 16-001
• Memorandum: DM 16-001
• Bureau-level Memorandum: Bureau designator (ASB, OB or IB) 16-001
B) Amending and Rescinding Directives CALEA 12.2.1(e)

The authority of the issuing command to amend or rescind Directives is restricted to those Directives it is authorized
to issue. An amendment to a Directive may be issued to change, rescind, delete, and/or add information to the
formal information distribution system.
A Directive may be amended either by rescinding and issuing a new Directive or issuing just the amendment which
will be of the same class (General, Special, IDMs, etc.) and have the same identifying number as the original
Directive, with an alphabetical suffix beginning with “A” for each amendment, e.g., GD 16-002A, or Intra-
Departmental Memorandum DM 16-006A. Amended Directives will be filed with the Directive amended, but each
will be considered a separate Directive for the purpose of rescission. The format of an amendment will be
consistent with the format of the Directive it amends.
Directives which are not self-cancelling, self-rescinding, or rescinded by another Directive will automatically expire
three years from their effective date, unless extended by another Directive. Special Directives, Training Directives,
and Personnel Directives are self-cancelling upon actuation.
C) Maintenance, Retention, and Posting CALEA 12.2.2(a)(b)

The Accreditation Unit will monitor a log and master file of all Directives in accordance with P6.1, Reviews and
Reports. Within each Bureau, an archival history will be maintained of all departmental communications regarding
area of responsibility. All archival history will be in conformance with P1.9, Records Retention.
D) Emergency Directives CALEA 12.2.1(c)(d)

Color-coded red, established template, issued at Department level, signed by the Chief of Police or designee, to all
Department personnel, for the following purpose:
• Notification of emergent matters, e.g., Commander incapacitation (refer to P1.3.1, Command and
Leadership), threats against an Officer, safety issues, critical infrastructure and/or equipment.
E) General Directives CALEA 12.2.1(c)(d)

Color-coded green, established template, issued at Department level, signed by the Chief of Police or designee, to
all Department personnel, for the following purposes only:
• Adoption or revision of a policy and/or which directs new policies
• Permanent changes in organization
• Installation or elimination of permanent programs
• Formal agreements with other agencies and organizations
F) Informational Directives CALEA 12.2.1(c)(d)

Color-coded white, established template, issued by any Department personnel with signed approval of a section
Commander or above (Directive will contain approval authorization and shall contain all appropriate citations), to
all Department personnel, for the following purposes:
• Adoption or revision of procedure and/or which directs new procedure
• Dissemination of general knowledge related to law enforcement
• To provide general awareness not related to assignment of personnel and resources
• Safety/Precautions not rising to the level of Emergency Directive
• New equipment
G) Legal Directives CALEA 12.2.1(c)(d)

Color-coded goldenrod, established template, signed by the Chief of Police or designee, to all Department
personnel, for the following purposes:
• A change in law that would require Officers to cease and desist from current practice and/or conduct of
enforcement
• To establish a new practice and/or conduct of enforcement
H) Personnel Directives CALEA 12.2.1(c)(d)

Color-coded blue, established template, issued at Department level, signed by the Chief of Police or designee, to all
Department personnel, for the following purposes only:
• Appointment, retirement, resignation, promotion, demotion, termination, or separation of Department
personnel
• Assignment or transfer of personnel from one Bureau/Division/Section to another
I) Special Directives CALEA 12.2.1(c)(d)

Color-coded yellow, established template, issued at Department level, signed by Division Commander or designee,
to named personnel, supervisors and support staff, for the following purposes only:
• Specific instructions to accomplish a particular objective. Once accomplished, there will be no need for
continuing instructions.
• Temporary procedures and/or assignments designed to cover a specific occurrence or event which is of a
temporary or short-term nature.
• Directives to a special unit(s) which do not influence the operation of others and for which no
organizational change is needed.
J) Training Directives CALEA 12.2.1(c)(d)

Color-coded orange, established template, issued at Department level, signed by Lieutenant (or designee) or above,
to named personnel and supervisors, for the following purposes only:
• Training that directs assignment of personnel and/or resources
• All training material that is associated with a specific event, date, and/or objective
P1.5.4 HANDBOOKS CALEA 12.2.1(d)(h) (R 10/2016)

Tacoma Police Department Handbooks are designed to provide instruction for a narrowly defined function of the
Department (e.g., Hazardous Environments and Tactics (HEAT) Team, Explosive Ordnance Detail, Special
Response Team, Marine Services Unit, and Special Weapons and Tactics, etc.) which includes, but is not limited to,
the following:
• Encompasses unique functions and job tasks
• Provides specific instructions and procedures related to function
• Operational in nature and subject to change
• Monitored and archived by the Accreditation Unit
• Applicable only to personnel under that command function and/or personnel temporarily brought under
that command
• Maintenance responsibility of operational commander
• Approved by operational commander, authorized by Chief of Police or designee, distributed to all team
members and all direct ascending chain of command
P1.5.5 INTER-DEPARTMENTAL COMMUNICATIONS (IDC) CALEA 12.2.1(c) (R 10/2016)

Color-coded white, established template. City Inter-Departmental Communications (IDCs) will be used to
communicate official information to other City departments. IDCs are prepared for the approval of the Chief of
Police or designee and do not require a signature block.
P1.5.6 INTRA-DEPARTMENTAL MEMORANDUM (IDM) CALEA 12.2.1(c)(d), 12.2.2(a) (R 10/2016)
Color-coded white, established template, signed by Lieutenants and above. IDMs do not require a signature block,
and will be issued for the following purposes:
• Dissemination of information or instructions which do not warrant a formal departmental Directive.
• Direct the actions of subordinates in specific situations or circumstances under a level of command not
authorized to issue General or Special Directives. Such directions shall not deviate from, or conflict with,
established Policies and Procedures as documented by higher authority.
• Explain or emphasize portions of previously issued orders.
• Inform members of actions or policies of other agencies.
• Communicate formal information between Department personnel.
IDMs issued at organizational levels will be numbered by the issuing Bureau in numerical order using the current
year as follows:
• Administrative Services Bureau (ASB 16-001)
• Investigations Bureau (IB 16-001)
• Operations Bureau (OB 16-001)
Whenever applicable, IDMs shall also carry notations directing attention to citations/source material. IDMs
containing content deemed restricted shall be numerically coded, but not viewable via the electronic log.
Any member may send informal emails in accordance with P4.1.1(C), Electronic Communications, which facilitate
information between Department personnel.
P1.5.7 MISCELLANEOUS CORRESPONDENCE CALEA 12.2.1(c) (R 10/2016)

All outgoing correspondence, other than the specified types above, will be issued on Tacoma Police Department
letterhead stationery and must be signed by the Chief of Police or designated operational commanders.
If signed by other than the Chief of Police, it will be done in the following manner:
Assistant Chief Roberta C. Jones
Administrative Services Bureau Commander
Captain James Johnson

Support Services Division Commander
Lieutenant Jane Smith

Sector Commander
Sergeant June Wilson

Administrative Sergeant
All correspondence reserved for the Chief’s signature may be delegated to the Assistant Chief in accordance with
P1.3.1, Command and Leadership, in the following manner:
Roberta C. Jones, Assistant Chief of Police

for John D. Doe, Chief of Police
P1.5.8 POLICY, PROCEDURE, AND HANDBOOK (PP&H) REVISIONS (R 10/2016)

CALEA 12.2.1(e)(i)
In accordance with Department Values P1.1.3, Innovate to Better Serve, all Tacoma Police Department members
are encouraged to constantly review Policy, Procedures, and Handbooks for opportunities to improve departmental
operations. Recommendations will be reviewed for accreditation compliance and Department de-confliction.
Requests for Policy changes will be authorized only by the Chief of Police, who may seek consultation and input as
needed.
Requests for Procedures changes will be authorized only by appropriate Bureau Commander after consultation with
the Chief of Police.
Handbook changes will be authorized by the assigned Commander with approval of the appropriate Bureau
Commander, who may seek consultation and input as needed.
Changes or additions requests are made using the PP&H Change Protocol form only. The form can be obtained
from the Accreditation Unit or on CopWeb.
P1.5.9 DISTRIBUTION OF POLICY, PROCEDURES, AND HANDBOOKS (R 10/2016)

CALEA 12.2.2(a)(b)
All Department members have access to the electronic copy of the Tacoma Police Department Policy Book and
Procedures Manual via the Department intranet site, CopWeb. All identified team/group members receive a copy of
the appropriate team/group Handbook if one is produced.
In accordance with Department Values P1.1.3, Accountability, all Department members are responsible for
knowledgeable compliance of and with Department Policy. These same expectations apply to the Procedures
manual. All assigned team members and those who have command responsibility are accountable for strict
adherence to all direction contained in team Handbooks. Due to the sensitive nature of information contained in the
team Handbooks, distribution will be determined by the assigned Commanders.

Sets forth the Policy for
Fairness and Equality of the
Tacoma Police Department Donald Ramsdell, Chief of Police
P1.6.1 PROFILING CALEA 1.2.9(a) (R 01/2013)

It is the policy of the Tacoma Police Department to conduct law enforcement in a proactive manner and to
aggressively investigate suspected violations of law. Officers shall actively enforce laws and ordinances in a
responsible and professional manner consistent with the Tacoma Police Department’s P1.1, Vision, Mission, and
Values. In the course of responsible police investigations, various criteria of profiling are prudent, appropriately
useful, and necessary. Conversely, any action taken by a member when acting in an official capacity, and based
SOLELY on the persons race, age (limited to age 40 and over), gender, creed, color, national origin, ancestry,
religion, sexual orientation, gender identity, marital status, familial status (including pregnancy and/or adopting or
having custody of children under age 18), any veteran honorably discharged from any branch of the armed forces of
the United States, or anyone having a real or perceived presence of a physical, sensory or mental disability i.e.
biased based profiling, is a contradiction of the Tacoma Police Department’s value based philosophy, and
prohibited. Biased based profiling can be considered as an unjustifiable presumption of any of the mentioned
groups as having an automatic predisposition to criminal behavior, simply by virtue of the listed group status. This
policy shall be applicable to all Tacoma Police members in the performance of their official duties.
Corrective Actions CALEA 1.2.9(c) - Appropriate sanctions shall be implemented for noncompliance of this policy.
Failure to report any observed or known violations of this policy by a Department employee shall result in corrective
action.
Annual Review CALEA 1.2.9(d) – The Internal Affairs section will conduct an annual review of agency activities
regarding bias based profiling, including:
• An administrative review of any complaints and their status;
• An explanation of any remedial action taken; CALEA 1.2.9(c)
• Recommendations for training needs; CALEA 1.2.9(b)
• A summary of reported citizen concerns; CALEA 1.2.9(d)
• Recommendations for policy changes.
(See P6.1.2 for additional information.)
Training CALEA 1.2.9(b) – Training in bias based profiling, to include legal aspects, will be conducted annually.
(See Policy P5.1.23 for additional information)
P1.6.2 DISCRIMINATION/HARASSMENT CALEA 26.1.3 (R 03/2010)

It is the Department’s intent to provide a work environment free from all forms of illegal discrimination, harassment,
and retaliation and in adherence to departmental values. Employees are expected to be respectful of their co-
workers and others with whom they come into contact while representing the Department. Employees are expected
to conduct themselves in a manner that complies with this policy and demonstrates respect for the diversity of the
Department’s workforce and the community it serves. Discrimination and harassment can be difficult to identify
and can occur in many forms. It can be intentional or unintentional, overt or covert. It is the intent of the
Department to respond to all complaints made under this policy with prompt, fair, and appropriate action.
Violations of this policy will be addressed through appropriate fact-finding and disciplinary measures up to and
including termination; the Department’s policy is “Zero Tolerance.”
No single statement defining discrimination/harassment can infinitely address every situation which may confront
members of the Department. All members are encouraged to use reasonable judgment while not restricted to
definitions in a legal sense when reporting incidents. This policy is intended to assist the Department in addressing
not only illegal discrimination/ harassment, but also any conduct that is reasonably considered offensive and/or
inappropriate.
A) Definition of Illegal Discrimination/Harassment

In accordance with the City of Tacoma’s Personnel Management Policy 130, and the Department’s core Values,
P1.1.3, it is an illegal practice for an employer, because of race, creed, color, national origin, ancestry, religion,
P1.6 – Fairness and Equality Page 1 of 5
gender, age (over 40), marital status, familial status, gender identity, sexual orientation, veteran status or the
presence of any sensory, mental, or physical disability, unless based upon a bona fide occupational qualification to:
• Refuse to hire;
• Terminate or bar from employment;
• Discriminate in the terms and conditions of employment;
• Limit opportunities during the recruiting and hiring process, or retaliate.
B) Harassment is a form of discrimination that can include but is not limited to:
• Conduct demonstrating a negative bias toward a protected class such as making verbal or physical threats,
engaging in hostile or angry behavior;
• Possessing, displaying or circulating offensive or objectionable pictures, literature, electronic mail or other
printed matter in the workplace that portray a biased or stereotypical view of a protected class;
• Telling jokes, using threatening or offensive words, or engaging in activities in the workplace that derogate
or demean a protected class, in or out of the presence of class members.
C) Sexual harassment is a unique and specific form of discrimination

Sexual harassment may involve unwelcome sexual advances, requests for sexual favors, and/or other verbal or
physical conduct of a sexual nature, and may be exhibited in one of the following prohibited ways:
• Condition employment decisions on the submission to or rejection of such conduct;
• Basing employment decisions on such conduct;
• Harassing behavior that interferes with an employee’s ability to effectively perform their job, or creates an
intimidating, hostile, or offensive environment.
D) The following is a list of prohibited conduct, but by no means exhaustive:

• Sexual or racial comments, jokes, stories or innuendoes;
• Gossip, comments, or questions about someone's sexual conduct or orientation;
• Communicated unwanted touching and suggestive gestures;
• Displaying and/or circulating sexually suggestive and/or racially directed materials or visual aids;
• Repeated unwelcome flirtations, repeated unwelcome requests for dates; including pressure for sexual
activity;
• Implied or expressed promise of rewards or preferential treatment in exchange for sexual activity;
• Implied or expressed threats of punishment for refusing sexual activity;
• Intimidating, hostile, derogatory, contemptuous, or otherwise offensive conduct, remarks, visual or printed
materials directed at race, creed, color, national origin, ancestry, religion, gender, age (over 40), marital
status, familial status, gender identity, sexual orientation, veteran status or the presence of any sensory,
mental, or physical disability.
E) Employee Responsibility
All employees should refrain from illegal discriminatory, harassing, and/or retaliatory conduct. Employees should
raise an objection directly with the offending party if comfortable in doing so. If the employee is uncomfortable
with raising an objection directly with the offending party, or is not satisfied with the result afterwards, report
behavior reasonably believed to be discriminatory, harassing, and/or retaliatory to a supervisor. If the offending
party is in the employee’s chain of command, report behavior to another Supervisor outside employee’s chain of
command or to the Department or City Equal Employment Opportunity (EEO) Officer.
F) Management Responsibility – Internal Response CALEA 26.1.5

(For External Response see P1.6.3.D)
Management must assume responsibility for implementing and administering this policy and address inappropriate
and/or illegal conduct expeditiously. Supervisors should ensure that employees understand and abide by the
Department’s policy by posting the policy in the work area, periodically reviewing policy requirements with staff,
and ensuring attendance at diversity and cultural awareness training classes as appropriate. Supervisors who fail to
implement and administer this policy may be subject to disciplinary action as well as personal financial liability.
If an employee alleges discrimination/harassment, the employee's supervisor shall document it regardless of whether
or not the employee formally submits it in writing.
After documentation of the complaint, the supervisor shall make a determination of whether the complaint can be
satisfactorily handled at that time and take corrective action, not to be confused with disciplinary action, if feasible.
The documentation and corrective action will be forwarded to the Department EEO for review.

If resolution is not possible at the supervisory level, the complaint should be transferred to the Department EEO,
City EEO, or another agency for investigation. See Procedures Manual, “Discrimination-Harassment Complaints”
for additional information.
P1.6.3 EQUAL EMPLOYMENT OPPORTUNITY (R 03/2010)
A) City of Tacoma Equal Employment Opportunity CALEA 31.2.3
The City of Tacoma Equal Employment Opportunity (EEO) Office, in general, provides assistance to City
employees, managers, and City officials with questions or concerns that arise from the City of Tacoma’s anti-
discrimination policies in facilitation of City Personnel Management Policy 130. The City of Tacoma EEO Office
will investigate the complaint with support of the Police Department when required.
B) Department Equal Employment Opportunity Officer CALEA 31.2.3

This is a collateral duty position within the Tacoma Police Department that reports directly to the Chief of Police
and held by a commissioned Officer of Captain or Lieutenant rank. As an EEO employer, the Tacoma Police
Department will maintain strict compliance with Title VII of the Civil Rights Act of 1964, Civil Rights Act of 1991,
RCW Chapter 49.60, Age Discrimination in Employment Act of 1964, Title 1 of the Americans with Disabilities
Act of 1990, and Tacoma Municipal Code Chapter 1.29.
The Department’s EEO Officer’s role is to ensure the adherence to the above listed laws, policies, etc. In this
capacity, for a minimum tenure of two years, the Department EEO Officer will coordinate with the City’s Human
Resources EEO Officer and other agencies in ensuring the complete and unbiased preliminary investigation of all
EEO related complaints. Some of the activities inherent in this capacity include:
• Coordination and collaboration with a variety of employees both within and outside the Department
designed to ensure fair and equitable resolution;
• Provide assistance to the Department on matters related to problem/ complaint identification, analysis, and
recommended resolution;
• Continuing research, review, and assessment of practices to formulate policy recommendations; and
• Conduct independent preliminary investigations resulting in clear and concise resolution options.
C) Compliance Agency Complaints

The Police Department will support other agencies conducting investigations within the Tacoma Police Department
when necessary.
D) External Response
When a member of the Police Department receives an allegation of discrimination/harassment through a compliance
agency (i.e., City of Tacoma Human Rights Commission, Washington State Human Rights Commission,
Washington State Department of Labor and Industries, or the Equal Employment Opportunity Commission), the
member shall forward the discrimination/harassment complaint to the Chief of Police.
When the Chief of Police receives an allegation of discrimination/ harassment pursued by a compliance agency, the
Chief will forward the complaint and all complaint materials to the City of Tacoma EEO Officer. The City EEO
Officer will then become the liaison between the compliance agency and the City/Department, and investigate the
complaint. The Police Department will support the investigation in seeking accuracy and appropriate resolution.
E) Remedial Action
The employer is responsible for providing a positive resolution in instances where it sustains allegations of
discrimination/harassment. The premise of appropriate resolutions varies from situation to situation but in all cases
is to cease sustained allegations and prevent future sustained allegations. Disciplining the offending or responsible
party may also be appropriate in some instances. Progressive discipline shall be imposed when
discrimination/harassment recurs, with the severity of discipline determined by the frequency and/or severity of the
violation(s).
In each instance of proposed discipline, the offending party will be notified of the evidence obtained, given an
opportunity to review the results of the investigation, and given an opportunity to respond to the allegations prior to
a final decision in accordance with Tacoma Police Department policy and Collective Bargaining.
The complainant shall also be advised of the outcome of an investigation, including remedial action taken.

P1.6.4 WORKPLACE RELATIONSHIPS (R 02/2014)
It is in the best interest of the Tacoma Police Department to keep professional relationships separate from personal
relationships. A romantic relationship between co-workers has the potential to lead to perceived or actual conflicts
of interest. The Department has an obligation to ensure that any personal relationships do not interfere with, or
supersede the interests of the Department.
The Tacoma Police Department seeks to provide the best environment for a newly hired police recruit or
probationary employee to focus on the difficult task of becoming a fully integrated and trained member of the
Department. When members of the Department become involved in romantic relationships with police recruits or
probationary employees, it is at the least, a distraction that can have a negative impact on their ability to be properly
trained, and at the most, a conflict of interest that can lead to professional and legal consequences for all involved,
including the Department.
A) Police Recruits and Probationary Employees

All employees of the Tacoma Police Department are prohibited from entering into any form of romantic
relationships with police recruits or probationary employees. If a member of the Department is in a romantic
relationship with a police recruit or probationary employee prior to them becoming a recruit or probationary
employee, this will be reported to the Division Commander or Bureau Chief of the employees involved. The chain
of command will take steps to ensure that the relationship does not interfere with the process of training and
otherwise negatively impact the Department. Options may include a transfer or change of assignment.
B) Police Explorers
The relationship between Explorer and Advisor or other officers and personnel of the Tacoma Police Department
shall be of a professional nature only. All employees of the Tacoma Police Department are prohibited from entering
into any form of romantic relationships with police explorers. Explorers and Advisors shall conduct themselves in a
professional manner unless relaxed by the Advisor due to the nature of the function.
C) Romantic Relationships Involving Any Department Employee

The Tacoma Police Department will not knowingly assign employees who are in a romantic relationship to work
assignments that involve the following circumstances:
• Where one employee will directly supervise, appoint, remove, or discipline the other;
• Where one employee will evaluate or audit the work of the other, such as, in a PTO situation;
• Where circumstances exist that could supersede or interfere with the interests of the Department.
If any employee of the Department is involved in a romantic relationship with another Department employee, they
must report the relationship to either their Division Commander or Bureau Chief. The Division Commander or
Bureau Chief will notify the chain of command who will work with the Department to determine if a conflict or
perceived conflict exists that requires action to prevent such conflict. Examples of such conflicts might include, but
not be limited to:
• Internal Affairs staff dating a Department employee while investigating that employee;
• Employee who authorizes benefits, purchases, or training for a romantic partner.
D) Sexual Harassment/Retaliation CALEA 26.1.3

If any member of the Department feels that a relationship is not consensual or may involve sexual harassment and/or
retaliation, whether they themselves are involved in the relationship or not, it shall be reported following the process
in P1.6.2, Discrimination/Harassment. Sexual harassment or retaliation will not be tolerated and will be investigated
pursuant to Department and City policy.
P1.6.5 VICTIM/WITNESS CALEA 55.1.1, 55.1.2, 55.2.1(a)(b) (R 03/2010)

It is the policy of the Tacoma Police Department to uphold the rights of victims and witnesses as stated in the
Revised Code of Washington (RCW), Chapter 7.69 and as presented in the RCW, Chapter 10.99. Department
members shall treat victims and witnesses with dignity, respect, courtesy, and sensitivity.
The Department provides a 24-hour information phone line, via the Operations Desk, which can assist individuals
with information regarding appropriate victim/witness services. Victims/witnesses will be directed to the
specialized unit which is conducting the investigation/follow-up, as well as other outside organizations within the
area which provide assistance.
At least every three years, a documented review of victim/witness assistance services within the Department’s
service area shall be conducted. Information from local, county, or state agencies that conduct analysis or victim

needs may be utilized for this analysis. As a part of this process, the Victim Assistance brochures, or any other
domestic violence literature used by the Department will be reviewed and updated as necessary. This process may
occur in cooperation with the TPD Family Violence Coordinator (FVC), the Family Justice Center (FJC), and/or the
Crime Victims Service Center (CVSC). The Chief of Police will designate the individual responsible for the review
and a final summation of the results shall be forwarded to the Chief of Police through the chain of command.
A) Victim Assistance Programs CALEA 55.1.3(a)(b)(c)(d)

The success of victim assistance programs depends heavily on the ability for the victim to receive needed
information and the ability to be supported throughout their experience with the criminal justice system. TPD
strives to contribute to the efforts of victim assistance agencies by ensuring that information is provided to victims
and by supporting the efforts of these agencies.
• Coordination with the FJC, CVSC, and Prosecutor’s advocates will occur on an as-needed basis.
Individual Officers/Detectives/Supervisors are encouraged to contact the appropriate advocates/liaisons
directly to communicate information or concerns, coordinate efforts on a particular case, or find out more
information about how to meet the needs of victims/witnesses;
• The confidentiality of victims/witnesses should always be a concern/consideration for Officers and/or
Detectives when handling a case. The confidentiality of victims/witnesses and their roles in the case
development will be treated with respect and responsibility to the extent consistent with applicable laws;
• The Police Department will inform the general public and media about victim/witness assistance services
largely through its community policing efforts, media release activities, or as special needs require. These
efforts may include:
o Informational reports in Department publications which are distributed to the public;
o Public service announcements in the local media;
o Providing information on the City of Tacoma website;
o Presentations to local civic groups;
o Informational brochures for distribution to the public.
• The Chief of Police or his/her designee(s) participates in committees with the FJC, the CVSC and
associates, and the Department Family Violence Coordinator (FVC) which facilitates coordinating local
efforts for victims of violent crimes and/or domestic violence in cooperation with the Police Department.
The Police Department designee will initiate meetings or necessary correspondence with those components
of the victim/witness assistance service providers as needed to update information relating to the
victim/witness advocacy system, recommendations for improving the efficiency of delivering the
victim/witness advocacy services or in response to its triennial study.
See Procedures Manual “Victim/Witness Assistance” for additional information.
P1.6.6 HATE CRIMES (R 03/2010)

It is the policy of the Tacoma Police Department to vigorously investigate any report of activity that may constitute
a violation of state or local laws concerning hate crimes.
The victimization of Americans for no other reason than the color of their skin, the religion they profess, the heritage
of their parents, or their sexual orientation can cause a wide unsettling in a community. America is structured to
afford all individuals the same constitutional guarantee. Hate crimes are most unsettling to victims, because there is
nothing they can do to alter the situation, nor is there anything that they should be expected to change. Not only is
the individual who is personally touched by these offenses victimized, but the entire class of individuals residing in
the community is affected. See Procedures Manual, “Hate Crimes” for additional information.

Sets forth the policy for
Officer/Employee Involved
Domestic Violence Donald Ramsdell, Chief of Police
P1.7.1 OFFICER/EMPLOYEE INVOLVED DOMESTIC VIOLENCE (R 09/2016)

The Tacoma Police Department understands the necessity to establish clear Department protocols for responding to,
investigating, and reporting Officer/employee involved domestic violence incidents, in accordance with the
Domestic Violence Protection Act and the Department’s core values, as stated in P1.1.3.
A) Definitions/Descriptions of Terms
1) Domestic Violence – RCW 26.50.010 (3) – (a) Physical harm, bodily injury, assault, or the infliction of
fear of imminent physical harm, bodily injury or assault, between family or household members; (b) sexual
assault of one family or household member by another; or (c) stalking as defined in RCW 9A.46.110 of one
family or household member by another family or household member.
2) Family or Household Members – RCW 10.99.020 (3) – Spouses, former spouses, persons who have a
child in common regardless of whether they have been married or have lived together at any time, adult persons
related by blood or marriage, adult persons who are presently residing together or who have resided together in
the past, persons sixteen years of age or older who are presently residing together or who have resided together
in the past and who have or have had a dating relationship, persons sixteen years of age or older with whom a
person sixteen years of age or older has or has had a dating relationship, and persons who have a biological or
legal parent-child relationship, including stepparents and stepchildren and grandparents and grandchildren.
3) Dating Relationships – RCW 26.50.010 (2) – A social relationship of a romantic nature. Factors that the
court may consider in making this determination include: (a) the length of time the relationship has existed; (b)
the nature of the relationship; and (c) the frequency of interaction between the parties.
4) Essential Personal Effects – Those items necessary for a person’s immediate health, welfare, and
livelihood. Essential personal effects includes, but is not limited to, clothing, cribs, bedding, documents,
medications, and personal hygiene items.
5) Domestic Violence Order for Protection – Civil, under RCW 26.50 –

A protection order can:
• Order the respondent not to threaten or harm the petitioner
• Order the respondent not to enter the petitioner’s residence
• Give one parent temporary custody of children
• Set a schedule for visitation with minor children
• Order the respondent to leave a shared residence
• Grant the petitioner possession of essential personal effects
• Grant the petitioner use of a vehicle
• Order the respondent to attend counseling
A protection order cannot:
• Order child support
• Order maintenance (alimony)
• Assign most property to either party
• Establish permanent child custody or use of the shared residence
6) Restraining Order – Civil – This is broader than a domestic violence protection order since it can deal
with property issues, child support, spousal support, as well as domestic violence and temporary custody issues.
A restraining order is filed as part of a divorce case, a paternity case, or other family law case.
7) No-Contact Order – Criminal – This type of order does not require a petition because it is part of a
criminal action. The court will decide whether to issue this order when it determines if the respondent is to be
released on bail or personal recognizance, or when the respondent is arraigned or being sentenced. Generally,
P1.7 – Officer/Employee Involved Domestic Violence Page 1 of 8

this order does not last as long as a protection order and it does not award custody, establish visitation, or order
counseling.
8) Civil Anti-harassment Order – Civil, under RCW 10.14 – This order typically applies to situations
when the persons are not married or related to each other, e.g., in disputes between neighbors and in stalking
(stranger-stranger) situations. This order is helpful when a person is being harassed but has not been assaulted
or threatened with physical harm.
9) Family Violence Coordinator – The Family Violence Coordinator (FVC) function is filled by the
Criminal Investigations Division (CID) Lieutenant. When the CID Lieutenant is not available, the Division
Commander serves as the FVC. The FVC is assigned by the Chief of Police to act as liaison between advocacy
groups and the victim/family. The FVC will not participate in either a criminal or administrative investigation.
The primary function of the FVC is to assist with the victim’s safety through advocacy organizations. This
position is furnished regular training in domestic violence Officer/employee involved issues and participates in
employee-training regarding Department policies and related laws.
Additional FVC responsibilities:

• Respond to all domestic violence arrests of TPD employees and those Officers from other jurisdictions
who are arrested within the City of Tacoma.
• Call out CID Domestic Violence Detectives when needed.
• Act as a liaison between the Department and the victim.
• Explain to the victim the TPD policy as it relates to domestic violence.
• Facilitate contact between the victim and domestic violence advocates and services.
• Ensure the CID Sergeant immediately assigns a detective to the case unless the Chief of Police assigns the
investigation to another police agency. In which case, the FVC will act as liaison to ensure an investigation
is completed in a timely and effective manner.
• Ensure that the investigation is unbiased and unobstructed.
• Ensure that the chain of command, to include the Chief of Police, is regularly briefed on both the
administrative and criminal investigations.
• Ensure that all employees of the TPD are trained on the Officer/employee involved domestic violence
policy and all associated laws.
• Assist the victim by ensuring that a safety plan and a lethality report are completed by a domestic violence
advocate/professional.
B) Responding to Employee-Related DV Calls/Dispatch

1) Supervisors and Employees Will Act Immediately When Notified – When notified of any domestic
violence call/incident, whether inside or outside the Tacoma city limits, involving an employee of the Tacoma
Police Department, the supervisor/employee receiving the information shall immediately notify his/her chain of
command or the Shift Commander. In the event the information is about an Assistant Chief, the Shift
Commander will notify the Chief of Police. If the information concerns the Chief of Police, the Shift
Commander will immediately notify the City Manager, Mayor, and the Pierce County Prosecutor.
If a domestic violence call/incident rises to the level of criminal activity and occurs within the City of Tacoma,
South Sound 911 (SS911) Dispatch will be notified and Supervisor/Officers will be dispatched. A report shall
be completed immediately by the Officer receiving the information. This report, which will supplement the
Officers/Supervisors report, must include details on dates, times, location, circumstances, names, officials
notified, and actions taken.
When any employee of the TPD receives a call that involves a TPD employee and is criminal in nature but
occurred within another jurisdiction, the other jurisdiction, if not already notified, will be notified by the
Tacoma Police Chief or his/her designee. The TPD will advise the other agency of the location, people
involved, and any other pertinent information the other agency may need for their investigation. The TPD will
also request a copy of all reports generated from the incident.
2) Initial DV Investigations Require Two Officers and a Supervisor – The Department will send a
minimum of two Officers and a permanent rank supervisor, preferably of a higher rank than the involved
Officer/employee, to investigate any Officer/employee involved domestic violence call within the City of
Tacoma regardless of the involved Officer/employee’s jurisdiction. If a higher ranking supervisor is not
available, the Shift Commander will respond immediately to the scene.

If the incident occurs in another jurisdiction and is a TPD Officer/employee-involved domestic violence call, a
permanent rank supervisor, with the approval of the Shift Commander, will respond to the scene. The
supervisor will obtain as much information concerning the incident and the Officer/employee without
interfering with the other jurisdiction’s investigation and/or the Officer/employee’s rights.
If a supervisor is unable to respond to another jurisdiction, the Shift Commander or the Chief of Police or
his/her designee will explain the Department’s policy and requirements to the other agency. The Department
will not condone interference by its employees and will ask the outside agency involved to contact the Chief’s
Office as soon as practical to report any interference.
Whenever an on-duty Tacoma Police Officer is investigating the scene of a domestic violence incident which
involves subjects who could cause the Officer to experience emotional, political, or career pressures such as
City Council members, judges or prominent citizens, the Officer is to request that a supervisor respond to the
scene. Should the supervisor feel subjected to the pressures listed above, he/she should immediately call the
Shift Commander for direction including, if necessary, having the Shift Commander respond to the scene.
Upon completion of the preliminary investigation, the supervisor will ensure all required documentation is
completed.
3) Responding Officer Duties – Responding Officers shall perform, at a minimum, the following actions
upon their arrival:
• Obtain medical attention if needed
• Secure the scene
• Address the immediate and future safety of the victim(s)
• Perform an unbiased investigation under the guidance of the responding supervisor and in accordance
with RCW 10.99
• Attempt to locate accused employee if he/she has left the scene
• All involved Officers will write supplemental reports
4) On Scene Supervisor Duties – A permanent rank supervisor shall respond to the scene of all domestic
violence incidents within the City of Tacoma involving a Department Officer/employee and any other law
enforcement Officer identified as a suspect. The supervisor will ensure that the victim’s immediate safety
needs are addressed. The supervisor will ensure that any children located at the scene are safe and secure, to
include transporting to another location deemed safe by the supervisor, if appropriate.
• If needed, the supervisor will request CID Domestic Violence Detectives and Internal Affairs through
the Shift Commander or FVC.
• Supervisors/Officers must be cognizant of the fact that it is not uncommon for domestic violence
victims to later recant the allegation of the incident, thereby heightening the necessity of performing a
complete, and thorough, preliminary investigation.
• Additionally, where probable cause exists, the supervisor and/or Shift Commander will make the arrest
according to RCW 10.31.100. The supervisor or Shift Commander will physically book the arrested
Officer/employee.
• The supervisor shall ensure that photographs of the scene are taken, when appropriate, for evidentiary
reasons.
• If probable cause exists to arrest the Officer/employee for domestic violence but the Officer/employee
has left the scene, the on-scene supervisor will notify his/her chain of command or the Shift
Commander of the circumstances surrounding the incident.
• If the Supervisor/Officer decides not to arrest the Officer/employee, the circumstances surrounding
that decision shall be documented by the supervisor and forwarded to his/her chain of command.
• In the event the Officer is arrested, the supervisor shall relieve the accused Officer of all service
firearms, even if a member of another Department. If the firearms have not been used in the
commission of a crime and are not needed for evidentiary reasons, arrangements will be made to return
the service firearm to the appropriate agency.
• The supervisor will confiscate personal firearms if they were used in the commission of the crime,
were in plain view, or if they were voluntarily relinquished by the involved Officer/employee or
owner.
5) Emergency Suspension – If an Officer of the TPD is arrested, the on-scene supervisor and/or the Shift
Commander will impose an emergency suspension on the involved Officer and confiscate any and all issued
firearms, ECT, badge, commission card, laptop if assigned, and vehicle if assigned. The supervisor will inform
the Officer of the reasons for the action and order the Officer to report to the Assistant Chief of that Bureau at

0900 hrs on the next regular office day or as otherwise advised by higher authority. If the next day is not a
regular office day, the Shift Commander is responsible for authorizing return to duty.
The supervisor will ensure that all reports are forwarded through the chain of command to the Chief of Police.
6) Shift Commander Notifications – If a Tacoma Police Officer/employee is arrested or there is probable

cause for an arrest but the employee has left the scene, the Shift Commander will notify the Chief of Police,
Internal Affairs, and the FVC.
• If a law enforcement Officer other than a TPD employee is arrested and/or there is probable cause for
an arrest and the Officer has left the scene, the Shift Commander will notify the involved Officer’s
Department.
• If the arrested Officer is the Chief of Police, the Shift Commander will notify the City Manager, the
Mayor, and the Pierce County Prosecutor.
• The Shift Commander will debrief all involved Officers and reiterate to them that confidentiality is
vital to the investigation as well as the safety of the victim and will prohibit all Officers from
discussing the incident and/or the whereabouts of the victim except as official police business.
7) Departmental Firearms and Property will be Seized with Probable Cause – If a Tacoma Police Officer
is arrested for domestic violence, and an order for protection or a civil anti-harassment order is in existence
and/or there is probable cause for an arrest on a domestic violence related offense, the supervisor shall relieve
the accused Officer of his/her Department service firearm(s) and Department-issued laptop computer.
If an armed Officer from another jurisdiction is arrested, all firearms that can be removed legally shall be
removed and placed into safekeeping. Where allowable under state law or federal law, all other firearms owned
by, or at the disposal of the accused employee, may be removed to reduce the victim’s risk. Because the victim
may want a firearm for protection, the Department will consider his/her wishes as to the removal of all firearms.
8) Department will Ensure Cross Jurisdictional Cooperation – The Department shall develop cross-
jurisdictional cooperation with SS911 Dispatch and all surrounding law enforcement jurisdictions to ensure
timely notification of any incident involving a TPD Officer/employee.
C) Investigating Employee-Related Domestic Violence

1) The Department will Conduct Separate Investigations – The Department shall conduct separate and
parallel administrative and criminal investigations (if the crime occurred within the City of Tacoma) of all
alleged incidents of domestic violence by an employee of the Tacoma Police Department in a manner that
maintains the integrity of both investigations.
The Department shall conduct a separate administrative investigation of all allegations of domestic violence by
an employee occurring outside the jurisdiction of the City of Tacoma.
The Department will treat accused employees with respect as well as adhere to and observe all procedures to
ensure that an accused employee’s departmental, union, and legal rights are upheld during the administrative
and criminal investigations.
2) Internal Affairs – will respond to the scene of all domestic violence arrests of TPD employees within the
City of Tacoma and will coordinate its administrative investigation with the Domestic Violence Unit’s criminal
investigation.
Internal Affairs will administratively investigate all incidents of domestic violence involving TPD employees
whether or not it occurred in the City of Tacoma. However, the Chief of Police may request that an outside law
enforcement agency conduct the administrative investigation. If the investigation reveals a violation of policy,
the Chief of Police will decide the appropriate discipline, up to and including termination, regardless of whether
an arrest was made or criminal charges filed.
If a TPD employee is being investigated criminally, Internal Affairs will not question any of the participants
without the approval of the criminal investigator. The criminal investigation will take precedence.
The City Manager, in consultation with the Mayor and the Pierce County Prosecutor, will decide who will
perform the administrative investigation in the event the Chief of Police is the subject of a domestic violence
investigation.

3) The Department will Take Administrative Action with Sufficient Evidence – If after a preliminary
investigation there is a reasonable allegation that a TPD employee is involved in a domestic violence incident,
then the Department will investigate. During either a preliminary investigation or a formal investigation, the
Department may also carry out administrative action which may include placing the accused employee on other
assignments such as administrative duties or administrative leave.
The Department will assign the accused employee to duties that do not require response to domestic violence
cases, pending the administrative and criminal investigations for alleged acts of domestic violence and/or
violation of Department policies.
4) The Department will Investigate and Discipline All Employees Involved – The Department shall
investigate and take disciplinary action in cases where the administrative (I/A) or criminal investigation reveals
that other employees are improperly and/or illegally involved. Situations where other employees might be
implicated in improper or illegal conduct may include, but are not limited to:
• Employees with knowledge of an incident of domestic violence who did not report it as provided by
this policy
• Employees who engaged in actions that could reasonably be perceived to interfere with the
investigation
• Employees who by harassment/intimidation cause the victim to abandon the case
The Department shall refer all such matters to the prosecuting attorney for review and possible prosecution.
5) Domestic Violence Unit Detective Conducts Criminal Investigation – A CID Domestic Violence Unit
Detective will investigate criminal allegations involving any TPD employee accused of domestic violence if the
incident occurred within the City of Tacoma. The Chief of Police may ask an outside law enforcement agency
to conduct the criminal investigation. In the event that the allegations are made against an Assistant Chief(s) or
the Chief of Police, the City Manager, the Mayor, and the Pierce County Prosecutor will be notified. The City
Manager will decide if the investigation will be handled within the Department or given to another law
enforcement jurisdiction.
The investigating detective shall conduct criminal investigations involving employees in the same manner as
any other criminal investigation.
The investigating detective shall completely investigate the allegations and refer the case for prosecutorial
review even if the victim recants.
The investigating detective, in accordance with the employee’s and victim’s rights, shall ensure sufficient
interviews be conducted, to include friends, witnesses, and family. Even though an initial report may already
exist concerning an employee, reports of any subsequent or additional criminal incidents, which may include
other employees engaging in surveillance or intimidation, shall be documented separately, assigned a case
number, and investigated thoroughly.
The Domestic Violence Unit Detective shall work closely with the prosecuting attorney on each case. This
detective shall present all the information to the appropriate prosecuting attorney for action and ask that a
decision about the adjudication of the case be made as soon as practical.
Any Officer convicted of a domestic violence-related crime through criminal proceedings shall be dismissed as
a Police Officer for the City of Tacoma.
6) City, State and Federal Laws will be Upheld in All Dismissals – The Chief of Police or designee, upon
the decision to dismiss an Officer, shall do the following in accordance with Department and City personnel
policies as well as union rights and state laws:
• Ensure that the victim is alerted prior to notification of the dismissal and offered available assistance,
to include safety planning administered by a qualified domestic violence professional.
• Inform the Officer of available support resources, to include counseling.
• Notify the Washington State Law Enforcement Certification officials of the termination.
D) Training and Prevention

1) Preventing Domestic Violence Involving Employees – “Life Partners” academy provides skills to
employees and partners. The Department will implement a “Life Partners” academy for all new employees and
will encourage their “significant other(s)” to attend. “Life Partners” will help provide employees/Officers and
their families with realistic information concerning police work and its ramifications on their relationships. It
will also help families recognize any personal issues they may have related to the law enforcement career and
provide resources for dealing with these issues.
2) The Department Provides Domestic Violence Prevention Training – The Department will regularly
develop training protocols for all Department employees to ensure information relating to domestic violence is
being received by employees. All Department employees will receive mandatory instruction covering various
domestic violence topics, which may include the following:
• Understanding domestic violence
• Department domestic violence Officer/employee involved policy
• Warning signs of domestic violence by Police Officers
• Victim safety
• Local, state, and federal domestic violence laws
• Role of local domestic violence advocates
• Outreach programs for TPD employees
• Supervisor responsibility regarding Officer/employee domestic violence
The Department shall continuously use a variety of training techniques including in-service training, roll call
training, field training Officer instruction, and training bulletins to regularly reinforce all policies concerning
Officer/employee involved domestic violence.
3) Employee Disclosure of Domestic Violence Participation not Entitled to Confidentiality – Any on-
duty or off-duty Tacoma Police Department employee who discloses to any employee of the Tacoma Police
Department that they have committed domestic violence against a significant other are not entitled to
confidentiality. Reporting is mandatory. The disclosure will initially be reviewed and, if required, investigated
administratively and/or criminally.
The Tacoma Police Chaplains will not have clergy privilege in any incident where a Tacoma Police employee
has committed a crime to include domestic violence as defined by RCW 5.60.060 (6A).
Tacoma Police peer group counselors will not have “privileged communications” concerning the disclosure of a
crime by a Tacoma Police employee, including domestic violence as defined by RCW 5.60.060 (6A).
The Department will not condone any employee concealing or interfering with domestic violence cases brought
against fellow employees.
If a Tacoma Police employee is served with an “Order of Protection” and/or a domestic violence/stalking “Civil
Anti-Harassment” order, they are required to notify a Tacoma Police Department supervisor immediately.
4) Employee Domestic Violence Victims Not Required to Report – The Tacoma Police Department does
not require employees who are victims of domestic violence to report, even if the abuser is a TPD employee.
However, they are strongly encouraged to contact a domestic violence advocacy group for assistance if they
choose not to report.
5) Department Shall Train How to Recognize/Report Abusive Behavior – Employees receive training on
how to recognize abusive behavior potentially indicative of domestic violence. Employees must report any
observed abusive behavior indicative of domestic violence by other employees to their chain of command
immediately.
6) Using Department Resources to Commit Domestic Violence is Prohibited – Any employee who
threatens, harasses, or abuses someone using City resources such as work time, workplace phones, Fax
machines, mail, E-mail, or other means shall be subject to corrective or disciplinary action.
The Tacoma Police Department will not tolerate domestic violence against any employee or an employee’s
significant other while in City offices, facilities, vehicles, or while conducting City business.
E) Examining Applicants Prior to Hiring or Promotion

1) All Hires Require Thorough Background Investigation – The Department shall conduct thorough
background investigations of all new lateral and entry-level applicants considered for employment. All

applicants shall be questioned about past allegations, arrests and/or convictions of domestic violence, sexual
assaults, and stalking as well as past and present protective orders.
Prior to promotion, the ASB Chief, in conjunction with the SS911 Director, will conduct an NCIC records
check on the Officers selected for promotion, regardless of rank.
2) Applicants with a History of Violence will not be Hired – Any applicant considered for employment
with a history of committing violence such as domestic violence, child abuse, elder abuse, stalking, animal
cruelty or sexual assaults will not be hired.
3) The Department Shall Advise Applicants of Routine Checks on Employees – The Department shall
advise applicants considered for employment that computer criminal checks are conducted routinely on
employees for possible protection orders.
4) Applicants Shall Receive a Polygraph Exam and Follow-up Review – The Department polygrapher will
give each applicant considered for employment a polygraph exam. The polygrapher and assigned background
investigator will also conduct a follow-up interview with the applicant.
5) Applicants Shall Receive a Psychological Exam and Follow-up Interview – The Department
psychologist or psychiatrist will conduct an initial psychological exam and follow-up interview with all
commissioned, animal control and forensics applicants considered for employment. The exam and the
interview shall assist the psychologist/psychiatrist in assessing applicants for abusive or controlling tendencies.
6) All Hiring Requires Joint Staff Approval – The Department will not hire any applicant without a joint
meeting of those staff members involved with the applicant, i.e., Hiring Officer, psychologist/psychiatrist,
background investigator, and Human Resources representative. These members will work in concert to ensure
all applicants are suited for a career in law enforcement.
F) Domestic Violence Victim Assistance

1) Victim Confidentiality – The confidentiality and safety of the victim are of the utmost importance to the
Department. Therefore, if the victim wishes to be placed in an undisclosed “safe home,” he/she may use a
domestic violence advocacy representative for the transport and placement. This purpose is to limit the TPD’s
contact with victims, thus enhancing their confidentiality. Nevertheless, those employees who do have contact
with victims shall keep all information concerning them confidential, including their whereabouts and safety
plans.
2) The Department will Connect Victims with Advocacy Agencies – The Department shall work with
community resources and advocacy agencies to connect victims, families and children with appropriate services.
The Department will respond to all requests for assistance, whether from the employee or those concerned with
the well-being of the employee, themselves, or the employee’s children, by referring them to a list of non-
punitive, confidential domestic violence state-certified professionals for assistance.
Department employees are encouraged and entitled to seek assistance through employee assistance programs
and similar counseling functions in an effort to prevent a problem from escalating to the level of criminal
conduct against an intimate partner or family member.
The Department shall publish and promote the procedure for seeking confidential internal and external referrals
to all Officers seeking help in the area of domestic violence.
The Department has established and maintains ongoing relationships with victim advocates and domestic
violence professionals in the community. These may include shelter staff, hotline crisis workers, social service
providers, state-approved treatment providers, coordinating councils/coalitions, or others knowledgeable about
the challenges facing domestic violence victims. They can serve as essential partners in effective community
policing.
The Department, when requested by local domestic violence victim advocacy organizations, shall provide
copies of all domestic violence training curricula, protocols, and policies for review and comment. The training
curricula may include the following:
• Command notification
• Cross-jurisdictional policies and protocol
• General DV investigations and evidence collection
• Appropriate criminal charges
• Strangulation investigation
• Working with victim advocates
• Dominant aggressor/self-defense determination
• Use and limitation of danger assessment tools
• Officer safety
• Confidentiality issues
• Ethical considerations
• Criminal and civil liability
• Firearms removal and seizure
The Department shall provide the opportunity for local domestic violence advocacy groups and approved
domestic violence treatment providers to be part of domestic violence training as both trainers and students.
3) All Department Employees will Watch for Suspect Activity – Through regular training, Department
personnel shall be made aware of the increased danger to victims when they leave an abusive partner and/or
when the Department terminates an employee. The FVC and the domestic violence advocate liaison shall
caution the victim to be alert and report stalking activities on the part of the abuser.
Employees shall also be aware of possible witness or victim intimidation. Whenever employees suspect this is
occurring, they shall immediately contact their supervisor, prepare a report, and immediately deliver it through
their chain of command to the Chief of Police.
4) Employees Attending Court Proceedings – TPD employees will not accompany Police Officers/employee
suspects to any domestic-related court proceedings while on duty unless subpoenaed to appear or ordered to do
so by their chain of command. If appearing while off duty, they will neither carry nor display any TPD
equipment to include assigned firearm(s) or insignia(s) on their person, concealed or not. They must be aware of
the fact that their mere presence in domestic violence-related actions may appear intimidating to the victims.

Sets Forth the Department’s
Policy Regarding
Department Complaints Donald Ramsdell, Chief of Police
P1.8.1 COMPLAINTS/DISCIPLINE CALEA 52.1.1 (R 10/2015)

It is the policy of this Department to respond to all complaints against members and/or the Department to include
anonymous complaints.
The Department makes information available to the public regarding methods of registering complaints against the
Department or its employees via the Department’s and City’s websites and brochures. These brochures are located
in several locations throughout the community including Police Headquarters and substations. CALEA 52.1.4
All files pertinent to investigations of complaints against members will be considered confidential and will not be
released except by court order or as otherwise mandated by federal, state, or local law. It is the policy of this
Department to not disclose the results of internal investigations except where mandated by federal, state, or local
law. The decision to make a public statement will be made by the Chief’s Office, and any statements will be issued
from there. In the event of criminal charges being filed against a member, the Washington State Bench-Bar-Press
guidelines will apply.
Nothing of a derogatory nature will be filed in either the individual's Bureau or personnel file without the
information being initialed and dated by the member. In the event the member is unwilling or unable to sign, a
Supervisor will sign indicating the information was reviewed and/or furnished to the member. A member may,
within 30 days, submit a written response to any derogatory information contained in either the Bureau or personnel
file. If submitted, this response will become part of the record of such information and will carry the same records
retention schedule. No dissemination or disposition will be made of one without the other.
The Department recognizes that members have certain rights with respect to personnel actions and especially the
handling of complaints and discipline. To that end, Employee Rights are outlined in P1.8.1.C, of this policy as well
as all collective bargaining agreements.
Complaints against the Chief of Police will be handled in the manner prescribed by the Tacoma Municipal Code and
pertinent city rules and procedures.
A) Description of Terms as Applies to this Policy

Inquiry – An inquiry is a communication directed to a Supervisor which questions the conduct or performance of
any member or the Department. Usually an inquiry is a question involving the reason or justification of the delivery
of service or procedure used by a member of the Department. Inquiries will be handled at the supervisory level.
CALEA 52.2.1(a)
Preliminary Investigation – A fact-finding activity wherein the Internal Affairs Investigator seeks to determine if
corroborating information exists before deciding whether or not an investigation is warranted.
Complaint – A complaint is any communication, verbal or written specifically, conveying dissatisfaction with the
performance or conduct of the Department or member(s) of the Department, or alleging misconduct or unlawful acts
by member(s) of the Department. Complaints may be handled at the supervisory level or referred to Internal
Affairs, as appropriate. CALEA 52.2.1(a)
Sustained – Sustained is a final disposition of a complaint when it is found that the member acted improperly with
respect to the Department policy.
Not Sustained – Not sustained is a final disposition of a complaint when the investigation is unable to substantiate
whether or not misconduct or violation of policy or procedures occurred.
Unfounded – Unfounded is a final disposition of a complaint when the investigation revealed that the facts or
actions alleged did not occur.
P1.8 – Complaints Page 1 of 8
Exonerated – Exonerated is a final disposition of a complaint when the investigation revealed that the facts or
actions alleged were substantially correct; however, the conduct of the Officer was proper given the circumstances.
Emergency Suspension – An emergency suspension is a temporary suspension from duty for a current shift or
remainder of a shift.
Progressive Discipline – CALEA 26.1.4(a) The concept of progressive discipline involves an attempt to retrain
improper behavior using the least severe form of appropriate corrective action necessary and progressing through
ascending stages of discipline when lesser forms have not succeeded in correcting the behavior. This concept does
not imply that all situations must be dealt with by using every step in the process. Some incidents, because of the
seriousness of the violation, may require more severe disciplinary actions beyond the initial step(s).
1) Informal Discipline – Informal Discipline may consist of counseling, verbal warnings or oral reprimands
and consist of actions which do not become part of an employee’s permanent record. The length of time
informal discipline documentation is maintained in the employee’s Bureau file is one year then destroyed,
unless it is part of progressive discipline. CALEA 26.1.4(b)
a) Counseling – Counseling is a superior-subordinate discussion for the purpose of clarifying/correcting

a problem, and developing an understanding of proper procedures. Written counseling is appropriate
when the problem is a lack of understanding of the policy, procedures, and/or delineated expectations
for the job, rather than an intentional disregard for them. CALEA 26.1.4(b)
b) Verbal Warning – A verbal warning is an admonishment by a Supervisor indicating that an act,

conduct or performance is not appropriate or acceptable. It is intended as an initial step in informal
discipline. Like counseling, it is intended to correct the behavior without the need to escalate to more
severe levels of discipline. The verbal warning should be used in instances of minor infractions. More
serious infractions or repeat infractions of a minor nature should be handled through more severe
discipline. The verbal warning may be documented within the Bureau file, providing the
documentation specifies that the incident is a verbal warning. CALEA 26.1.4(b)
c) Oral Reprimand – An oral reprimand is a more severe admonishment for infractions or repetitions of
infractions. The oral reprimand may be given by Supervisors one or more levels above the member's
immediate Supervisor and may be communicated by an immediate Supervisor (i.e., for a Patrol Officer
or Detective, this would be a Lieutenant). An oral reprimand will be documented and placed in the
Bureau file and removed after one (1) year if no other incidents of a similar nature occur during that
period of time.
2) Formal Discipline – includes both Bureau and Department written reprimands, suspensions, demotions,
and termination of employment, and may only be imposed by, or with, the approval of the Chief of Police.
Formal discipline consisting of Bureau written reprimands and Department written reprimands will be retained
in the employee’s personnel file, according to collective bargaining agreement guidelines. All other forms of
formal discipline will be retained in the employee’s personnel file permanently. CALEA 26.1.4(c)
a) Written Reprimand – A written reprimand is a formal censure of the actions and/or conduct of an
employee which should be accompanied by a warning that similar future actions or misconduct may
result in more severe discipline. Written reprimands may be recommended by any Supervisor or
higher but will require approval by the Chief of Police prior to being served on the employee. A
written reprimand may be issued at the Bureau or Department level. An incident resulting in a Bureau
written reprimand will be reviewed by the Bureau Command Staff prior to placement of the reprimand
in the employee’s Bureau file. The reprimand will be removed after two (2) years if no other incidents
of a similar nature occur during that period of time. An incident determined to be appropriate for a
departmental written reprimand will be removed after five (5) years. An employee may submit a
written rebuttal statement within thirty (30) days of receiving the Bureau/departmental written
reprimand. Such rebuttal statement will be attached to the written reprimand. Materials concerning
discipline shall not be relied upon by the employer in any subsequent disciplinary action involving the
employee if the materials are more than three years old unless a valid separate agreement such as “last
chance” or “return to work” agreement is in effect.
b) Suspension – Required time off with or without pay at the Chief’s discretion and subject to collective
bargaining agreements. CALEA 26.1.4(c)

B) Guidelines
1) Handling Inquiries – CALEA 52.1.1 Members who receive inquiries regarding their own performance, from a
person who reasonably has a right to know, are responsible for responding to the inquiry. If the inquirer is
satisfied with the response and explanation, no further action is required. When inquiries are not satisfied, they
should be referred to the member's Supervisor. Any non-supervisory member who receives an inquiry
regarding another member of the Department will refer the inquiry to an on-duty Supervisor at the time of the
inquiry.
A Supervisor who receives an inquiry will attempt to resolve the issue at that time or, if a callback is necessary,
resolve the issue at the earliest practical time. The Supervisor will then enter the inquiry into the current
electronic tracking program. (Refer to Blue Team Complaint Process.) The Internal Affairs Section will
maintain these electronic inquiries with current Internal Affairs files. Internal Affairs will retain the data for 39
months unless the involved personnel are named in any on-going litigation. The entry of this type of
information into an electronic tracking program is primarily for the Department's protection in the event of
future questions regarding the proper handling of the inquiry.
2) Handling Anonymous Complaints – CALEA 52.1.1 In cases of anonymous complaints, receiving

Supervisors will use their discretion in evaluating whether there is sufficient information for follow-up or
further investigation. If, after a preliminary investigation and when feasible, the complaint is not supported by
some corroborating facts or evidence, the information will not be entered against any member's record as a
complaint, but will be entered as an inquiry. (Refer to Blue Team Complaint Process.) If the preliminary
investigation does develop some corroborating facts or evidence, it will be handled in the same manner as any
other complaint. A finding of sustained will not be used as the final disposition of an anonymous complaint
unless the finding is supported by facts or evidence independent of the anonymous complaint.
3) Handling Complaints – CALEA 26.1.5, 52.1.1 Members of the Department who are the recipients of a
complaint, regardless of the source, should take immediate steps to contact their Supervisor or a Supervisor in
the Division to which the complaint is directed. In the event a Supervisor is not available from the concerned
Division, any Supervisor may receive the complaint.
Upon receipt of a complaint, a Supervisor will conduct an initial interview to gather basic information and
complete an entry into the electronic complaint tracking program. (Refer to Blue Team Complaint Process.) If
this Supervisor is not the involved employees immediate Supervisor, he/she will forward it to the immediate
Supervisor of the involved employee for their review as well as to their own Supervisor. The immediate
Supervisor will review it, make any recommendations or comments they feel are appropriate, and forward it
through their chain of command. Subject employee shall not be interviewed or compelled to provide a written
report until the Division Commander has determined the appropriate investigative entity. The Division
Commander of the involved employee will review it and determine the appropriate investigative entity, e.g.,
Supervisor, Department EEO, City EEO (in consultation with the Assistant Chief) or the Internal Affairs
Section.
The Bureau Commanders will be responsible for notifying the Chief of Police as to the number and nature of all
inquiries/Bureau level complaints within their Bureau. This information should be identified in the Bureau
monthly report which is provided to the Chief of Police every 30 days. If the allegation is such that immediate
notification of the Chief of Police is in the best interest of the Department, the Supervisor initially receiving the
complaint shall notify the Chief of Police or the Shift Commander in accordance with the procedures listed in
the Procedures Manual, “Shift Commander, A) Special Conditions.” CALEA 52.2.2
4) Handling Investigations – CALEA 52.2.1(a) Complaints handled at Bureau level to include, but not limited to,
issues surrounding a member’s work product and/or sick leave abuse shall remain with Bureau and unit
Supervisors unless there is a potential for suspension, demotion, or termination from employment in the event
the allegations are sustained. Whenever an investigation is conducted, the Supervisor responsible for the
investigation will notify the member(s) concerned that an investigation is being conducted (criminal
investigations excluded), the nature of the investigation, and the identity of the complaining party when
externally generated.
Supervisors shall make an attempt to contact the complainant to obtain and document a detailed account of the
complaint, including complainants who have submitted the complaint in writing. Supervisors shall attempt to
conduct as complete an investigation as reasonably possible to include the contacting of potential witnesses.

The investigation, as with any investigation, shall be an objective, unbiased pursuit of the facts and all sides of
the issue.
When an investigation indicates violations of policy and/or procedures not alleged in the original complaint, the
additional facts should be investigated as individual complaints with the same thoroughness as the original
complaint.
5) Handling Internal Affairs Investigations – CALEA 52.1.3, 52.2.1(b), 52.2.2 The Internal Affairs Section is
responsible for conducting investigations whenever an Officer uses deadly force, or allegations other than
Discrimination/Harassment which, if sustained, could result in economic sanctions being taken against a
member. The Internal Affairs Section reports directly to the Administrative Services Bureau Assistant Chief
who reports directly to the Chief of Police. The Administrative Services Bureau Chief shall notify the Chief of
Police as soon as possible concerning complaints assigned to the Internal Affairs Section. The Internal Affairs
Lieutenant will brief the Chief of Police as to the status of all complaints assigned to the Internal Affairs Section
on a bi-weekly basis.
Discrimination/harassment complaints will be handled by Department EEO, City EEO, or another agency for
investigations; however, discrimination/harassment complaints that could result in economic sanctions may be
assigned to Internal Affairs in coordination with the City’s EEO.
Members who are the subject of an internal investigation retain their Fifth Amendment rights as they relate to
criminal conduct only and are required to answer questions which relate to their conduct and/or job performance
and cooperate with internal investigations. Failure to cooperate can be the subject of disciplinary action in and
of itself, including termination. Statements made or evidence gained as a result of this required cooperation
may be used for administrative purposes but may not be used in any criminal proceeding (commonly referred to
as Garrity Rule).
Once Internal Affairs is assigned a complaint for investigation, with the exception of a preliminary
investigation, IA personnel will ensure the following:
• The complainant is contacted and notified that the complaint is received and being investigated in
Internal Affairs CALEA 52.2.4(a)
• The complainant is updated as to the status of the investigation CALEA 52.2.4.(b)
• The complainant is notified in writing of the results of the investigation CALEA 52.2.4(c)
Internal Affairs investigations should be completed within 45 days after being assigned to the Internal Affairs
Section. The complainant and the employee involved will be notified in writing of any delay. The complainant
and the employee involved will be notified in writing every 30 days after the initial 45 days has expired as to
the status of the case. The Internal Affairs Lieutenant and Administrative Services Bureau Assistant Chief will
meet to discuss the progress of any Internal Affairs case that has not been completed after 90 days. CALEA 52.2.3
When an investigation has been handled by the Internal Affairs Section, the Internal Affairs Investigators and
the Administrative Services Bureau Assistant Chief will first meet and review the sufficiency of the complaint
and investigation with the member's Bureau Chief, Division Commander and Department Legal Advisor. The
intent of the meeting is to inform the Bureau about the investigation and to guide additional investigation prior
to disciplinary recommendations being made in sustained cases. The Division Commander and the Bureau
Chief will then make a recommendation on the appropriate corrective action(s). Every investigation into an
allegation of misconduct shall include a Conclusion of Fact which may include any policies, procedures, rules
and regulations that may prevent future allegations of misconduct, as well as any modification or additional
training needs. CALEA 52.2.8 The decision shall be forwarded to the Chief of Police through Internal Affairs.
The Chief of Police will afford the employee the opportunity to attend a pre-disciplinary meeting prior to taking
any formal disciplinary action involving economic sanctions. (See U.S. Supreme Court case “Cleveland Board
of Education vs. Loudermill.”) CALEA 52.2.2
The final decision on disposition and formal discipline will rest with the Chief of Police. This final decision
and a copy of the letter to the complainant will be sent back through the chain of command to the concerned
member’s appropriate collective bargaining unit and the Supervisor who conducted the investigation.
6) Handling an Emergency Suspension – CALEA 52.2.7 An emergency suspension is a temporary suspension

from duty for a current shift or remainder of a shift. Temporary relief from duty may require an employee to
surrender Department-issued items (which may include any and all issued firearms, ECT, badge, commission
card, take-home vehicle, and laptop). This shall be done with the least embarrassment possible.
A Supervisor may place a subordinate on an emergency suspension only when the grounds and need are
evident. The suspension is intended to be a temporary step and to resolve the exigent circumstances present at
the time.
Upon taking such action, the Supervisor will immediately notify the Shift Commander. The Division
Commander, the Assistant Chief, and Chief will be notified by electronic mail unless immediate notification is
deemed necessary by the Shift Commander. The Supervisor shall prepare an administrative report containing
all relevant details of the matter to include the exigent circumstances, notification and directions provided the
affected member. The report along with any supporting data will be forwarded to the Internal Affairs Section
by the conclusion of the Supervisor’s shift. Prior to relieving the member from duty, the Supervisor will inform
the member of the reasons for the action and order the member to report to the Assistant Chief of that Bureau at
0900 hours on the next regular business day or as otherwise advised by higher authority. If the next day is not a
regular business day, the Shift Commander is responsible for authorizing return to duty.
Member position, pay, and status will remain unaffected until such time as the matter has been properly
investigated and concluded.
7) Handling Criminal Complaints – Upon receipt of a complaint, alleging criminal conduct on the part of a
member of this Department, the person receiving the complaint will document the complaint and immediately
forward the complaint to the Chief of Police, via the on-duty chain of command.
Investigations into alleged criminal conduct involving members of this Department will be handled as with any
other criminal investigation. If there are attendant allegations of misconduct or violations of Department
policies outside of the criminal allegations, the two investigations may occur concurrently, but will remain
separate. Information developed by the criminal investigation may be used for administrative purposes.
Information obtained solely by the administrative investigation may not be used in criminal action.
8) Discrimination/Harassment Complaints resolved at the Bureau level will be transferred to the

Department EEO for logging, then to the City of Tacoma EEO office for records retention.
Discrimination/harassment files will not be kept with the Bureau files. (See P1.6.2 – P1.6.3 for information
regarding Discrimination/ Harassment complaints and EEO information)
9) Authority to Discipline – The final authority and responsibility for formal discipline rests with the Chief
of Police and must be taken or approved by the Chief. Supervisors shall advise a subordinate that all
dispositions and recommended discipline exclusive of the following list are recommendations only and that the
final decision will be made by the Chief of Police.
Supervisors have the authority to take the following corrective measures:

• Counseling
• Verbal Warning
• Emergency Suspension
• Recommend Written Reprimand
• Recommend Formal Discipline
10) File Retention – CALEA 52.1.2 Complaints handled by the Internal Affairs Section will be maintained in
locked filing cabinet(s) within a secure area of the Internal Affairs Section. Complaints handled within the
Bureau will be maintained and secured in locked file(s) within each Bureau. (See P1.9, Records Retention, for
additional resources information.)
a) Bureau Files – Information placed in the Bureau files pertaining to complaint/discipline

resolution/disposition handled at the Bureau level will be retained for a period of one year then
destroyed, with the exception of Bureau written reprimands which will remain in the file for 2 years if
no other incident of a similar nature occurs during that period of time. The types of information that
may be placed in the Bureau files relate to types of informal (Bureau level) discipline, i.e., reports of
counseling, records of verbal warnings, oral reprimands and written Bureau-level reprimands. Since
this documentation can be critical to the concept of progressive discipline, when information contained
in Bureau files becomes part of the basis for subsequent formal discipline, the information should then
be made a part of the immediate formal discipline (i.e., a record of an oral reprimand is contained in
the Bureau files and a similar incident results in a written reprimand). The record of the oral
reprimand should become a part of the formal discipline. Cases referred to the Internal Affairs Section
should contain notation that such information exists. Informal discipline that is more than one year old
may not be used as a basis for supporting formal discipline.
b) Personnel (Departmental) Files – Information pertaining to formal discipline will be permanently

retained in the employee’s personnel file, with the exception of Bureau and Department written
reprimands which will be retained in the employee’s personnel file according to collective bargaining
agreement. Personnel files will be secured and maintained by the Office of the Chief of Police.
c) Internal Affairs’ Files – are maintained sequentially by year. The City of Tacoma EEO office will
retain discrimination/harassment files indefinitely. By law, the discrimination/harassment files must
be retained for a minimum of three years. Other files will be maintained pursuant to Records
Retention laws.
The only exception to the purging of a file would be a circumstance in which the file is the subject of a
civil litigation, criminal litigation, or progressive discipline. When this situation exists, the file(s) will
be retained until the matter is concluded in the judicial process.
Members can review their individual Internal Affairs records as well as review previous investigations
of complaints against them and obtain copies of any materials. Division Commanders and Bureau
Chiefs can review the files on a need-to-know basis.
11) Annual Reports – Information gathered by the Tacoma Police Department regarding Internal Affairs
investigations will be compiled, analyzed, and made available to employees and the community. An annual
report shall be compiled at the end of each calendar year by the Internal Affairs Section. This report will
compile and analyze the data and content of the Internal Affairs investigations conducted each year. The report
shall contain the following information:
• Numbers and types of investigations
• Types of findings and any discipline issued
• Indications of trends or patterns of investigations and findings
• Training accomplished or recommended
• Policy and/or procedure implications
This information shall be summarized and made available to employees for review and training. It shall also be
available to the community upon request. CALEA 52.1.5
C) Employee Rights
1) Investigations – When a member is under an investigation which is likely to result in formal discipline,
such investigation shall be conducted under the following conditions: (For the purpose of this policy, punitive
action is defined as any action which may lead to dismissal, demotion, suspension, reduction in pay, or written
reprimand.)
• Members under investigation for an incident which may lead to dismissal, demotion, and/or
suspension, shall be informed personally and in writing a minimum of forty-eight (48) hours prior to
the interview regarding the following: the employee’s rights and responsibilities relative to the
investigation; the nature of the investigation; and the date, time, and location of the interview.
Authorized personnel in the Internal Affairs Section are the only ones with authority to give forty-eight
(48) hour notices. CALEA 52.2.5
• The investigation shall be conducted at a reasonable hour, preferably at a time when the member is on
duty or during the normal waking hours for the member, unless the seriousness of the investigation
requires otherwise. If such does occur during off-duty time of the member being investigated, the
member shall be compensated for such off-duty time.
Prior to interviewing the member, the investigating Officers shall inform the member under investigation of
others who will be present during the interview. All questions directed to the member under investigation shall
be asked by no more than two investigators at the interview.
• Special Circumstances CALEA 52.2.6 (a)(b)(c)(d)(e)

o If, during the course of an Internal Affairs investigation, there is reasonable suspicion that an
employee is under the influence of alcohol, drugs or any other condition that may require medical

testing, the tests will be conducted pursuant to the City of Tacoma’s Substance Abuse Policy and
Procedures. (a)
o Employees are not required to participate in a line-up/show-up but may do so voluntarily. (c)
o Photographs of employees may be taken/used as part of an IA investigation. (b)
o Employees are not compelled to provide financial disclosure, but may do so voluntarily. (d)
• Polygraph Examination – Members shall not be compelled to submit to a polygraph examination
against their will. (e)
• Search of Locker or Storage Space – Absent a member's consent or exigent circumstances, assigned
storage space shall not be searched relative to a criminal or internal investigation without a search
warrant having first been issued. The foregoing notwithstanding, the Department maintains a
proprietary interest in all property issued or assigned, including storage space, and as such, may enter
said storage space for inspections or administrative purposes absent a member's consent, provided the
member using the storage space be given reasonable notice of the Department's intent.
• The Department reserves the right to enter, inspect, and/or reclaim the use of storage space absent
member's consent, when the assignment of any storage space is not determinable after a reasonable
effort has been made to determine who is using the space.
The member under investigation shall not be subject to offensive language, demeanor, or threatened with formal
discipline. However, a member refusing to answer questions or submit to an interview shall be informed that
failure to answer questions directly related to the investigation may result in termination. Promise or reward
shall not be made as an inducement to answering any question. The employer shall not cause members under
investigation to be subjected to visits by the press or news media without their express consent nor shall their
home address and other personal information be given to the press or news media without their consent.
The complete interview of a member will be recorded and may be transcribed. Upon completion of the
interview, the member will have access to a copy of the tape or transcription. Members being interviewed have
the right to bring their own recording device and record the interview. Upon written request, the Department
will be furnished with a copy of the tape.
If prior to or during the interview of member(s) it is deemed they may be charged with a criminal offense, the
member(s) shall be immediately informed of their constitutional (Miranda) rights and warnings.
Upon filing of a formal written statement of charges, or whenever an investigation focuses on matters which are
likely to result in formal discipline against a member, that member may request to be accompanied by a
collective bargaining unit representative or person of their choice who may be present as an observer during the
interview. This individual must not be a person subject to, or likely to be subject to, the same investigation.
This section shall not apply to any investigation of a member in the normal course of duty, counseling,
instruction or informal verbal warning by, or other routine or unplanned contact with, a Supervisor or any other
member, nor shall this section apply to an investigation concerned solely and directly with alleged criminal
activities.
2) Exercise of Rights
Administrative Appeal – Members may not be subjected to formal discipline, denied promotion, or be
threatened with such treatment because of the exercise of the rights to appeal granted under this policy.
Nothing in this policy shall preclude the Department from ordering a member to cooperate with agencies
involved in criminal investigations.
Formal discipline shall not be undertaken by the Department without providing an opportunity for
administrative appeal, as outlined in the Notice of Intent of Disciplinary Action.
3) Entry in Personnel File or in Other Record – Documents containing negative comments about a
member's conduct of job performance will not be placed in a member's personnel or Bureau file without the
member reading and signing the document. If the member refuses to read or sign, that fact shall be noted on the
document and signed by the Supervisor.
NOTE: This section will not apply to Supervisors' personal notes or journals.
4) Response to Adverse Comment Entered in Personnel File – Members may, within 30 days, file a written
response to any adverse comment entered in their personnel or Bureau file. Such written response shall be
attached to and accompany the adverse comment.

P1.8.2 TERMINATION OF AN EMPLOYEE CALEA 26.1.7(a)(b)(c) (R 10/2015)
The Notice of Intent to Discipline for an employee to be terminated will include the below listed information:
• A written statement citing the reason for the termination

• The effective date of the termination
• Information where to obtain the status of Fringe and Retirement Benefits
• Examination process and Review Board
• Employee Rights of Appeal
P1.8.3 DISCIPLINARY CHARGES EXAMINATION PROCEDURE AND REVIEW BOARD

CALEA 26.1.4(c), 26.1.6, 26.1.7(a) (R 10/2015)
A disciplinary examination procedure and Review Board is established for intended disciplinary actions involving
permanent civil service members where the member can be subjected to a loss in pay step reduction. This policy
and Board is established in compliance with City of Tacoma Personnel Management Policy #125.
Upon receipt of a Written Notice of Intent of Disciplinary Action, a member will have 48 hours (excluding
weekends or holidays) to respond, in writing, to the Office of the Chief indicating a desire to examine the charges.
Failure to respond within the 48 hours will be an automatic waiver of the review process.
There is nothing in this policy which will preclude a Supervisor from taking immediate action under emergency
circumstances when the actions or conditions of an employee present a potential for public harm or detrimental
consequences.
See Procedures Manual “Disciplinary Charges, Examination Procedure and Review Board.”

Professional Standard Sub-Section 1.9
Sets forth the Tacoma
Police Department Policy for
Records Retention Donald Ramsdell, Chief of Police
P1.9.1 RECORDS RETENTION CALEA 12.2.2(b), 42.1.3(e), 82.1.3, 82.1.6.(a)(b)(c)(d) (R 09/2016)

The Tacoma Police Department utilizes the Records Management Guidelines and General Records Retention
Schedules for Law Enforcement Agencies as approved and issued by the Washington State Local Records
Committee in compliance with RCW 40.14 “Preservation and Destruction of Public Records.” The Chief of Police,
in consultation with the City Attorney, determines which records may be retained longer according to guideline
options due to potential or ongoing litigation. The Department Records Retention Committee, comprised of
designated representatives and chaired by the Support Services Division Commander, shall meet at a minimum the
first quarter each year. The Committee will determine document purging recommendations for the previous
calendar year. The Committee shall be made up of two representatives from the Operations Bureau, two
representatives from the Investigations Bureau, two representatives from the Administrative Services Bureau (in
addition to the Committee Chair), and other members as may be designated by the Chief of Police on an as-needed
basis. All retained records are secured and stored in hardcopy format and/or electronically. Storage and data
backup are critical components of our Records Retention System and shall be provided for on a regular basis. Media
tapes, disks and/or drives are stored off-site in a secured facility. Additionally, access security is strictly monitored
for confidentiality, combined with a password audit to be completed at least annually.
The Department Legal Advisor maintains the Records Retention Handbook and oversees the adherence of the
Department to the State guidelines.
P1.9 – Records Retention Page 1 of 1

Personnel Sub-Section 2.1
Sets Forth The Department’s
Policy Regarding
Career Management Donald Ramsdell, Chief of Police
P2.1.1 RECRUITMENT/HIRING CALEA 31.1.1, 31.2.2(a)(b), 32.1.1, 32.1.2, 32.1.3, 32.2.6, 32.2.7, 32.2.8 (R 10/2016)
The Tacoma Police Department is committed to ensuring that professional law enforcement selection methods are
utilized in the hiring process.
The Tacoma Police Department utilizes a formal process for the selection of qualified applicants incorporating
defensible minimum standards. The process consists of a job-related written examination measuring aptitude, a
physical ability test, and an in-depth background investigation to determine if the applicant is a suitable candidate
for the Department (not necessarily in the order listed). If approved, the applicant is offered a Conditional Offer of
Employment. Results of any deception examinations will not stand alone but are to be used in conjunction with
information gathered in the pre- and post-polygraph interviews. The applicant must also pass the psychological
evaluation and medical examination to be given a final job offer.
The recruiting activities for all Tacoma Police Department employees are completed in conjunction, and in
compliance, with the City of Tacoma’s Human Resources Department. Many aspects of the recruiting process
require the collaboration of both Departments to achieve the maximum benefits.
The Support Services Division Commander is responsible for administering the recruiting/hiring program, with the
assistance of the City of Tacoma Human Resources Department (in accordance with City of Tacoma Personnel
Policy 130).
A) Recruitment CALEA 31.1.2, 31.2.3

All personnel assigned to recruiting duties are knowledgeable in personnel matters, especially Equal Employment
Opportunity (EEO).
The full-time employees involved in recruiting and hiring efforts assigned to the Support Services Division will be
trained in the following topics:
• The Department’s recruitment needs and commitments
• The Department’s career opportunities, salaries, benefits, and training
• The EEO and Civil Service compliance guidelines
• The community and its needs (including demographic data, community organizations, and institutions)
• Cultural awareness in different ethnic groups
• Methods of informal record keeping and systems for candidate tracking
• All components of the screening and selection process (i.e., background investigation, polygraphs, and
psychological evaluations, etc.)
• Criteria that may disqualify candidates
B) Ethnic and Gender Representation CALEA 31.2.1

The City of Tacoma is committed to being impartial in all relations with employees and applicants for employment
and to conduct all aspects of employment without regard to race, color, religion, gender, age, national origin, or
ethnic heritage.
The City of Tacoma established a Recruitment Plan to emphasize the City’s commitment to comply with the various
federal and state laws regarding recruitment and EEO.
C) Recruitment Plan
The City of Tacoma Human Resources Director has the ultimate responsibility for maintaining and furthering the
goals of the Recruitment Plan and EEO compliance.
P2.1 – Career Management Page 1 of 17

The City of Tacoma Recruitment Plan contains all elements required by EEO guidelines. The EEO plan contains
specific action steps the City of Tacoma takes to ensure EEO is a reality, including advertising as an “Equal
Opportunity Employer.”
The EEO plan ensures equal opportunities for employment to minorities and women. This commitment is reflected
by the Tacoma Police Department’s history of employing minorities and women.
D) Job Announcement Content CALEA 31.3.1, 31.3.2, 32.1.4

Posting job announcements for all non-commissioned and commissioned positions within the Tacoma Police
Department is the responsibility of the City of Tacoma Human Resource Department. Procedures for the creation
and posting of these announcements are listed in the City of Tacoma Civil Service rules and regulations.
The Human Resources Department, after scheduling an examination, will release the Civil Service Commission job
announcement and such recruitment measures deemed necessary to ensure the necessary number of qualified
applicants for employment.
The job announcement will include statements on the following items:

• Class title for which applications are being solicited
• Pay grade of the class
• Duties, responsibilities and minimum qualification requirements of the class
• Identification of the parts of the examination to be used to measure qualification
• Time and place of the scheduled examination
• Period during which applications can be filed with the City of Tacoma Human Resources Department
At the time of their formal application, candidates for all positions are informed, in writing, of:
• All elements of the selection process
• The expected duration of the selection process
• The Department’s policy on reapplication
Entry-level job vacancies are advertised through electronic, print or other media. Notice of the City’s need for
applicants will be posted in the City of Tacoma’s Human Resources office and the City of Tacoma’s employment
website.
All City of Tacoma employment applications and recruitment announcements contain the phrase “Equal
Opportunity Employer.”
The Tacoma Police Department’s job announcements and recruitment notices will advertise official application
filing deadlines, if applicable.
The Tacoma Police Department’s recruitment literature depicts women and minorities in law enforcement roles to
enhance its credibility and sincerity.
The Department seeks recruitment assistance, referrals, and advice from community organizations and key leaders.
The Department also recognizes the positive value of such information and solicits this input on a continuing basis.
In so doing, the Department will achieve broader dissemination and greater exposure of recruitment information.
E) Employment Applicant Acknowledgment CALEA 31.3.3

Coordination of all applicant contacts will be shared with the City of Tacoma Human Resources Department. The
contacts will include the following:
• Acknowledged receipt of all employment applications
• Periodically informing applicants of the status of their applications
• Documentation and logging of all applicant contacts
The Support Services Division (Training Section) and the Human Resources Department shall design, and make
available, recruiting displays and/or literature. The Tacoma Police Department shall provide speakers when an
opportunity is presented.
F) Employment Applications Rejections CALEA 31.3.4, 32.1.5

Applications for positions within the Tacoma Police Department will not be rejected because of minor omissions or
errors that can be corrected or rectified to the Department’s satisfaction prior to the testing or interview process. All
candidates not selected for positions are informed in writing.
G) Background Investigations Authority CALEA 32.2.1

The Chief of Police, or designee, is responsible for conducting background investigations for all Tacoma Police
Department applicants. The purpose of the background investigation is to examine the personal history, behavior
patterns, conduct, and suitability of all applicants to determine if patterns exist that would effect:
• The applicant’s ability to meet legal requirements set forth by the Washington State Criminal Justice
Training Commission, the Washington Administrative Code and the Revised Code of Washington
• The applicant’s ability to meet internal departmental guidelines and hiring criteria
• The public trust
• The applicant’s fitness to perform the duties of the position
1) Scope of Investigations CALEA 32.2.2

The background investigator will conduct investigations only subsequent to formal training to include, but
not limited to, the following:
• An interview with the applicant
• Personal information
• Relatives, references and acquaintances
• Education
• Residences
• Employment experience
• Military service
• Financial history
• Legal
• Motor vehicle operation
• General information
• Drug possession
• Optional information
• Honesty
• Investigator’s summary
• Support Services review by chain of command
• Medical, psychological and polygraph examinations
• Final hiring decision by Chief of Police or his designee
2) Background Investigators Protocol

Basic techniques for conducting background investigations are consistent with the Tacoma Police
Department’s policy.
3) Background Investigations Reporting CALEA 32.1.6, 32.1.7, 32.2.3, 32.2.9

The Assistant Chief of the Administrative Services Bureau is responsible for ensuring that complete reports
or pre-employment background investigations are prepared and submitted in accordance with this policy.
The Chief of Police shall have final authority to accept or reject the applicant.
Background Investigation files are to be maintained by the Hiring Officer. The reports are confidential and
are to be inspected or reviewed only by the Chief of Police, the Assistant Chief, their designee(s) or by
members of the Hiring/Background Detail. The files and reports are not available for public access.
The files should be maintained as follows:

• Medical and psychological results are maintained separate from the background file whether successful
or unsuccessful
• Successful applicants: Permanently maintained
• Unsuccessful applicants: The original background investigation file will be maintained for a minimum
of 3 years then destroyed.
Background investigation files may be made available to Investigators from outside agencies provided they have
obtained a waiver from the applicant to release information.

P2.1.2 PERFORMANCE EVALUATIONS CALEA 35.1.2 (R 09/2012)
The primary purpose of performance management is to improve individual performance and professionally develop
employees. As such, every employee of the Tacoma Police Department will receive a performance evaluation once
a year from their immediate Supervisor. The system is forward-looking, not dwelling on the past, focusing on what
can be done better to ensure success in the future. It is an ongoing process of communication between the
Supervisor and the employee, focused on helping the employee achieve their best workplace results. Clear
performance expectations should be communicated to the employee. These expectations are then used to assist the
employee in their professional development. All employees responsible for fulfilling the role of “rater,” which
includes all supervisors and above, will complete, at a minimum, “Supervisor Orientation” training.
Departmental core values are used to form the foundation of our performance evaluation system that strives to
support our Department’s vision and values: Act with Integrity, Respect for Our Employees and Citizens, Service to
Our Community, Accountability for Our Actions, Team for the Common Good, Innovate to Better Serve, and
Reverence for the Law.
Building upon the foundation of our core values, the performance evaluation system then incorporates specific
competencies that are critical to our Department’s success. Those competencies are: Appearance, Bearing and
Attire, Communications, Problem Solving and Decision Making, Leadership, and Technical Proficiencies and Job
Knowledge. Refer to the Procedure, Performance Management System, for specific information regarding the
procedures and processes governing performance evaluations.
P2.1.3 TACOMA POLICE TRAINING PROGRAM (R 10/2016)

CALEA 1.3.12, 32.2.10, 33.4.1, 33.4.2(a)(b), 33.4.3(c)
Through the Police Training Program, the Tacoma Police Department will produce Officers who are dedicated to the
profession of law enforcement, dedicated to the enhancement of the professionalism of the Tacoma Police
Department, and will produce Officers who are competent to carry out the mission of service and protection for the
citizens of Tacoma.
To accomplish this mission, the requisite knowledge and skills must be developed through training. Fundamental
law enforcement training can be administered in an academic setting. However, whenever a Recruit Patrol Officer
attempts to put theory into practice, the Recruit Officer requires close personal guidance and supervision until their
performance meets acceptable minimum standards. This is a carefully designed program requiring a one-to-one
Trainer to Officer ratio; a separate training chain of command; periodic review of the progress; a separate and
distinct evaluation for the duration of the orientation period; and intensive remediation when the Recruit Officer’s
performance falls below minimum standards identified in the Police Training Program.
The Police Training Program places Recruit Officers, newly graduated from the Washington State Criminal Justice
Training Commission Basic Law Enforcement Training Academy (WSCJTC), and lateral entry Officers under the
guidance and instruction of a Police Training Officer (PTO). This is an intensive, demanding relationship on the
part of both the Recruit Officer and the Police Training Officer.
Police Training Sergeants and an Operations Administrative Sergeant will monitor the progress of the recruits and
the performance of the Police Training Officers. A Board of Evaluators (BOE), made up of a Patrol Captain,
Administrative Sergeant, Police Training Coordinator (PTC), and a designated Training Officer also evaluate the
student Officer. The Administrative Sergeant and Police Training Coordinator (PTC) oversee the PTO Program to
ensure that evaluations are prompt and the necessary training takes place. The Operations Bureau Commander, who
is responsible for the overall program, is kept informed of progress and problems by the Patrol Captain and the
Administrative Sergeant.
A) ENTRY LEVEL PROGRAM CALEA 1.3.12, 32.2.10, 33.4.1, 33.4.2(a)

The conception and implementation of the Police Training Program embrace a variety of features. The entry level
Police Training Program is divided into five phases.
• Pre-Academy Recruit Officer
Assignment prior to attending the Police Academy, Recruit Officer’s chain of command will be the PTC
through the Support Services Division (SSD). During this phase, Recruit Officers will be issued
equipment, will attend pre Academy range training and the Human Resources benefit class.
• Academy Phase – Student Officer CALEA 33.4.1
While assigned to the Police Academy, the Recruit Officer must successfully complete the State Accredited
Police Academy before they are sworn in as Tacoma Police Student Officers and advance to the Post
Academy Phase of the program. The swearing-in ceremony marks the beginning of the Student Officer’s
probationary year.

• Post Academy Phase – Student Officer CALEA 1.3.12
After graduation from the Police Academy, and before actually working with a PTO, the Student Officer
will be assigned to the Tacoma Police Department’s Support Services Division for a 6- to 8-week period.
During this assignment, the Student Officer will learn laws, procedures, report writing, geography,
weapons, and policies that are specific to the Tacoma Police Department and exclusive of the State
Academy.
• PTO Program – Student Officer CALEA 33.4.3(a) (f) (g) (h)
The Student Officer will then begin a 16- to 18-week Police Training program where they will be
transferred to the Operations Bureau and assigned to several PTOs for identified periods to include the
following:
Phase A (One month rotation)
o Non-Emergency Incident Response
o Subject to Daily Training Logs written by PTOs
Phase B (One month rotation)
o Criminal Investigation
o Includes one week mid-term evaluation written by PTO
Phase C (One month rotation)
o Patrol Activities
Phase D (One month rotation)
o Emergency Incident Response
o Includes two-week final evaluation written by PTO
• Prescriptive Training
Prescriptive training is a Student Officer-designed action plan that will be used to address specific training
deficiencies. Student Officers that are having difficulties comprehending and applying training in a given
core competency or competencies, should have a prescriptive training plan designed.
Prescriptive training plans should be designed following a process to identify the root cause of the training
deficiency. The following outline can be used to design a prescriptive training plan:
Training deficiency
Training plan
Determine performance outcome
Considerations to assist the Student Officer may include reducing the stress of the training program, a fresh
point of view (PTO change), a dedicated training exercise, mentoring or peer assistance, and performance
contracts.
The Student Officer’s training program is designed to have input from the Student Officer to assist trainers
in identifying the individual Student Officer’s learning style. It is the goal of the prescriptive training plan
to assist Student Officers with achieving their own learning objectives.
There shall be only one (1) prescriptive training allowed during either Phase A or B, and one (1)
prescriptive training allowed during either Phase C or D. There shall be no more than two (2) prescriptive
trainings during the PTO program. If a Student Officer received prescriptive training and does not
satisfactorily integrate back into the applicable phase, then the Board of Evaluators will convene to
determine final disposition.
Upon successful completion of the performance outcomes documented in the prescriptive training plan, the
Student Officer will continue to the next phase in the PTO program.
• Final Probationary Officer Phase CALEA 32.2.10, 35.1.5

The Probationary Officer is assigned to a squad in the Patrol Division and is available for assignment as
any other Officer. The Probationary Officer’s Patrol Sergeant will be responsible for completing a
Monthly Probation Report on the Probationary Officer. The Monthly Probation Report will be completed
for every calendar month until the Probationary Officer advances to permanent status. The probation
reports are due on the Student Officer’s monthly rotation date. Recruits (entry-level probation) have a
separate probation form than the Department Performance Evaluation form.

o An Officer’s probationary year ends one year from date of commission
o The Monthly Probation Report will also be based on the Police Training Program’s Standardized
Evaluation Guidelines (Reference TPD’s Student Officer Entry Level Procedure handbook).
B) Lateral Entry Program CALEA 33.4.1

Lateral Officers will go through the same entry-level program as the entry-level hires, and the program will be
modified to meet the individual requirements of the Lateral Officer.
C) Chain of Command
The Student Officer’s chain of command will be as any other Officer in his/her assigned patrol squad:
Police Training Officer
Police Training Coordinator
Patrol and/or Administrative Sergeant
Lieutenant
Captain
Operations Bureau Assistant Chief
Chief of Police.
The Support Services Division is responsible for the pre-academy/academy/post-academy operation of the Police
Training Program. The Administrative Sergeant and Police Training Coordinator shall be responsible for the
selection, training, and retention of Police Training Officers and for assuring that the established program
procedures are adhered to and updated as necessary to keep the program effective and efficient. This type of
command chain requires a constant communication between the Police Training Officer, Patrol and/or
Administrative Sergeant, and the Police Training Coordinator. The Police Training Coordinator shall discuss
training matters with the Student Officer’s Police Training Officer and Patrol Sergeant at any time to gather
pertinent information about the Student Officer’s performance.
D) Police Training Officer CALEA 33.4.3(b) (d) (e)
Police Training Officers are selected, retained, and dismissed by the Operations Bureau Assistant Chief, Captains
and Operations Administrative Sergeant. Police Training Officers are required to meet the training requirements of
the Tacoma Police Department. PTOs are compensated, per the Tacoma Police union contract, for the time they
spend as a Training Officer with a Student Officer. The number of Police Training Officers depends on Department
need. Officers selected for the program must:
• Have three years of police experience, with two of those years on the Tacoma Police Department
• No disciplinary action involving a suspension within the past two years
See Procedures Manual, Police Training Program, for additional information.
P2.1.4 PROBATION – Time in Rank/Commission/Civilian CALEA 32.2.10, 34.1.3, 34.1.7 (R 10/2016)

A) Preparation of Probation Reports
The purpose of the probation report is to document the duty performance of the individual concerned during his or
her probationary period. Raters and endorsers of probationary reports will ensure that the reports are factual and
accurately portray the duty performance of the rated individual for the rating period concerned. The adjectival
scores and the narrative portion must be in agreement. Vague or meaningless terminology will not be used, i.e.,
"This employee is progressing at an average rate."
The Division Commander will be responsible for the completion of the report and return to the Chief’s Office.
Where possible, the rater should be the immediate Supervisor or superior who has intimate knowledge of the duty
performance of the rated individual. The endorser should be the individual who is the next Supervisor, or level in
the chain of command of the rater.
Any conflicts or differences between the adjectival ratings and the narrative rating should be resolved by the
endorser prior to submitting the report to the Chief of Police.
Probation Reports shall be submitted according to the following frequency:

• Initial appointment (temporary or permanent): one report every month for the first 12 months
• Promotional appointment: one report every month for the first 6 months (CALEA 34.1.7)
• Any additional circumstances shall be according to current Personnel Management policy
B) Standards

Definition and standards will be used by all Supervisors charged with the responsibility of rating probationary
employees.
It is extremely important that the probationary employee be measured against these standards and not against the
Supervisor's concept of what an employee should be, or against another individual’s performing in the particular
employee classification.
Insofar as possible, the evaluation should be based on the work performance and personal qualities established
during the rating period. Prior ratings should be considered only where there is a direct relationship between the
former rating and the current rating. For example, if an employee has received previous corrective instructions on a
specific matter, but has continued substandard performance, there must be some influence of the former rating on
the current report.
Raters must base their evaluations on personal observations. They must be prepared to cite examples of
performance upon which evaluations have been made and be prepared to discuss them with the employees so that
there is a mutual understanding of rating and how improvements may be made.
All probation reports will require a brief narrative statement of the employee's rating in the "Additional Comments"
section of the probation report. These comments should be specific and consistent with the alpha-numerical ratings.
Specific comments will be required when a rating of exceptional, poor or failing is given with any given quality
category. Any appreciable change from a previous rating within any category will also require the reason be stated
in the comments portion of the report.
C) Temporary Time in Rank CALEA 34.1.7

This policy follows City of Tacoma Municipal Code 1.24.790, which states that temporary appointments in rank
may, at the discretion of the appointing authority, be counted toward a probationary period requirement (up to three
months), if such appointment immediately precedes permanent appointment, is in the same class, in the same
department, and the appointee is on an eligibility list for such position.
D) Probationary Period CALEA 34.1.7

All promoted employees will serve time in a probationary period according to applicable Collective Bargaining
Agreement and/or TMC 1.24.780.
E) Process
If the promoted employee served time in a temporary appointment immediately preceding employee’s permanent
appointment, time served may be credited towards the probationary period up to a maximum of three months.
Temporary time in rank will be applied to the probationary period requirement according to the following
procedures:
• The employee must submit a written request to credit time served in a temporary appointment immediately
preceding the permanent appointment toward the six-month probationary period.
• The Chief of Police will consider the request and render a decision. The Chief may credit up to three
months of the required probationary period. The Chief reserves the prerogative to deny all or part of the
request for credit.
• The Chief’s recommendation must be approved by the City’s Human Resources Department.
F) Probation and Performance Review Board General Information CALEA 34.1.3(e)

Every permanent employee of the Tacoma Police Department serving a probationary period in a promotional
position, or upon completion of a performance review, who fails to successfully complete the probationary period or
a performance review, shall have the right to appear before a departmental Review Board prior to final action being
taken.
All employees of this Department shall be initially notified of this right at the time of adoption of this plan or at the
time of appointment, whichever is appropriate. A copy of this plan will also be attached to the probationer's copy of
the individual’s first month's probationary report each time that individual begins a probationary period. A copy of
this plan will also be attached to the first performance review which the employee receives.
At the time notice is given to an employee that he/she has failed or is failing his/her probation or performance
review, that employee shall be reminded of the right to appear before a departmental Review Board and the
employee shall be asked if he/she wishes to invoke that right.

The purpose of the departmental Review Board shall be to insure fairness in probationary or performance failures
and assure that employees affected by such actions have an opportunity to have their views fully aired. The task of
the Review Board is not to substitute its judgment for that of the Department/Division head or reviewer, but rather to
insure that a substantial basis for the Department/Division head's opinion or review results exists in fact.
The findings of the Review Board will be advisory in nature and its findings will be reduced to writing and
transmitted to the City Manager, with copies to the Personnel Department, the Chief of Police, and the petitioner.
Also see Procedures Manual, Probation and Performance Review Board, for additional information.
G) New Employees
The probation failure review of new employees will occur within the organizational unit of the Department. The
process will involve a routine review by the Division/Section Commander and not a Board as provided for
promotional positions. If the Division/Section Commander is the rater, the review will be conducted by an Assistant
Chief. The intent of the reviewer will be to determine if substantial basis for the decision to terminate exists. The
reviewer's decision will be reduced to writing and distributed as provided previously for promotional positions.
P2.1.5 CAREER ROTATION (R 03/2010)

Career rotation assignments have a direct bearing upon the efficiency and effectiveness of the Tacoma Police
Department as well as the personal and professional career goals of its employees. Career rotation is intended to
provide an equitable opportunity for PPOs, PPSs, and Sergeants to experience other facets of law enforcement, in
addition to a general duty assignment.
A) Definitions
• A general duty assignment is a uniformed position in Operations assigned to primary call responding
duties.
• All positions outside of general duty, with the exception of the Public Information Officer and K-9 (subject
to service life of canine), will be subject to career rotation. CALEA 16.2.3.a
See Procedures Manual, Career Rotation, for additional information.
P2.1.6 PROMOTIONAL REQUIREMENTS CALEA 34.1.1, 34.1.2, 34.1.3(b)(c)(d) (R 10/2016)

The Chief of Police will request examinations be announced and conducted by the Human Resources Department
for all promotional positions prior to the expiration of a two-year eligibility list.
The Support Services Division will work collaboratively with the Human Resources Department to develop the
measurement instruments that are used in determining the skills, knowledge, and abilities of employees for
promotional positions.
If a new eligibility list is not established before the two-year expiration date and a vacancy occurs, the vacant
position will be filled from the existing eligibility list for the position, provided that it does not exceed a three-year
period.
Examination Requirements
To be eligible to take a promotional examination, applicants must meet the following minimum requirements
according to City of Tacoma Personnel Rules 1.24.410, as excerpted, “On promotional examinations the minimum
requirements for eligibility shall be accumulated up to and inclusive of the date prior to the anticipated
establishment of the new list.”
Captain
Two years’ experience as a permanent rank Police Lieutenant with the Tacoma Police Department and an Associate
Degree from an accredited college or university. Proof of completion of at least two full years of college credits
towards a four-year degree at an accredited college or university would satisfy this requirement. The promotional
process is accommodated via an assessment panel from which a two-year eligibility list is established.
Lieutenant
Three years’ experience as a permanent rank Police Sergeant with the Tacoma Police Department and an Associate
Degree from an accredited college or university. Proof of completion of at least two full years of college credits
towards a four-year degree at an accredited college or university would satisfy this requirement. The promotional
process is accommodated via an assessment panel from which a two-year eligibility list is established.
CALEA 34.1.3(c)

Sergeant
Five years’ experience as a Police Patrol Officer and/or as a Police Detective with the Tacoma Police Department.
The promotion process is accommodated via a written examination followed by an oral board, from which a two-
year eligibility list is established.
Detective
Four years’ experience as a commissioned Police Patrol Officer with the Tacoma Police Department. The
promotional process is accommodated via a written examination followed by an oral board, from which a two-year
eligibility list is established. CALEA 34.1.3(b)(d)
P2.1.7 REINSTATEMENT TO COMMISSIONED OFFICER STATUS (R 03/2010)

Former Officers who apply to return to the Tacoma Police Department must qualify for reinstatement under the
terms of Tacoma Municipal Code (TMC) 1.24.750 as amended.
1) All former Officers who apply for reinstatement to the Tacoma Police Department must submit to the
following process and criteria before they will be considered for reinstatement.
2) The former Officer must submit a letter to the Chief of Police and Director of Human Resources requesting
reinstatement.
If the former Officer left employment as a result of a voluntary resignation, the letter seeking reinstatement must be
submitted and received within two years from the date of resignation.
If the former Officer was involuntarily separated from employment due to mental or physical incapacity, then the
letter seeking reinstatement must be submitted and received within two years of being released to work by the
former Officer's treating physician.
There must be a position available within the Department at the same rank as the one held by the individual when
they left.
If items 1 and 2 above are met, a background investigation will be completed prior to the former employee being
given a conditional offer of employment.
The conditional offer of employment will also require the former Officer to successfully participate in and pass the
following:
• Physical examination equal to those physical examinations required of new and lateral applicants
• Polygraph examination
• Psychological examination
• Other pre-employment tests or examinations as may be stated, exclusive of a civil service test, and as may
be in use by the Department as part of the hiring process for new and lateral applicants
Upon completion of above items, the same will be reviewed and considered by the hiring detail as to whether or not
an offer of employment will be extended.
If an offer of employment is extended, it may require the former Officer to successfully:

• Complete a designated Washington State Criminal Justice Training Commission academy (no less than the
equivalency academy will be required for all persons separated for more than two years).
• Complete the probationary period, including any special terms or considerations placed on reinstatement.
In addition to the above, individuals who leave or who have left the Department because of a medical condition will
be required to meet the criteria of RCW 41.26, the Law Enforcement and Fire Fighters (L.EO.F.F.) Retirement
Systems, Plans 1 or 2, as may be applicable.
P2.1.8 RETIREMENT AND SEPARATION (R 10/2016)

The presentation of a Retirement Badge/Department Identification Card may be authorized by the Chief of Police
under the following conditions:
Disability Retirement
• The Officer must have fulfilled a minimum service career of 15 years with Tacoma Police Department
• Disability retirement must be under honorable conditions
• The disabling injury must have occurred while acting in the line of duty or other on-the-job injury.
Length of Service Retirement

An Officer who retires meeting the standard length of service (15 years) requirements for retirement.
Concealed Pistol Documentation on Retirement Identification Cards

Law Enforcement Officers retired for service or physical disability may be exempt from concealed pistol licenses.
If retired Officers are qualified for the license, the Chief of Police may sign concealed pistol documentation on the
retirement identification card. The documented retirement identification card must be on the retired employee when
carrying a concealed pistol.
See Procedures Manual, Retirement and Separation, for additional information.
P2.1.9 AWARDS CALEA 26.1.2 (R 11/2015)

The following departmental policy will be used for awarding medals and other appropriate honors to those who
perform outstanding service. It is intended that the awards, by providing for recognition of various acts or
meritorious accomplishments, will promote esprit de corps and contribute to improved levels of service.
See Procedures Manual, Awards, for additional information.
Departmental Awards (The following require Awards Board action)
Medal of Valor (Chief of Police Review)

The Medal of Valor is the highest recognition of outstanding officer achievement presented by the Tacoma Police
Department. The Medal of Valor shall be awarded to commissioned members of the Tacoma Police Department
who distinguish themselves with extraordinary acts of bravery or heroism above and beyond that normally expected
in the line of duty. Members must have displayed extreme courage by placing their own safety in immediate peril in
an effort to provide protection or preservation of life.
Award: Medallion, Perpetual Plaque, Bar, Certificate
Medal of Courage (Chief of Police Review)

The Medal of Courage shall be awarded to citizens and non-commissioned personnel who assist law enforcement
and distinguish themselves through acts of bravery or heroism beyond what would be expected of a civilian. (The
action must display extreme courage by placing their own safety in immediate peril.)
Award: Medallion, Perpetual Plaque, Certificate
Award of Honor (Chief of Police Review)

This award, consisting of a plaque bearing the deceased member’s photograph, date of birth and date of death, along
with the badge number (commissioned) and replica of the departmental shoulder patch, shall be presented to the
member’s next of kin by the Chief of Police. This plaque shall carry the following inscription: “Killed while serving
in an official capacity as a member of the Tacoma Police Department.” This award shall only be made when a
member is killed in the line of duty.
Award: Medallion, Perpetual Plaque, Plaque
Life Line Award (Chief of Police Review)

The Life Line Award shall be awarded to any member of the Tacoma Police Department who, while serving in their
official capacity, receives a wound or injury of a degree necessitating hospitalization or the immediate care of a
physician. This injury must be of a serious nature, capable of causing death or permanent disability. To qualify for
this award, the wound or injury must have appeared to have been caused by the deliberate actions of another in an
attempt to cause injury to the member or some other person, thing or property.
Award: Perpetual Plaque, Bar, Certificate
Medal of Merit (Chief of Police Review)

The Medal of Merit shall be awarded to commissioned members of the Tacoma Police Department who distinguish
themselves by excellence in events which involve tactical action and which involve some risk to the Officer.
Distinguished Service Medal (Chief of Police Review)

The Distinguished Service Medal shall be awarded to members of the Tacoma Police Department who distinguish
themselves by extraordinarily superior achievement and/or service over a sustained period of time. Award: Bar,
Certificate, Perpetual Plaque
Award of Merit (Chief of Police Review)

The Award of Merit shall be awarded to members of the Tacoma Police Department whose performance in a single
incident or project, under unusual, complicated or hazardous conditions, was exemplary.
Award: Certificate
Lifesaving Medal (Chief of Police Review)

The Lifesaving Medal shall be awarded to members of the Tacoma Police Department who, by their immediate
actions, have saved a human life under unusual and/or extraordinary circumstances. The action must have been
personally performed by the member. A competent authority must confirm the life-sustaining action.
Team/Unit Citation (Chief of Police Review)

The Team/Unit Citation shall be awarded when the performance of an entire standing Team or Unit (SWAT, DRT,
EOD, Honor Guard, Lab Team, Search & Rescue, etc.) is exemplary and no single member’s performance is more
outstanding than the rest of the Team or Unit. The performance may be a one-time event or a record of exemplary
performance over a period of time. In making nominations for these awards, nominators should keep in mind the
need to document aspects of the performance that exceeds the usual high standards of the Tacoma Police
Department and extend to an exemplary level.
Award: Certificate
Employee of the Month (Chief of Police Review)

The Employee of the Month Award shall be awarded to employees who have demonstrated a pattern of behavior
that exemplifies the highest ideals of the Tacoma Police Department. In the event no nominations are received for
the current month, nominations from the previous two months shall be reconsidered.
Award: Desktop Plaque
NOTE: This award can be received as many times as deserved and an employee receiving this award can also
receive another medal for the same act.
Community Ambassador Award (Chief of Police Review)

The Community Ambassador Award is given to a Department employee, citizen, group or organization. To be
eligible, the recipient must have cultivated a productive working relationship between community members and the
Tacoma Police Department during the previous calendar year. Department employees eligible for this award must
distinguish themselves beyond the scope of designated Department responsibilities.
Award: Plaque
K-9 Achievement Award

The K-9 Achievement Award shall be awarded to police dogs that perform duties under unusual or extenuating
circumstances or render outstanding service over an extended period of time and leave the K-9 service in good
standing.
Perpetual Plaque
Law Enforcement Award of Merit (Chief of Police Review)

The Law Enforcement Award of Merit shall be awarded to members of other law enforcement agencies who
distinguish themselves by excellence in an event which involves tactical action and which involves some risk to the
Officer.
Award: Plaque to be presented at annual Awards Ceremony
Officer of the Year (Chief of Police Review)

The Officer of the Year will be awarded to a member of the Department who has served the Department in the past
year in an outstanding substantive manner. Candidates will be chosen from those commissioned Officers who are
nominated for this specific award or have received a Department award or written commendation during the
previous calendar year. Nominations must be received by January 21 of the year following the previous calendar
year.
Award: Plaque/Bar
Employee of the Year (Chief of Police Review)

The Employee of the Year will be awarded to a member of the Department who has served the Department in the
past year in an outstanding substantive manner. Candidates will be chosen from those non-commissioned personnel
who are nominated for this specific award or have received a Department award or written commendation during the
previous calendar year. Nominations must be received by January 21 of the year following the previous calendar
year.
Award: Plaque
Certificate of Merit (Chief of Police Review)

The Certificate of Merit shall be awarded to citizens and/or members of agencies who render valuable assistance to
the Tacoma Police Department.
Award: Plaque
(The following awards require action as noted)
The Ryker Award

The Ryker Award shall be awarded to any police dog(s) killed while performing their duties.
Award: Perpetual Plaque, Plaque to Handler
Harold Thornburg Trophy

The Harold Thornburg Trophy shall be awarded to the member of the Tacoma Police Department with less than five
years of service who achieves the highest average score during annual firearms qualifications. Should there be a tie
score, a trophy match will determine the winner. The trophy match will be completed no later than March 31. The
recipient’s name shall be placed upon an appropriate plaque which will be conspicuously displayed in Police
Headquarters.
Award: Perpetual Plaque, Certificate
A. V. Fawcett Trophy
The A. V. Fawcett Trophy shall be awarded to the member of the Tacoma Police Department with more than five
years’ service who achieves the highest average score during annual firearms qualifications. Should there be a tie
score, a trophy match will determine the winner. The trophy match will be completed no later than March 31. The
recipient’s name shall be placed upon an appropriate plaque which will be conspicuously displayed in Police
Headquarters.
Award: Perpetual Plaque, Certificate
(The following do not require action by the Awards Board)
Traffic Section
Flying Wheel Pin
The Flying Wheel Pin is awarded to Officers that complete the 80-hour, State-Certified Motorcycle Operator’s
Course, and the Officer must ride with a motorcycle instructor for two weeks. If both stages are successfully
completed, the Officer is awarded the pin.
Flying Wheel Patch

The Flying Wheel Patch will be awarded to any Traffic Officer who has been assigned to the Traffic Division and
has successfully completed the State-Certified Basic Accident Investigation School. Also, the Officer shall have
successfully handled a fatality accident as the primary investigator and have successfully completed the scene
diagram at another fatality accident. Only after all of the above criteria have been met shall the Officer be awarded
the Flying Wheel Patch.
Award: Flying Wheel Patch
Unit Awards (Chief of Police Review)

The following Unit pins will be awarded to Department members who have completed that Unit’s basic course of
instruction, be deployable, and have performed continuous service within that Unit for a period of 18 months.
D.U.I.
E.O.D.
H.E.A.T.
Honor Guard
I.M.T. (M.C.U.)
K-9
LAB
M.S.U.
Search and Rescue
S.I.
S.R.T.
S.W.A.T.
W.M.D.
Other Departmental Recognition
Appreciation of Service Certificate

The Appreciation of Service Certificate shall be presented to members of the Tacoma Police Department who have
served the Department and are retiring on length of service or are separating from the Department in good standing.
Members need not have distinguished themselves in any one outstanding achievement; however, job performance
must have been accomplished in a dedicated manner and in an honorable fashion.
Award: Certificate
Written Commendation
A written commendation shall be awarded to any member of the Tacoma Police Department. The commendation
shall consist of a written communiqué presented in recognition of outstanding performance of duty. The written
commendation shall document the duty performance. The commendation may be written by any member having
direct knowledge of the recipient’s outstanding duty performance.
P2.1.10 OFF-DUTY CALEA 22.3.3, 22.3.4(a)(b), 22.3.5 (R 01/2015)

The primary duty, obligation and responsibility of an employee is to the Tacoma Police Department. Police
employees who engage in secondary employment must comply with Department policy and procedures governing
off-duty employment and the Washington Industrial Safety and Health Act.
Off-Duty Employment Status

Employment Status – Employee
• An employee is required to complete a W-4 form at the beginning of employment with the off-duty employer
• An employee is included in an employer’s payroll system
• An employee will receive a W-2 form at the end of the year for income tax records
Employment Status – Independent Contractor

• No W-4 form is completed before employment
• The individual will work for a mutually agreed upon amount, normally agreed to before services are rendered,
either on an hourly- or per job-basis
• The amount of compensation is reported on a 1099 Miscellaneous form at the end of the year
• The individual is NOT on the City’s payroll (e.g., security job at a dance or a special event)
Business License Requirements

A Business License is not required if:
• The employment status is as an “employee” of the off-duty employer.
A Business License is required if:

• Employee is paid as an “independent contractor”
• Contact the City Compliance Officer with the Tax and License Division of the City of Tacoma for more
information
Off-Duty Permit
Prior to engaging in any Police-related off-duty employment or business, employees must complete an Off-Duty
Employment Permit for each separate employment.
Approval CALEA 22.3.4(a), 22.3.5(a)

Each Off-Duty Employment Permit must be approved by the Division Commander. Approval must be received at
this level before engaging in off-duty employment. Since there are some legitimate last-minute situations that may
make it difficult for Officers to obtain approval from their Division Commander, the employee’s Lieutenant, other
on duty Lieutenant or Shift Commander, has the authority to grant tentative approval for off-duty employment. In
those instances, the approving party should write a memo to the Division Commander indicating approval was
granted and that submission of the form should follow.

Upon being tentatively approved, the Off-Duty Employment Permit will be forwarded by the Shift Commander to
the Division Commander for final approval. The original will be forwarded to the Chief’s office for recording
purposes.
The issuance of a permit authorizes only the work, location, and conditions specified on the permit.
Use of Department Vehicle

• Department vehicles may be authorized in Police-related off-duty employment by the Division Commander.
Such approval must be obtained prior to the use of any Department vehicle for off-duty employment and so
noted on the off-duty employment application, as well as the applicable Memo of Understanding (MOU).
• Police Department operational needs and availability of vehicles will, in all circumstances, take precedence over
the use of any Department vehicle requested for off-duty employment.
All off-duty permits shall expire December 31 of each year. If a continuation of employment is desired, the
employee will be required to submit a new Off-Duty Employment Permit.
Limitations on Appropriate Off-Duty Employment CALEA 22.3.3, 22.3.5

Permission for off-duty employment will NOT be granted in any of the following situations:
• At any occupation of a nature which would tend to lower the dignity of the Police service in any manner.
• At any employment which has any connections with the towing of vehicles under city contract.
• In performance of tasks other than those of a Police nature while in Police uniform.
• As a process server, bill collector or private investigator, or in any employment in which Police authority might
tend to be used for private purposes of a civil nature.
• At any work site where there is a labor dispute involving a strike.
• Officers are prohibited from being employed (salaried or other compensation) in a Police function at apartment
complexes or condominiums when that complex is also the Officer's personal residence.
• At any employment which may require access to Police information, files, records or services as a condition for
employment.
• At any employment which assists (in any manner) the case preparation for the defense in any criminal action or
proceeding.
• At any establishment whose primary business during the hours of employment is the sale of intoxicating liquor
for on-premise consumption such as taverns or bars. This order does not prohibit employment by the State of
Washington at state-operated facilities where the consumption of liquor is not permitted or where the sale and
consumption of liquor is secondary to the main activity; for example, athletic events, dances, or other social
functions.
• No Tacoma Police Officer shall perform Police functions for a private employer beyond the jurisdiction of the
corporate limits of the City of Tacoma without having received previous written approval from the outside
Police agency having jurisdiction.
Limitations on Performance of Approved Off-Duty Employment

Employees directed to report for overtime work will do so regardless of their off-duty employment situation.
An indication of poor health (i.e., excessive sick leave use, poor work performance or misconduct) may result in
denial or revocation of an off-duty work permit.
All employees working off-duty employment must be in compliance with the Department policy entitled
Employment Activities While on Sick Leave (see P1.1.6.35).
An employee, while on a regular work schedule, may not work more than 80 hours per week combined on and off
duty (week = Mon – Sun).
Each employee is responsible for having an accurate and correct record of all off-duty business or employment on
file in the Office of the Chief of Police.
While engaged in off-duty Police employment, Officers shall adhere to all rules, regulations and orders governing
conduct or equipment used while on duty. CALEA 22.3.4(b)
Employees shall not work off duty until completion of their initial probationary period.
SS911 Dispatch Notification

When working in a Police capacity, upon reporting to the off-duty job site, the Officer will notify SS911 dispatch
(via MDS or radio) of the following:
Location
Duration of shift
Ocean number
Telephone number where the Officer can be reached
Officers working off duty are ultimately responsible to the direction of on-duty TPD Supervisors.
Off-Duty Employment at Night Clubs and Lounges – Guidelines CALEA 22.3.4(b)

Officers will be allowed the use of a patrol vehicle in the course of their off-duty employment at these
establishments upon completion of an Off-Duty Memorandum of Understanding with the Tacoma Police
Department concerning specific guidelines regarding the use of Tacoma Police Officers, vehicles, etc. Only those
establishments who sign the Memorandum of Understanding will be allowed to hire off-duty Tacoma Police
Officers.
While working off duty for these establishments, Officers shall not stand post inside nor near the doorway of the
business.
There shall be a minimum of two Officers working on Friday and Saturday nights.
If the establishment’s capacity reaches more than one hundred (100), between Sunday through Thursday, then a
minimum of two Officers shall be employed.
Officers shall only enter these establishments under the following circumstances:
• To respond to an emergency situation
• At the request of the employer or his/her personnel or security staff
• To conduct brief high-profile security checks of the premises
Officers shall conduct profile patrols in the immediate vicinity outside of the business.
Off-Duty Employment Protocols

Officers are expected to effectively and properly handle all violations of the law that they may encounter while
working in an off-duty capacity, including any violations that may be committed by the business for which they are
employed (i.e., code and/or liquor violations).
In instances where Officers are required to take official action such as an arrest, report writing, booking of prisoners
or the handling of evidence, they continue to be employed and paid by the off-duty employer in the normal course of
the off-duty employment assignment. In the event such activity goes beyond the time of the off-duty employment,
Officer(s) shall adhere to TPD Policy – Off-Duty Police Activities. No overtime shall be authorized except as
specifically approved by a supervisor.
Off- Duty Employment Subject to Calls

Officers are subject to call for duty at any time. Officers failing to respond when so called or notified for extra or
special duty will be subject to disciplinary action.
Off-Duty Activities
It is the general policy of the Tacoma Police Department to compensate Officers who become involved in necessary
Police activities in an off-duty status when that activity meets the criteria for overtime compensation and when these
Officers are not working in a Police-oriented activity and being compensated by another employer.
When Officers become involved in Police matters while off duty, they will immediately contact a Patrol Supervisor
regarding the circumstances.
The Patrol Supervisor will analyze the situation and determine to what extent the off-duty Officer will continue to be
involved. Follow-up and report writing responsibility will be transferred to duty personnel at the earliest possible
time.
When Officers become involved to the degree overtime pay is necessitated, they will submit a Compensation
Request (PD 063) to the Patrol Supervisor mentioned above for approval.

Correct Address and Telephone Numbers
Members shall keep the Office of the Chief of Police notified of their correct address of residence and telephone
number and shall report any change within 24 hours after making such change. Telephone numbers shall be kept
confidential when so requested. If there is no telephone available at the residence, the telephone number of a close
neighbor or someone who can be called in an emergency to notify said member must be on file.
Police Department as Mailing Address

Members shall not give as their personal address the address of the Police Department. Private correspondence shall
be addressed to each member's home or to an address other than that of the Police Department.
Neighborhood Disputes
Officers shall not attempt to exact Police authority in controversies arising between their relatives and/or neighbors,
nor shall they make any arrests or use any force in quarrels between themselves and relatives and/or neighbors,
except in self-defense, the defense of another, or when a serious offense has been committed.
Ownership and/or Vested Interest

Employees are prohibited from purchasing or having a vested interest in:
• Any establishment that sells or dispenses intoxicating beverages within the corporate limits of the City of
Tacoma
• Any other establishment within the corporate limits of the City of Tacoma where there is an obligation for
continuous police scrutiny
Non-Sanctioned Survival Training

The Tacoma Police Department does not sanction or approve of survival training which is not a part of an approved
departmental training program operated under the control of a departmentally approved training Officer.
P2.1.11 MODIFIED LIGHT DUTY/TRANSITIONAL ASSIGNMENTS CALEA 22.2.1(c) (R 10/2016)

The Tacoma Police Department is committed to maintaining employee productivity and well-being, and to
successfully return employees to work as soon as practical. It is also Department policy that there are no guaranteed
permanent light duty/transitional assignments.
LEOFF II Officers/Non-Commissioned Employees

The Department may assist an employee who is determined by medical evidence to be unable to perform his/her
regular duties, but can perform the essential functions of other positions, by providing temporary transitional
assignments during convalescence from an injury or illness.
See Procedures Manual, Modified Duty/Transitional Assignments, for additional information.
P2.1.12 EARLY INTERVENTION SYSTEM CALEA 35.1.9 (N 03/2010)

PURPOSE: An Early Intervention System and Program (EIS) is designed to help identify and assist employees who
exhibit signs of job stress, training deficiencies, and/or personal problems that may affect job performance that is
contrary to the mission and values of the Tacoma Police Department. The goal of the program is to support the
employee’s career development through coaching, training, and correcting behaviors that may cause performance
concerns.
The intent of the Early Intervention System is not disciplinary or punitive in nature. This process will give a
Department member the best chance to succeed by identifying problems and/or deficiencies as early as possible to
change the unwanted behavior prior to entering any disciplinary tracts.
It is the policy of the Tacoma Police Department to provide early identification of employees who demonstrate
potential symptoms of job stress, training deficiencies, or personal problems that affect safety or job performance.
The Tacoma Police Department shall employ an Early Intervention Tracking System to assist in the early
identification and provide various assistance strategies to address the specific issues affecting the employee.
See Procedures Manual, Early Intervention System, for additional information.
P2.1.13 PHYSICAL FITNESS CALEA 22.3.2

The Tacoma Police Department encourages employees to maintain a satisfactory level of general health and physical
fitness for their own well-being. The functions of a law enforcement Officer frequently require a level of fitness not
demanded by many other occupations, and satisfactory levels of fitness reduce the need for sick leave.

Set forth the Tacoma Police

Department’s Leave Policy Donald Ramsdell, Chief of Police
P2.2.1 SICK LEAVE – PLANNED AND UNPLANNED CALEA 22.2.1(a)(c) (R 01/2017)

Leave referenced in this Policy, except “Sick” (see Permissible Use of Paid Sick Leave), shall be taken in full hourly
increments.
Unplanned use of sick leave may be used for employee or family emergencies. If advanced notice is not possible,
the employee shall notify his/her Supervisor of the need for and the request of the time off prior to the beginning of
his/her shift.
The City of Tacoma Human Resources Risk Management Office, hereafter referred to as Risk Management, is
responsible for administering Safety programs, Reasonable Accommodation (ADA), the Family and Medical Leave
Act (FMLA) and Worker’s Compensation (OJIs).
Reporting to the Chief of Police Absences over 30 Days and Hospitalizations of Employees
Each Bureau is responsible for notifying the Chief of Police of employees who are on extended sick leave (over 30
days) or who have been hospitalized.
• Absence over 30 days:
On the first of each month, each Bureau is responsible for preparing a list of personnel who are on extended
sick leave (over 30 days), as designated by the Bureau Chief, and submit an administrative Intra-Departmental
Memorandum (IDM) of their listed personnel. The IDM must be forwarded through the chain of command to
the Chief of Police by the 10th day of each month. The administrative IDM should contain the following
information:
o Name of employee
o Date contact was made with the sick employee
o How the contact was made (by telephone or in person) and by whom
o Anticipated date of return to duty, if known
o Other information pertinent to return to duty status which may be of interest to the Department
• Reporting Hospitalization
If an employee of the Department is hospitalized (personal or OJI), it will be the responsibility of the immediate
Supervisor, or Bureau Chief or designee, to forward an IDM to the Chief of Police to include the following
information:
o Name of employee
o The date and time of hospitalization
o Anticipated date of return to duty, if known
o Other information pertinent to return to duty
Place of Convalescence
If an employee’s place of convalescence is other than the address listed in Department records, or when an absence
from the place of convalescence will exceed 24 hours, the Chief or his/her designee will be notified by the employee
at least three (3) days prior to the change of convalescence, if known.
Attending Court While Ill or Injured

When employees are off duty due to an extended illness or injury/disability leave (i.e., more than 10 days), current
Procedure, Court Procedure, will apply.
Surrendering Departmental Property and Restricting Access to Police Facilities

When deemed appropriate by the Chief of Police or designee, an employee on disability leave, suspension,
administrative leave, or leave of absence may be required to surrender, but not limited to, their departmental badge,
all commission cards, firearm(s), assigned take-home vehicles(s), ECT, and laptop. In the event an Officer is on
leave for mental conditions, mental disabilities or emotional stress, the aforementioned are automatic as well as
having their access to police facilities and records restricted.
P2.2 – Leave Policy Page 1 of 10

Division commanders will assign a contact person to the employee to assist with any matters the employee may
have at a police facility. Throughout the duration of sick leave for mental or emotional stress, an Officer is relieved
from the obligation of taking proper police action that would ordinarily fall to a Police Officer in an off-duty status.
Reporting Mental Conditions or Disabilities Caused by Stress (WAC 296-14-300)

In instances when an employee is using sick leave due to mental conditions or disabilities caused by stress
(previously referred to as “stress or burnout”), the following reporting requirements must be met:
• Treatment
o Physician – If the employee is treated by a physician for mental conditions or disabilities caused by stress,
a letter from the employee’s physician stating such is required. The physician’s letter must address the
physical manifestations of stress that support the condition or diagnosis, and which are causal factors
preventing an employee from performing duties in the Police Department.
o Licensed Clinical Psychologist – A report from the psychologist addressing the same criteria, as cited
above, will be required during treatment of the employee; however, a psychologist’s report does not negate
the need for the letter from the physician.
o Psychiatrist – If the employee consults a psychiatrist, a letter from a physician is not necessary as the
psychiatrist’s report is sufficient. The report must also address the same criteria as cited above.
o The letters from the physician, licensed clinical psychologist or psychiatrist will be forwarded to Risk
Management. The employee will notify the appropriate chain of command and the Operations
Administrative Sergeant the letter has been delivered. The Bureau Chief or designee will then obtain
relevant information from Risk Management as needed. This is to ensure the privacy of the medical
information contained in the physician’s letter.
Occupational Illness/Injury
If an employee claims the mental condition or disability is a result of a job-related injury, refer to the Occupational
Illness/Injury section of this policy.
Returning to Work
Once an employee reports illness from a mental condition or disability caused by stress and this is supported by a
physician, licensed clinical psychologist or a psychiatrist’s diagnosis, the employee must then receive a clearance
before returning to work. The clearance must be from the employee’s physician or the employee’s psychiatrist, or
from both the licensed clinical psychologist and physician. The employee must submit the clearance to Risk
Management and notify the appropriate chain of command and the Operations Administrative Sergeant the
clearance has been delivered. The Bureau Chief or designee will obtain relevant information from Risk
Management before the employee returns to work.
The employee’s Supervisor is responsible for ensuring the returning employee is re-issued any equipment that is
necessary to perform his/her duties.
Supervisory Visits
If the employee is using sick leave due to a mental condition or disability caused by stress or other psychological
reasons, the physician’s opinion must be obtained as to whether or not a visit to the employee might be therapeutic
or if it might interfere with medical treatment.
NOTE: If the employee is protected under FMLA (Human Resources Risk Management will notify Supervisors via
letter if the employee is protected under FMLA), the Department cannot contact the employee’s physician directly.
A) LEOFF II
1) Permissible Use of Paid Sick Leave (LEOFF II and Non-Commissioned Personnel)
Sick leave may be taken in increments of tenths (0.10) of an hour for the following:
a) Employee Illness or Injury
• Injury or illness of employee to such extent as to constitute a hazard to the safety or health of
himself/herself or other employees
• Medical or dental care for the employee
• Quarantine of employee due to exposure to a contagious disease
• On-the-job injury, refer to the Occupational Illness and Injury section of this policy and the
Modified Duty/Transitional Assignments Procedure.
b) Care for children under the age of 18
When there is a health condition that requires treatment or supervision.
c) Bereavement

Upon approval by the Chief, a maximum of four days’ sick leave may be granted for the death of a
spouse, father, mother, foster parent, brother, sister, child, or foster child of the employee. For the
purpose of attending the funeral, upon approval by the Chief, a maximum of one day of sick leave may
be granted for the death of a grandparent, grandchild, son-in-law, daughter-in-law, brother-in-law, or
sister-in-law of the employee or the death of a father, mother, foster parent, brother, brother-in-law,
sister, sister-in-law, child, foster child, grandparent, or grandchild of the spouse of the employee.
d) Family Illness or Injury
Serious injury or illness to those relatives living with and dependent upon the employee, constituting
an emergency or crisis, and requiring the attention of a physician is subject to the approval of the Chief
and for a maximum of four days. In the event of any such absence, a statement by the attending
physician attesting to the nature and seriousness of said injury or illness shall be required if requested
by the Chief. Refer also to P2.2.5, the Family and Medical Leave portion of this policy.
e) Armed Forces
Pre-induction physical for service in the Armed Forces.
f) Pregnancy
Illness or disability due to pregnancy or conditions related thereto, refer to the Family and Medical
Leave/Pregnancy portion of this policy.
2) Sick Leave/Disability CALEA 22.2.2(c)
a) Reporting
• Employees taking time off for a non-emergency medical or dental appointment will take sick
leave/benefit. If this is not possible, employees, with prior supervisory approval, may be allowed
to adjust their working hours.
• As soon as employees of the Department know they will be unable to report to work due to illness
or injury, they will notify their Supervisor and provide an anticipated length of the absence.
• Operations Officers unable to contact his/her Supervisor will contact the Patrol Operations Office
at least one (1) hour before the start of their normal shift unless there are extenuating
circumstances that prevent advanced notification. The Desk Officer will note the Officer’s name
on the sick board and then forward the information to the proper Supervisor.
• Non-Operations personnel will contact his/her Supervisor or designee.
b) Extended Illness or Injury
• Employees unable to work for an extended period due to a non-work related illness or injury shall
do the following:
o Notify the appropriate chain of command and Operations Administrative Sergeant. Provide
only general reason for extended leave (illness, injury, etc.) with date of expected return or
next medical appointment.
o Provide a signed physician release from work statement (i.e., doctor’s note), which should
contain the estimated time/date until recovery or next appointment, directly to Risk
Management. See also “Physician Signature Requirements” section below.
o Provide updates on any changes in recovery time to Risk Management and the Operations
Administrative Sergeant after each medical appointment.
o If the employee has used all sick leave and is not able to return to either regular duty or a light
duty assignment, there may be the option of pursuing the leave sharing option.
o The employee may be eligible for protected leave under the Family and Medical Leave Act
(FMLA). Refer to the Family and Medical Leave (FMLA) section of this policy.
c) Physician Signature Requirements
A signature will be required by the employee’s physician for all absences in excess of four days and
for all absences related to mental conditions or disabilities caused by stress, or when specifically
requested by the Chief or Human Resources Department.
d) Use of Forms
All forms must be completed and submitted with the proper documentation before the end of the pay
period following the sick leave use.
e) Return to Work
• The employee must submit a physician’s statement indicating the employee is cleared to return to
work, in either full or modified duty, to Risk Management prior to the employee returning to
work.
• The employee must notify their chain of command and the Operations Administrative Sergeant
that the physician’s release has been submitted to Risk Management. The Bureau Chief or
designee, usually the Operations Administrative Sergeant, will confirm with Risk Management
the physician’s release has been received and notify the chain of command.
• Modified Duty/Transitional Assignment

If the illness/disability prevents the return to regular duties, a temporary assignment may be an
option. Refer to Procedure, Modified Duty/Transitional Assignments.
• Demotion for Physical Incapacity
If an employee becomes physically incapacitated for the performance of regular duties, he/she
may request a demotion to a class of duties which he/she is able to perform.
• Reinstatement Rights
If illness or injury resulted in an involuntary separation from the Department, the employee may
have reinstatement rights.
3) Occupational Illness or Injury CALEA 22.2.1
a) Long-Term Disability
If the employee, after six months of disability, is unable to perform the duties of the position, the
employee may be eligible for a position that requires less than the former regular duties.
b) Catastrophic Accidents and Inpatient Hospitalization
On-the-job injury which results in the death or probable death of an employee or inpatient
hospitalization (i.e., admitted overnight) carries the following requirements.
• Notification
o The City Safety Officer MUST notify Labor and Industries (L&I) within 8 hours of the injury
or accident. Therefore, Supervisors MUST notify the City Safety Officer as soon as
practicable to ensure timely reporting to L&I.
o Notification to the City Safety Officer can be made at 253-591-5745 or 253-591-5403.
o The City Safety Officer will then notify L&I to report the injury or accident.
o DO NOT move any equipment involved in the accident unless it is necessary to remove any
victims or prevent further incidents and injuries.
o Assign personnel to assist L&I investigators (i.e., immediate supervisor, witnesses or other
employees the investigator feels are necessary to complete the investigation).
o Conduct an internal preliminary investigation.
c) Employee Responsibility
• Employees shall address immediate medical needs and notify their Supervisors of the occupational
injury/illness.
• Employees shall assist their supervisor with the Supervisor’s Report of Incident or Injury (HRE
002) form and sign the form (if possible).
• If medical attention is/was/will be sought, THE EMPLOYEE MUST COMPLETE A SELF-
INSURER ACCIDENT REPORT (SIF-2) form.
• Employees shall have the Doctor complete the Activity Prescription Form (APF) included with the
“Workers Compensation Information Packet” (OJI Packet).
• Employees shall have the Doctor complete a “Provider’s Initial Report” (PIR). Request the
Doctor send the completed form to the City’s self-insurance administrator (currently Eberle
Vivian). The form is not included with the OJI Packet. The Doctor should already have the form.
• Employees shall forward the original Self-Insurer Accident Report (SIF-2) and completed Activity
Prescription Form (APF) via interoffice mail to Risk Management or by email to the current Risk
Management Worker’s Compensation contact within the Human Resources Department as soon as
possible, but not more than three (3) days from the date or discovery of the illness/injury.
• Employees should keep copies of documents for their records.
• Employees shall complete time cards with appropriate codes.
d) Supervisor Responsibility
• Respond to the scene or otherwise make in-person contact with the employee.
• Provide employee with the “Worker’s Compensation Information Packet” (OJI Packet) if medical
attention is sought, or possibly sought, in the future.
• Complete a Supervisor’s Report of Incident or Injury (HRE 002) report for every reported incident
of illness or injury related to work, regardless of whether or not the employee sees a doctor. The
report narrative should contain the following:
o A description of how the occupational injury/illness was sustained.
o All supporting information, (e.g., investigative findings, existence of photos,
recommendations for correction of the unsafe condition, when possible).
o A claim number is not required unless the occupational injury/illness is attributable to a
previously reported incident, in which case the prior claim number will be used.
o Details regarding the incident, personal medical information, medical documents, or
allegations made by one individual about another are NOT to be included in this report.
o With all illnesses or injuries, supervisors will provide a copy of the completed Supervisor’s
Report of Incident or Injury (HRE 002) form to the employee and to the Operations
Administrative Sergeant for review by the Safety Committee and Command staff, preferably
by the end of the employee’s shift or duty day to ensure timely notification.
o Forward the original signed form to the Risk Management Office via interoffice mail or scan
and email to the current Risk Management Workers Compensation contact within the Human
Resources Department.
o If the injury results in time loss from work, the Supervisor will inform the employee’s chain
of command and the Operations Administrative Sergeant. An email with the employee’s
name, general nature of the injury (e.g. “hand injury” or “dog bite”) and estimated date of
return, if known, will suffice. Avoid sending personal medical information, medical
documents or any diagnosis. The Supervisor’s Report of Incident or Injury (HRE 002) should
cover the rest. If more information is needed, follow-up can be done through Risk
Management.
o If the employee is hospitalized, the Supervisor will be responsible for ensuring an IDM is
generated and forwarded to the Chief of Police, as referenced on page 1 in the Reporting
Hospitalization to the Chief section of this policy. Provide the required information to the
Operations Police Administrative Support Specialist (PASS), who will prepare the IDM.
o If the employee is hospitalized as an inpatient (admitted), the supervisor shall notify the City
Safety Officer as referenced in the above “Catastrophic Accidents and Inpatient
Hospitalization” section above.
o The Supervisor is responsible for ensuring the timely submittal of all occupational
injury/illness forms.
e) Unit/Division/Bureau Commander’s Responsibility
When an employee suffers an occupational injury/illness, the employee’s Commander will be
responsible for ensuring a Supervisor’s Report of Incident or Injury (HRE 002) is completed and
forwarded to Risk Management, and a copy provided to the Operations Administrative Sergeant for
review by the Safety Committee within three (3) days of the date the injury/illness occurred. Any
report filed later than the three (3) day period will require the approval of the Chief of Police.
f) If medical attention is/was/will be sought for the occupational injury/illness:
• The employee must complete a Self-Insurer Accident Report Form (SIF2).
• SIF2 forms may be obtained from the employee’s Supervisor or the Operations Desk.
• The employee must complete the entire worker section of the SIF2. Note: Do not use the
Department address as the mailing address.
• Employees will ensure the Doctor is aware the City is self-insured.
g) If the occupational injury/illness causes time loss from work:
• The employee must obtain a written physician’s disability statement/release from work.
Employee should use the Activity Prescription Form (APF) included with the Workers
Compensation Information Packet (OJI Packet).
• Notify the chain of command and Operations Administrative Sergeant with estimated date of
return if unable to return to work.
• The physician’s disability statement/release-from-work notice will be submitted to Risk
Management.
• If light duty is sought, refer to the Department Procedure, Modified Duty/Transitional
Assignments.
h) Activity Prescription Form (APF)
Employee completes an APF form with their Doctor during each new Doctor appointment and sends
originals directly to the Risk Management Office. Make copies of a blank form if additional
appointments are expected.
If APF form indicates:

• Full duty, No restrictions: If full duty release comes after the initial medical appointment, no
other notifications are necessary. Forward the APF form to Risk Management. If full duty release
comes after a period of time loss due to the illness or injury, then notify the chain of command and
provide a copy of the APF form to the Operations Administrative Sergeant.
• Modified duty or changes in duty restrictions: Notify chain of command, provide a copy of the
APF to the Operations Administrative Sergeant, and follow the Modified Duty/Transitional
Assignments procedures (where applicable).
• No release to duty: Notify chain of command and provide a copy of the APF to the Operations
Administrative Sergeant.
4) Reoccurrence of Previous Occupational Illness or Injury

Employees are encouraged to discuss the reoccurrence with their physician. Employees must then ensure
their physician files a request to re-open the claim and forward it to Risk Management.
5) Reporting Work-Related Injury for Mental Conditions or Disabilities

If a LEOFF II or non-commissioned employee states that the injury is job related and desires to file a Labor
and Industry claim, a Self-Insurer Accident Report (Form SIF2), and a Supervisor’s Report of Incident or
Injury (HRE 002) are required. Follow the Occupational Injury/Illness practices listed in section 3 above.
a) Supervisor’s Duties
• Responsible for notifying the Division Commander immediately after the employee claims a
mental condition or mental disability caused by stress. If the Division Commander is not
available, the Shift Lieutenant will be notified.
• Responsible for following the Occupational Illness/Injury practices listed in section 3 above.
b) Division Commander or Shift Lieutenant
Once the Division Commander or the Shift Lieutenant is notified by a Supervisor that an employee
claimed a mental condition or mental disability caused by stress, the Division Commander or Shift
Lieutenant will immediately relieve the employee of his/her duty and ensure Department property is
surrendered by the employee, as indicated in section titled Surrendering Departmental Property and
Restricting Access to Police Facilities of this policy. The Shift Lieutenant will then notify the Bureau
Commander and the Chief of Police of the employee’s injury/illness.
P2.2.2 SICK LEAVE ABUSE REVIEW AND CORRECTIVE ACTIONS (R 03/2010)

Employees will be considered to be abusing sick leave and/or malingering if one or more of the following factors are
corroborated:
• Employee feigned the illness or injury for which time is claimed
• Injury or illness for which time is claimed is the direct result of dissipation
• Employee activities while on sick leave are inconsistent with the illness or injury claimed
P2.2.3 LEAVE OF ABSENCE (LOA) WITHOUT PAY CALEA 22.2.1 (R 09/2016)

Purpose: This policy is intended to address leave of absence without pay requests of Police Department employees
where the reason for the request is not otherwise governed by a furlough, military, family, medical or pregnancy-
related leave policy of the City or Police Department (Personnel Management Policy 120, Tacoma Municipal Code
(TMC) 1.12.200-.270. (This policy is not intended to govern hardship leaves of absence.)
A) Leave of Absence Notice

Leave of absence without pay requests for other than a furlough, military, family, medical, or pregnancy-related
leave shall be submitted in writing to the Chief of Police not less than 120 calendar days prior to the first day of the
requested leave period. The request shall include both the reason for the request and the inclusive dates. Responses
to requests shall be provided in a timely manner. Granting of such requests shall be at the discretion of the Chief of
Police.
B) Use of Paid Leave

Generally, use of paid leave (accrued vacation and compensatory time), if available, should be encouraged before
unpaid leave is granted. An employee may be granted unpaid leave when otherwise eligible for paid leave;
however, the employee will not be permitted to alternate between an unpaid status and paid status for the purpose of
earning additional benefits. Availability of other employment benefits while on unpaid leave is governed by City
Personnel Management Policies and the Tacoma Municipal Code.
C) Employee Status when on Approved Unpaid Leave

When on approved unpaid leave, an employee must remain in an unpaid status until the leave is completed or
canceled in accordance with TMC 1.12.270. Any off-duty work permit shall be suspended during the term of the
unpaid leave of absence unless the leave request specifically requests otherwise.

D) Consideration of Leave without Pay Requests
The following criteria will be applied when considering whether to grant or deny leave of absence without pay
requests:
• The reason for the leave of absence must provide the employee with an educational, professional, or
developmental opportunity that will be of benefit to the employee's law enforcement career or of benefit to
the Department.
• The period of leave should not exceed 90 days or approximately 3 calendar months. Leave requests for
periods in excess of 90 days must set forth the reason(s) for a longer period in order for the request to be
considered.
• Leave of absence without pay requests shall not be granted more than once every 10 years per employee,
absent exceptional circumstances.
• In considering leave of absence without pay requests, the Chief of Police shall take into consideration
factors including, but not limited to, the employee's duties and/or assignments with the Department, the
Department's ability to function efficiently and effectively without the employee during the period of the
proposed leave, the employee's work history, commitment to a law enforcement career, and commitment to
returning to the Department at the conclusion of the leave.
P2.2.4 MILITARY CALEA 22.2.1 (R 01/2017)

Employees of the Tacoma Police Department who are members of a military reserve unit of the United States will
be entitled to take part in annual active duty training and monthly training assemblies to fulfill their military
obligation.
A) Reporting Requirements
All reservists must submit the following information through their chain of command to the Office of the Chief:
• Name of reservist
• Branch
• Station
• Unit
• Specialty
• Rank
Submit any change in status within 30 days of occurrence.
B) Annual Training
Twenty (20) days prior to departure, submit to immediate Supervisor for approval:
• Two copies of orders.
Upon completion of training, obtain completion statement from commanding military officer showing inclusive
dates of service and successful completion.
Immediately upon return to the Department, submit statement through chain of command to Police Finance. (If this
statement is not submitted, City Human Resources may withhold pay for the hours in question.)
C) Monthly Training
The policy adopted by the Tacoma Police Department anticipates that the military obligation for reservists will be
one weekend a month and, as such, the Department is willing to accommodate an individual on a once-a-month
basis where a shift change is required. Provide Supervisor with annual schedule of monthly training assemblies.
Since these monthly training assemblies are normally scheduled on weekends, the Department will adjust the
working schedule of the employee to allow attendance without loss of pay or the necessity to use vacation or
holidays. Reservists whose unit will allow them to attend "Equivalent Training" on their regular days off are
encouraged to do so.
Additional weekends off should be taken by the employee-reservist with use of vacation leave, holiday leave, or
leave without pay.
Contact Supervisor personally 20 days in advance of drill to ensure that there are no conflicts in scheduling.

D) Family Members of Military Personnel
Employees who are qualifying family members may be entitled to protected leave under the Family and Medical
Leave Act (FMLA) for qualifying exigencies, or illness or injury related to the family member’s military service.
See Family and Medical Leave Act (FMLA) section of this policy.
P2.2.5 FAMILY AND MEDICAL LEAVE ACT (FMLA) CALEA 22.2.1(e) (R 01/2017)
In compliance with the Family and Medical Leave Act of 1993 (FMLA), the Tacoma Police Department may place
eligible employees on up to 12 weeks of job-protected leave in a 12-month period for specified family and medical
reasons. For more details, call the City Human Resources Department Risk Management office.
A) Eligibility
In order to qualify to take FMLA leave under the Act, the employee must meet all of the following conditions:
• The employee must have worked for the City of Tacoma at least 12 months, or 52 weeks. The 12 months,
or 52 weeks, need not have been consecutive.
• The employee must have worked for the City of Tacoma for at least 1,250 hours during the 12-month
period immediately preceding the date the leave is scheduled or determined to begin.
NOTE: Exempt employees who have worked 12 months or 52 weeks are presumed to have worked 1,250 hours,
unless they are on a formalized reduced work schedule.
B) Types of Leave Covered

1) Twelve (12) workweeks of leave in a 12-month period for:
• The birth of a child and to care for the newborn child within one year of birth.
• The placement, with the employee, of a child for adoption or foster care and to care for the newly-
placed child within one year of placement.
• To care for the employee’s spouse, child, or parent who has a serious health condition.
• A serious health condition that makes the employee unable to perform the essential functions of his/her
job.
• Any qualifying exigency arising out of the fact that the employee’s spouse, son, daughter, or parent is a
covered military member on “covered active duty.”
2) Twenty-six (26) workweeks of leave during a single 12-month period to care for a covered service member
with a serious injury or illness if the eligible employee is the service member’s spouse, son, daughter,
parent, or next of kin (military caregiver leave).
Note: Employees who have an on-the-job injury are automatically covered under FMLA as long as they meet the
minimum requirements of FMLA.
C) Serious Health Condition

A serious health condition is an illness, injury, impairment, or physical or mental condition that involves
inpatient care or continuing treatment by a health care provider. "Serious health condition" includes:
• An illness, injury, impairment, or physical or mental condition that involves:
o Any period of incapacity or treatment connected with inpatient care (i.e., an overnight stay) in a
hospital, hospice, or residential medical care facility; or
o A period of incapacity requiring absence of more than three (3) calendar days from work, school, or
other regular daily activity that also involves continuing treatment by (or under the supervision of) a
health care provider; or
o Any period of incapacity due to pregnancy, or for prenatal care; or
o Any period of incapacity (or treatment therefore) due to a chronic serious health condition (e.g.,
asthma, diabetes, epilepsy, etc.); or
o A period of incapacity that is permanent or long term due to a condition for which treatment may not
be effective (e.g., Alzheimer's, stroke, terminal diseases, etc.); or,
o Any absences to receive multiple treatments (including any period of recovery therefrom) by, or on
referral by, a healthcare provider for a condition that likely would result in incapacity of more than
three (3) consecutive days if left untreated (e.g., chemotherapy, physical therapy, dialysis, etc.)
D) Leave Requirements
Foreseeable
• Give Division Commander 30 days’ notice in advance of taking the leave.
• Contact Risk Management, who will mail and/or email a notification letter and form(s) to be completed by
the employee.

• Complete and submit to Risk Management all the FMLA paperwork.
Unforeseeable
• Notice must be given as soon as practical, ordinarily within one or two business days of the date the
employee learns of the need for the leave.
• Verbal notice is sufficient.
• Contact Risk Management who will mail a notification letter and form(s) to be completed by the employee.
• Complete and submit to Risk Management all the FMLA paperwork within 15 days of verbal notice to the
Division Commander.
Employee does not mention FMLA

Notice of employee eligibility status must be provided by the employer (City) the first time an employee takes leave
for an FMLA-qualifying reason. Supervisors should be aware of the following:
• If a Supervisor becomes aware of an employee who may qualify for FMLA, they should notify the Risk
Management office. An email will suffice. Under FMLA, the employer has an obligation to notify the
employee within 5 days when the employer acquires knowledge that the employee leave MAY be for an
FMLA-qualifying reason.
Note: The definition of a Serious Health Condition includes an absence of more than 3 days that also involves
continuing treatment or supervision from a healthcare provider. This can be as simple as missing 3 days of
work because of illness and receiving a lab test, prescription and/or follow-up appointment. Therefore, a
Supervisor should notify Risk Management on the 4th day of absence to ensure compliance. Be aware that if an
employee calls in sick on a Friday, is off for the weekend, and is still sick on a Monday, all of the days would be
considered (i.e. 4 consecutive absences).
E) Benefits while on Leave

When an employee is on authorized FMLA leave, the City will continue the employee’s health benefits during
the leave at the same level and under the same conditions as if the employee had continued to work.
IF an employee chooses not to return to work for reasons other than a continued serious health condition, the
City may require the employee to reimburse the City the amount it paid for the employee’s health insurance
premium during the leave period.
IF the employee pays a portion of the health care premium, life insurance, or disability policy, it is the
employee’s responsibility to continue to make this payment.
IF the payment is more than 30 days late, the employee’s coverage may be discontinued for the duration of the
leave period, or the City will recover any payments made on behalf of the employee at the end of the leave
period.
F) Return to Work
The employee must obtain a written statement releasing the employee to duty. The release-to-duty statement
must be submitted to Risk Management prior to returning to duty.
P.2.2.6 MILITARY DEPLOYMENT (EXCEEDING 90 DAYS) & REINTEGRATION (R 09/2016)

It is the policy of the Tacoma Police Department to provide communication, support and assistance to any employee
who may be called up for active military duty. The Department recognizes that the transition in and out of an active
duty assignment can be challenging to both the employee and their family. In order to mitigate some of the stress
associated with this process, the Department has established the following process for military deployment and
reintegration.
The Operations Administrative Sergeant will act as a point of contact for the deployed employee for any needs that
the employee or the Department may have that occur during deployment. CALEA 22.2.8(a)
A) Initial Active Duty/Deployment: Prior to deployment, the employee will meet with the Department HR
designee to answer any questions regarding finances, leave balances, health and medical coverage, and provide
information on the Employee’s Assistance Program (EAP). The Operations Administrative Sergeant will be the
Department HR designee, unless otherwise indicated by the Operations Bureau Chief. CALEA 22.2.8(b)
B) Out Processing Exit Interview: The deploying employee will schedule an out processing appointment with
their Bureau Commander, or designee, for an exit interview two weeks prior to deployment. CALEA 22.2.8(c) The exit
interview is designed to help ensure that all questions/concerns are addressed prior to the employee’s deployment.

When practical, the deployed employee is requested to remain in contact with the Department via email to keep
current on Department activities. It is strongly encouraged that when the deployed employee obtains a military
email address that they contact the Operations Administrative Sergeant to establish a line of communication. If the
deployed employee desires, they may request the Operations Administrative Sergeant provide their email to
additional Department employees for further contact. CALEA 22.2.8(g)
C) Equipment Storage: The deploying employee will contact the Department Quartermaster for the temporary
return of all Department property with the exception of uniforms, gun belt, handcuffs, baton, badge, and employee
ID. Upon the deploying employee’s return, he/she will contact the Quartermaster for the re-issuance of equipment.
CALEA 22.2.8(d)
D) Reintegration: The employee, upon return from deployment, will contact the Operations Administrative
Sergeant to schedule an in-processing interview with the employee’s Bureau Commander or designee. CALEA
22.2.8(e). The purpose of the in-processing interview is to help with the transition back into the workforce. All first
line supervisors should be aware of EAP and resources available for employees returning from active duty.
The returning employee will contact the Training Sergeant to schedule initial, refresher or qualification training
requirements before returning to assigned duties. These requirements include: CALEA 22.2.8(f)
• Weapons qualifications
• Use of force Policy
• Vehicle Pursuits
• Emergency Vehicle Operations
• Search and Seizure
• Policy and Procedure updates
• Computer/Cell Phone updates
The Training Sergeant and/or the employee’s chain of command may request, through the Bureau Commander’s
approval, the returning employee be progressively reintegrated into their assigned position. The returning
employee’s immediate supervisor will coordinate the reintegration. The period of reintegration will depend on the
time of the employee’s absence and other factors that may have impacted the deployed employee. CALEA 22.2.8(f)

Sets forth Tacoma Police
Department’s Policy on Uniform/
Grooming/Equipment Donald Ramsdell, Chief of Police
P2.3.1 UNIFORM REQUIREMENTS CALEA 22.2.5, 26.1.1, 41.3.4 (R 09/2016)

A) Wearing of the Uniform
• Members of the Tacoma Police Department shall keep their clothing or uniform in good repair, cleaned and
pressed. Shoes will be shined, and metal parts of the uniform will be polished.
• The uniform will be worn while on duty, while in a uniform capacity, unless otherwise directed by the
Bureau Chief.
• Except when acting under the proper and specific orders of a Supervisor, Officers on duty shall maintain a
neat, well-groomed appearance and shall style their hair according to Department policy.
• Members of this Department should display a professional, businesslike appearance in the course of their
duties as each individual’s appearance reflects on the image of this Department. It is the responsibility of
all Division Commanders to ensure that proper Uniform and Equipment Inspections are completed and
recorded at a minimum of two times per year, April and October.
• The long sleeve button down shirt and jumpsuits will be worn open-throated with a standard round neck;
white, navy blue or black T-shirt without a tie (see Figure 7).
• The short sleeve button down shirt will be worn with a standard round neck; white, navy blue or black T-
shirt without a tie (see Figure 6).
• Lost or damaged equipment and clothing is to be reported immediately to member’s supervisor.
Equipment and clothing lost or damaged through negligence may be chargeable against the member. A
report detailing the lost or damaged equipment will be prepared by the member and submitted to his/her
Supervisor for review.
• All police uniforms are to be worn in a complete set (appropriate shoes and socks; uniform pants; uniform
shirt with tie, when appropriate; and appropriate nylon or leather gun belt). Optional issue such as
raincoats and issued jackets can be worn dependent upon Officer’s preference. No Officer will split their
uniform, i.e., civilian shirt with uniform pants, motorcycle helmet with civilian attire, etc. The only
exception allowable will be a civilian jacket over a complete uniform when traveling to or from work,
when not in a Department vehicle.
B) Regulation Uniform Classifications
1) Formal Dress Uniform – Optional (see Figure 1)

The Department dress uniform shall consist of the navy blue, single-
breasted, three-quarter length blouse, white long sleeve dress shirt,
black tie, and Department-issue trousers. The blouse will have “V”
notched lapels, epaulets, and a four-button front. Tacoma Police
(T.P.) collar emblems will be worn on the blouse lapel. The blouse
will not have any outside pockets or pocket flaps. Side vents on each
hip will allow access to the belt.
Figure 1 Shoulder emblems – Sergeant and Patrol Specialist emblems will be

worn on the blouse in accordance with existing regulations (see
Figure 5). No other cloth emblems will be worn on the sleeves.
2) Class A Regulation Uniform – The Class A regulation uniform will consist of navy blue long sleeve shirt,
navy blue uniform trousers, navy blue uniform necktie, and eight-point hat. The gun belt shall be the nylon or
leather type without shoulder strap. The gun belt and related accessories will be polished leather or nylon.
Footwear will be either single stitching or plain-toed, smooth black leather shoes with black laces. The shoes
will be shined to a high gloss. The Class A uniform will be worn by Officers attending formal events, funerals,
etc. The Class A uniform will also be worn upon direction of higher authority.
P2.3 – Uniform, Grooming, Equipment Page 1 of 14

3) Class B Regulation Uniform – The Class B regulation uniform will consist of navy blue long or short
sleeve shirt and navy blue uniform trousers. The long sleeve shirt will be worn open throated and without a
necktie. (Exception: Whenever an Officer appears at formal events or upon direction of higher authority, the
long sleeve shirt collar will be buttoned and a tie will be worn.) Footwear will be either single stitching or
plain-toed, black leather shoes with black laces. Buckles, straps and buttons on shoes are not permitted.
Loafers, Western boots, and engineer-type boots are not permitted. Athletic type footwear is permitted, but
must be black leather, single stitching or plain-toed, and devoid of ornamentation (manufacturers’ names or
logos). The uniform commando sweater may be worn with the Class B uniform. CALEA 41.3.4
4) Class C Regulation Uniform – The Class C regulation uniform will consist of the following additional
special use clothing:
• Uniform jumpsuit, navy blue, one-piece jumpsuit (coveralls) issued by the Department, may be worn
by all members in a uniform assignment, whether temporary or permanent assignment.
• Motorcycle breeches, navy blue in color, uniform motorcycle jacket, and motorcycle helmet – shall be
worn by Officers assigned to motorcycle duty.
• Tactical uniform (currently assigned) shall be worn by specialty team members when training or on
special assignment.
• Other specialty uniforms (Bicycle, K-9, Range) as determined by Bureau Commander or designee.
5) Command Staff Uniform – Optional – The command staff uniform may be

worn by Lieutenants and above. The uniform shall consist of a long or short sleeve
white shirt worn with the navy blue uniform trousers. The short sleeve shirt will be
Department issued. The long sleeve shirt will be a plain white dress shirt worn with
a navy blue necktie and may be worn with a uniform commando sweater. The
regulation Sam Browne-type gun belt will not be worn; however, a Department-
approved hand gun must be properly holstered when the uniform is worn.
C) Insignia of Rank
Insignia of rank will be worn on all uniforms. The placement of insignia worn on the
uniform is shown on the illustrations in this section. Sleeve cuff stripes shall be worn
only on the dress uniform blouse (see Figure 2).
1) Formal Dress Uniform

• Chief of Police – shall wear three metal gold-colored stars on each shoulder of the dress uniform
blouse and three one-half inch cloth gold-colored stripes on each sleeve cuff of the uniform blouse.
Bottom of the cuff braid will be three inches from the bottom of the sleeve (see Figure 2).
• Assistant Chief of Police – shall wear one metal gold-colored star on each shoulder of the dress
uniform blouse and two one-half inch and one-quarter inch gold-colored stripe on each sleeve cuff of
the uniform blouse. Bottom of the cuff braid will be three inches from the bottom of the sleeve (see
Figure 2).
• Captain – shall wear two metal gold-colored bars on each shoulder of the dress uniform blouse and two
half-inch cloth gold-colored stripes on each sleeve cuff of the uniform blouse (see Figure 2).
• Lieutenant – shall wear one metal gold-colored bar on each shoulder of the dress uniform blouse and
one half-inch cloth gold-colored stripe on each sleeve cuff of the uniform blouse. Bottom of the stripe
will be three inches from the bottom of the sleeve (see Figure 2).
• Sergeant – shall wear one-quarter inch gold wire centered on a one-half inch royal blue cuff braid on
the dress uniform blouse. Bottom of the cuff braid will be three inches from the bottom of the sleeve
(see Figure 2).
• Detective and Police Patrol Officer – shall wear one-half inch royal blue wire cuff braid on the dress
uniform blouse. Bottom of the cuff braid will be three inches from the bottom of the sleeve (see Figure
2).
2) Class A & B Uniform

• Chief of Police – shall wear three gold-colored cloth stars sewn to the uniform shirt epaulets (see
Figure 4).
• Assistant Chief of Police – shall wear one gold-colored cloth star sewn to the uniform shirt epaulets
(see Figure 4).
• Captain – shall wear two gold-colored cloth bars sewn to the uniform shirt epaulets as shown on the
illustration (see Figure 4).

• Lieutenant – shall wear one gold-colored cloth bar sewn to the uniform shirt epaulets as shown on the
illustration (see Figure 4).
• Sergeant – shall wear three blue-colored cloth chevrons on each sleeve of the uniform shirt (see Figure
5).
• Police Patrol Specialist – shall wear two blue-colored cloth chevrons on each sleeve of the uniform
shirt (see Figure 5).
3) Class C Uniform (Example: Department-issued Jumpsuits)

• Tactical Uniform
Lieutenants and above – shall wear a black-colored metal rank emblem affixed to the collars of the
tactical uniform - with a gray/black-colored cloth badge.
Sergeants – shall wear a black-colored metal chevron affixed to the collars of the tactical uniform -
with a gray/black-colored cloth badge.
4) Command Staff Uniform

Gold-colored cloth board insignia of rank will be worn on the epaulets of the short sleeved white shirt or
the epaulets of the uniform commando sweater.
5) Regulation Uniform Items

• Uniform Police Cruiser Jacket
Lieutenants and above – shall wear gold-colored rank emblems that are sewn to the epaulets of the
jacket, with a gold-colored cloth badge.
Sergeants – shall wear three blue-colored cloth chevrons sewn on each sleeve of the jacket - with a
gold colored cloth badge.
Police Patrol Specialist – shall wear two blue-colored cloth chevrons on each sleeve - with a silver-
colored cloth badge.
• Uniform Commando Sweater
Lieutenants and above – shall wear gold-colored cloth boards insignia of rank on the epaulets of the
sweater with a gold-colored cloth badge.
Sergeants – shall wear three blue-colored cloth chevrons sewn on each sleeve - with a gold-colored
cloth badge.
Police Patrol Specialist – shall wear two blue-colored cloth chevrons on each sleeve with a silver-
colored cloth badge.
• Rain Gear – no insignia of rank will be affixed to rain gear
6) Nameplates – will be furnished by the Department and will be worn on the uniform at all times. They are
to be centered on the flap of the right breast pocket of the uniform shirt, as indicated in Figure 3.
Embroidered nameplates in the same fashion.
• Nameplates will be worn on the uniform commando sweater. They are to be centered one-half inch
from the top of the reinforcing patch on the right breast area of the sweater.
• Gold nameplates will be worn on the right breast of the dress uniform blouse, approximately even with
the lower half of the badge (see figure 1).
7) The departmental insignia of rank for Chief, Assistant Chief, Captain, and Lieutenant will be worn on the
epaulet of the Department issued uniform shirts and jackets as shown in Figure 4.
The insignia to be centered in

stitching.
Figure 4

8) The insignias for Sergeant and Police Specialist will be worn as shown in Figure 5.
Figure 5
9) A cloth badge of appropriate rank will be issued and worn on the outside of the outer uniform garment. It
shall be sewn over the left breast pocket area, plainly exposed to view at all times when on duty, unless
otherwise permitted by proper authority.
10) The gold/silver TPD collar ornament will be worn on all uniform shirts as shown in Figures 6 and 7.
Example: Silver for all ranks below Sergeant and gold insignia for Sergeant and above.
Figure 6
Short Sleeve T-shirt may also be black or
navy blue
Figure 7
Figure 8
11) Service Stripes: Horizontal stripes, one-quarter inch x one inch long, blue color. They shall be sewn on
the left sleeve, with the bottom stripe one inch above the cuff and one-half inch forward of the press line on
all long sleeve button down shirts, as per the illustration. The stitch shall be concealed, using a thread to
match the background material. When adding service stripes, the entire strip shall be replaced (Figure 8).
The Department shield (shoulder patch) will be centered below the epaulet, one inch below the seam on the
shirt sleeve and jacket sleeve.
Figure 9
Am. Flag
Valor Merit
Disting. Svc. Life Line Life Saving
Jones
12) Authorized Decorations

• Department awards, such as the Medal of Valor, will be worn centered one-quarter inch above the top
edge of the right shirt pocket. If more than one award is received, the awards will be off centered with
the highest award to the left of the other (as seen from facing the shirt). If more than three awards are
received, the highest award will be centered one-quarter inch above the other three. If all five
departmental awards are received, they will be worn as shown in Figure 9.
• Multiple presentations of the same award (i.e., a second Medal of Valor) will be indicated by a star
attached to the award bar. Additional stars will be received for each presentation of a like award.
Only one award of a like kind (with proper number of stars) will be worn on the uniform.
• City award pins (Safe Driving, Years of Service, etc.) and departmental unit pins (DARE, Traffic,
SWAT, Bicycle, K-9, DRT, EOD, etc.) will be worn on the left shirt pocket flap, centered one-half
inch below the top edge of the pocket. Only two City award or Department unit pins may be worn at
the same time. Officers may select two from those they have received. If two pins are worn, they will
be positioned as shown, in figure 10.
• The Flying Wheel Patch, which is approximately one and Figure 10
one-half inch in diameter, will be sewn onto the right
sleeve, four and one-half inches above the bottom of the
cuff and one-half inch forward of the sleeve press line on
the long sleeve uniform shirt. Only qualified Traffic and
former Traffic Officers can wear the patch. The patch
may be worn on other long sleeve uniform garments
(excluding leather jacket and dress uniform). The stitch
shall be concealed using a thread which matches the
background material of the patch.
• Wearing of "American Flag” pins. Uniformed members
are authorized to wear an "American Flag" pin on the uniform shirt centered above the right pocket or,
if another authorized insignia or departmental award is worn above the pocket, the lower edge of the
pin shall be one-quarter inch above such other authorized insignia or award. The pin shall be of
appropriate size. The wearing of the flag pin shall be optional with each member.
• Other items of decoration or adornment not specifically listed within these rules and regulations may
not be worn unless authorized by the Chief of Police in writing.

D) Accessories
All uniformed Officers shall wear the following described uniform accessories, as directed.
1) Shoulder Patches – Department-issued shoulder patches shall be centered one inch below the epaulet on
each arm of the uniform blouse, shirt, cruiser jacket, commando sweater, and jumpsuits. The patch shall be
sewn on by machine or cross-stitched by hand, using thread matching the color of the uniform item.
2) Service Stripes – (see Figure 8) service stripes denoting each three years of Tacoma Police Department
service shall be worn on the left sleeve of the navy blue long sleeve uniform shirt.
3) Belt – shall be leather, black in color and of conservative design, equipped with buckle of conservative
design, and not over two inches in width. Metal buckles will be silver for uniformed members below the
rank of Sergeant; gold for Sergeant and above.
4) Uniform Shoes – shall be black, single stitching or plain-toed shoes shined to a high gloss, which will be
worn with the Formal Dress and Class A Uniforms. Athletic type footwear may be worn with the Class B
and C Uniform. Loafers, western boots, and engineer boots will not be worn with any combination of
Department uniform.
5) Stockings – shall be solid black or dark blue in color. Exceptions: due to medical reasons, must be certified
by a doctor for inclusion in member's personnel file and updated every two years by the member, or will
have been deemed expired.
6) Ties – navy blue ties will be issued by the Department. They will be worn with the long sleeve uniform
shirt. The tie will be worn outside the shirt and not tucked in.
7) Rain Gear – uniformed members may wear rain gear authorized by their supervisor.
8) Headgear – will be Department issue only. Wearing of the police hat is recommended.
9) Chin Strap – flexible metal, silver for uniformed members below the rank of Sergeant: gold for Sergeant
and above.
10) Pistol grips – shall be functional and of conservative design and color and approved by the Range Master.
11) Department Issue Nylon Gear Utility Belt or Leather Belt – shall be black and must conceal any other belt
worn.
12) Gloves – shall be black unless otherwise directed for Traffic or special occasions. Gloves are optional with
the dress uniform; however, if worn, the gloves will be either white or black dress gloves.
13) Rubber Overshoes – shall be completely black in color and of conservative design.
14) Holsters – only that uniform holster issued by the Department or one of acceptable quality and design, and
approved by the Department Range Master, shall be worn on duty.
15) Magazine Carrier – only that magazine carrier issued by the Department or one of similar design, approved
by the Department Range Master, shall be worn on duty.
16) Key Holders – only that which has been issued by the Department or one of equal quality and design,
approved by the Bureau Chief or designee, shall be worn on duty.
17) Handcuff Cases – only that handcuff case issued by the Department or one of acceptable quality and
design, approved by the Bureau Chief or designee, shall be worn on duty.
18) Tie Bar – the tie bar issued by the Department is to be worn when wearing a tie with the long sleeve button
down uniform, and with the Class A uniform.
19) Turtleneck Shirts – only Department issue turtleneck shirts are authorized for long sleeve wear and
jumpsuits.
20) Belt Keepers/Leather Belts (except for the Department issue nylon belt keepers) – shall be silver snaps for
uniformed members below the rank of Sergeant; gold for Sergeant and above.
P2.3.2 UNIFORM, PLAIN CLOTHES AND GROOMING CALEA 26.1.1, 41.3.4 (R 09/2016)
Uniform or plain clothes should not detract from the professional appearance expected from the members of the
Department. Clothing shall be clean, in good condition, and should not disrupt the workplace. Supervisors are
responsible for contacting employees whose attire is not in compliance with Department standards. The exceptions
for attire and grooming apply only to personnel working undercover or on special assignments who may deviate
from this policy, with permission of their Bureau Chief or designee; however, such non-regulation
clothing/grooming may be worn only while actually engaged in the special assignment.
A) Plain Clothes Dress for Employees

1) Acceptable attire for employees include business dresses or suits with skirts or slacks, blazers, leather
jackets, dress slacks, casual pants, blouses, turtleneck shirts, shirts with collars, and sweaters. Casual
jackets that do not display logos/commercial designs are permissible at the discretion of employee’s
supervisor. No shorts, no low-cut blouses or see-through attire is permissible.
2) Court attire shall always be a business dress, suit or blazer with either a skirt or slacks, and blouse/shirt.
Skirt length should be conservative.

3) Footwear: Acceptable footwear includes dress shoes, leather casual shoes or boots. Athletic shoes are
appropriate for training, undercover work, callout responses, or those situations permitted by a supervisor
such as a medical excuse. Commissioned Officers should wear footwear that is secure on the foot and that
can be worn in an emergent situation. Flip-flops and open-toed shoes are not authorized for commissioned
employees.
4) Jeans, athletic shoes and any dress standard other than mentioned above may only be worn with prior
permission from employee’s Bureau Chief or designee.
5) Plainclothes Officers may wear stud-type earrings only and are limited to a maximum of two stud earrings
in each ear lobe. This exception does not apply to employees while wearing a uniform.
B) Grooming Standards for all Commissioned Employees

• Hair (male) – Hair shall be neatly cut, clean, and well-groomed. Hair shall not stand out (extend) more
than two inches from the head. Hair may not extend below the bottom of the uniform shirt collar. Hair
may cover the ear but not extend below the bottom of the ear.
• Hair (female) – Hair shall be neatly cut, clean, and well-groomed. Hair shall not stand up nor extend more
than two inches from the head. Long hair that extends below the uniform shirt collar must be worn up in
such a manner to meet the above criteria.
• Mustache and Beard – Mustaches shall be permitted but must be neatly trimmed in appearance. The
moustache may extend one-half inch laterally and not more than one-half inch below the corner of the
mouth, nor cover the upper lip. The wearing of beards, Van Dykes or goatees shall be left up to the
direction of the Bureau Chief based upon work assignment.
• Sideburns – Sideburns shall be neatly cut, clean, and well-groomed. Sideburns shall not exceed below the
bottom of the ear nor exceed one and one-half inches at the widest point.
C) Jewelry/Accessories
Jewelry shall not be worn while in uniform except for a ring, a watch, and a bracelet. Authorized decorations and
accessories on uniforms are detailed in P2.3.1(C)(12) and P2.3.1(D) above. Any deviations from the above
standards shall be at the discretion of the Bureau Chief.
D) Tattoos
Tattoos shall be permitted but must be concealed when appearing in court or wearing a Class A uniform.
E) Collective Bargaining Agreements

Only collective bargaining agreement exceptions pertaining specifically to this subject matter may supersede this
General Order.
F) Exceptions
The exceptions for attire and grooming apply only to personnel working undercover or on special assignments who
may deviate from this policy, with permission of their Bureau Chief or designee; however, such non-regulation
clothing/grooming may be worn only while actually engaged in the special assignment.
G) Compliance
Incidents of out of compliance shall be addressed and reconciled by the supervising authority immediately, as well
as corrective action, up to and including discipline. All compliance issues will be resolved according to applicable
sections of P1.8, Complaints/Discipline.
P2.3.3 EQUIPMENT CALEA 1.3.6, 1.3.9, 1.3.10, 1.3.12 (R 09/2016)

A) Use of Department Equipment
Employees shall use Department equipment only for its intended purpose in accordance with established
Department procedures. They shall not modify, alter, change, mar, mark or deface any City equipment and/or
property without the expressed approval of the Chief of Police. All Department equipment issued to employees
shall be maintained in proper order. Violation of this rule will subject employees to discipline.
Officers, when not working within the scope of a Department assignment but while maintaining themselves as
representative of the Department and/or using Department equipment or uniforms, shall not, without specific
permission from the Chief of Police: address public gatherings, lecture, appear on radio or television, prepare
articles for publication, act as correspondent to a newspaper or periodical, release or divulge investigative
information or any other matters of the Department.
B) Equipment to be Inspected before Use

Employees shall examine all Department equipment or vehicles assigned to them prior to use. Any damage or
operational defects discovered will then be reported to the employee’s supervisor.
C) Disposition of Equipment
Upon termination, retirement or resignation of an employee, all Department-issued equipment and supplies shall be
returned. Division Commanders shall ensure that a commissioned Officer’s badge, commission card, radio, and all
Department-issued weapons are relinquished to the Department at the time the Officer is notified that his/her
employment is to be terminated. If the Officer possesses a commission card from any other law enforcement
agency, it shall also be surrendered.
D) Unauthorized Weapons CALEA 1.3.9

Weapons not specifically authorized by policy, procedures or by other official documentation of the Department are
prohibited, and employees shall not carry nor use any such prohibited weapon in an official police capacity. Such
prohibited weapons shall include, but not be limited to, clubs, saps of any kind, weighted gloves, brass knuckle
devices, and twist chains.
E) Use of Weapons CALEA 1.3.6

Officers shall not use or handle weapons in a careless or imprudent manner. Officers shall use weapons in
accordance with the law and departmental procedures. Officers shall promptly file a written report as may be
required in accordance with Use of Force procedures following any unintentional or intentional discharge of a
weapon.
F) Display, Loading, and Unloading of Firearms

Officers shall not draw or display their firearms except:
• As authorized by law
• For an official inspection
• For approved departmental training purposes on a Department-approved or controlled range
• When they believe themselves or another person to be in potential danger
• When necessary for cleaning or maintenance and then only in a location not immediately accessible to the
general public
G) Care of Firearm
Officers shall keep all firearms that are issued or approved by the Department properly cleaned, lubricated, and kept
in good operating condition at all times.
H) Types of Firearms Issued CALEA 1.3.9

When on duty or engaged in any police-related employment, Officers shall carry that firearm which is issued by the
Department or approved by the Range Master.
Exceptions – Under certain circumstances and when the nature of an Officer’s duties require, the Chief of Police
may authorize an Officer to carry a sidearm other than that permitted above as a primary weapon, providing the
weapon uses ammunition that is not of greater size or penetrating ability than Department-issued ammunition, and
the Officer has qualified with the weapon within the past six months. The Range Master is responsible for
maintaining documentation relative to the types and specifications of all firearms approved for use by Department
personnel.
I) Type of Ammunition Authorized for Primary Weapon CALEA 1.3.9

Only Department-issued ammunition will be used or carried as replacement ammunition while on duty or engaged
in any police-related employment. Altering ammunition in any way is strictly forbidden. The Range Master is
responsible for maintaining documentation relative to the types and specifications of all ammunition approved for
use by Department personnel.
J) Firearms – Off-Duty Employment CALEA 1.3.9

All firearms regulations for Officers on duty shall apply to off-duty Officers engaged in any police-related
employment.

K) Second On-Duty Weapon CALEA 1.3.9
A second on-duty weapon is a firearm carried in a concealed manner as a backup firearm to be used in deadly
physical force situations only when the primary sidearm has been rendered inoperable or when the use of the backup
weapon is the most prudent action under the circumstances facing the Officer.
Second on-duty weapons may be carried only under the following conditions:
• When kept in a holster that securely affixes it to the Officer. When affixing the second duty weapon, it
shall not have the capability of falling away or off the Officer. The individual Officer shall have the second
duty weapon holster approved by the Range Master.
• When it is approved by the Range Master.
• For safe and effective use in an urban environment, the ammunition carried is Department-issued only and
shall be approved by the Range Master.
• Prior to carrying the second on-duty weapon, the make and model must be registered with the Range
Master. The Officer must also demonstrate to the Range Master an ability to use the weapon safely and
proficiently.
• The second on-duty weapon qualifications must be done annually.
The Department will provide ammunition for the second on-duty (back-up) weapon. The ammunition must feed and
function reliably in the firearm in which it is used.
The second on-duty weapon should be accessible with the opposite hand. The Officer will be responsible for all
maintenance and repair costs and will ensure the firearm is clean and serviceable while carried on duty.
L) Off-Duty Handguns CALEA 1.3.9

Officers who wish to carry handguns other than Department issue or approved alternate service weapon while off
duty must register and show proficiency at least once with the handgun. The ammunition carried for the off-duty
handgun will be comparable to the currently approved ammunition for safe and effective use in an urban
environment. Shooters will demonstrate to the satisfaction of the Range Master that they have adequate knowledge
of the handgun regarding safe handling, operation, and cleaning techniques. These handguns will be maintained in
good operating condition at the owner’s expense.
M) Use of Rifles CALEA 1.3.10

The Department authorizes the use of rifles by Department members who have demonstrated an ability to use the
weapon safely and proficiently to the Range Master. This will include the ability to shoot, carry, clean and maintain
the weapon to the satisfaction of Department standards set by the Range and authorized by the Chief of Police.
1) Authorized Personnel CALEA 1.3.9(a)(b)(c)

All commissioned personnel may carry an authorized rifle while on duty. They must annually demonstrate
the ability to use and maintain the weapon properly and safely.
2) Inspections CALEA 1.3.9(c)

Range Master or Department Armorer will inspect the authorized firearms annually during in-service
training.
3) Security of Weapon CALEA 1.3.9(f)

Officers are responsible for the security of their firearms.
a) Handguns – The Tacoma Police Department provides a safe method of home storage for the duty
handgun issued to each commissioned Police Officer. This is not only for the security of the weapon,
but also for the safety of the Officer’s family. As part of an Officer’s initial uniform issue, each
Officer will receive a locking device capable of securing the duty handgun. It is the expectation that
the Officer will secure his/her duty handgun with this device or suitable secure location (i.e., gun safe,
privately owned lock box, etc.) when the handgun is taken home.
b) Rifles:
• Officers are responsible for the security of the rifle.
• Officers with an assigned vehicle and an approved security locking rack or other mechanism for
the rifle may leave the rifle in the vehicle while off duty, if they remove the magazine and clear
the chamber.
• Officers who are able to place their assigned vehicle in a locked yard/garage of an occupied
residence may leave the weapon in the vehicle while off duty.

• Officers without such locking rack or mechanism in their vehicle or who are unable to leave the
vehicle in the locked yard or garage of an occupied residence will not leave the weapon in the
vehicle while off duty. Any alternative locking mechanism must be an approved installation; no
unauthorized alterations to Department vehicles are allowed.
• The Department retains the right to inspect proposed sites of vehicle storage to approve for leaving
the weapon in the vehicle.
• In all cases, vehicles will be locked when unattended.
N) Qualifications CALEA 1.3.10, 1.3.11, 1.3.12

Before carrying or using any Department weapon, an Officer shall be trained by an instructor who is currently
certified to give instruction with that weapon. Training will include laws concerning the use of force, lethal force,
and Department policy regarding the same. The training will include familiarization with the weapon, its operation,
and safe-handling procedures.
Before carrying any weapon on duty, or off duty under the authority of the Tacoma Police Department, an Officer
will demonstrate proficiency in the use of the weapon to an instructor certified to instruct in the use of that particular
type of weapon. This may include, but not be limited to, achieving minimum qualifying scores on prescribed
courses of weapon handling and demonstration of knowledge of the laws and Department policy regarding use of
force and lethal force.
Any Officer not having the above required initial training or who does not pass the proficiency examination for a
specific weapon shall not be authorized to carry or use that weapon in any capacity.
At least annually, all agency personnel authorized to carry weapons are required to receive in-service training on the
agency’s Use of Force policies and demonstrate proficiency with all approved lethal weapons and electronic
controlled weapons that the employee is authorized to use. In-service training for other less lethal weapons and
weaponless control techniques shall occur at least biennially. Proficiency training must be monitored by a certified
weapons or tactics instructor, and both proficiency and training must be documented. The Department shall have
procedures for remedial training for those employees who are unable to qualify with an authorized weapon prior to
resuming official duties.
Officers carrying a rifle will be required to demonstrate the abilities stated in the Policy on a regular basis. The
training and qualification on the rifles will occur at least annually. Failure to demonstrate the listed abilities to
Department standards at least once a year may result in required retraining or result in suspension of the
authorization to carry the weapon.
All commissioned personnel are required to qualify with their service weapon twice annually. Exemptions to this
requirement may be granted by the Division Commander in the event of illness, incapacitation or extended leave.
The first qualification period is from January 1 through June 30. The second qualification period is from July 1
through December 31. Harrison Police Range will be open for a specific period of time during each qualification
period.
To facilitate qualification, each Division will assign their personnel to relays on the schedule provided. It will be the
responsibility of each Division Commander to ensure that the Officers appear on the days assigned. It will be the
responsibility of all Officers to ensure that they meet the requirements of qualifying during both qualification
periods. Officers will be permitted to fire for qualification once during each period while on duty. Any additional
voluntary firing will be done on the Officer’s own time.
Officers may be assigned to participate in additional specialized firearms-related training or familiarization (i.e.,
shotgun course, chemical agents, shoot-don’t shoot, etc.). Division Commanders will be notified of absences or
failures and any recommendations for improvement.
In the interest of safety, all personnel shall adhere to firearms safety rules as posted and to orders of the Range
Master without regard to rank.
O) Service Weapon Modification and Accessories (Ref. P2.3.3 S)

Alterations, modifications or repairs to Department issue service weapons will be performed by a Department-
approved gunsmith. The Department will only authorize payment for those repairs to Department issue service
weapons which have had prior approval by the Range Master. Any such costs for non-Department issue weapons
will be the responsibility of the individual Officer.
Accessory items will not be added without approval of the departmental Range Master. Specifically, items such as
trigger shoe adapters and hammer spur covers are prohibited.
Weapon-mounted flashlights are considered a weapon accessory and may be approved by the Range Master on an
individual basis once certain criteria are met. See Procedure – Equipment, O – Use of Rifles, and P – Service
Weapon Modification and Accessories. Officers shall use due diligence while using pistol-mounted flashlight
accessories to avoid violating the four fundamental firearms safety rules including: “Never point a gun at anything
you’re not willing to shoot.”
P) Type of Inflammatory Agent Authorized (Pepper Mace) CALEA 1.3.9

Employees will only carry the inflammatory agent approved and issued by the Department. The inflammatory agent
may be carried either on or off duty and is recognized by the Department and the employee as a less-than-lethal
weapon. Employees are prohibited from carrying or equipping themselves with any similar or substitute weapons.
Q) Type of Electronic Control Tool (ECT) CALEA 1.3.9

Employees will only carry the ECT approved and issued by the Department:
The ECT may be carried when on duty or any police-related employment and is recognized by the Department and
the employee as a less-than-lethal weapon. Employees are prohibited from carrying or equipping themselves with
any similar or substitute weapons. The Range Master is responsible for maintaining documentation relative to the
types and specifications of all ECTs approved for use by Department personnel.
R) ASP® or Wooden Tactical Baton™ CALEA 1.3.9

The ASP® or wooden baton issued by the Department is required police equipment and will be carried in a holder
on the belt by all uniformed personnel, the rank of Sergeant and below while on duty in the field or acting in an
official capacity in a uniformed off-duty position. The Quartermaster is responsible for maintaining documentation
relative to the types and specifications of all ASP®/wooden tactical batons approved for use by Department
personnel.
S) Type of Flashlight Ref: P2.3.3 O

The flashlight is mandatory police equipment and will be available for use at all times. The type of flashlight used is
at the discretion of the individual Officer. Weapon mounted flashlights are considered a weapon accessory and are
not mandatory. See Procedure – Equipment, O – Use of Rifles, and P – Service Weapon Modification and
Accessories.
T) Protective Vests CALEA 41.3.5, 41.3.6

All commissioned Officers will be issued the Department-approved protective vest. The Department-approved
protective vest shall be worn under the following circumstances:
• All commissioned Officers, while working in uniform, in either an on-duty or Department-approved off-
duty capacity, shall wear the Department-approved protective vest.
• All commissioned Officers working plain clothes assignments shall wear the protective vests while
engaging in the execution of high-risk duties (such as planned warrant executions, drug raids, SWAT
functions) whenever discharging those duties, and may not be granted exceptions otherwise granted below.
The protective vest shall be kept immediately available for use at all times when not being worn.
• Exceptions:
1. Specialized units or functions (i.e., SWAT, Meth, SAR, etc.) as identified in operational handbooks
shall wear protective equipment based on their particular requirements.
2. Covert activities in which the wearing of the vest would either jeopardize the life of the Officer or the
investigation.
3. Special events or assignments approved by the Chief of Police or designee.
4. Administrative personnel who are not routinely engaged in field contacts and duties.
5. Medical conditions may excuse the wearing of the vest but must be verified in writing by a physician
and maintained in the personnel file located in the Office of the Chief of Police.

U) Knives and Multi-Tools CALEA 1.3.9
Upon Supervisor approval, on-duty personnel may be allowed to carry a knife or multi-tool on their person or duty
belt to use for the following purposes:
• As an operational utility tool; and/or
• As a last-resort defensive weapon under exigent circumstances.
Use of a knife as an offensive or defensive weapon shall be considered use of deadly force (see P3.1.6)
Types of knives described in this policy are defined as follows:

• Fixed-blade knife: Any single- or double-edged blade, with or without a point or serrations, secured to an
immovable handle, which has no moving parts, and is normally carried in a sheath.
• Folding-blade knife: Any knife with a single- or double-edged blade which can be folded, bent, or
otherwise secured in such a fashion that renders it safe or inoperative; and can be carried in a sheath,
clipped within a belt, pocket, boot, or carried in a pocket.
Automatic or spring-assisted knives which usually have a locking mechanism and require manual manipulation to
close are allowed. (Reference RCW 9.41.250 Dangerous Weapons-Exemption for Law Enforcement Officers)
Officers assigned to Specialty Teams (SWAT, HEAT, etc.) may carry a fixed-blade knife in a sheath or pouch and
secured to a belt, equipment bag, or drop holster while participating in Special Teams Operations only (the Special
Teams Supervisor will be the approving authority during Operations/Training only). The blade and overall length is
to be determined by the Special Teams Supervisor.
Officers may carry a folding blade knife or multi-tool on duty:

• In a sheath or pouch on the duty belt as long as the sheath or pouch is similar in color and construction to
the issued duty belt and has a retention device (snap, Velcro, belt loop, etc.);
• Clipped within a belt, pocket or boot (i.e., Motor Officers).
Folding blade knives or multi-tools worn on the duty belt or otherwise exposed may have a blade length not to
exceed 4 inches.
Fixed-blade knives may not be carried by on-duty Officers unless:

• Completely concealed in the officer’s uniform in a sheath or pouch that has some type of retention device
(snap, Velcro, compression, etc.);
• If worn outside of the uniform; blade length is not to exceed 3 inches and the handle may not be of a color
and type that it draws attention to the knife or causes it to be prominently displayed (e.g., push daggers). It
must be in a sheath or pouch that has some type of retention device.
• Special Teams exception.
On-duty Officers carrying approved knives shall:

• Carry the knife in a professional and discreet manner;
• Handle the knife or multi-tool in a safe manner;
• Be responsible for the operational maintenance and safe storage.
V) Operating Vehicles
Employees shall operate Department vehicles in a careful and prudent manner and shall obey all laws and all
departmental orders pertaining to such operation. Vehicles should be locked whenever they are left unattended and
beyond the immediate control of the driver (except when necessary in emergency situations).
When Department wagons or vans are staffed by two or more persons, a passenger will act as a ground guide when
backing these vehicles. The passenger will be responsible for the proper use of backing procedures.
W) Information Technology (IT) Equipment

Employees shall use and operate only Department-approved and issued IT equipment when accessing various
Criminal Justice Information Systems (CJIS). IT equipment shall be used only in accordance with existing policy
and departmental orders pertaining to such operation. IT equipment should be secured whenever they are left
unattended and beyond the immediate control of the employee (except when necessary in emergency situations).

P2.3.4 INSPECTION SCHEDULE CALEA 53.1.1 (R 01/2015)
A) Uniform and Equipment Inspections
It is the responsibility of all Division Commanders to ensure that proper uniform and equipment inspections are
done on a regular basis.
Formal uniform inspections shall be conducted two times per calendar year, April and October, by shift
Commanders and Sergeants. Informal inspections shall be conducted as needed. Supervisors of plain clothes
personnel shall ensure that their personnel are inspected regularly.
Supervisors conducting inspections shall check personnel appearance and equipment (including Department-issued
computers, cell phones and other Information Technology equipment) for conformance to departmental regulations.
Deficiencies found (e.g., worn or improperly fitted uniforms, substandard equipment) will be noted by the inspecting
supervisor, with recommendations for correction.
Inspecting supervisors will advise employees of noted deficiencies, and allow a reasonable amount of time for the
deficiency to be rectified.
If an employee takes no action to rectify noted deficiencies, the inspecting supervisor may require the employee to
submit an Administrative Report detailing why the problem has not been corrected.
P2.3.5 LOST/STOLEN/DAMAGED EQUIPMENT CALEA 17.5.2 (R 09/2016)

Employees shall promptly report in writing the loss of or damage to any City equipment issued to them or under
their control. See Procedure “Property-Loss/Damage of Departmental/Personal” for additional information.
The Quartermaster will be responsible for issuing all uniforms and uniform equipment.
Any employee needing uniforms or uniform equipment must have an Equipment and Uniform Request (Form PD-
133). After filling out the form, it must be signed by a Sergeant and a Lieutenant or Division Commander.
The completed form and the uniform(s) or equipment to be replaced must be taken to the Quartermaster for issue.
The Quartermaster will at no time issue replacement uniforms or equipment unless the items to be replaced are
returned to the Quartermaster.
The Quartermaster will maintain an inventory form for each employee, showing the issued items and their serial
number, if any.
Upon termination, retirement, or resignation of an employee, all Department-issued equipment and supplies shall be
returned. A hold shall be placed on the employee’s final paycheck until all items have been returned to the
Quartermaster of the Department.
Division Commanders shall ensure that a commissioned Officer’s badge, commission card, radio, ECT, laptop, and
Department-issued weapons are relinquished to the Department at the time the Officer is notified that he is to be
terminated. If the Officer possesses a commission card from any other law enforcement agency, it shall also be
surrendered.
P2.3.6 PROPERTY CONTROL/INVENTORY CALEA 1.3.9, 17.5.1, 17.5.3 (R 09/2016)

The Quartermaster is responsible for maintaining an inventory tracking database showing items issued for each
employee with exception of firearms, ECT, rifles, and web gear which will be the responsibility of the Range
Master.
The Quartermaster shall conduct an annual audit of personal equipment maintained in stock. This report will be
forwarded through the chain of command to the Support Services Division Commander.
The Facilities/Fleet Coordinator is responsible for maintaining a current list of all assigned and unassigned vehicles.

A) Other Agency Equipment and Property
Each section/unit/special team shall maintain a list of property assigned to the section/unit/team. It is the
responsibility of the Unit/Team Commander to ensure the list is forwarded to the Support Services Division
Commander. A list will be updated immediately whenever a section/unit/team purchases new equipment.
B) Issuing/Reissuing Agency Owned Property CALEA 1.3.9, 17.5.2

The Quartermaster is responsible for the issuing and reissuing of authorized personal equipment and apparel as
outlined in Policy P2.3.1.
The Range Master is responsible for the issuing and reissuing of Department firearms, ECT, rifles, ammunition and
web gear using the Range Master database.
Individual responsibility for Department-owned property rests with the person who is assigned the property. Lost or
damaged property will be reported in writing immediately to an employee’s immediate Supervisor.
See Equipment - Issuing/Reissuing of Department Owned Uniforms and Equipment in Procedures Manual for
additional information.
C) Operational Readiness CALEA 17.5.3

Each Bureau Commander or his/her designee is responsible to ensure agency-owned property assigned to his/her
Bureau is maintained in a state of operational readiness. Each Officer is responsible to ensure all equipment
assigned to him/her is maintained in a state of operational readiness.
• Operational Readiness shall mean that such equipment receives the appropriate care, cleaning,
preventative maintenance, and repair required to be immediately available and functioning properly.

Set forth the Compensation
Policy of the Tacoma Police
Department Donald Ramsdell, Chief of Police
P2.4 COMPENSATION (R 07/2013)

It is the policy of the Tacoma Police Department to comprehensively and accurately address all matters relating to
compensation in compliance with the Washington State Auditor, City of Tacoma Municipal Code, applicable
Collective Bargaining Agreements, and applicable Department Policies and Procedures. For the purposes of this
policy, “Compensation” is deemed to refer to and encompass all employee pay, categorization of pay, overtime,
compensation requests, vacation, holiday, and advance pay.
P2.4.1 TIME CARD (R 09/2016)

Time card function and application is the fundamental method by which the Tacoma Police Department payroll is
accurately maintained and tracked. For these reasons all Department payroll expenditures must be accurately
identified on the time cards by accurate date, times, and previously assigned codes. The Washington State Auditor
requires that all employees and their immediate Supervisors sign their time cards, in permanent ink, before payroll
submission or within 7 to 10 days after the payroll period. Unsigned time cards are not accepted. Please see the
Procedures Manual, Compensation – Time Cards/Coding, for instructions relating to, but not limited to, coding,
supervisory approval, corrections, etc.
P2.4.2 OVERTIME (R 09/2016)

The Department strives to maintain comprehensive and error-free tracking and remittance of overtime requests. In
order to aid the Department in this effort, all employees shall clearly and completely fill out, accurately code, and
obtain proper supervisory approval on all overtime requests. The Department overtime compensation practices shall
accurately reflect current Collective Bargaining Agreements (CBAs), as they apply to City of Tacoma salary
classifications. See Procedures Manual, Compensation – Overtime, for procedures and instructions.
P2.4.3 ADVANCED PAY ASSIGNMENT (R 09/2016)

The Department recognizes the need for advancing personnel to the next higher position during the temporary
absence of supervisory or command personnel. This accomplishes both the need for sustaining the responsibilities
of the vacated position, as well as further developing experience and talent in a temporary capacity for Department
members in their career path. Employees will be given temporary assignments to higher classes when there is a
definite need for the positions to be filled and they substantially assume the duties of such positions. Such
assumption of duties necessarily will result in the relinquishing of regular duties to a substantial degree.
Temporary advanced assignments will not be made automatically but will be predicated on actual need on a daily
basis. These temporary advancements will not be made if the position(s) in question can be adequately filled by
others of the same rank on regular assignment (i.e., currently on duty).
Whenever five or more regular employees are on duty in a Division/Unit, a Supervisor will be designated. In
exceptional cases, a Supervisor may be designated when fewer than five regular employees are on duty. See
Procedures Manual, Compensation – Advance Pay Assignment, for criteria and instructions.
P2.4.4 STANDBY STATUS (R 09/2016)

To set forth a consistent policy with regard to standby status for commissioned Officers, the following method in
which standby status is designated and compensated for in agreement with Tacoma Police Union Local #6 and #26
shall apply:
Criteria
See current contract language for Local #6, Article 23, Special Provisions.
See current contract language for Local #26, Article 19, Special Provisions.
Current Collective Bargaining Agreements are located on the Cityweb, Labor Relations website.
P2.4 – Compensation Page 1 of 2

Employees are compensated for assignment to “standby status” ONLY for hours outside their regular shift times,
including assigned days off and only outside hours for which other compensation is paid.
Employees must receive prior notification and/or authorization from a Supervisor before assuming and being
compensated for standby status.
Employees on standby status must be in telecommunications, pager, radio or phone range to ensure their availability
to return to duty, if necessary, within approximately 30 minutes of the notification to return to duty.
The day-to-day use of vacation, holidays, compensatory time, and wellness days will not normally affect the standby
status of an employee as long as personnel adhere to the availability requirements outside of regular work hours.
These requests will be reviewed and approved by a Supervisor on a case-by-case basis.
Employees using sick leave of any kind during regular work hours shall not be eligible for standby status until
returning to work for one complete shift.
Employees attending training functions within the travel area (not qualifying for meal and lodging reimbursement)
may remain on standby status so long as they adhere to the availability requirements outside of regular work hours.
Employees are not eligible for standby compensation for any hours in which they are in any other paid status.
The standby rate of pay shall not be affected by day of week, time of day, or official holiday. Time and one-half
rates of pay, with regard to standby compensation only, do not apply.
Employees working in Divisions with mandatory holiday requirements are exempt from the listed requirements
while officially assigned to standby status.
P2.4.5 VACATION, HOLIDAY, AND COMPENSATORY TIME SCHEDULING (R 09/2016)

The policy and standard within the Department is to provide for the scheduling of vacations, holidays, and
compensatory time in compliance with all respective Collective Bargaining Agreements, and/or employee
classification according to Section 1.12.080 of the Tacoma Municipal Code (TMC). The Department recognizes
that in some cases collective bargaining language may supersede a specific section of the TMC regarding an
identical issue. See the Procedures Manual, Compensation – Vacation, Holiday, and Compensatory Time, for
instructions regarding the aforementioned, as they apply to each Bureau and in conjunction with the respective
Collective Bargaining Agreements.
P2.4.6 COMMUNITY SERVICE

The Tacoma Police Department participates in numerous community and fundraising events. The Department
adopts the City’s policy and procedures on City supported community service activities as outlined in Personnel
Management Policy #180. Generally, all events requesting Department participation for fundraising purposes will
be done on a volunteer basis and not on a paid duty time. This includes preparation and/or practicing for the event.
P2.4.7 SPECIALTY PAY (R 09/2016)

The Department recognizes some commissioned assignments require special training, skills, and education to
perform the necessary function. Those Department members receive monetary compensation beyond the basic pay
rate. The job assignments and pay rate are outlined in the Collective Bargaining Agreements. Examples include,
but not limited to, those Officers assigned to: Motorcycle, SWAT, K-9 Handler, Training Officer, Bomb Technician,
Search and Rescue, and Washington State Criminal Justice Training Commission.
A) Bilingual Program
The Tacoma Police Department recognizes the benefits of having employees who can act as foreign language
interpreters. This program reflects the City of Tacoma’s community needs and will support the Tacoma Police
Department’s investigative and outreach efforts.
Eligible Officers belonging to Local #6 will receive an application rate of pay of two (2) percent above his/her base
pay per the Collective Bargaining Agreement. The pre-determined languages and the number of participants
selected shall reflect the needs of the Department as determined by the Chief of Police. The Department reserves
the right to add or delete languages, and increase or decrease the number of participants. Please see Procedures
Manual, Bilingual Program, for additional information.
P2.4 – Compensation Page 2 of 2

Sets Forth the Policy
On Line of Duty Death/Injury
Of the Tacoma Police Dept. Donald Ramsdell, Chief of Police
P2.5.1 LINE OF DUTY DEATH (R 09/2016)

It shall be the policy of the Tacoma Police Department to provide liaison assistance to the immediate survivors of a
Tacoma Police Officer who dies in the line of duty.
The purpose of this policy is to establish clear processes and guidelines that will ensure the proper support and
emotional care for the Officer's family, co-workers, and other survivors following a line-of-duty death. This policy
serves merely as a guide. It is not intended to address every possible circumstance concerning this complex issue.
A) Definition
To qualify as a line-of-duty death, two elements must be met:
• Death resulted while Officer was an active member of the Department
• Death resulted while performing a police-related function
Death may have occurred either on duty or off duty. Death may have resulted from a felonious incident as well as
an accident.
The Chief of Police has the option of instituting this policy or portions of this policy in the case of an Officer’s
natural death.
See Procedures Manual, Line of Duty Death, for additional information.
P2.5 – Line of Duty Death Page 1 of 1

Use of Force Sub-Section 3.1
Police Department’s
Use of Force Policy Donald Ramsdell, Chief of Police
P3.1 USE OF FORCE POLICY CALEA 1.3.1, 1.3.2, 1.3.4 (R 02/2015)

This policy shall establish the professional philosophy of the Tacoma Police Department relative to proper use of
force in the performance of service to the community. Officers of the Tacoma Police Department may use force
when necessary, and shall use only that force which is reasonable. All force applications shall be in conformity
with the statutes and Constitutions of the United States and the State of Washington. All commissioned Tacoma
Police employees are authorized to use force as defined by RCW 9A.16.020.
Limited commission Officers, i.e., Animal Control Compliance Officers (ACCO), use of force authority post-
application is identical to that of fully commissioned Officers and shall be applicable according to the restrictions of
the approved tools and training authorized for their use.
Force usage shall be consistent with the Tacoma Police Department's Integrated Force Management program
founded upon the Department's use of force model.
FORCE MODEL
The Department’s use of force model is designed to proportionally align Officer's use of force with subject actions.
This model also allows for escalation, stabilization and de-escalation, as the subject's actions change. Although this
model is in an escalating progression, all tools and techniques need not be used and/or exhausted prior to moving to
a higher or lower level. Circumstances will dictate response.
During the course of interaction with the public, an Officer may encounter all types of responses from compliant
interaction, to life threatening. Enforcement electives relating to subject actions make available tactics, techniques
and tools based on reasonable Officer response. Based on training and the reasonable risk assessment of the
circumstances, Officers may respond to subject actions in order to gain compliance and control situations. Timing is
an important element of the risk assessment process and is demonstrated by the Officer's response to the actions of
the subject, measured in terms of immediacy and necessity.
Members of the Department must generally employ the tools, tactics, and timing of force application consistent with
the model's directions and departmental training modules. This model, while requiring the Officers to maintain
controlled superiority over a subject, supports the practice of progressive application of force as part of a
continuous risk assessment process. Risk is assessed objectively based on the on-scene reasonable Officer's
perspective taking into account the facts and circumstances of the particular situation that are known to the Officer.
P3.1 – Use of Force Page 1 of 11
Due to the fact that Officer-citizen confrontations occur in environments that are potentially unpredictable and are
tense, uncertain and rapidly evolving, Officers may use tools and tactics outside the parameters of departmental
training. All such applications of force shall meet the same standard of reasonableness as those which have been
previously identified and approved. No distinction shall be made relative to the age of the suspect regarding the use
of force. Reasonable timing and tactics shall be the determining factors.
When situations are reasonably stabilized, application of force must proportionally de-escalate or cease in
accordance with the subject actions, when control is gained or threat is removed.
3.1.1 USE OF FORCE GENERAL DEFINITIONS CALEA 1.3.2, 1.3.6

The following definitions are for terms used throughout Use of Force policy and found in bold, italicized letters.
• Attack Defense – Forceful countermeasures to a life threatening subject to gain or regain control.
• Authorized Emergency Vehicle – Any police department vehicle used in the performance of duties equipped
with audible signals and visible lights.
• Canine Search Deployment – Application of the police canine as a search tool for either persons or evidence.
• Controlled Superiority Principle – Principle that an Officer must always maintain balanced, controlled
superiority over a subject’s level of non-compliance.
• Directed Canine Deployment – Application of the police canine as a tool of defense or apprehension.
• Draw and Direct – The forceful display of a tool by a police Officer to gain compliance or to de-escalate and
stabilize a subject.
• Electronic Use of Force (EUF) Report – Used for documenting Reportable Use of Force.
• Enforcement Elective – Tools, tactics and timing parameters available at each level of force application.
• Force – Any effort toward detention or control.
• Force Continuum – Progression of risk assessment, including escalation, stabilization and de-escalation,
relating to proportional force application correlating subject actions and reasonable Officer response.
• Imminent Danger – A danger that is threatening, menacing, impending, proximate or immediate in nature.
Imminent danger is the threat as perceived by the on-scene reasonable Officer.
• Integrated Force Management – The systematic alignment of policy, training, practice, supervision, and
review of all force-related issues and practices.
• Mechanical Assistance – Use of any effort to further noncompliance or resistance.
• Necessary – means that no reasonably effective alternative to the use of force appeared to exist and that the
amount of force used was reasonable to effect the lawful purpose intended. RCW 9A.16.010.
• Neuro-Muscular Control – The isolation of a particular joint and leveraging it in an attempt to force the joint to
move past its normal range of motion usually causing pain and compliance. Types of neuro-muscular controls
are armbars, small joint manipulation, wristlocks, etc.
• Personal Weapon – Use of body parts to gain or regain control.
• Progressive Application of Force – Patterned cause and effect relationship of logic and law that correlates
subject action and Officer Response.
• Qualified Medical Assistance – Shall include members of any county or municipal fire department, ambulance
service or health care facility who are employed to apply and/or administer first aid treatment.
• Reasonable Officer Standard – Standard of professional conduct relating to force application based on training,
experience, facts and perceptions known to the Officer at the time. The Reasonable Officer Standard is based
on the Objective Reasonableness Standard.
• Objective Reasonableness Standard – The courts use a balancing test consisting of a citizen’s right to be secure
against unreasonable seizures and the need for government intrusion on those rights (law enforcement). In
other words, the force used by an officer must be balanced against the heinousness of a person’s activities and
the threat they pose.
• Reportable Use of Force – is defined as any incident where, under the color of authority, a Tacoma Police
Officer employs a contact control (where injury occurs) tool, (excluding Draw and Direct), or any physical
force to:
o Compel a non-compliant person to obey direction
o Overcome resistance during arrest or detention
o Defend self or another from an aggressive action by a suspect
• Serious Bodily Injury – Bodily injury which involves a substantial risk of death, serious permanent
disfigurement, or protracted loss or impairment of the function of any part or organ of the body.
• Tactics – Application of the tools.
• Timing – When the proper force is used by degree and design.
• Tool – Any device, mechanical means or strategy used in the application of force.
• Unintended Fatality – A fatality resulting from the application of any force not intended to be lethal in nature.
USE OF FORCE – PROCEDURES:

P3.1.2 COMPLIANT-COOPERATIVE CONTROLS CALEA 1.3.1
A) Definitions
• Compliant – Cooperative response to lawful commands.
• Cooperative Controls – Fundamentals of professional training designed to be employed with compliant
subjects that capitalize on the acceptance of authority to gain cooperation and control.
FORCE MODEL
Life Deadly
Threatening Force
Defensive
Assaultive Tactics
Active Compliance
Resistant Techniques
Passive Contact
Resistant Controls
COMPLIANT COOPERATIVE
CONTROLS
Enforcement Electives
Subject Actions Reasonable Officer
Response
B) Enforcement Elective
Enforcement electives are those tools, tactics and techniques made available at each level of force application.
Regarding cooperative controls, the following enforcement electives are consistent with the Tacoma Police
Department's Integrated Force Management program and use of force model:
• Mental Preparation
• Spatial Positioning
• Communication Skills
• Handcuffing Technique
• Search Techniques
• Opposite Sex Searches
• Frisk Techniques
• Escort Controls
• Transport Controls
• Arrest Tactics
• Draw and Direct
C) Duties and Responsibilities

Officer Responsibilities:
• Refer to actions in the Incident Report Narrative, if applicable
• Draw and Direct techniques used to de-escalate subjects and gain control shall not be a reportable use of
force

P3.1.3 PASSIVE RESISTANT-CONTACT CONTROLS CALEA 1.3.1, 1.3.7
A) Definitions
• Passive Resistant – Non-compliance to lawful authority without physical or mechanical resistance
• Contact Controls – Tactical skills designed to be deployed upon passively resistant subjects to
proportionally gain control and cooperation
FORCE MODEL
Life Deadly
Threatening Force
Assaultive Defensive
Tactics
Active Compliance
Resistant Techniques
PASSIVE CONTACT
RESISTANT CONTROLS
Cooperative
Compliant Controls
B)Subject
Enforcement
ActionsElec Reasonable Officer
Response
B) Enforcement Electives
Regarding contact controls, the following enforcement electives are consistent with the Tacoma Police
Department's Integrated Force management program and use of force model.
• All Cooperative Control Enforcement Electives
• Advanced Communication Skills
• Contact Controls
• Arrest Tactics
C) Duties and Responsibilities:

1) Officer Responsibilities CALEA 1.3.6
• If necessary, request qualified medical assistance for treatment
• Notify immediate Supervisor
• Refer to actions in the Incident Report Narrative
• Look for, identify and document all visible injuries
• Inquire of, and document, complaints of non-visible injuries
2) Supervisor Responsibilities CALEA 1.3.7

• If injuries result, respond to the scene and/or hospital
• Investigate and review the use of force incident
• Report findings in an Electronic Use of Force Report and forward through chain of command for
review
(Refer to Blue Team UOF/Pursuit/MVC Process)
3) Chain of Command Responsibilities CALEA 1.3.7

• Review Electronic Use of Force Report
• Make comments if necessary

P3.1.4 ACTIVE RESISTANT-COMPLIANCE TECHNIQUES CALEA 1.3.1, 1.3.4, 1.3.5, 1.3.7
A) Definitions
Active Resistant – The use of physical effort or mechanical resistance in achieving and/or maintaining
noncompliance. Active Resistance is not the sole determinant of an Officer’s use of force. The Officer must
consider the following factors when making a force elective decision:
• The severity of the crime
• Whether the suspect posed an immediate threat to the safety of officers or others
• Whether the suspect is actively resisting
• Whether the suspect is attempting to evade arrest by flight
Compliance Techniques – Tactical procedures and tools designed to be deployed upon actively resistant subjects
who employ physical force or mechanical resistance to enhance resistance or non-compliance.
FORCE MODEL
Life Deadly
Threatening Force
Tactics
ACTIVE
COMPLIANCE
RESISTANT
TECHNIQUES
Passive Contact
Resistant Controls
Cooperative
Compliant Controls
Response
Regarding compliance techniques, the following enforcement electives are consistent with the Tacoma Police
Department's Integrated Force Management program and use of force model.
• All Contact Control Enforcement Electives
• Electronic Control Tool (ECT) application, see Section C below
• Control Techniques
• Neuro-Muscular Controls
• OC/Chemical Application
• Leverage Tools
• Arrest Tactics
• Restraint Devices
• Canine Search Deployment
• Takedown Techniques
C) ECT Application Guidelines

The Electronic Control Tool is one of the options available to officers when confronted with enforcement electives
in the field. ECTs, like the baton, OC spray or contact enforcement electives, are not effective in every situation.
Personnel must assess the effectiveness of each application and determine whether further applications are
warranted or if a different tactic should be employed. Review of the use of the ECT will be made considering the
totality of circumstances surrounding the incident. An ECT will not be used against an actively resistant subject in
the following situations:
• When the officer knows a subject has come in contact with flammable liquids or is in a flammable
atmosphere
• When the subject is in a position where a fall may cause substantial injury or death
• Punitively for purposes of coercion, or in an unjustified manner
• When a prisoner is handcuffed
• To escort or jab individuals
• To awaken unconscious or intoxicated individuals
• When the subject is visibly pregnant, unless deadly force is the only other option
The ECT should not be used in the following circumstances (unless there are compelling reasons to do so which can
be clearly articulated):
• When the subject is operating a motor vehicle that is moving or not in park
• When the subject is holding a firearm
• When the subject is at the extremes of age or physically disabled
• In a situation where deadly force is clearly justifiable unless another officer is present and capable of
providing deadly force to protect the officers and/or civilians, as necessary
D) Special Instructions CALEA 1.3.5

1) OC/Chemical Post-Application Procedures:
• Advise subject that OC/Chemical has been applied and assistance will be rendered
• Request qualified medical assistance or transport to an appropriate location for assistance
• If not available, rinse eyes and nose with fresh water
• Expose to fresh air
• Area should be ventilated
• If subject exhibits respiratory distress, transport immediately to a hospital for treatment
2) OC/chemical application used against an animal shall not be considered a reportable use of force.
3) ECT Post-Application Procedures: CALEA 1.3.5

The subject should first be handcuffed and controlled before any removal of the probes is attempted. Once
that has been accomplished, you should do the following:
• Glove up using disposable gloves.
• Use one hand to stabilize the subject’s body. While keeping this hand several inches away from the
probe impact site, with the other hand grasp the body of the probe and quickly “pluck” the probe from
the impact site.
• Have the Tacoma Fire Department (TFD) respond to the scene to medically screen the subject for any
injuries. NOTE: TFD will not respond to remove the probes. Make sure to inform TFD if the subject
is showing any signs of excited delirium.
• If the probes are in a sensitive area (such as face, neck or groin) removal should only be attempted by
medical personnel.
4) ECT application used against an animal shall be considered a reportable use of force.
5) In order to avoid negative results with our K-9s, officers should not deploy an ECT when a K-9
contact is in progress or imminent. The only exception is if the K-9 handler specifically directs the
officer to deploy an ECT.
E) Duties and Responsibilities

• Initiate Post-Application procedures, if necessary

• Respond to the scene and/or hospital

review

• Make comments, if necessary
P3.1.5 ASSAULTIVE-DEFENSIVE TACTICS CALEA 1.3.1, 1.3.4, 1.3.5, 1.3.7

A) Definitions
• Assaultive – Non-compliance perceived as, or resulting in, an actual assault on an individual or Officer.
The scope and severity of the attack would support the reasonable assumption that the actions would not
result in death or serious bodily injury.
• Defensive Tactics – Tools and tactics designed to be deployed upon the assaultive subject.
FORCE MODEL
Life Deadly
Threatening Force
DEFENSIVE
ASSAULTIVE TACTICS
Active
Compliance
Resistant
Techniques
Passive Contact
Resistant Controls
Compliant Cooperative
Controls
Response
Regarding defensive tactics, the following enforcement electives are consistent with the Tacoma Police
Department's Integrated Force Management program and use of force model.
• All Contact Control Enforcement Electives
• All Compliance Techniques Enforcement Electives
• Personal Weapons Defenses
• Impact Tools
• Arrest Tactics
• Directed Canine Deployment
C) Special Instructions
1) Impact Tools Post-Application Procedures:
• Inspect impacted area for any visible injury
• If visible, photograph injury
• If necessary, request or transport for medical aid

2) Defensive Tactics used against an animal shall be considered reportable use of force.
D) Duties and Responsibilities

Any Officer who applies defensive tactics shall, as soon as practical, comply with the following procedures and
assume listed responsibilities:
• Initiate Post-Application procedures, if necessary
• Inquire of and document complaints of non-visible injuries

review

• Make comments if necessary.
P3.1.6 LIFE THREATENING – DEADLY FORCE CALEA 1.2.2, 1.3.1, 1.3.2, 1.3.5, 1.3.7
A) Definitions
• Life Threatening – Reasonable perception that the actions of an individual would likely cause death or
serious bodily injury to an individual or Officer.
• Deadly Force – The use of any force that is likely to cause death or serious bodily injury. Deadly force
does not include force that is not likely to cause death or serious bodily injury but unexpectedly results in
death or serious bodily injury. Designed to be employed with a life threatening subject.
FORCE MODEL
LIFE DEADLY
THREATENING FORCE
Tactics
Active
Compliance
Resistant
Techniques
Passive Contact
Resistant Controls
Compliant Cooperative
Controls
Reasonable Officer
Subject Actions Response

B) Principles of Deadly Force Application CALEA 1.3.2
The Tacoma Police Department recognizes and respects the value of all human life. Procedures and training are
designed to resolve confrontations prior to escalation to the point deadly force may be applied. During the
performance of their duties and as a last resort, Officers may apply deadly force when confronted with an imminent
danger of death or serious bodily injury to protect themselves or others.
Officers are not required to place themselves or others in immediate danger of death or serious bodily injury before
using deadly force. The necessity to use deadly force arises when there is no reasonable alternative to using such
force and, without it, the Officers or others would face imminent danger of death or serious bodily injury.
C) Enforcement Electives
Regarding deadly force, the following enforcement electives are consistent with the Tacoma Police Department's
Integrated Force Management program and use of force model.
• All Cooperative Controls Enforcement Electives
• All Contact Controls Enforcement Electives
• All Compliance Techniques Enforcement Electives
• All Defensive Tactics Enforcement Electives
• Attack Defense
• Ramming
• Firearm Techniques
• Arrest Tactics
D) Duties and Responsibilities

1) Officer Responsibilities CALEA 1.3.5, 1.3.6
• If necessary, request qualified medical assistance for treatment

• Notify the shift commander and ensure IA is advised
• Internal Affairs shall be responsible for completing the EUF Report and forwarding through the
employee’s chain of command for review when deadly force was used against a person or an animal
• Follow procedure outlined in P3.4, Deadly Force Investigations

• Make comments, if necessary.
E) Special Instructions
• Warning shots shall not be used. CALEA 1.3.3
• Deadly force should not be used against a subject in a moving vehicle unless it is necessary to protect
against imminent danger to the life of the Officer or others. CALEA 1.3.2
• Deadly Force used against an animal shall be a reportable use of force; however, the responsibility for the
completion of the EUF Report rests with Internal Affairs.
• When a law enforcement Officer is pursuing a fleeing suspect, he/she may use deadly force only to prevent
escape if the Officer has probable cause to believe that the suspect poses a significant threat of death or
serious physical injury to the Officer or others.
• Self-defense, defense of another, and imminent danger of death or serious bodily injury shall be the only
policy guideline for the application of deadly force.
P3.1.7 USE OF FORCE REPORTING POLICY CALEA 1.3.6, 1.3.7

The Tacoma Police Department considers the application of necessary force a professional responsibility and is
accountable for all aspects of training, practice, supervision, and review regarding the use of force. The reporting
procedure set forth herein shall be to account for applications of reportable use of force and provide a review

process for training. This training reporting addresses the tools, tactics and timing of force application and provides
a statistical basis for policy review.
The Supervisory review of force applications shall be the determining factor in evaluating appropriateness and
necessity. The investigating Supervisor shall make a preliminary determination as to whether force was applied
within Department guidelines. The quantitative reporting of force applications on the Electronic Use of Force
(EUF) for training purposes shall not be used in the investigative process where disciplinary sanctions may result.
As articulated in P3.1, Use of Force, all applications of force shall meet the standard of reasonableness as
determined by the circumstances the Officer encounters.
P3.1.8 APPLICATION CALEA 1.3.6, 1.3.7

A) The following processes regarding use of force shall provide guidance in reporting. These are outlined
according to the Officer response to subject actions based upon the Department’s use of force model.
1) Cooperative controls shall be described in the narrative section of the Incident Report when written. When
a draw and direct technique involving a tool is employed (without actual application) to de-escalate or gain
compliance, a Use of Force report shall not be required.
2) Contact controls shall be described in the narrative section of the Incident Report. Officer(s) who use
contact controls where injury occurs shall contact a Supervisor, and the Supervisor shall complete an
Electronic Use of Force (EUF) report.
3) Compliance techniques shall be described in the narrative section of the Incident Report. Officer(s) who
use compliance techniques shall contact a Supervisor and the Supervisor shall complete an Electronic Use
of Force (EUF) report.
4) Defensive tactics shall be described in the narrative section of the Incident Report. Officer(s) who use
defensive tactics shall contact a Supervisor and the Supervisor shall complete an Electronic Use of Force
(EUF) report.
5) Deadly force shall be described in the narrative section of the Incident Report. Officer(s) who use deadly
force shall contact a Supervisor. Internal Affairs will complete an EUF Report when the deadly force was
used against a person or an animal.
NOTE: Due to the significant impact on personnel and resources, investigations of deadly force applications shall
be addressed specifically in P3.4, Deadly Force Investigations.
B) Use of Force Reporting Instructions

The Use of Force Reporting is intended to quantify applications of force and provide specific training correction for
those tools, tactics and techniques which are applied unsuccessfully or incorrectly. The reporting is also intended to
allow Supervisors an opportunity to identify training issues and assess skills and tools.
A reportable use of force is defined as any incident where, under the color of authority, a Tacoma Police Officer
employs a contact control (where injury occurs) tool, (excluding Draw and Direct) or any physical force to:
• Compel a non-compliant person to obey their direction
• Overcome active resistance during an arrest or detention
• Defend self or another from an aggressive action by a suspect
Officers who employ a reportable use of force shall specify those actions within the narrative section of the report.
Additionally, if the Officer wishes to (and if warranted) make specific training recommendations regarding tool
effectiveness and training proficiency, the Officer should collaborate with the Supervisor so the aforementioned can
be included in the comments section of the Electronic Use of Force (EUF report).
In situations where multiple Officers apply the same techniques, tactics and/or tools that constitute a reportable use
of force, Supervisors shall complete one Electronic Use of Force (EUF) report for each subject (addressing all
appropriate sections) regardless of how many officers are involved.
• Supervisors shall conduct a review regarding applications of force and shall complete the Electronic Use of
Force (EUF report). Training deficiencies and/or concerns should be identified in the comments section.
The Support Services Division is responsible for collating the information obtained from the Electronic Use of
Force (EUF report). If no training issue is identified, the information shall be collected and the data retained
according to Washington State records retention laws. If a training issue is identified either by the Officer, the
reviewing Supervisor or training personnel, the Training Section shall, within 60 days, construct a corrective

training plan for specific skill improvement and implement, with the affected Officer, as soon as is reasonably
practical.
Training Section staff shall be responsible for making corrective recommendations to training modules and for
improving individual Officer’s proficiencies.
Reference Guide:
Use of Force Policy P3.1

Use of Force Definitions P3.1.1
Compliant – Cooperative Controls P3.1.2
Passive Resistant – Contact Controls P3.1.3
Active Resistant – Compliance Techniques P3.1.4
Assaultive – Defense Tactics P3.1.5
Life Threatening – Deadly Force P3.1.6
Use of Force Reporting Policy P3.1.7
Use of Force Reporting Application P3.1.8
Vehicle Operations P3.2
Canine Operations P3.3
Deadly Force Investigations P3.4
Deadly Force Review Board P3.5
Training References:
Bryan V McPherson 9th Circuit Court.pdf
Legal Directive 10-001-Taser.doc

Police Department’s Use of Force
Vehicle Operations Donald Ramsdell, Chief of Police
PURPOSE: This policy shall establish the professional philosophy of the Tacoma Police Department relative to
proper use of vehicles in performance of service to the community.
P3.2 VEHICLE OPERATIONS CALEA 41.2.1, 41.2.2 (02/2014)

The Tacoma Police Department considers personal and public safety its primary responsibility. The Department
considers all fleet vehicles and special use vehicles as law enforcement tools, although some have specific uses and
designed capabilities. Standards of care and caution apply to vehicle usage at all levels of operation. These
standards of operation are identified as State of Washington and City of Tacoma traffic laws and ordinances.
Officers of the Tacoma Police Department may use tools and tactics outside the parameters of departmental
training. All such applications of vehicle operations shall meet the same standard of reasonableness as those which
have been previously identified and approved. TPD employees shall comply with the current Department training.
The following relating to vehicle operations provides guidance in the application of departmental vehicles as law
enforcement tools.
P3.2.1 EMERGENCY VEHICLE OPERATIONS CALEA 41.2.1

EMERGENCY RESPONSE – Officers of the Tacoma Police Department shall be authorized to operate a vehicle
under emergency conditions when facts or circumstances are known to the Officer, or are presumed to exist, which
reasonably identify a threat to life or serious bodily injury. Emergency response shall require audible signals and
visual lights.
Operators of vehicles in emergency operations shall be permitted to:

• Park or stand irrespective of local ordinances
• Proceed past stop signals or stop signs only after slowing for safe operation
• Exceed maximum speed limits so long as life or property is not endangered
• Disregard regulations governing direction of movement or turning in specified directions
TACTICAL RESPONSE – Officers of the Tacoma Police Department shall be authorized to operate a vehicle under
tactical response wherein conditions exist not rising to the level of emergency response but exceed routine response,
and where one or more of the following, but not limited to, actions may be necessary:
• To expedite response
• To initiate enforcement action
• To deploy the police fleet vehicle as a law enforcement tool
Unless a reasonable Officer Safety concern is present, tactical operations shall be conducted with visible warning
lights and audible signal. As with all other vehicle operations, tactical operations shall be conducted with due care
and caution for the safety of the public. CALEA 41.2.1
ROUTINE RESPONSE – Officers of the Tacoma Police Department shall operate vehicles in adherence to all
traffic regulations and speed limits wherein conditions exist not rising to the level of emergency or tactical response.
Calls for service which indicate no apparent exigent circumstances are considered routine response. CALEA 41.2.1
A) Duty of Care
During Emergency Vehicle Operations, drivers still maintain the duty to drive with due regard for the safety of all
persons, and will be held responsible for consequences of their reckless disregard for the safety of others.
CALEA 41.2.1
P3.2 – Use of Force, Vehicle Operations Page 1 of 5

B) Radio Use
When an Officer is involved in an emergency (needs assistance/help), all other units will stay off the air except to
notify dispatch of their arrival at the scene of the assistance call. This will allow the unit in trouble to have the
frequency to provide updates or slow units down if the situation de-escalates.
C) Supervisor CALEA 41.2.1

Supervisors shall continually monitor the emergency response of all involved Officers. Attention shall be given to
the ongoing need to maintain emergency response to any given situation. Considerations for continued response
shall be as follows:
• Immediacy of need to arrive
• Traffic and pedestrians
• Weather conditions
• Unreasonable risk to responding Officers or public
D) Methods of Forcible Stop CALEA 41.2.3

Only members with Department-certified training and equipment may use intervention techniques, where
appropriate and when reasonable and necessary, and in strict accordance with the following: CALEA 41.2.1(c)
1) Tire Deflation Devices CALEA 41.2.3(a)(b)(c)
• Tire deflation devices are intended to be used for pursuit termination or as a tactical tool to gain
immediate compliance over an actively resistant driver.
• Tire deflation devices shall be deployed using the most current training guidelines.
2) Pursuit Immobilization Technique (PIT) CALEA 41.2.3(a)(b)(c)(d)

The Pursuit Immobilization Technique (PIT) is a tool used to reduce risk in bringing pursuits to a conclusion.
PIT is a forced rotation vehicle stop of a suspect vehicle in an effort to end a pursuit. Officers are not
authorized to execute a PIT maneuver until they have successfully completed a Department-authorized PIT
certification course. A PIT maneuver shall be deployed using the most current training guidelines. Officers
shall not be disciplined for a decision against executing a PIT in a pursuit situation.
• PIT – Under 40 Miles per Hour
PIT maneuvers at less than 40 miles per hour may be executed at the discretion of a fully trained PIT
Officer.
• PIT – Over 40 Miles per Hour
PIT maneuvers if executed at 40 miles per hour or higher, PIT requires Supervisory approval.
3) Ramming CALEA 41.2.3(a)(b)

Ramming is the deliberate act of colliding with another vehicle and using an amount of force likely to cause
either serious bodily injury or death to another person. Ramming is considered use of deadly force and can only
be applied in strict accordance with P3.1.6, Life Threatening Deadly Force. When a departmental vehicle is
being used as an approved tool, no collision report is required.
4) Vehicle Pinning CALEA 41.2.3(a)(b)

Officers may use their patrol vehicle as a tool to keep a vehicle from moving from a stationary position when it
is reasonably believed that the vehicle can/will be used in an attempt to flee lawful detention.
• Officers should consider factors such as potential suspect violence, weapons, tactical position,
bystanders, vehicle occupants, and traffic conditions before using this tactic.
• This is a very low speed tactic and should cause little to no vehicle damage.
• When a departmental vehicle is being used as an approved tool, no collision report is required.
5) Duties and Responsibilities when Attempted/Utilized CALEA 41.2.3(e)

a) Officer Responsibilities
• If necessary, request qualified medical aid for treatment
• Look for, identify and document all visible damage/injuries
b) Supervisor Responsibilities CALEA 41.2.3(d)(e)

• Respond to the scene
• Investigate and review method of forcible stop
• Complete EUF report and forward through chain of command for review
c) Chain of Command Responsibilities CALEA 41.2.3(e)

• Review the Electronic Use of Force report
• Make comments, if necessary
P3.2.2 VEHICLE PURSUIT OPERATIONS CALEA 41.2.1, 41.2.2 (b)(d)(e)

The Tacoma Police Department recognizes that under RCW 46.61.035 (see RCW for legislative language in its
entirety), Officers have the legal right and duty to apprehend offenders who flee from the police and present a threat
to the public. However, Department members will only engage in pursuits when the necessity to apprehend the
violator outweighs the danger posed to the public. Every Department member engaging in a pursuit must be able to
articulate what conditions were present that justified the pursuit.
A) Definitions (as applied to this Policy) CALEA 41.2.1

• Vehicular Pursuit – An active attempt by an Officer to apprehend a suspect who willfully fails to
immediately bring their vehicle to a stop and drives in an evasive manner while attempting to elude a
pursuing police vehicle.
• Failure to Yield – Where an Officer attempts a traffic stop and the driver fails to immediately bring his or
her vehicle to a stop and drives in manner that does not violate traffic laws, does not attempt to evade or
elude the officer and does not pose an immediate threat to community safety.
• Officially Marked Patrol Vehicle – An officially marked patrol vehicle is a vehicle issued by the
Department equipped with emergency lights and siren and operated by a commissioned Tacoma Police
Department Officer.
• Supervisor – A Supervisor shall be a fully commissioned Supervisor of the rank of sergeant or above or
the officially appointed acting sergeant or above.
• Primary Unit – The primary unit is the Officer who is closest to the fleeing vehicle.
• Secondary Unit – The second Officer to engage in a pursuit, whether upon the request of the primary
Officer or Supervisor.
• Third Unit – Requested or assigned third unit.
B) Guidelines CALEA 41.2.1, 41.2.2(d)

• No more than three patrol units should be committed as pursuit vehicles, unless the Supervisor or primary
unit specifically advises that additional units are needed to safely affect the arrest of the suspect(s).
• Officers involved in pursuits shall use their radio call number with all radio transmissions, whenever
possible.
• Officers transporting persons other than commissioned Officers should not participate in pursuits except in
extreme circumstances.
• Officers should not pursue while transporting a prisoner.
• Motorcycle and unmarked units should not participate in pursuits except in extreme circumstances. They
should be relieved by an officially marked patrol vehicle as soon as possible. Continued motorcycle
involvement shall be approved by an on-duty Supervisor.
• In the event Canine is available, they should take over the secondary unit position and responsibilities as
soon as can be safely accomplished.
• Roadblocks/Rolling Roadblocks should not be employed except as a last resort necessitating the application
of deadly force to a life-threatening suspect. CALEA 41.2.3(a)
• A supervisor actively involved in a pursuit shall immediately turn command/control of the pursuit over to
another supervior.
P3.2.3 INITIATION/TERMINATION OF A PURSUIT CALEA 41.2.2(b)(c)(f)(g)(h)(i)(j)

A) Initiation Phase CALEA 41.2.2(b)
Officers may initiate a vehicular pursuit when, in the Officer's reasonable judgment, an actively resistant subject:
• Presents, or has presented, an imminent threat of death or serious bodily harm and/or
• The severity of the crime or circumstances, other than the eluding itself, necessitates immediate
apprehension.
The serious risks created during a pursuit require a Police Officer to weigh many factors when deciding whether or
not to pursue the violator. The Officer should consider the overall circumstances in relation to the danger posed to
the community and other Officers when deciding to initiate, or terminate, the pursuit of a vehicle.

B) Termination of a Pursuit CALEA 41.2.2(b)(f)(g)
The decision to terminate a pursuit can be made by the primary Officer or ordered by a Supervisor at any time
during the pursuit. Officers shall terminate a vehicular pursuit when, but not limited to:
• Ordered to terminate by a Supervisor
• In the pursuing Officer's judgment, the risks to self and/or public outweigh the necessity for immediate
apprehension
• The distance between the Officer and offender is so great that further pursuit would be futile
• A change in roadway, vehicle, pedestrian or weather conditions occur that significantly increase the risk of
danger to the public and Officers
• Malfunctions occur with the pursuing emergency vehicle equipment which would make continuation a
significantly greater risk to the public or Officers
Upon termination, Officers will cease following the suspect vehicle and advise South Sound 911 (SS911) dispatch
that they have terminated the pursuit.
C) Primary Unit Responsibilities CALEA 41.2.2(b)

The primary unit is the Officer who is closest to the fleeing vehicle.
1) The primary unit shall advise SS911 Communications of the following, but not limited to:
• Unit identification
• Reason for the pursuit
• Location, direction of travel, speed, and traffic volume on a continuous basis
• Description of the fleeing vehicle and license number, if known
• Description of the suspect driver, if known
• Number of occupants
2) Notification and reporting requirements:

• Refer to actions in the incident report narrative
D) Secondary Unit Responsibilities CALEA 41.2.2(c)

The secondary unit shall assume primary responsibility for radio communications and shall replace the primary unit
in the event the primary unit cannot continue.
E) Third Unit Responsibilities

The third unit shall have the following responsibilities, but not limited to:
• Replace either of the first two units in the event that one of them becomes disabled or is otherwise unable
to continue the pursuit.
• Discontinue the pursuit and render aid in the event of a collision involving third parties.
• Be in a position, at the point of pursuit termination, to implement a felony stop, containment, or
apprehension of fleeing suspects or to provide traffic control, as necessary.
• In the event that the PIT maneuver is utilized, the third unit will assist the secondary unit in pinning the
vehicle.
F) Assisting Units
Other patrols near the pursuit area shall monitor the progress of the pursuit. They shall not directly engage in the
pursuit unless requested by the primary unit or directed by a Supervisor. These units should be ready to replace any
assigned unit in the event they cannot continue. They should be in position to respond to any collision that may
result from the pursuit. Other Officers should make attempts to safely stop traffic at intersections in the path of the
pursuit. These units should also make attempts to safely respond to a location where they can deploy tire deflation
devices. Backup units should be available to assist in the apprehension of the suspects or provide any needed traffic
control at the termination of the pursuit.
G) Supervisor Responsibilities CALEA 41.2.2.(f)

Upon notification of a pursuit, an on-duty Supervisor shall assume supervisory command of the pursuit and will
direct tactics as needed. In controlling the pursuit, the Supervisor shall be responsible for, but not limited to, the
following:
• Advise SS911 dispatch via radio that they are monitoring/directing the pursuit.
• The Supervisor shall order the termination of the pursuit if at any time the danger to the public or the
involved Officers outweighs the immediate need for apprehension of the offender. It is not necessary that
the Supervisor be on scene to control and direct the pursuit.
• Directing support units in and out of the pursuit.
• The approval, disapproval, and coordination of pursuit tactics.
• The determination to cross jurisdictional boundaries during the pursuit.
• The Supervisor shall continually assess the pursuit as it applies to P3.2.3.
• Investigate and review the incident.
• Complete an Electronic Use of Force report and forward through the chain of command for review. (Refer
to Blue Team UOF/Pursuit/MVC Process)
H) Chain of Command Responsibilities

• Review the Electronic Use of Force report
• Make comments, if necessary.
I) Multi-Jurisdictional Vehicular Pursuits CALEA 41.2.2(f)(h)

Tacoma Officers pursuing vehicles into another jurisdiction shall maintain authority and responsibility for the
pursuit. A request should be made to the agency with jurisdiction to take over the primary pursuit position, and the
pursuing Officer should assume a secondary role. If Tacoma units continue a pursuit into another jurisdiction,
responsibility for their continued involvement rests with the Tacoma Supervisor. All Tacoma Police Department
policy/procedures pertaining to pursuits are applicable to Officers assisting another jurisdiction in a pursuit or
participating in a pursuit in another jurisdiction.
When a police pursuit is originated by another jurisdiction and enters Tacoma, an on-duty Supervisor will advise
SS911 dispatch to clear the air with the alert tone and give continual updates on the progress of the pursuit while it is
within the city limits. If possible, SS911 will patch the pursuing agency onto a common channel. The on-duty
Supervisor will determine what assistance (i.e., tire deflation devices, PIT, and/or taking over primary pursuit
functions) is to be rendered and make assignments accordingly. Tacoma Officers will render reasonable assistance
to end the pursuit as quickly as possible.
J) Post Pursuit Requirements CALEA 41.2.2(i)

• At the conclusion of a pursuit, even if the pursuit was terminated with no apprehension, the Supervisor
shall ensure a Department incident report is completed. The Supervisor shall also complete the Electronic
Use of Force (EUF) and forward through the chain of command for review. The chain of command will
review the Electronic Use of Force report and make comments if necessary. (Refer to Blue Team
UOF/Pursuit/MVC Process.)
• The patrol shift Supervisor shall conduct a turnout critique of the pursuit for training purposes.
• All pursuits that result in death, serious injury, or major property damage will be investigated by the
Accident Investigation Team.
• In the event an incident progresses beyond “Failure to Yield” and neither a stop ensues or “Vehicle Pursuit”
initiated, the CAD disposition must state – Failure to Yield.

Sets forth the Tacoma Police
Department’s Use of Force
Canine Operations Donald Ramsdell, Chief of Police
PURPOSE: This policy shall establish the professional philosophy of the Tacoma Police Department relative to the
utilization of canines as law enforcement tools in the performance of service to the community.
P3.3 CANINE OPERATIONS CALEA 41.1.4(a) (R 11/2016)

The Tacoma Police Department regards the canine as a valuable law enforcement tool. The primary mission of the
police canine is to locate persons and/or property. Canines may also be deployed as an instrument of force to defend
against assault or to apprehend suspects who present a threat to the community and the severity of their actions
warrant immediate apprehension.
It shall be the canine handler's responsibility to know the policies and procedures regarding canine deployment as
well as the capabilities and limitations of the canine, and be able to, through training and experience, evaluate the
responses and actions of the particular canine. For this reason, the handler alone shall make the final decision to
deploy the canine.
Canine teams will respond to all field activities where the canine team may be of assistance. Officers who believe
canine application is warranted shall request assistance as soon as practical. Canine handlers shall monitor radio
traffic and initiate response to those activities that indicate canine need.
Canine teams are also available to handle assistance calls and incidents that would not preclude immediate response
to canine-type situations. Upon arrival at the scene of a requested assistance, it shall be the responsibility of the
canine handler to determine if circumstances exist justifying the deployment of the canine. Prior to or once
deployed, a Supervisor may terminate the use of the canine if the deployment unnecessarily endangers the
public or circumstances change that no longer justifies use.
P3.3.1 DEPLOYMENT CALEA 41.1.4(a) (R 11/2016)

The following guidelines regarding deployment are detailed according to the canine handler's assessment of suspect
actions. The handler's determination to deploy the canine shall be based on the standard of reasonableness,
weighing the safety of the public against the immediate need to apprehend.
• Active Resistant – Handlers may initiate deployment when, in the handler Officer's reasonable judgment, an
actively resistant offender presents an imminent threat to the community and the severity of the crime or
circumstances necessitate immediate apprehension. Physical and/or verbal controlled canine search
deployment may be used.
While deployed as a search tool, the canine may also be used as an apprehension tool in situations where the suspect
is located and refuses to comply and/or where Officer safety would reasonably be compromised without canine
assistance.
• Assaultive – Directed canine deployment tactics used to defend the Officer or another and gain control of the
offender.
• Life Threatening – Directed canine deployment tactics used to defend the Officer or another and gain control
of the offender.
The deployment of a canine as an enforcement tool shall, if practical, be accompanied by a verbal announcement of
the intention to apply the canine. This announcement is intended to warn innocent bystanders and serve to de-
escalate suspects and bring them under control without application of force.
Officers are reminded not to deploy an Electronic Control Tool (ECT)/Taser when a canine is actively contacting a
suspect for the following reasons:
• Several incidents reported in the past across the United States resulted in a canine being struck by an ECT/Taser
rather than the suspect. When this occurred, the police dog felt the effects of the ECT and refused to re-contact
the suspect. This resulted in several police dogs taken out of service and “retired” because they were rendered
P3.3 – Use of Force, Canine Operations Page 1 of 2

ineffective as a result of being struck by an ECT. The canines could not be retrained to overcome their fear of
the ECT contact.
• There have also been instances where a canine contacted a suspect between the probes causing the canine to
disengage and not re-contact the suspect. Again the canines would not respond to retraining.
• In order to avoid similar negative results with our canines, officers should not deploy an ECT/Taser when a
canine contact is in progress or imminent. The only exception is if the canine handler specifically directs the
officer to deploy a Taser.
Reference P3.1.4(D)(5)
P3.3.2 CANINE CONTACT CALEA 1.3.5, 1.3.6(b)(c) (R 11/2016)

Whenever a handler applies a police canine as a law enforcement tool and the canine makes contact with an
offender, use the following procedure:
• After the offender is controlled, the handler shall inspect the contacted area and make note of the physical
condition for report documentation. A Supervisor or another Officer should witness the inspection. The
witnessing Officer information shall be included in the reporting procedure.
• If an injury has occurred as a result of the canine contact, the handler should initiate first aid.
o If the contacted offender is an adult and refuses to allow the inspection, the refusal shall be witnessed by
another Officer. This refusal shall be completely documented.
o If the contacted offender is a juvenile and refuses to be inspected, the juvenile shall be taken to a hospital
for treatment. If there is parental refusal for treatment, another Officer shall witness the refusal, and
complete documentation shall be made in the Incident Report.
o In all cases of canine contact where there is a visible injury, the contacted offender shall be taken to a
hospital for treatment whether the subject refuses or consents.
o Photographs shall be taken of all visible injuries and, if possible, all contacted areas. These photographs
shall be attached to the handler's report and maintained in the Canine Unit files for the working life of the
dog plus five (5) years.
o The affected clothing of an offender should be taken as evidence, if practical.
o All canine contacts shall be reported to a Supervisor.
o A Supervisor shall respond to the scene and investigate and review the canine contact. The Supervisor will
report findings in an Electronic Use of Force report and forward through the chain of command for review.
o The chain of command will review the Electron Use of Force report and make comments, if necessary.
P3.3.3 MULTI-JURISDICTIONAL OPERATIONS (R 11/2016)

When Tacoma Police Department canine handlers are requested and approved to assist another local law
enforcement agency, Officers shall adhere to the policies of the Tacoma Police Department regarding the rules of
deployment. If a canine makes contact with a suspect while assisting another agency, the handler shall report such
contact to a Tacoma Police on-duty Supervisor. The Supervisor shall complete and Electronic Use of Force report
and forward through the chain of command for review. The chain of command will review the Electronic Use of
Force report and make comments, if necessary.
P3.3.4. REFERENCE GUIDE (R 11/2016)
Definitions P3.1.1
Use of Force P3.1
Compliant - Cooperative Controls P3.1.2
Passive Resistant - Contact Controls P3.1.3
Active Resistant-Compliance Tech. P3.1.4
Assaultive-Defensive Tactics P3.1.5
Life Threatening-Deadly Force P3.1.6
Electronic Use of Force Report (EUF) P3.1.7
P3.3 – Use of Force, Canine Operations Page 2 of 2

Sets Forth the Tacoma Police
Deadly Force Investigations Donald Ramsdell, Chief of Police
investigation of deadly force applications in the performance of service to the community.
P3.4 DEADLY FORCE INVESTIGATIONS CALEA 1.3.8 (R 05/2013)

The Tacoma Police Department recognizes that trauma can occur when Officers are involved in incidents wherein
they either use, or become victims of, deadly force. It is the policy of the Department to assist Officers in
recognizing and dealing with trauma to minimize its negative effects.
A basic assumption in the investigation of deadly force application by a Police Officer in the line of duty is that no
criminal act has been committed by the Officer. If an investigation indicates that a criminal act may have been
committed, the Officer will be read his/her Miranda Rights and accorded all constitutional rights and protections.
The review of deadly force shall examine the reasonableness of Officer response judged from the circumstances
faced by the Officer at the time. Additional review shall be given to departmental training and policy issues.
The following provide guidance to Department members for handling incidents wherein Officers have applied
deadly force, or faced imminent serious bodily injury or death.
P3.4.1 ON-SCENE APPLICATION (R 10/2016)

NOTE: Interviews of the Officer involved, beyond the initial walk-through, as well as written reports and taped
statements, shall be conducted in accordance with governing contractual language. Any compelled statement shall
be afforded all legal protections.
A) Officer applying deadly force

• Initiate post application procedures per P3.1
• Maintain scene integrity, if practical
• Retain weapon(s) until replacement weapon is issued
B) On-Scene Officers
• Provide assistance to the Officer(s) involved
• Maintain scene integrity, if applicable
• Identify any witnesses
C) Responding Officers
• Provide first aid, summon medical aid as needed
• Protect the scene and prevent destruction of evidence
• Ensure that a supervisor has been requested
• Provide needed assistance to the Officer(s) involved in the deadly force application
• First responding Officer will be primary and will complete the Incident Report, unless otherwise designated
by the operations supervisor
• Establish and complete the crime scene log
• Locate and identify witnesses
D) Operations Supervisors
• Respond to the scene.
• Stabilize the situation.
• Ensure the integrity of the scene.
• Relief of related responsibilities for Officers involved in the application of deadly force on scene, as soon
as practical.
• Ensure that Forensics personnel are responding.
P3.4 – Use of Force, Deadly Force Investigations Page 1 of 6
• Ensure the notification of the following:
o On-Duty Shift Commander
o CID Lieutenant and CID Homicide/Assaults Sergeant, per established Investigations Bureau
Procedures, Functions, Investigative Call-Out Procedures
o Public Information Officer
o Chain of command of Officer involved
o Internal Affairs personnel
o Union President or designee
o Department Psychologist (notification of incident only, not call-out)
o Peer Support Supervisor
o Department Chaplain
• Ensure that the Officer involved is provided with an alternate service weapon, if applicable.
• Ensure that all witnesses (Police and civilians) are kept separated and are transported to the appropriate
Police facility for formal statements.
• Ensure that a Critical Incident Liaison Officer (CILO) is assigned to each Officer involved in the
application of deadly force at the earliest reasonable time.
• Ensure that all Officers involved in the investigation, but not in the actual application of deadly force,
complete their reports prior to dismissal.
• Treat the Officer(s) involved in the application of deadly force as potential victims of Post-Traumatic
Stress and/or other psychological trauma, and coordinate with the Shift Commander to ensure that
sufficient personnel are available to support the Officer involved and to assist the CID Investigative Team
in completing a thorough investigation.
• If the Officer is injured, a second Operations supervisor will respond to the hospital. This supervisor will
support the Officer and family members and protect evidence, including the Officer's weapon. If the
Officer is unconscious, seriously injured or critically or fatally injured, the supervisor will advise the chain
of command and emergency contact procedures can be initiated, per instructions on the emergency contact
card. The second supervisor will ensure that the appropriate casualty reports are written.
• Complete a supplementary report.
• Complete the Supervisor's Report of Incident or Injury form, if applicable.
E) Shift Commander
• Assume responsibility for the overall investigation until relieved by the CID Lieutenant
• Ensure that emergency contact notifications are made if the Officer is seriously, critically, or fatally injured
• Make appropriate notifications, i.e., Chief of Police, City Manager, etc.
F) Forensic Specialists
• Photograph the scene
• Photograph injuries
• Photograph the Officer involved, depicting clothing/equipment CALEA 52.2.6
• Measure and diagram scene
• Videotape scene, if applicable
• Collect evidence at direction of CID Detectives
• Perform other forensic services, per the needs of individual cases
G) Criminal Investigations Division (CID) Lieutenant

• Chain of command respond to the scene
• Ensure that sufficient investigative personnel are provided
H) Homicide/Assault Sergeant
• Any Use of Force with Life Threatening Injuries or Death – If an officer uses force against the person
of another, independent of the level of force, where either death occurs or life threatening injuries are
sustained, CID detectives, Internal Affairs investigators, investigators from the Pierce County Prosecutor’s
Office as well as the Medical Examiner’s Office will be involved.
• Deadly Force Resulting in Death – If an officer uses deadly force against the person of another that
results in death, CID detectives, Internal Affairs investigators, investigators from the Pierce County
Prosecutor’s Office as well as the Medical Examiner’s Office will be involved.

I) Detectives
• Respond to the scene unless otherwise directed
• Interview all witnesses (departmental and civilian)
• Document the condition of the scene
• Direct the collection of evidence by the Forensic Specialist(s)
• Secure all weapons involved in the application of deadly force and ensure that they are properly collected
• Canvass the neighborhood for witnesses and/or evidence
• Conduct taped statements of Officers involved in the application of deadly force
• Other investigative tasks as assigned
J) Internal Affairs (IA)

Respond to the scene of all applications of deadly force, with the sole exception of accidental discharges on the
firing line during firearms training and/or qualification which result in no injuries to persons or damage to
property (such incidents shall be classified as firearms training incidents and handled at the discretion of the
Range Master or supervising authority).
• Act as the primary investigative agent if the application of deadly force was unintentional, resulted in no
injuries, and there was no crime involved
• In all other applications of deadly force, IA will coordinate its investigation with the CID Detective Team,
and CID will have primary investigative responsibility
• Investigate aspects of departmental policies, procedures and training
• Prepare case for review by the Use of Deadly Force Review Board
• May investigate applications of deadly force used against an animal (See special instructions in P3.4.7)
• Complete the Electronic Use of Force Report in all cases where deadly force was used
K) Critical Incident Liaison Officer (CILO)

A CILO will be assigned to each Officer involved in the application of deadly force, or whom faced imminent
death or serious bodily injury. The Officer may choose the CILO as long as the chosen Officer is reasonably
available. The CILO will be an uninvolved party to the application of deadly force and will:
• Keep the involved Officer insulated from the media and from unnecessary contacts by Department
personnel
• Transport involved Officer from the scene
• Make contact with the involved Officer's family, if necessary
NOTE: The CILO is not to be confused with the functions of a trained Peer Support Officer and does not have
confidentiality privileges.
L) Public Information Officer

• Will respond to the scene
• Assume responsibility for central dissemination of information
• Coordinate with the CID Sergeant to obtain the best information available
• Conduct all media briefings
After the initial investigation has revealed sufficient facts to make a preliminary decision as to whether the use
of deadly force by the Officer(s) was within departmental guidelines, the Chief of Police will make a public
statement to the media concerning what determination the facts support. If the Chief of Police is unavailable,
the designated Assistant Chief will make this statement.
M) Union Representative (by agreement)

• Union president (or designee) will ensure that the Officer involved receives all contractual and
constitutional rights and protections
• Will consult with the Officer(s) involved as to the timing of giving statements
P3.4.2 POST INCIDENT CALEA 1.3.8 (R 10/2016)

A) Interviews
• Department members involved in the application of deadly force shall be allowed to consult with a union
representative and/or an attorney prior to being required to give a formal statement to the CID Detectives
about the application of deadly force.
• A union representative and a Department representative (Shift Commander) may mutually agree to a time
when the Department member will give a statement about the application of deadly force

• The Department allows the Officer involved in an application of deadly force to have a representative of
their choosing present during the giving of the detailed statement in an effort to aid the Officer through the
stressful situation.
• The absence or unavailability of a particular individual will not be grounds to delay the investigation.
• All formal interviews with Officers involved in the application of deadly force will be recorded and then
transcribed.
• IA representatives will not be present during the CID Detective's interview of the Officer involved in the
application of deadly force. If necessary, IA may conduct an interview at a later time.
B) Officer Involved Responsibilities

• Will be placed on administrative leave or assigned administrative duties whenever a death or serious injury
occurs subsequent to a use of force applied in an official capacity CALEA 1.3.8
• Submit to mandatory evaluation with departmental psychologist
• Give taped statement at agreed upon time
• May be returned to regular duty only upon approval of the Chief of Police CALEA 1.3.8
• Complete appropriate reports when contractually provided for
• Complete firearms confidence training
• May request critical incident stress debriefing
C) On Scene Officers
• Complete a Supplemental Report detailing actions and observations
• May request critical incident stress debriefing
• Assist as directed by scene supervisor
D) Psychologist
• Conduct mandatory evaluation of each Officer directly involved in an application of deadly force.
• The only communication to the Department will strictly be a recommendation as to whether the Officer is
fit or unfit to return to regular duty
• Acquaint the Officer involved with aspects of post-shooting trauma, when applicable.
E) Division Commander (of involved Officer(s) after they have completed the CID interview)
• Contact the departmental Psychologist to set a date and time for the involved Officer(s) to conduct a return-
to-work interview
• Contact the Range Sergeant to set a date and time for the involved Officer(s) to conduct a firearms
confidence session
F) Range
If the application of deadly force involved use of a firearm, the Officer will report to the Training Section prior
to returning to regular duty for:
• Firearms Confidence Training - this training will not be conducted for scoring purposes, (and focuses on
re-acclimating the Officer to the background and accompanying sounds and activities of the weapon being
discharged).
The Range will issue a replacement weapon if the Officer’s weapon remains in evidence or is otherwise
unavailable.
G) Critical Incident Stress Management (CISM)

• All personnel involved in the application of deadly force and the investigation of the incident may be
required to attend a CISM session.
H) Finance Section
• Replace the Officer’s damaged or lost equipment as soon as practical
• Ensure that appropriate reports and paperwork regarding damaged or lost equipment are completed
I) Training Section Review

• Review the Electronic Use of Force (EUF) report to determine possible individual or Department-wide
training needs
• Implement needed training
J) Deadly Force Review Board

• Will be convened by the appropriate Bureau Commander in a timely manner
• May require the involved Officer to appear and provide testimony
• Make findings and issue recommendations to the Chief
P3.4.3 OUTSIDE AGENCY APPLICATION OF DEADLY FORCE IN THE CITY OF TACOMA

• The Tacoma Police Department has primary jurisdiction
• CID will investigate all applications of deadly force within the City of Tacoma limits, including those by
Officers of other agencies
• The Tacoma Police Department will coordinate with the other agency so that they will be able to conduct their
investigations with the least amount of disruption
• Shift Commander to be notified and coordinate with other agency
P3.4.4 TPD OFFICER APPLICATION OF DEADLY FORCE OUTSIDE THE CITY OF

TACOMA
A) On Duty
• Officer involved will immediately notify the agency of jurisdiction and contact an on-duty Tacoma Police
Supervisor and initiate post-application procedures
• The supervisor will notify the Shift Commander, IA, and the union president (or designee)
• IA will respond to the scene and conduct their investigation with the agency of jurisdiction
• A CID representative will also be available to respond to assist in the investigation and provide a liaison
with the agency of jurisdiction, if requested by the investigating agency or the Officer involved
B) Off-Duty
• Involved Officer(s) will immediately notify the agency of jurisdiction and an on-duty Tacoma Police
supervisor, and initiate post-application procedures
• Handle per P3.4.3 of this Policy if incident is within City of Tacoma limits
• Handle per P3.4.4 of this policy if incident occurred outside of City of Tacoma limits
P3.4.5 UNINTENDED FATALITIES CALEA 1.3.6(b), 1.3.8

• Deadly force does not include force that is not likely to cause death or serious bodily injury but unexpectedly
results in death or serious bodily injury
• Unintended fatalities shall be investigated and handled with the same thoroughness as an application of deadly
force, with CID having primary investigative responsibility and IA responding as per section P3.4.1.J of this
policy. Officers involved in applications of less than deadly force which unexpectedly result in fatalities will be
treated in the same manner as Officers involved in applications of deadly force.
P3.4.6 TPD OFFICERS ON-SCENE AT APPLICATION OF DEADLY FORCE BY OUTSIDE

AGENCY
• Notify on-duty Tacoma Police Supervisor
• Provide necessary assistance
• Complete appropriate reports
P3.4.7 USE OF DEADLY FORCE AGAINST ANIMALS

Internal Affairs shall be notified and determine if response is required. Shift Commander will be notified and shall
determine investigative needs.
P3.4.8 REFERENCE GUIDE

Definitions P3.1.1
Use of Force Policy P3.1
Critical Incident Liaison Officer (CILO) P3.4.1k
Emergency Notification For TPD Employees P2.5
Deadly Force Review Board P3.5
CISM P4.4.1
Peer Support P4.4.2
Peer Support Team P4.4.3
Investigative Call-Out Procedure CID Handbook
Collective Bargaining Agreements Local #6 and Local #26

Deadly Force Review Donald Ramsdell, Chief of Police
review of applications of deadly force by its Officers.
P3.5 DEADLY FORCE REVIEW BOARD CALEA 1.3.7 (R 07/2012)

The Tacoma Police Department recognizes the need to review thoroughly all applications of deadly force by its
Officers. The primary purpose of the Board shall be to review the investigation and determine if the application of
deadly force was within Department policy. The Board may also examine significant training and equipment issues.
The Board shall report its findings to the Chief of Police. These findings may include recommendations to further
investigate certain aspects of the attendant circumstances.
P3.5.1 DEPARTMENTAL REVIEW BOARD MEMBERS CALEA 1.3.7

The Board will consist of six voting members and a non-voting chairperson. The six voting members will consist of
two management representatives, two union representatives, and two members of the community.
• The ASB Assistant Chief of Police will serve as Chair of the Board. The Chair of the Board will be
responsible, with the assistance of staff, for coordinating Board activity.
• The management representatives will consist of the Bureau and Division Commanders of the Officer who
applied deadly force. If several Officers from different Bureaus apply deadly force during the same incident,
the commander of the Bureau with the most Officers involved will attend, and the Division Commander not
assigned to the above Bureau Commander will attend.
• The community representatives will consist of two citizens – one selected from the specific sector where the
deadly force incident occurred and one selected at-large. The City’s Human Resources Director will make the
selection of the citizen members.
• The union representatives will consist of two union members appointed by the Tacoma Police Union bargaining
unit of the involved Officer.
P3.5.2 BUREAU LEVEL REVIEW BOARD

The Chair may elect to convene a Bureau-level Review Board when it is determined to be in the best interest of the
Department. The Bureau-level review shall consist of the following personnel:
• The Bureau Commander of the involved Officer(s)
• The Division Commander of the Support Services Division
• The Division Commander of the involved Officer
• A member selected by the Tacoma Police Union bargaining unit of the involved Officer
Applications of deadly force cited as examples of when a Bureau-level review may be appropriate are as follows:
• Non-injurious firearms training activities
• Non-injurious unintentional discharges CALEA 1.3.6(a)
• Deadly force directed at animals
P3.5.3 PROCEEDINGS AND FINDINGS CALEA 1.3.7

• The Chair shall call a meeting of the Board in a timely manner after each application of deadly force by an
Officer.
• The Board may require the involved Officer or other Department personnel to appear and provide testimony. A
Critical Incident Liaison Officer (CILO) of their choice during testimony may accompany the involved Officer
to the Board. The CILO will not provide testimony nor question the Board members about the proceedings.
• The Board will make findings of fact and conclusions as to the circumstances surrounding applications of
deadly force.
• The Board will use those findings as a basis to examine whether policies, procedures, practices, or training
might be improved to better protect Officers and reduce the need to apply deadly force.
• If the findings indicate that an application of deadly force was not within departmental guidelines, one of the
following steps will be taken upon approval of the Chief of Police:
P3.5 – Use of Force, Deadly Force Review Page 1 of 2
o If a violation of law or Department rules or regulations is indicated, the matter shall be referred to the
Internal Affairs Section and processed in accordance with the Department’s disciplinary procedures.
o If an incident is clearly due to improper training, the matter will be referred to the Commander of the
Support Services Division so that proper retraining can be conducted.
o If the application of deadly force was unintentional, a recommendation will be made as to whether or not
discipline or corrective training is necessary.
o Three reports will be prepared for submittal to the Chief of Police. Each of the three represented groups –
management, labor, and the community – will prepare a separate report on their findings and
recommendation. After review of the reports, the Chief will render a decision on the use of deadly force.
P3.5.4 PUBLIC DISCLOSURE

The findings of the Board, along with a determination by the Chief as to whether or not the application of deadly
force was justified under rules and procedures pertaining to the use of force, will be made available to the public,
subject to the laws of the State of Washington regarding public disclosure, and rights of privacy as determined by
the City Attorney. The disclosed findings shall consist of the conclusion of the Review Board as to whether the
force was “Reasonable,” “Not Reasonable,” or “Unintentional.” Any specific recommendations pertaining to policy
issues and training may be included. The entire investigation material shall not be released.
P3.5.5 INTERNAL AFFAIRS (IA)

• Receive the recommendations of the Board.
• Will ensure that each recommendation is forwarded to the respective Division Commander for action.
• Upon completion of the recommendations, IA will receive from each responsible Division Commander a
document delineating how the recommendation was satisfied.
• A complete file of all reports, documents, findings and written response to recommendation, following a review
by the Chief of Police, shall be made a part of the file relating to the incident in the Internal Affairs section.
Special Instructions
At the Board's option, it may file with the Chief of Police a separate report which would include comments,
opinions, and general recommendations intended to assist the Chief in making a final decision on the matter.
This report may be treated as confidential by the Chief, at his/her option.
The Board may file minority/majority reports where the decisions are not unanimous.
P3.5.6 REFERENCE GUIDE
Definitions P3.1.1
Use of Force P3.1
Public Disclosure Law RCW 42.56
P3.5 – Use of Force, Deadly Force Review Page 2 of 2

Administration Sub-Section 4.1
Departments Policy on
Professional Communication Donald Ramsdell, Chief of Police
P4.1.1 ELECTRONIC COMMUNICATIONS CALEA 12.2.2(c) (R 10/2016)

The use of electronic communication systems are for the express purpose of conducting city business. The
electronic communication systems shall not be used for the transmission of information that promotes any form of
discrimination. It also shall not be used for personal business interest, personal gain, or any unlawful activity.
Employees have no expectation of privacy in their use of the Internet or other electronic communication resources
provided in the course of employment, and all such use may be monitored or audited at any time without notice per
City of Tacoma Internet and Electronic Communications Use Policy. See P4.1.3, Internet, for additional reminders
of this policy statement.
A) Ownership
All information resources provided through these systems are the property of the City of Tacoma, State of
Washington, or the Federal Bureau of Investigation (FBI). Through a licensing agreement, the City of Tacoma has
the privilege of using the technological resources available from the State and the FBI. As a part of these
agreements, the City is obligated to ensure that unauthorized use or dissemination of information gained from these
sources does not occur. Department-issued devices to include, but not limited to, computers (portable or otherwise),
cell phones, pagers, etc., shall not be taken outside the state of Washington except for, and limited to, the
performance of official duties.
B) Security
Electronic Communication systems are not secure. Both radio and cellular communications can be monitored
through scanners. Electronic and voicemail messages and fax transmittals are vulnerable to interception. Whether
for communication or records checks, care should be taken when using the computers so that unauthorized persons
cannot view the screen. The information obtained from law enforcement records is confidential, and every attempt
should be made to secure information displayed on the screen. See P4.1.2(D) for additional information.
C) Electronic Messages CALEA 12.2.2(c)

1) Reading: All employees are responsible for reading their electronic messages at least once during their
shift to keep abreast of departmental policies and procedures as well as personal directives from
Supervisors. CALEA 12.2.2(c)
2) Undeliverable Process: The Department’s electronic messaging system sends a notification to the sender
when a message is not delivered to an employee’s mailbox. When the electronic message involves a
Directive, this notification shall be forwarded to Accreditation support personnel who will make a hard
copy of the Directive and deliver to the employee’s mailbox.
This process will also be followed when Policy/Procedure revisions are not deliverable.
3) Deleting: Employees are encouraged to delete electronic and voicemail messages as they are reviewed
unless later reference is necessary. Failure to clear these messages can result in system overload or slow
the responsiveness to system users.
NOTE: If you receive an objectionable email, save it and notify a Supervisor. They will review the material and
take steps to secure it for investigation prior to deletion. Storage of unauthorized material is considered a violation
of the “use of city equipment policy.”
4) Electronic Mail (Distribution Approval)

Be sure to target your audience carefully when communicating through the email system. Prior to directing
messages to all system users (broadcast messages), approval shall be obtained from a Supervisor at or
above the rank of Lieutenant or Manager (Finance Section and Forensic Services). The name of the
P4.1 – Professional Communication Page 1 of 12

Supervisor giving approval will be placed at the top of the message, i.e., “Per Captain Jones,” or following
the message, i.e., “Approved for dissemination by Section Manager John Smith.”
5) Out of Office Notification

When you will be out of the office for an extended period of time (generally consisting of three days or
more of scheduled or unscheduled leave), use the Out of Office Notification that will automatically reply to
emails sent to you, notifying the sender of your absence and when you will return. Also, if you will be
away during your regularly scheduled shift, use the notification.
D) Mobile Data Computers

Users need to recognize that MDC messages are routed through a central computer. The messages are retained in
memory files and may be obtained through public disclosure or court order.
E) Radio
Radio users should maintain a professional demeanor at all times and conserve valuable air time by adhering to the
ABCs of radio use: Accuracy, Brevity, and Clarity. Unencrypted radio frequencies are public domain. While use is
controlled through licensing, the public has the ability to monitor the unencrypted airways via scanners. Copies of
South Sound 911 (SS911) Communication Center audio recordings are retained and available to TPD employees.
External entities shall utilize the public disclosure request process.
F) Cellular Phones
Cellular (cell) phone technology is an integral part of the Department’s daily field operations. The cell phone has an
integrated electronic serial number (ESN) which allows for individual billing to help ensure cost containment and
individual user accountability.
Cell phones can be used to conduct official City and Department business either on duty or off duty.
Cellular technology makes use of both the existing hardwire phone systems and radio frequencies operating from
various cell antennas. For this reason, cellular may not be the best medium for sensitive or confidential
communication. The Department makes issued cellular phones available for official use to identified employees
based on Department need. While these methods of communication should never be utilized as a primary source of
communication in lieu of SS911 radio when radio dispatch functions would be appropriate, it can provide a useful
communication tool when communicating “Officer to Officer,” or as an emergency alternative.
G) Fax Machines
When necessary to fax confidential information, the intended recipient should be notified to expect the fax
containing said material. Because of the sensitive nature of the information transmitted, both the sending and
receiving parties shall take great care to ensure the expediency and confidentiality of all information involved. It is
always a prudent practice to retrieve the documents and check the activity report as verification that it has been sent.
Even when sending routine information, consider that others in the recipient’s office may retrieve the document.
H) Printers
When printing material of a sensitive and/or confidential nature on an unsecured printer, it is important to retrieve
printed material immediately in order to eliminate or reduce unwanted dissemination.
I) Text Messaging Device (Phone/Pager)

Use of a text messaging device is to expedite notification of and communication among Department members. The
Operations Bureau Desk Officer will be responsible for making command staff notifications of major incidents or
situations. Command texts will be made to ensure command staff receives timely notification of significant
community and departmental issues. Any questions of proposed messages should be directed to a Supervisor for
clarification before being sent.
The general use of the texting system as an informational tool does not alleviate the need to make specific and direct
individual notifications when appropriate or required, i.e., Shift Commander, PIO, SWAT.
J) Public Disclosure
Each form of electronic communication produces some record of its use and/or the actual message sent. These
billings, logs or messages are subject to the retention guidelines for public records and are retained accordingly.
Therefore, the information may become the subject of a public disclosure request. Caution should be exercised to
ensure that confidentiality is protected and that the message content is appropriate for the communication medium

selected. Personal texts and emails on Department devices are subject to public disclosure. Department devices are
for work-related business.
K) Electronic Subpoenas – Superior Court (Criminal Cases)

All Superior Court subpoenas for criminal cases will be transmitted via an e-mail from the Prosecutor’s Office.
Only rarely will there be paper service. Notification for cancellations/continuations will be via email, phone call or
text message for the Prosecutor’s Office.
Service is accomplished through viewing the subpoena email. An automatic message generated upon opening the
subpoena is sent to the court for confirmation of service.
Extended absences from the Department (see Procedures Manual, Court Procedure, for extended absence criteria)
must be registered on the email system through the “Out of Office Assistant” so the Prosecutor’s Office will be
aware of any time conflicts.
A notification will be sent by the Prosecutor’s Office via email to the Officer involved if a subpoena is added,
cancelled or continued with less than seven (7) days remaining before the appearance. The updated information will
also be added to the docket and via Pierce County Legal Information Network Exchange (LINX).
For additional information regarding general subpoenas, see P4.1.12.
P4.1.2 COMPUTER USE CALEA 11.4.4, 41.3.7(a)(b) (R 10/2016)

A computer and/or any other type of electronic data storage or retrieval, or communication device, issued by
Tacoma Police personnel is the property of the Tacoma Police Department under the care and use of the
employee(s) to conduct business. Employees are subject to the care and maintenance of such devices in accordance
with Computer and Telephone Use in the Procedures Manual.
Department-issued devices will not be taken outside the State of Washington except in the performance of official
duties.
A) Hardware and Software Purchases

Employees shall obtain authorization from the Department’s Information Technology (IT) Support Unit before
purchasing any software, computer, monitor, printer, item or device which has the ability to be attached or installed
in any manner to, or operate in conjunction with, the City of Tacoma, SS911, and/or the Tacoma Police Department
computer networks or computer equipment.
B) Modifications
1) Hardware
Alterations, modifications or repairs to Department issue computer devices will be performed by a member of
the Department IT Support Unit. The Department will only authorize payment for those repairs to Department
issue computer devices which have had prior approval by the Department IT Support Unit. Any such costs for
non-department issue computer devices will be the responsibility of the individual Officer.
NOTE: Accessory items will not be added or modified without written approval of the Department IT Support
Unit.
Any item which is attached to, in any manner, or contained within a Department computer is presumed to be
Department property. Any item or device which has the ability to be attached in any manner to the City of
Tacoma, SS911, and/or the Tacoma Police Department computer networks falls within the scope of applicable
policy.
2) Software CALEA 11.4.4, 41.3.7(a)(b)

Computer software programs are protected by federal copyright laws and the licensing agreement with the City.
If a City employee improperly makes copies of a computer software program, this action may be deemed
beyond the “scope of employment” as defined by City Code Section 1.12.920 “Protection of Officers and
Employees against Personal Legal Liability.” In the event that there is a claim or legal action by a software
company or others, and the copying of a software program is determined to be beyond the scope of
employment, City-funded legal representation may be denied. Additionally, the employee may be obligated to
pay any penalties and monetary damages. The employee may also be subject to City disciplinary action.

Employees shall obtain authorization from the Department’s IT Support Unit before purchasing, installing,
upgrading or altering the basic function of any hardware device or software applications on Department
computers to include, but not limited to, desktop, mobile or handheld computers.
Computer games which are not part of the operation system’s basic installation are not allowed on Department
computers. Employees shall not load or install computer games into the memory of any Department computer
and shall not play games from compact disks or USB devices.
• Software Piracy
Software piracy is the illegal copying and/or use of copyrighted software programs.
The federal copyright law prohibits any part of a copyrighted publication (including software
programs) from being reproduced, transmitted, transcribed, stored in any retrieval system, or translated
into any language by any means without the express written permission of the author. Persons
violating the copyright laws are subject to criminal as well as civil prosecution.
Tacoma Police Department employees shall not operate in violation of the law. Employees shall not
copy, possess or use illegally copied (pirated) software in any Department facility or on any
Department-owned computer equipment. This policy includes copyrighted computer software
purchased by any Unit, Section, Division or Bureau of the Department where its usage is restricted to a
single site, user or installation.
C) Dissemination of Information
Employees shall treat the official business of the Department as confidential. Information regarding official
business shall be disseminated only to those for whom it is intended, in accordance with established departmental
procedures and applicable statutes. Employees shall not divulge the identity of persons giving confidential
information except as authorized by proper authority. Violations involving the misuse of Criminal Justice
Information (CJI) systems shall be reported to the Washington State Patrol and the ACCESS Section.
• CJI Access
Officers shall only access CJI systems when they are in a secured police facility or on a Department-issued
laptop.
• Display Screen
Officers are reminded to shield confidential dispatch data and information appearing on the screens of their
MDCs from the view of unauthorized persons and suspects. Suspects detained in the back seat of a patrol car
may be able to view dispatch or other information displayed on an MDC. Be careful to protect the identity of
victims and witnesses by keeping this information confidential and out of a suspect’s view.
D) Security of Computer Devices

1) Officers with Assigned Vehicles
• Officers with an assigned vehicle and an approved computer docking station with a functional locking
mechanism for the computer may leave the computer in the vehicle while on duty.
• Officers who are able to place their assigned vehicle in a locked yard/garage of an occupied residence
may leave the computer in the vehicle while off duty so long as the temperature within the vehicle can
be reasonably expected to not fall below freezing nor exceed 100˚F within the vehicle.
• Officers without such locking rack or mechanism in their vehicle or who are unable to leave the
vehicle in the locked yard or garage of an occupied residence will NOT leave the computer in the
vehicle while off duty. Any alternative locking mechanism must be an approved installation; no
authorized alterations to Department vehicles are allowed.
• The Department retains the right to inspect proposed sites of vehicle storage to approve leaving the
computer in the vehicle.
2) Officers with Pool Vehicles

• Laptops will be removed from the vehicle at the end of shift.
• Laptops will be stored in a secure area with moderate (40˚F to 80˚F) temperatures and humidity.
• The laptop can then be docked and the docking station locked at the beginning of the next shift.

3) Officers Using Desktop Computers or Laptops with Desktop Docking Stations
• When Department personnel leave their computer unattended, they shall initiate a session lock on the
computer to prevent unauthorized users from accessing CJI systems.
• Upon returning to the computer, Department personnel can log back in through established procedures.
4) Passwords
Passwords must meet complexity requirements, including the following:
• Be a minimum of eight (8) characters
• No dictionary words or proper names
• Passwords and User ID must not be the same
• Changed every 90 days
• No password can be reused for the previous 10 passwords
• Passwords shall not be transmitted in the clear, outside of secure locations
• Not displayed when entered
E) Disposal of Media
The purpose of this policy is to outline the proper disposal of media at the Tacoma Police Department. Media as it
pertains to this policy is defined as diskettes, tape cartridges, ribbons, hard copies, print-outs, and other similar items
used to process or store classified and/or sensitive data.
These rules are in place to protect sensitive and classified information, employees, and the Tacoma Police
Department. Inappropriate disposal of Tacoma Police Department and FBI information and media may put
employees, the Tacoma Police Department and the FBI at risk.
This policy applies to employees, contractors, temporary staff and other workers at the Tacoma Police Department,
including all personnel with access to sensitive and classified data and media as well as all equipment that processes
classified and sensitive data that is owned or leased by the Tacoma Police Department.
When no longer usable, diskettes, tape cartridges, ribbons, hard copies, print-outs, and other similar items used to
process or store classified and/or sensitive data shall be properly disposed of in accordance with measures
established by the Tacoma Police Department. The following steps will be followed:
• When no longer usable, hard copies and print-outs shall be placed in shred bins.
• Diskettes and tape cartridges shall be taken apart and media will be shredded by hand.
• After media has been shredded, it will be placed in appropriate bins to be incinerated or disposed of
properly. IT systems that have processed, stored or transmitted sensitive and/or classified information shall
not be released from Tacoma Police Department control until the equipment is sanitized and all stored
information has been cleared. For sensitive, but unclassified information, the sanitization method shall be
approved by the Tacoma Police Department. The following procedures will be followed:
o Employees will send all hardware that processes and/or stores classified and/or sensitive data to
Tacoma Police Department IT Support Unit to be properly disposed.
Tacoma Police Department IT Support Unit will dispose of hardware by one of the following methods:
• Overwriting – an effective method of clearing data from magnetic media.
As the name implies, overwriting uses a program to write (1s, 0s, or a combination of both) onto the
location of the media where the file to be sanitized is located. The number of times the media is
overwritten depends on the level of sensitive information.
• Degaussing – a method to magnetically erase data from magnetic media.
Two types of degaussing exist: strong magnets and electric degausses. Note that common magnets (e.g.,
those used to hang a picture on a wall) are fairly weak and cannot effectively degauss magnetic media.
• Destruction – a method of destroying magnetic media.
As the name implies, destruction of magnetic media is to physically dismantle by methods of crushing,
disassembling, etc.
Enforcement – Any employee found to have violated this policy may be subject to disciplinary action, up to and
including termination of employment.
F) Data Retention
Employees are to ensure that business data is secured in such a manner as to protect against involuntary data loss.
This requires that business data have a copy stored on a networked server location. IT Support will ensure that all

data stored on City or Department servers be backed up, stored in an offsite location, and be available for timely
restore. Certain criminal investigation files may be stored only on-site as appropriate.
Current email traffic will be retained within the City servers as per the published City of Tacoma policy.
G) Inventory CALEA 17.5.1

The Department’s IT Support Unit is responsible for inventorying all electronic computer equipment (i.e., desktop
computers, laptops, cell phones, etc.). IT Support is responsible to ensure the inventory shall be performed at least
once each year and updated whenever repairs or software updates are performed.
See Computer and Telephone Use in the Procedures Manual for additional information.
P4.1.3 INTERNET (R 03/2010)

This policy is intended to describe the principles and acceptable use of the Internet and other electronic
communication facilities provided in the course of employment to City employees. All employees shall ensure that
internet usage in the course of their employment complies with Tacoma Municipal Code 1.46 and/or is limited to
their official duties.
Employees may make reasonable use of the Internet or other electronic resources provided in the course of
employment only so long as:
• The direct measurable cost to the public is none, or is negligible, or access supports the mission of the City.
• There is no negative impact on the employee performance of public duties.
Employees have no expectation of privacy in their use of the Internet or other electronic communication resources
provided in the course of employment, and all such use may be monitored or audited at any time without notice, per
the City of Tacoma Internet and Electronic Communications Policy.
P4.1.4 TACOMA POLICE DEPARTMENT INTRANET (R 03/2010)

The Department maintains and updates a Department intranet site. This site is designed for and houses information
regarding training, policies, procedures, collaborative documents, upcoming events, etc., and is for use by TPD
personnel only. The TPD intranet will grow, evolve, and adapt according to changing needs within the Department.
Changes and adaptability within the intranet is accomplished through the use of identified “Stewards” throughout all
Bureaus.
P4.1.5 AMBER ALERT CALEA 41.2.6(d)(e) (N 06/2008)

The AMBER Alert Plan is a voluntary cooperative program between the law enforcement community, the
Department of Transportation, and the local broadcast media. When activated, the program sends an emergency
alert called an AMBER Alert to the public, advising a child has been abducted and is believed the child is in grave
danger. The AMBER Alert was created in memory of Amber Hagerman who was abducted and subsequently
murdered in 1996 while playing near her Arlington, Texas, home.
AMBER Alert notification is supported by the AMBER Alert Web Portal and the Emergency Alert System (EAS).
The Washington Statewide AMBER Alert Plan solely governs and authorizes the use of EAS and the web portal for
AMBER Alerts throughout Washington State. The Tacoma Police Department may expand the alert to additional
states and/or Canada, if deemed necessary, provided the required criteria of that state or country are met. This
expansion of the AMBER Alert is facilitated through the Washington State Patrol. See Procedures Manual, Juvenile
– Abducted, for additional.
P4.1.7 PUBLIC INFORMATION OFFICER (PIO) CALEA 54.1.1(a)(b)(c)(d)(e)(f) (R 10/2016)

The Department’s PIO is a specifically trained member charged with the responsibility to respond either in the field
or via phone to credentialed media entities regarding events and incidents involving TPD actions and/or
investigations. The PIO shall be available for response 24 hours a day, 7 days a week.
Responsibilities of the Public Information Officer

The functions of the PIO shall also include, but not limited to, the following:
• Assist credentialed media personnel in covering news stories at the scenes of incidents (a)
• Prepare and/or assist the Chief of Police, or designee, in the preparation and distribution of agency media
releases (b)
• Arrange for and assist at press and related conferences (c)

• Coordinate and assist the Chief of Police, or designee, in the authorization and release of information about
victims, witnesses, and suspects (d)
• Coordinate and assist the Chief of Police, or designee, in the authorization and release of information
concerning confidential agency investigations and operations (e)
• Coordinate the development of Department procedures and guidelines for releasing information when other
public service agencies are engaged in a mutual effort (f)
• Promote effective relations between the news media, the Department, and all Department employees
• Respond to major events to act as the Media Relations Contact Officer
P4.1.8 MEDIA RELATIONS AND NEWS RELEASES CALEA 54.1.3 (R 10/2016)

The Tacoma Police Department believes responsible and effective news media relations are vital to our mission. As
a Department practicing the philosophy of Community Oriented Policing, we depend on community trust and
confidence in carrying out our responsibilities. To this end, we believe a vigorous and professional press is an ally
to our policing efforts.
The overriding consideration governing the release of any information allowed by law and permitted by the
following guidelines is whether or not it is reasonable to believe that an on-going investigation or pending
prosecution might be compromised. If a Department employee believes the release of any information permitted by
these guidelines might interfere with the administration of justice, they should contact the Department PIO
immediately to ensure that sensitive information is not inadvertently released.
Consistent with policy and guidelines contained in this Policy section, any employee of this Department is permitted
to speak with news media representatives.
The Tacoma Police Department will provide admittance to accredited members of the news media to crime scenes
and other police-controlled areas providing such admittance does not provide a danger to the preservation of
evidence, crime scene processing, or the activities of investigative personnel. When the Officer at the scene deems
it beneficial to close an area to all non-police personnel, no news media or press card shall overrule this field
decision. Additionally, the Tacoma Police Department shall recognize and accept, subject to aforementioned
restrictions, other news media credentials issued by law enforcement agencies or the news media itself. News media
credentials or press cards are for IDENTIFICATION PURPOSES ONLY and should not be construed as passes to
overrule a field decision as to whether or not the media shall be admitted in a police-controlled area.
Under no circumstances should one media be singled out by any member of this Department to receive special
information on an “exclusive basis.” Favoritism is something which will foster “guesswork” by other reporters and
result in misinformation being used. Preferential treatment for a single reporter or photographer should not be
extended to prevent problems from developing.
The best policy to pursue, if details are unknown or sketchy, is to issue a statement such as, “Additional details will
be made available; however, at this point the investigation is still in progress and not all the facts are known.”
When a crime is believed to have been committed, pertinent facts relative to that crime and to the investigation
thereof may be released, but the identity of the suspect, whether adult or juvenile, prior to charging and the results of
the investigation procedure shall not be disclosed except to that extent which is deemed necessary to aid the
investigation, assist in the apprehension, or afford the public advanced warning of potential danger.
If an arrest has been made, it is appropriate to announce the fact and the general circumstances of the arrest,
including time and place of apprehension, resistance, pursuit and, if applicable, the use of weapons.
Referral to the investigating and arresting agency is appropriate, if TPD was not the primary agency. Coordination
of the release of information with involved agencies is preferred.
If a charge has been filed, the adult or juvenile’s name may be released along with the nature, substance or text of
said charge and recap of the actual offense.
It is permissible to request assistance from the public in the form of a news release. This may include information
which would help locating a lost person or gathering additional data to make an arrest.

Definitions
• Members of the News Media: Reporters, photographers, camera operators, and others who are directly
employed by agencies of the electronic or print media and who hold valid news media identification. Freelance
reporters and photographers without valid news media identification are to be considered members of the
general public.
• PIO: A Department Officer who is designated and trained as a central source of information for release by the
Department and who responds to requests for information by the news media and the community.
• Department Supervisor: Any Department employee working in a supervisory capacity and/or holding the
commissioned rank of Sergeant or above.
• Shift Lieutenant: Any Department employee holding the rank of permanent Lieutenant or above and
designated as the Shift Lieutenant.
Restricted Information and/or Activities

The following should not be released or performed without express authorization from the Office of the Chief of
Police, in coordination with the Public Information Officer.
• No member of this Department shall deliberately assist in the posing of a person in custody for photographers of
the news media. However, as long as the suspect’s safety is not placed in jeopardy, no member shall prohibit or
interfere with the taking of still or motion pictures while the suspect is in custodial care. (If such photography
endangers the suspect or the Officers involved in the escort, the photographers may be prohibited from
continuing their activity. This is especially true when considering television lights which may momentarily
“blind” Officers assigned to escort and protection duties.)
• No member shall allow a suspect to be interviewed by representatives of the news media. In the event that an
in-custody subject requests or consents to such an interview, the Department member will first advise that they
have the right to refuse such requests or to have counsel present during interviews. These facts will be
documented in a Supplemental Report. Additionally, a signed statement by the subject stipulating to the above
will be obtained prior to the interview.
• No member shall release or authorize the release of any information which may prejudice a case, such as:
making a statement that a confession has been obtained or that a suspect is refusing to make any statements to
the authorities; releasing names of witnesses to the crime or predicting the possibility of plea bargain or reduced
charges.
• At no time shall members give their personal opinion of a suspect’s innocence or guilt, or make statements
and/or comments as to the merits of the case or the validity of any evidence relative to that case.
• Unless the disclosure will serve a vital function in accomplishing the apprehension of a suspect, the actual
monetary amount taken in a robbery should not be released by any members of this Department.
• With rare exceptions (such as homicides), names of sex crime victims should not be released to avoid
embarrassment or humiliation on the part of the victims. (Exceptions should be cleared through the Office of
the Chief of Police, in coordination with the Public Information Officer, prior to release.)
Every member of this Department is committed to the doctrine of not creating sensationalism. Care must be
exercised to avoid voice inflections or facial expressions which may denote bias, disgust or prejudice which may
influence public sentiments. If a case is still under investigation and if in doubt as to whether or not a specific piece
of information may be harmful, it is best to state: “The case is still under investigation and additional details will
be made available at a later time. At this time, however, I am not at liberty to discuss that specific
information.”
Guidelines for Release of Police Reports to the News Media

The following should be closely adhered to by members of this Department when consulted by the news media for
information from official Police reports:
• All police personnel will comply with the Washington State Public Disclosure Act when inquiries are made
from the media for information from police reports.
• Reports bearing a notation in the Public Disclosure Act block (PDA “Yes” or “No”) on the electronic incident
report, will not be released to the media until they are screened and all identifying information is deleted.
Businesses do not have public disclosure privileges.
• Police personnel will examine all reports prior to release to the media and will assure that all supplemental
(follow-up) reports, teletypes, and miscellaneous data are extracted from the packet.
Permanent Files for News Releases

All formal news releases will be filed with the Office of the Chief of Police.
Release of Photographs

File photographs of adults arrested or wanted for serious crimes may be released to the public and the news media
under the following conditions (mug shots are the property of the Pierce County Sheriff’s Department and must be
released via their agency):
• To aid in the capture or to warn the general public of dangerous wanted persons, for whom a warrant exists,
with authorization from the investigating unit responsible for the case.
• To assist law enforcement in conducting investigations.
When file photographs are authorized for release, booking numbers and other identification numbers shall be
removed prior to release.
Photographs of juveniles will not be released to the news media or the public without the consent of their parents or
guardians, or by court order.
Releases Involving Department Personnel

Information regarding the specific identification of a Department employee involved in a significant incident (such
as one in which an employee sustained injury or allegedly caused injury or death to another) will not be released to
the news media without such information being screened and approved by the Department employee’s Bureau, the
Office of the Chief of Police, and the Department Legal Advisor.
The approved on-scene release of such information relating to a departmental employee will be made by the Shift
Commander or designee, or the Department PIO.
• The Department PIO should be used as a resource whenever possible.
• The immediate on-scene information provided to the news media should be limited to that information which
serves to identify the Department employee’s rank, tenure, age, and Bureau of assignment, as well as the
general circumstances of the incident, following coordination with the investigative unit in charge. The PIO
will make every attempt to notify the involved Officer prior to release of information.
Statements Regarding Department Policy, Philosophy, or Procedures

Statements to the news media regarding Department policies, philosophies, or enforcement procedures will be made
only by the Office of the Chief of Police, or designee.
Media Aircraft
Occasionally the use of news media aircraft (fixed wing and helicopter) to obtain either live or taped film of a Police
event may adversely affect a law enforcement operation. Consideration should be given to requesting restriction of
news media aircraft access under the following circumstances:
• Tactical situations in which the identifications of Officers’ positions or method of operations may be revealed,
thus endangering Officers.
• Incidents in which aircraft significantly distract victims, suspects, witnesses, or where the noise or low level
flight may make ground operations difficult or dangerous.
The above-described situations are not all-inclusive. The on-scene commander shall make the determination
whether to restrict news media aircraft access.
Requests for the voluntary restriction of news media aircraft shall be brought to the attention of the PIO and should
be accompanied by an explanation for the request.
See Procedures Manual, Media Relations and News Releases, for additional information.
P4.1.9 REQUESTS FOR PUBLIC SPEAKING AND ASSIGNMENT OF SPEAKERS (R 10/2016)

All requests for speakers will be made through the Office of the Chief of Police or the Public Information Officer.
The requests, insofar as possible, should be in writing two weeks in advance.
Officers, when not working within the scope of a Department assignment but maintaining themselves as
representative of the Department, and/or using Department equipment or uniforms, shall not, without specific
permission from the Chief of Police: address public gatherings, lecture, appear on radio or television, prepare
articles for publication, act as correspondent to a newspaper or periodical, release or divulge investigative
information, or any other matters of the Department. See Procedures Manual, Public Speaking Requests, for
P4.1.10 SEX OFFENDER NOTIFICATION (R 03/2010)

The Tacoma Police Department desires to provide a systematic approach for public notification regarding imminent
threats to public safety. The threat of predatory sex offenders can be mitigated by the local community through an
awareness program.
In 1990, the Washington State Legislature passed the Community Protection Act, primarily in response to two cases,
one involving the kidnapping and murder of a woman by a sex offender on work release and the other involving the
sexual assault and mutilation of a young boy. This comprehensive act included the requirement for sex offenders to
register a home address with law enforcement, and authorized the release of information to the public through
community notification. The Act also allowed for civil commitment of sexually violent predators. The term
“sexually violent predator” only applies to a small percentage of sex offenders who meet specific criteria as
determined by a court following a period of incarceration (RCW 71.09). Sex offender is the current nomenclature to
include all individuals convicted of a sex offense.
A) Definitions
• Sexually Violent Predators: any person convicted of, or charged for, a crime of sexual violence (see RCW
9.94A.030), and who suffers from a mental abnormality or personality disorder which makes the person
likely to engage in acts of sexual violence with strangers or other individuals with whom a relationship has
been established or promoted for the primary purpose of victimization.
• Sexual Psychopath: any person who is affected in a form of mental abnormality which predisposes such
person to the commission of sexual offenses in a degree constituting him/her a menace to the health or
safety of others.
B) Information Management
Notification of the forthcoming release of sexually violent offenders (this term shall include sexual psychopaths)
comes most often from the Department of Corrections (DOC), but may also come from the Department of Juvenile
Rehabilitation or various sexual offender treatment providers. Each of these notices has a different format, but all of
them give the same basic information; the offenders name and physical description, county of the offense and charge
in the pertinent case, expected date of release, and expected post-release residence. The DOC bulletins often include
additional information concerning details of the pertinent conviction, other criminal history, and sometimes a copy
of the pre-sentence report. All of this information may be used in evaluating the likelihood of the offender to re-
offend.
Although the Tacoma Police Department may use the above information to evaluate the risk of the offender while at
large in the community and may share it with other law enforcement agencies as necessary to aid in ongoing
investigations, there are strict limits as to what may be released to the public.
1) What may be released to the public:

• Offender's name, age, physical description
• Offender's date of release
• Neighborhood in which the offender registers to reside
• Overview of the crime for which the offender was convicted and incarcerated
• Information as to whether the offender has any other arrests/convictions for sexual crimes
• Photographs of Level 2 or Level 3 offenders
2) What may not be released to the public:

• Offender's medical and/or psychological profile
• Subjective information such as the offender's attitude, demeanor, and personality
• Personal information such as the offender's family history, employment history, school records, etc.
C) NOTIFICATION LEVELS
Level 1 (least likely to reoffend) – Maintain the information within the Department and disseminate to other law
enforcement agencies as appropriate.
Level 2 (moderate risk to reoffend) – Includes Level 1 protocols. Sex offender notification bulletins containing the
offender’s name, physical description, neighborhood of residence, offense description, photograph, and risk level
will be created. The bulletin will be provided to the PIO for further dissemination.
Level 3 (high risk to reoffend) – Includes Level 2 protocols. In addition to Level 2 dissemination, the PIO sends the
bulletins to the local newspaper for publication.

See Procedures Manual, Sex Offender Notification, for additional information.
P4.1.11 REQUESTS FOR INTERVIEWS, RECORDS, AND SERVICE OF LEGAL DOCUMENTS

(R 03/2010)
Interviews – Criminal Cases
Requests for interviews or depositions on pending criminal cases (except the Prosecutor’s Office) will be referred
through the TPD Court Coordinator to be coordinated by the Internal Affairs Section.
Interviews – Civil Cases

Requests for interviews regarding civil cases will be referred to the Office of the Chief of Police prior to processing
by Internal Affairs.
Request for Records

Any subpoena duces tecum (i.e., a court order for production of records) or any request for records, excluding
normal public disclosure requests, should be forwarded to the Internal Affairs Section. Internal Affairs will be
responsible for coordinating a response to the request through the City Attorney's Office.
See Procedures Manual, Requests for Interviews, Records, and Service of Legal Documents, for additional.
P4.1.12 SUBPOENAS (R 03/2010)

Department personnel shall be required to appear for hearings and court cases promptly when provided a specific
date, time, and place. Municipal Court appearances are posted on a daily court docket. Superior Court appearances
only occur when contacted and scheduled to do so by a prosecutor, paralegal, victim advocate, defense counsel or
TPD Court Coordinator prior to the trial date listed on the subpoena. See Procedures Manual, Court Procedure, for
additional information as well as P4.1.1(K) for electronic subpoenas.
P4.1.13 PROPER TELEPHONE USAGE CALEA 22.2.7 (R 03/2010)

It is the policy of the Department to present an efficient and professional appearance to the general public. This is
particularly important when dealing with the public via telephone.
Incoming Calls
All members of the Tacoma Police Department are expected to provide for all telephone communications
courteously, professionally and proactively. In so doing, they shall answer promptly and identify the division or unit
and themselves by name and rank, if applicable. If the individual whom the caller desires is not present or
unavailable, ask if anyone else may be of assistance or offer to take a message. When no specific individual is
requested, the employee shall attempt to determine the nature of the problem and direct the call to the appropriate
unit or person.
Do not transfer calls unnecessarily, only those you cannot handle effectively. Tell the caller why and where you are
transferring the call. To avoid being perceived as rude by the caller, clearly and politely announce you will be
ending the phone conversation.
P4.1.14 LEGISLATIVE LOBBYING (E 04/1982)

Personnel appearing in Olympia regarding legislative action related to City or Police Department functions will
notify the Office of Inter-Governmental Affairs, indicating the time and purpose of the appearance. Additionally,
the consent of the City Manager must be obtained by the Chief of Police or his representative before any appearance
is made.
Permissible Activities
• Testify, upon request, before committees.
• Respond to requests for information from legislators, state staff, or the Association of Washington Cities.
Non-Permissible Activities
• Contacting individual legislators or groups soliciting support.
• Purporting to represent the City and/or this Department on any issue unless specifically requested for
information by legislature.
• Acting as spokesman for any other groups, i.e., professional interest group, when identified as a City or Police
Department employee.
P4.1.15 EMPLOYEE PERSONNEL FILE (R 03/2010)

Access to departmental personnel files are limited to review by the employee (of his or her own personnel file), or
by an individual approved to review another employee's personnel file. Management (above the first line
supervisory level) may review files of employees in their command, but only when the Manager’s work assignment
reasonably requires access to perform their duty. Internal Affairs and the Department Legal Advisors may review
personnel files when their work assignment reasonably requires access to perform their duty.
In order to maintain the confidentiality and appropriate access to the Personnel file, a “Personnel File Review Log”
must be signed by the requestor when accessing a file. The Office of the Chief of Police may directly access the
files for routine maintenance and general employment information without signing the log sheet. For this same
reason, no files shall be removed without the written approval of the Chief of Police, except when reproduced for the
City Attorney's Office for review. Individual and necessary copies may be made by members of the Office of the
Chief of Police, with reasons documented on the “Log.”
All employees shall be aware that a duplicate copy of each member’s personnel file also resides in the City of
Tacoma Human Resources Department.
P4.1.16 GRIEVANCE CALEA 25.1 (R 03/2010)

All employees shall be treated in a fair and impartial manner in matters arising from their employment. The
grievance procedures shall be defined in Collective Bargaining Agreements with Local 6, 26, 483, 120, 17 and 117,
and City of Tacoma Personnel Rules (also known as Civil Service Rules). See Procedures Manual, Grievance, for
This policy applies to all Collective Bargaining Units currently under the executive responsibility of the Chief of
Police.
P4.1.17 OBSERVERS IN POLICE VEHICLES (R 03/2010)

The Tacoma Police Department recognizes the benefit in permitting observers in Police vehicles during the
performance of duties as conducive to community oriented policing efforts. All approval decisions are subject to the
specific procedural requirements, as outlined in Procedures Manual, Observers in Police Vehicles.

Sets Forth the Policy for
Safety – Vehicle
and Equipment Donald Ramsdell, Chief of Police
P4.2.1 SAFETY & EQUIPMENT (R 03/2010)

The Department recognizes that activities surrounding law enforcement can and often pose a level of risk to
members above and beyond that found in many other occupations. The Department shall impose training, and
endeavor to provide for necessary equipment deemed to reduce or eliminate as much injury and consequence as
reasonably possible.
P4.2.2 SEAT BELTS CALEA 41.3.3 (R 10/2016)

The Tacoma Police Department recognizes the inherent dangers associated with riding in motor vehicles and require
the use of seat belts or safety seats by all occupants in the vehicle, except under exigent circumstances.
A) Police Officers
Mandatory use of seat belts is required by Washington State Law, RCW 46.61.688. All members of the Tacoma
Police Department will correctly use seat belts while on duty in all motor vehicles appropriately equipped, except as
exempted by law.
B) Detainees
For the purposes of this policy, detainee shall be defined as “A person in the custody of agency personnel and whose
freedom of movement is at the will of agency personnel.”
It is intended that all detainees being transported in a passenger style patrol vehicle wear a seat belt. However, if the
detainee is combative, or for reasons of safety, the Officer in charge of the detainee has the option to not place the
detainee in a seat belt system.
If seat belts are not worn by a detainee, Officers should be prepared to substantiate why the belts were not worn by
the detainee(s).
(See Procedures Manual, Transportation - Detainee, for additional information)
C) Children (Under age 16)

1) Rear Seat
Officers shall not transport children weighing less than 60 pounds in the rear seats of a vehicle equipped
with a prisoner safety shield due to the inadequate capacity of marked vehicle’s ability to facilitate
appropriate restraint devices in the rear seat.
2) Front Seat
Only children who are large enough to use a properly installed forward-facing child seat or booster seat, or
large enough to fit properly utilizing the shoulder belt, may be transported in the front seat of a vehicle
equipped with an airbag system.
Do not use rear-facing child seats in the front seat of vehicles equipped with an airbag system.
Officers should use discretion when transporting a seat-belted child who may meet the legal age and weight
requirements but are small in stature and could possibly slide under the shoulder belt.
D) Child Safety Seats

Tacoma Police Department employees are required to properly restrain children under the age of 16 when
transporting them in Department vehicles. (See RCW 46.61.687.) There are several Child Safety Seats distributed
among all of the Department’s facilities.
1) Mandatory Use of Child Safety Seat
• Rear-Facing Child Safety Seat: If a child is less than 1 year of age or weighs less than 20 pounds
• Forward-Facing Child Safety Seat: If the child is between 1 and 4 years of age or weighs between 20
and 40 pounds;
• Child Booster Seat: If the child is between 4 and 8 years of age or weighs between 40 and 60 pounds.
P4.2 – Vehicle and Equipment Safety Page 1 of 2
NOTE: Children less than 8 years old must be restrained in child restraint systems, unless the child is 4 feet 9
inches or taller. A child who is eight years or older, or 4 feet 9 inches or taller, must be properly restrained with the
motor vehicle’s safety belt or an appropriately fitting child restraint system. Children under 13 years of age must be
transported in rear seats where it is practical to do so.
2) Adult Safety Belt or Booster Seat Permissible

This is applicable to children between 6 and 16 years of age or weighing over 60 pounds.
E) Emergency Situations
In cases of emergency, Officers should use discretion when the immediacy of the situation requires a child to be
transported without a child safety seat. In these cases, Officers may transport the child a short distance and then
arrange transportation using the proper restraint system.
P4.2.3 PERSONAL PROTECTIVE EQUIPMENT (R 03/2010)

Personal protective equipment is specialized clothing and equipment used by employees to protect themselves from
direct exposure to chemicals, blood, and other potentially infectious or hazardous material. The Department will
provide gloves, gowns, face shields, masks, eye protection, mouthpieces, resuscitation bags, pocket masks, or other
ventilation devices when there is potential for exposure to blood or other potentially infectious material. The
Department shall ensure that appropriate protection equipment is available and readily accessible.
• The Department will provide cleaning, laundering or disposal of personal protective equipment.
• Surgical or examination gloves are for single use only and shall be replaced after use, or when visibly soiled,
torn or punctured, or when their integrity is compromised.
P4.2.4 INFECTIOUS & HAZARDOUS MATERIAL/CHEMICALS (R 03/2010)

It is the policy of this Department that employees shall comply with all infectious disease control, and harmful
chemical exposure procedures described in the Procedures Manual, in addition to new and recurring in-service
training and future information disseminated by this Department.
P4.2.5 FACILITIES (N 03/2010)

The Tacoma Police Department buildings are secure facilities having controlled restricted access. Because the
Department is a law enforcement agency dealing directly with legal ramifications that could compromise individual
security and safety, personnel of the Department are required to retain photo ID badges for access and identification.
These badges are to be worn in full view during assigned working hours by employees and shall only be used in the
performance of their duty. Employees reporting to other government departments should follow their written
policies.
All personnel not in uniform shall clearly display their Police Department access/ID card at all times while in the
Police facility or any other City of Tacoma facility while on duty. No portion of this section shall be interpreted as
to require carrying any form of Police identification when the circumstances of a criminal investigation make it
impractical or hazardous to do so.
See Procedures Manual, Facilities – Access, and Policy P1.4.4(B) for additional information.
P4.2 – Vehicle and Equipment Safety Page 2 of 2

Police Department’s Policy
Regarding Juveniles Donald Ramsdell, Chief of Police
P4.3.1 JUVENILE PROGRAMS CALEA 44.1.1, 44.1.2, 44.1.3, 44.2.4, 44.2.5 (R 07/2013)
The Tacoma Police Department is committed to the development of programs and implementation of procedures
designed to prevent delinquent and criminal behavior by youths. In an effort to accomplish this, the following
programs have been implemented:
• School Resource Officer;
• Police Explorers;
• IF Project;
• Curfew Enforcement;
• Party Patrols;
• Regional Gang Prevention Initiative.
The Department supports the philosophy of Police and youth interaction and encourages all members to volunteer
and become active in youth programs such as:
• Law Enforcement Youth Camp;
• Special Olympics;
• Youth Reading and Mentoring/Communities in School;
• Shop with a Cop;
• Athletic and community programs.
The Department encourages and receives input on juvenile programs and policies from outside or support agencies
in contact with the Department.
• Criminal Investigations – Detectives work closely with representatives of the Pierce County Juvenile Justice
System to include the Prosecutor’s office and the Juvenile Probation Department. The Washington State
Juvenile Rehabilitation Agency and Child Protective Services are consulted in the development of procedures.
• Operations – Officers work in consultation with Tacoma Public Schools, City of Tacoma Human Rights and
Human Services, Pierce County Juvenile Court, Pierce County Sheriff’s Department, Pierce County Law and
Justice Committee and the Safe Streets campaign in the development of prevention, intervention and suppression
strategies for juveniles. The Office of Juvenile Justice Delinquency and Prevention has been a resource for
development of juvenile offender procedures and programs.
It is the responsibility of Department Captains with juvenile enforcement and/or delinquency prevention programs
within their Divisions to annually review these programs.
It is the Department’s policy to monitor and track programs and use data to evaluate their effectiveness. Evaluation
and review of the programs is conducted in consultation with Juvenile Justice, City of Tacoma, and community
juvenile delinquency prevention partners.
Recommendations regarding these programs will be submitted to the Chief of Police through the Bureau
Commander to determine if they should be continued, updated, or eliminated.
P4.3.2 JUVENILES IN CUSTODY CALEA 44.2.2(a)(b)(c) (R 03/2010)

The Tacoma Police Department takes juveniles into custody for a variety of reasons other than criminal violations.
In all instances, it shall be the priority of Department personnel to ensure the welfare and protect the constitutional
rights of juveniles. Officers have a responsibility to take action in non-criminal situations involving juveniles, to
include juveniles who are abused, neglected, requesting help, in physical or psychological danger, in at-risk
situations, or are perpetrators or victims of crime. In all cases wherein a juvenile is taken into custody, every
reasonable attempt will be made to contact the juvenile’s parent/guardian as soon as possible concerning the
allegations made against the juvenile and the current status of the juvenile. See P4.3.4, “Traffic Violations
Committed by Juveniles” for the varying levels of traffic dispositions pursuant to juveniles.
P4.3 – Juveniles Page 1 of 3

P4.3.3 RELEASING ARREST RECORDS OF JUVENILES (R 10/2016)
Arrest records for juveniles are considered confidential and may not be released except under the following
circumstances and conditions:
• Arrest information may be released to an outside police agency in regard to an active investigation. Refer the
requesting agency to South Sound 911 (SS911) Records.
• Arrest information may be released to juvenile parole and/or caseworkers in the juvenile court system upon
request.
• All other requests for juvenile arrest records will be referred to Pierce County Juvenile Court at Remann. Hall.
• SS911 Records cannot release juvenile arrest information over a non-encrypted or patched radio channel.
Juvenile arrest information must be given over a secure media.
P4.3.4 TRAFFIC VIOLATIONS COMMITTED BY JUVENILES (R 03/2010)

In general, juvenile traffic violators are treated the same as adult violators. However, there are specific and unique
restrictions regarding the custody of juvenile traffic violators.
See Procedures Manual, Traffic - Special Groups Enforcement, for additional information.
P4.3.5 DETENTION OR RELEASE OF JUVENILES (R 10/2016)

The Tacoma Police Department is committed to the development of programs and implementation of procedures
designed to prevent delinquent and criminal behavior by youths. In dealing with juvenile offenders, Officers shall
use the least coercive among reasonable alternatives in keeping public safety, order, and liberties of all persons as
the priority. Factors to consider in choosing appropriate actions include:
• The nature of the offense
• The age and circumstances of the offender
• The prior record of the offender
• The likelihood that the alternative choice will satisfactorily resolve the problem
Definitions
• Juvenile: An individual who is under the chronological age of 18 years and who has not been previously
transferred to adult court jurisdiction.
• Minor (for the purposes of TPD Policy and Procedures): An individual who has not attained the age of 21
years.
• Children Under the Age of 8: Juveniles under 8 years of age are not considered capable of committing a
crime. If a juvenile under 8 years of age is involved in a felony situation, an Incident Report will be made
regarding the situation.
• Children of 8 and Under 12 Years of Age: Juveniles of 8 and under 12 years of age are presumed to be
incapable of committing a crime, but this presumption may be removed by proof that they have sufficient
capacity to understand the act or neglect, and to know that it was wrong. If a juvenile of 8 and under 12 years
of age is suspected in a felony situation, an Incident Report will be made regarding the situation. Prior to any
arrest of a juvenile in this age range, Officer’s should consult with a Supervisor (reference RCW 9A.04.050).
See Procedures Manual, Juvenile - Investigation and Arrest, for additional.
P4.3.6 REPORTING OF JUVENILE ABDUCTIONS CALEA 41.2.6 (a) (N 03/2010)

Reports of missing children suspected of having been abducted can be among the most difficult, challenging, and
emotionally charged cases a law enforcement agency will ever face. The Tacoma Police Department is committed
to ensuring that abducted children are reunited with their family and will aggressively initiate steps to accomplish
this result.
See Procedure Manual, Juvenile - Abducted, for additional.
P4.3.7 REPORTING OF LOST JUVENILES CALEA 41.2.6 (a) (N 03/2010)

Reports of missing children who have gotten lost create a tremendous amount of anxiety for the family and urgency
for the law enforcement agency. Time is of the essence when it comes to locating lost juveniles and reducing the
opportunities for crimes to be committed against them. As such, members of the Tacoma Police Department shall
take immediate appropriate action to assist in the recovery of the lost and missing juvenile.
See Procedures Manual, Juvenile - Lost, for additional.

P4.3.8 REPORTING OF ABANDONED/UNATTENDED JUVENILES CALEA 41.2.6 (a) (N 03/2010)
Abandoned juveniles present law enforcement with responsibilities for the physical well being of the child. The
welfare of the child is of paramount importance and the driving factor in all of these instances. Generally,
abandoned juveniles fall into two categories; those purposely abandoned by a parent, legal guardian, or custodian,
and those left unattended.
See Procedure Manual, Juvenile - Abandoned, for additional.
P4.3.9 REPORTING OF RUNAWAYS CALEA 41.2.6(a) (R 10/2016)

There is a special responsibility on the part of law enforcement when dealing with missing children who have run
away. When receiving a call that a juvenile has run away, it is important to learn all the facts involved. Particular
attention shall be given to determining whether or not the juvenile, in fact, did run away. Of immediate concern
should be consideration that the juvenile was abducted. If at any point the investigation indicates the juvenile was
abducted, criteria for activation of an Amber Alert should be considered (refer to Juvenile - Abducted in the
Procedures Manual).
See Procedures Manual, Juvenile - Runaways, for additional.
NOTE: See Procedures Manual, Juvenile - Reporting Escapees from Remann Hall.
P4.3.10 CURFEW ENFORCEMENT (E 12/.2005)

This policy is intended to promote greater parental responsibility and accountability for juveniles. Tacoma
Municipal Code, Chapter 8.109, “Curfew Hours for Minors” gives Police the authority to take into temporary
custody and/or issue a civil infraction to juveniles under the age of 18 who are found to be in a public place between
the hours of midnight and 0600 hours. Police Officers have the authority to cite adult guardians/parents who
knowingly permit juvenile curfew violation.
See Procedure Manual, Juvenile - Curfew Enforcement, for additional.
P4.3.11 CHILD ABUSE INVESTIGATIONS (E 06/2004)

The Tacoma Police Department considers the safety of children of paramount importance. To this end, the welfare
of the child shall be the driving force of these investigations.
See Procedures Manual, Juvenile - Child Abuse Investigations, for additional.
P4.3.12 POLICE ACTIVITY IN SCHOOLS CALEA 44.2.4 (R 03/2010)

Each high school in the Tacoma Public School District has a Police Officer assigned to that school. The Officer
works closely with school administration, security, and other staff to address concerns related to security and
criminal activity on and around the campus. Officers provide on-going presentations to staff and students regarding
information about the criminal justice system, law enforcement’s role in society, and the ethical issues and
consequences of criminal activity, etc. Officers assist school staff by acting as mentors to students.
See Procedures Manual, Juvenile - Police Activity in Schools, for additional.

Sets forth the Critical Incident
Stress Management Policy of the
Tacoma Police Department Donald Ramsdell, Chief of Police
P4.4.1 CRITICAL INCIDENT STRESS MANAGEMENT (CISM) CALEA 22.2.3, 22.2.4 (R 10/2016)
Department members should be aware of stress-related symptoms stemming from the critical incident. The critical
incident stress management (CISM) after action should start as soon as practical as stress-related symptoms could
set in during the incident, immediately following the incident, several hours, days or weeks after an incident.
Officers must keep in mind when preparing CISM that stress symptoms can affect all those involved, not just those
close to the action but also perimeter security officers, command post personnel, dispatchers and civilians. The
deployment of Police Chaplains and/or Angel One resources may be called upon if necessary.
P4.4.2 PEER SUPPORT CALEA 1.3.8, 22.2.4 (R 10/2016)

It is the policy of the Chief of Police of the Tacoma Police Department that trained Department personnel and
licensed Mental Health Professionals (MHPs) will assist Department members involved in a traumatic incident or
other duty-related personal crisis.
A) General Definitions: (For the purposes of this policy)

• Administrative Leave means a temporary paid relief from normal duty of a Department member.
• Critical Incident is defined as an event that is outside the range of Department members’ usual experience,
is sudden and unexpected, may be a threat to physical or psychological well-being, and that may cause
them to experience unusually strong emotional reactions. These reactions have the potential to interfere
with their ability to function optimally, either at the scene or at a later time. These reactions and potential
responses are called “Critical Incident Stress.”
• Critical Incident Stress Debriefing (CISD) means a meeting that takes place within 48 to 72 hours (or as
soon as possible) after a critical incident with Department personnel directly involved in the incident. It is
designed to mitigate the possible adverse impact of a critical incident and to facilitate closure to the event.
A CISD is staffed by an MHP and assigned Peer Support Team members. Only those Department
members and other on-scene emergency responders directly involved in the traumatic incident may attend
the CISD.
• Crisis Management Briefings (CMB) is a practical four-phase group crisis intervention designed to be
highly efficient in that it requires from 45 to 75 minutes to conduct, and may be used with groups
consisting of 10 to 300 individuals.
Phase One: The first phase of the CMB consists of bringing together a group of individuals who have
experienced a common crisis event.
Phase Two: Have the most appropriate and credible sources/authorities explain the facts of the crisis
event.
Phase Three: Have credible healthcare professionals (if available) discuss the most common
reactions (signs, symptoms, and psychological themes) that are relevant to the particular crisis event.
Phase Four: The final component of the CMB is to address personal coping and self-care strategies
that may be of value in mitigating the distressing reactions to the crisis event.
• Defusing means a brief 15- to 20-minute meeting that takes place within eight hours of the conclusion of a
critical incident. It is composed of personnel directly involved in the incident and is staffed by one or more
Peer Support Team members. A defusing is a discussion of the event, designed to reduce acute stress and
tension levels. The defusing allows Peer Support Team members to provide procedural and health-related
information and assess the need for additional services (i.e., recommend a CISD, one-on-ones, referrals to
EAP as necessary).
• Fitness for Duty Evaluation means a Department-ordered psychological examination with an approved
psychologist to resolve any questions regarding a member’s fitness for duty. Fitness for duty evaluations
are delivered to the Chief of Police for his decision. Fitness for Duty Evaluations are not a function
of the Peer Support Team.
P4.4 – Critical Incident Stress Management Page 1 of 7

• Mental Health Professional (MHP) means a licensed professional who holds at least a masters degree in a
behavioral science such as psychology or clinical social work, with an emphasis on counseling, crisis
intervention, and traumatic stress education.
• One-on-One means a meeting between a Department member and a Peer Support Team member for the
purpose of mitigating stress the Department member may be experiencing. To qualify as a one-on-one and
for confidentiality to be in effect, the Peer Support Team member must make clear to the Department
member the distinction between functioning as designated Peer Support and simply having a discussion and
acting as a friend.
• Peer Support Team means a group of Department members trained to assist other Department members
who have been involved in a critical incident on duty or who are experiencing stressors that may impact
their job functioning. Peer Support Team members have been officially designated by the Chief of Police
as Peer Support personnel.
• Psychologist means a doctor of psychology, primarily focusing on testing, evaluating, and clinical
assessments used for Return to Work and Fitness for Duty evaluations. A psychologist who performs these
services for the Department may not be a part of the Peer Support Team, in order to avoid conflict of
interest.
• Critical Incident Liaison Officer (CILO) means an Officer designated to attend to the immediate needs
of an Officer involved in a critical incident until the designated Peer Support arrives. The CILO does not
have legally protected confidentiality of communication with the involved Officer.
• Return to Work Interview means an interview with a psychologist to determine if an Officer is ready to
go back to work after a critical incident. This is not a Fitness for Duty evaluation and it is not a
function of the Peer Support Team.
B) Peer Support, General

1) Peer Support trained team members who are called upon to assist Department members shall maintain a
role of procedural advisor, Peer Support person, and confidant.
• Only those Department personnel officially designated by the Chief of Police as Peer Support prior to
the incident may claim confidentiality in their communications with other Department members, and
only when acting in a Peer Support capacity (per RCW 5.60.060 [6] [a]);
• The exceptions to the issue of confidentiality are in the following cases:
a) The employee admits to current and continuing physical abuse of a child or domestic partner
b) The employee threatens physical harm to themselves or another person
c) The employee admits to having committed a crime as defined by law
2) Peer Support Team members involved in the critical incident as primary responders shall not be expected to
act as Peer Support for that incident.
• A roster of Peer Support Team members shall be posted at each worksite and the Operations Office.
• In the event of a critical incident that impacts the entire Department, trained and designated Peer
Support personnel from other agencies with whom the Tacoma Police Department has mutual aid
agreements may be called in to provide Peer Support services.
3) The Peer Support assistance shall not interfere or conflict with administrative procedures such as: tactical
critiques, investigations, review boards, assigned meeting, etc.
C) Department Members Involved in a Critical Incident

1) Any Officer(s) involved in a shooting or as the primary Officer in any other type of critical incident
resulting in serious injury or death, may attend an individual confidential stress debriefing with a Peer
Support Team MHP as soon as possible, ideally within 24-72 hours after the incident.
• This is not a Fitness for Duty evaluation, and does not replace any group CISD determined to be
necessary.
• If possible, this meeting with the MHP should occur prior to the Critical Incident Stress
Debriefing.
• If possible, this should occur after the Officer(s) give any statements to CID. However, the CISD
will not be delayed if the statement(s) have not been conducted prior to CISD.
• The Officer(s) involved will be scheduled for any Critical Incident Stress Debriefing conducted
on the incident. Personnel are reminded that anyone at a Critical Incident Stress Debriefing
retains the option to say nothing during the debriefing.
2) A formal defusing with all personnel involved in the incident may be conducted within eight (8) hours of
the conclusion of the incident, depending on the duration and severity of the incident. There may be more
than one defusing per incident.
3) If a CISD is determined to be necessary, it will be conducted within the defined time frame.
4) The employee will coordinate with a Department approved psychologist for a Return to Work interview.

• This will be coordinated by the affected Officer’s chain of command.
• This is not a Fitness for Duty evaluation.
• It is not a function of the Peer Support Team.
5) Officers shall remain on administrative leave until they have been to a Department approved psychologist
for the Return to Work interview.
6) Officers who are seriously hurt in the line of duty may be required to see a Peer Support Team MHP for a
confidential, individual debriefing as soon as they are able.
• This is not a Fitness for Duty evaluation.
7) Officers involved in a critical incident which may not involve a death or serious injury, may be required to
attend an individual or group debriefing.
• This will be determined by a Department Lieutenant or Captain in the employee’s chain of command.
8) Department members are encouraged to seek assistance from members of the Peer Support Team after any
duty-related events that may not rise to the level of group critical incidents.
D) Critical Incident Stress Defusings and Debriefings

1) Critical Incident Stress defusings and debriefings are conducted to provide support, answer questions, and
help personnel. The purpose of both, a defusing and a CISD, is to mitigate the effects of being
involved in traumatic or critical incidents, and enhance recovery. CISDs are not to be confused with
tactical critiques, which may take place in addition to the CISD.
2) Anything said or heard during defusings or debriefings will be kept totally confidential and will NOT be
used for investigative purposes.
3) A Lieutenant or above, with input from the Peer Support Team, on-scene supervisors or other Department
members, will evaluate critical incidents to determine if a defusing or CISD is necessary.
4) Stress debriefings are mandatory when a Department member is directly involved in an incident that results
in serious injury or death, or any life threatening critical incident. Any event that meets these criteria
should also have a defusing when possible. These include, but are not limited to:
• Officer-involved shootings
• Pursuits terminating in serious injury or death
• Rescue attempts
• Suicide of a co-worker
• Accidental or homicidal deaths of children (SIDS, child abuse, accidents, collision)
• Death or serious injury to co-workers
• Officer taken hostage
• Officer is shot at, or held at gunpoint
• Serious physical confrontations
• Serious threat of physical harm to Officers
5) Stress debriefings are recommended when Department members are involved in incidents that include , but
are not limited to:
• Multiple victims
• Gruesome crime scenes
• Suicides
• An inordinate amount of press coverage
6) Other factors to be considered in determining the need for a CISD include the nature of the incident and
visible or reported reactions of personnel at the scene or during the defusing.
7) Some situations may require an evaluation on an individual basis. For various reasons, a “critical incident”
may have different meanings to different people. Stress debriefings should be recommended and approved
for any Department member who is affected by an incident for reasons other than the incident itself (i.e.,
multiple events). This can be done one-on-one with an MHP. Some of those reasons could be, but are not
limited to:
• An unusual amount of media attention or negative publicity
• A trauma in the employee’s personal life which affects their reaction to an incident on the job
• An excessive accumulation of stressful events
• To help avoid Post-Traumatic Stress reactions
• High profile civil or criminal trials
8) If a stress debriefing is warranted, a Lieutenant or Captain in the employee’s chain of command will
approve the meeting and coordinate the scheduling of it in the recommended time frame, including
weekends and holidays. (See Procedures, Peer Support/CISM Call-Out and Protocol for Requesting a
Debriefing/Defusing.)
9) An updated list of available Department-approved MHPs will be maintained in Operations and the
Communications Center.
10) Critical incident debriefings will be scheduled in a neutral setting, free from distractions, with a Peer
Support Team MHP and assigned Peer Support Team members. A Tacoma Police Headquarters public
meeting room is an acceptable venue.
11) All Department members directly involved in the incident are required to attend.
12) Other Law Enforcement personnel from the scene and South Sound 911 (SS911) Dispatchers can be invited
to attend.
13) Department members, including administrators and supervisors not directly involved in the incident, family
members and friends are not to attend the critical incident debriefing.
14) Other debriefing sessions may be arranged, as necessary.
15) Debriefings are totally confidential; there will be no notes taken, no recordings made, and no oral or
written summaries reported to any administrator or other Department members regarding what was said in
the debriefing.
16) Within one week of the debriefing sessions, the Peer Support Team leader will submit a CISD Post Incident
Form to the Peer Support coordinator to provide a centralized log of when the debriefing was done, by
whom, regarding what incident and the number of personnel that attended.
E) Other Counseling/Support Options

1) Department members identified at the CISD, or self referred as needing individual “follow-up,” may
receive one counseling session with a Peer Support Team MHP for a clinical assessment and supportive
services at the Department’s expense.
2) After meeting with an MHP in an individual stress debriefing, the member may elect to follow up with the
MHP for one counseling session for clinical assessment and/or support at the Department’s expense.
3) Department members, members of Officer(s)’ families and domestic partners, or members of the
community, who are affected by a critical incident involving the Tacoma Police Department but were not
directly involved, may seek assistance from the following organization:
• The American Red Cross (Disaster Mental Health Services) has a team of debriefers who volunteer
their services, particularly in situations of a crisis in the community.
F) Employee Assistance Program

1) The City of Tacoma Employee Assistance Program (EAP) provides counseling and referrals for treatment
to City employees and their families.
• Any treatment or counseling records are strictly confidential and not subject to disclosure.
2) City of Tacoma EAP employees will not be required to testify in administrative proceedings against
Department members who have sought their assistance.
• City of Tacoma Employee Assistance can be reached at (800) 777-4114
• Department employees may be referred by a Supervisor
• If a Department member is referred by a Supervisor, the initial appointment is allowed on Department
time
• Employees may also seek the assistance on their own
3) Officers and families can call “SAFE CALL NOW” (206) 459-3020 or www.safecallnow.org for
confidential assistance.
P4.4.3 PEER SUPPORT TEAM CALEA 22.2.4 (R 10/2016)

The Peer Support Team is made up of Department members who have been trained to assist other members
immediately following a critical incident. They are called out to advise and provide Peer Support to fellow
Department members and their immediate families who have been involved in a critical incident. All Peer Support
Team members are designated by the Chief of Police as Peer Support per RCW 5.60.060 (6)(a). Only those
Department personnel officially designated by the Chief of Police as Peer Support prior to the incident may claim
confidentiality in their communications with other Department members, and only when acting in a Peer Support
capacity.
A) Peer Support Team Organization

1) The Peer Support Team is composed of Department members who are willing to serve in support of fellow
Officers and devote the time necessary to receive required training.
• Team members work with impacted employee(s), Department administration, the Union and MHPs as
appropriate.
• The Peer Support Team members’ primary function is to provide support to the employee following a
critical incident until the employee returns to regular duty.
• The Peer Support Team members’ secondary function is to provide support for Department members
who are experiencing stressors that may impact job functioning.

2) The Peer Support Coordinator is the lead member of the team and is responsible for:
• Maintaining a team of trained members
• Maintaining a current roster and schedule of all Peer Support Team members
• Coordinating training sessions in a timely fashion to allow team members to plan attendance
• Keeping track of members’ work and vacation schedules, current addresses and phone numbers
• Oversight of overall team effectiveness and program organization
3) The Peer Support Team is comprised of:
• A Peer Support Team Commander who has the rank of Captain or Lieutenant.
• A Peer Support Team Coordinator who has the rank of Lieutenant or Sergeant. The Coordinator
reports to the Team Commander.
• The Peer Support Team Commander and Team Coordinator shall be designated by the Chief of Police.
• Peer Support Team Members (a minimum of 12) who can be of any rank.
• At least one Department-approved MHP contracted with the Department to provide services to the
Peer Support Team described in this policy.
• Peer Support trained Chaplains are de facto members of the Peer Support Team.
B) Peer Support Team Services Provided

The Peer Support Team provides, but is not limited to, the following services:
1) Immediate support for the affected employees, including but not limited to:
• Letting them talk about what happened
• Shielding them from unnecessary exposure to onlookers
• Contacting family for them, and handling any other on-scene needs
• Facilitating the group defusing, debriefing, and other meetings as allowed to provide support
2) Providing employee/family with information regarding the steps of the following procedures:
• Meeting with the Union attorneys
• Meeting with MHPs
• CISD
• Tactical reviews
• Investigation of incident
• Worker’s compensation issues
• Inquest procedures and court hearings
3) Obtaining current information and updates, regarding:
• The facts of the incident
• The current status of the procedures
• The Officer’s condition (if the Officer was hurt)
4) Conducting short informational briefings at various work sites as soon after the incident as possible.
5) Briefing the MHP regarding the incident and pertinent information about an employee’s reactions and any
concerns, as needed.
6) Coordinating and scheduling debriefings.
• Invite other law enforcement personnel and SS911 Dispatchers, when appropriate.
7) Arrange for notification and transportation of family members, as appropriate.
8) Make arrangements to insulate the employee and family from media.
9) Coordinating assistance for family members to have counseling, when appropriate.
10) Remaining with the employee as long as reasonably necessary to provide immediate support and
subsequently as needed.
C) Peer Support Team Selection Process

1) Qualifications:
• Five years as a commissioned Officer, with at least three years at Tacoma Police Department
• Personal experience with critical incidents
• No substantial disciplinary actions (e.g., suspensions without pay) in the past three years
• Demonstrates consistent superior performance in regular duties
2) Process:
• Submission of Request for Assignment
• Approval from employee’s chain of command
D) Peer Support Team Member Requirements

1) All Peer Support Team members are required to attend and complete the initial training, any follow-up
training, and team meetings.
• Members must attend training sessions to meet State peer/counseling confidentiality requirements.
• Members will attend regularly scheduled training provided by the Department.
• Failure to attend required training may be grounds for removal.
2) All Peer Support Team members are required to maintain strict confidentiality as outlined in their training,
and adhere to all of the guidelines taught to them during training.
• Failure to maintain confidentiality will be grounds for removal.
3) All Peer Support Team members must be willing to commit to at least two years of service.
• Team members may apply for a leave of absence when circumstances arise requiring it.
4) If a team member is under investigation by Internal Affairs, the member will not be used in Peer Support
situations until after the investigation is concluded.
5) If the investigation results in substantial disciplinary action (e.g., suspension without pay), the member’s
status on the team shall be subject to review by the Office of the Chief of Police. Retention or removal
from the Peer Support Team will be decided on a case-by-case basis.
E) Peer Support Team Notification

1) The Patrol Supervisor shall request a Peer Support Team response when any of the following occur:
• Death or serious injury by any means to any Police Officer
• Serious injury or death of a citizen by police action
• Officer involved shootings
• Traumatic incidents
• Suicide of a co-worker
• Officer shot at or taken hostage
• Serious injury or accident involving an Officer
2) The Patrol Supervisor may request a Peer Support Team response if any of the following occur:
• Multiple victims
• Gruesome crime scenes
• Specialty Unit Supervisors need to pay attention to their personnel and how they are dealing with
multiple scenes over time
• Inordinate amount of press coverage
• Rescue attempts
• Deaths or serious abuse/injury of children
• Life-threatening confrontation of Officers
• If requested by any Officer
F) On-scene Peer Support Team Responsibilities

1) Any on-duty Peer Support Team member will respond to the incident in order to best serve the needs of the
affected Officer(s).
2) The on-scene Peer Support Team member shall consult with the scene Supervisor.
• If the team member determines that no additional personnel are necessary, the Peer Support Team
member will handle until completion and send an email After Action Report to the Peer Support Team
Coordinator.
3) Upon arrival at the scene, team members shall:
• Assess and monitor the incident and be available to answer questions as appropriate
• Coordinate with on-duty supervisors
• Consult with CILO if one has been assigned
• Work with the Union and become a liaison for the involved Officer(s), if necessary
• Identify the affected Officer(s) and provide any assistance required
• Assign individual Peer Support Team members to each affected employee
4) The responding Peer Support Team shall ensure that notifications are made as appropriate, which may
include but are not limited to the following:
• Additional Peer Support Team members as needed
• MHPs
• Appropriate family members
• Requested co-workers
• Chaplains
5) If a Peer Support Team leader cannot be contacted, the Operations Desk Officer shall notify another
member of the team on call.
G) Peer Support Follow-Up

1) Within five (5) days following a call-out, the designated Peer Support Team member shall contact the Peer
Support Team Coordinator and provide information regarding the team’s response. This information shall
include and be limited to:
• Date, time and place
• Which team members responded
• Type of incident
• Duration of call-out
• Services recommended/provided
2) Each team shall attempt to make follow-up contacts with the affected personnel five (5) days, two (2)
weeks, and one (1) month after the incident.
• Additional contacts are to be made as deemed appropriate
• Team members shall report follow-up contacts to the team coordinator
3) In the event of an inquest or court hearing, assigned Peer Support Team personnel shall assist Officers and
their families throughout the process, as needed.
H) Peer Support Team Coordinator

The Peer Support Team Coordinator is responsible for the operation of the Peer Support Team.
1) The Peer Support Team Coordinator shall be appointed by the Chief of Police, or his/her designee, and
shall have the rank of Sergeant or Lieutenant.
2) The Team Coordinator shall:
• Complete Basic CISM and Peer Support training within one year of appointment
• Failure to complete the training may be grounds for removal
• Attend at least half of the team trainings each year
• Maintain and review training attendance records to determine team members in good-standing
• Update the Peer Support Team roster and duty schedule and provide it to the Operations desk, SS911
Communications, and Peer Support Team members by the beginning of each rotation
• Issue an Intra-Departmental Memorandum (IDM) listing the roster and team schedule at the beginning
of each operational cycle
• Maintain a running log and provide a monthly recap of Peer Support Team call-outs to the Chief of
Operations via the chain of command
• Schedule quarterly training dates in a timely fashion to allow team members to plan attendance
• Maintain training records and forward them to the Training Section monthly
• Update team members of any pertinent changes in a timely fashion
• Meet with team commander to determine action on members failing to meet requirements or violating
policy
• Act as a liaison with the Department, MHPs, and other law enforcement Peer Support/CISM Teams
I) Peer Support Team Commander

1) The Peer Support Team Commander will be appointed by the Chief of Police, or his designee, and should
hold the rank of Captain or Lieutenant.
2) The Commander shall attend at least half of the team trainings each year.
3) The Commander will be responsible for the following:
• Reviewing equipment and training requests
• Ensuring that the Department’s needs and the Peer Support Team policies do not conflict
• Reviewing complaints by Department personnel regarding the actions of a Peer Support Team member
• Meeting with team coordinator to determine action on members failing to meet requirements or
violating policy
• Reporting and making recommendations to the Chief of Police regarding a team member’s failure to
meet requirements or violations of policy
Also see Procedures Manual, Peer Support/CISM Call-Out and Protocol for Requesting a Debriefing/Defusing, for
additional.

Sets forth the Honor Guard
Policy for the Tacoma
P4.5.1 HONOR GUARD (R 10/2016)

The Honor Guard shall provide official Department representatives at appropriate ceremonial occasions as directed
by the Chief of Police or his/her designated representative. These occasions will include, but not necessarily be
limited to, the following situations:
• Funerals or memorial services for Tacoma Police Department (TPD) Officers killed in the line of duty.
• Funerals or memorial services for Officers of other Police Departments killed in the line of duty, as approved by
the Chief of Police.
• Funerals or memorial services for TPD Officers who die during service.
• Funerals or memorial services for TPD Officers who die shortly after medical retirement, and the medical cause
of the death was the reason for the retirement.
• Funerals or memorial services for former TPD commissioned Officers not meeting the above criteria when
requested by the immediate family and approved by the Chief of Police.
• Services for any Officer who has retired after 25 years or more of service when requested by the family.
• Funeral or memorial service of any former Honor Guard member.
• Other special events or details as approved by the Chief of Police.
Contact Person/Notification
The President of the Retired Officers Association or his/her designated representative shall be the contact
person/liaison regarding the family's wishes for retired personnel. In the case of an active Officer, the contact
person will be the Honor Guard Lieutenant or his/her designee. Information and notifications will be
communicated, using the following Tacoma Police Department resources:
• The Office of the Chief of Police Office Manager, upon notification of an active or retired Officer's death, will
research departmental files and provide service date information and any special recognition noted in the files.
An Informational Directive will be issued for distribution to all Tacoma Police Department personnel.
• The Forensic Services Manager shall research the files and provide a photograph, if required/requested.
Organization
The Honor Guard will operate under guidelines set by the designated Lieutenant, at the discretion of the Chief of
Police, who will be responsible for overall administration of the unit.
Composition
The Honor Guard will consist of not less than ten (10) members, at least one of which will be a Police Sergeant to
serve as Honor Guard Sergeant. Members may be selected from any assignment within the Department.
Announcements for the purpose of recruiting new members to the Honor Guard will be made as necessary.
Training
Honor Guard training needs will be determined by the designated Lieutenant. Training will be scheduled with
approximately two weeks advance notice by special order.
Officers selected as members of the Honor Guard will be expected to make at least a four-year commitment, attend
training and to make themselves available to participate in Honor Guard details whenever possible. Officers who
fail to attend three training dates or who turn down three Honor Guard assignments will be subject to removal from
the Honor Guard after appropriate review by the Honor Guard Sergeant and the designated Lieutenant.
Duty Assignment
Honor Guard assignments will be filled by on-duty personnel whenever possible and will be rotated among Honor
Guard members whenever possible to ensure a fair distribution of detail assignments. However, whenever on-duty
responsibilities or court appearances prevent a member, whose turn it is, from accepting an assignment, personnel
may then be selected from whoever is available on short notice.
Uniforms
P4.5 – Honor Guard Page 1 of 2

The official Tacoma Police Honor Guard uniform will not be worn without the expressed prior permission of the
Honor Guard Sergeant or the Lieutenant.
The Honor Guard will be allowed to replace their uniforms as needed, and to make repairs to other uniforms as
needed. All such requests for disbursement of equipment, however, will be enumerated on a Uniform and
Equipment Request Form and forwarded to the Honor Guard Lieutenant for approval.
When Honor Guard members leave the unit, they will return all uniforms and equipment to the Honor Guard
Lieutenant or his/her designee.
Requests for Honor Guard

All requests for the Honor Guard's services will be routed to the designated Honor Guard Lieutenant. Approval of
the requests will rest with the Chief of Police, Operations Bureau Commander or his/her designee prior to any
agreement to participate in an event. All such requests should be accompanied by appropriate correspondence
and/or documentation.
P4.5 – Honor Guard Page 2 of 2

Police Department’s
Financial Practices Donald Ramsdell, Chief of Police
P4.6 FISCAL MANAGEMENT (R 01/2015)

Taxpayers expect their public agencies to exercise sound fiscal management and to be accountable for fiscal
decisions. An important element in gaining the community’s trust and respect is the demonstration of the efficient
use of resources in the transparency and the careful expenditure of public funds. The City of Tacoma has
demonstrated professional fiscal management at a municipal level, largely in part to policies and procedures that
have been instituted for all city departments. The Police Department supports the efforts of the Finance Department
by adhering to its practices.
A) Authority and Responsibility for Fiscal Management CALEA 17.1.1

The Chief of Police, with approval of the City Manager, has the ultimate departmental authority and responsibility
for the fiscal management activities of the Tacoma Police Department. The primary areas of fiscal management
responsibility bestowed upon the Chief of Police include accounting, budget preparation and presentation,
purchasing, fiscal control and compensation activities. (TMC 7.02.010)
The Police Department shall maintain accounts and records of financial transactions in the manner prescribed by the
Director of Finance. (TMC 1.06.212)
The Administrative Services Bureau shall manage the departmental fiscal activities with the Finance Section,
coordinating all necessary functions of fiscal management delegated by the Chief of Police. Delegated duties
include coordinating and directing day-to-day fiscal operations and accounting activities; purchasing and contract
activities; coordinating and preparing biennial budget; and payroll entry and processing.
B) Budget Process CALEA 17.2.1

The Police Department participates in the City of Tacoma biennial budgeting process. The Finance Section
develops a budget calendar that outlines scheduled activities, types and use of forms, and instructions for preparing
new budgets. The Police Finance Manager is responsible for coordinating the budget process and recommendations
for the Police Department. The City of Tacoma conducts a mid-biennial review and modification, per TMC
1.06.206, in which the impact of unusual events on the budget may be assessed.
C) Budget Recommendations CALEA 17.2.2

Police Department Commanders and/or Managers shall prepare written budgetary recommendations for their
respective Divisions/Sections/Units. The recommendations shall be forwarded through the chain of command to the
Chief of Police during the development of the biennial budget. A mid-biennial review and modification is
conducted to assess the Department’s budget status (see item “B” above).
P4.6.1 PURCHASING CALEA 17.3.1, 17.4.2 (R 09/2016)

All purchases of agency equipment and supplies will be made in accordance with the City of Tacoma Purchasing
Policy Manual. Copies of the procurement overview are available on the City’s Purchasing website.
The Tacoma Police Department Finance Section is responsible for the issuance and maintenance of the Petty Cash
Account ($1000 authorized amount) and adheres to the City of Tacoma Petty Cash Policy.
See Procedures Manual, Request for Purchase, for additional information on Petty Cash procedures.
A) City Procurement Card

This policy is a supplement to the City of Tacoma Purchasing and Procurement Card Policies that are available on
the City Intranet.
The Procurement Card Program will not circumvent City purchasing policies and procedures; purchase orders are
still required for certain purchases. This program is designed to offer an efficient and cost-effective means to
P4.6 – Financial Practices Page 1 of 8

purchase and pay for goods and services of small dollar value ($5,000 or less) in lieu of the standard purchase
requisition (PR), purchase order (PO), and invoice payment process.
The Procurement Card is for official City of Tacoma purchases only. Personal purchases are not to be charged to
the City Procurement Card. There is no change in the purchasing policy as a result of this program.
See Procedures Manual, Procurement Card, Application and Accountability, for additional information.
B) Purchasing Practices
1) Items Requiring Standardized Purchases: CALEA 17.3.1(a)
• $5,000 and under: Items that will not exceed $5,000 per procurement may be purchased without the
need to solicit multiple quotes, although the solicitation of quotes is encouraged.
• $5,001 to $15,000: In general, purchases which do not exceed $15,000 are conducted in the below
described manner:
o Approval: Purchases must be approved by an Assistant Chief or his/her designee prior to
initiating a requisition. Three written quotes are required. Refer to the City of Tacoma Purchasing
Policy Manual for further requirements regarding the solicitation of quotes and awarding of the
purchase.
2) Items Requiring Competitive Bidding: CALEA 17.3.1(b)

• $15,001 to $50,000: In general, purchases which do not exceed $50,000 are conducted in the below
described manner:
initiating a requisition. Informal bids are required. Refer to the City of Tacoma Purchasing Policy
Manual for further requirements regarding the solicitation of quotes and awarding of the purchase.
• Over $50,000: In general, purchases that exceed $50,000 are conducted in the below described
manner:
initiating a requisition. Formal sealed bids are required. Refer to the City of Tacoma Purchasing
Policy Manual for further requirements regarding the solicitation of quotes and awarding of the
purchase.
• Sole Source Procurement: A contract may be awarded for materials, supplies, and equipment without
competition when the Purchasing Manager or designee determines, in writing, based on justification
provided by the Police Department, that there is only one source for the required purchase or when it is
determined “Non-Practicable” to bid.
o Refer to the City of Tacoma Purchasing Policy Manual or the Purchasing Department website for
the requirements.
3) Selection of Vendors or Bidders CALEA 17.3.1(c)

The City of Tacoma Purchasing Policy Manual provides procedures for the evaluation and rejection of bids and
the award of contracts. Additional guidance is also found in the Tacoma Municipal Code, Section 1.06.262
through 1.06.267.
4) Emergency Procurement CALEA 17.3.1 (d)

All emergency purchases made by the Police Department must have prior approval of an Assistant Chief and
must be reported, in writing, through the chain of command to the Chief of Police within eight (8) hours.
Emergency purchases shall be in accordance with the standards and procedures set forth in the City of Tacoma
Purchasing Policy Manual. NOTE: Tacoma Municipal Code, section 7.02 and 1.06.257 provides authorization
and guidance for these purchases.
5) Supplemental or Emergency Fund Transfers CALEA 17.3.1(e)

The Chief of Police shall make any supplemental appropriation or fund transfer request to the City Manager.
NOTE: Tacoma Municipal Code, Section 1.06.269 provides authorization and procedures for supplemental
appropriations.
6) Contracts/Inter-local Agreements/Grants
Any contract, inter-local agreement, and/or grant and all associated documentation must be forwarded to the
Office of the Chief of Police for review prior to any review by any other city department. The Office of the
Chief of Police will then ensure the contract is properly routed for Legal Department review, City Manager
review, and City Council review, as necessary.

• Executive Summary: The contract, inter-local agreement and/or grant will have a cover sheet
(Executive Summary) attached that includes the following information:
o Name of Police Department member responsible for securing and monitoring the contract, inter-
local agreement and/or grant
o Deadline (if applicable) for completing approval process
o Summary of purpose, justification, and maintenance and operations responsibilities
o Total amount of grant
o Associated reporting and/or auditing requirements
• Maintenance of Records: All original documents related to a contract, inter-local agreement and/or
grant will be stored by the Office of the Chief of Police. Police Department members that are
responsible for the maintenance and operations related to a contract, inter-local agreement and/or grant
are encouraged to keep a copy for their records.
P4.6.2 ACCOUNTING FOR POLICE DEPARTMENT

A) Accounting System CALEA 17.4.1(a)(b)(c)(d)
The City of Tacoma has an accounting system called SAP, which is an Enterprise Resource Planning (ERP) system.
SAP consists of interconnected subsystems that collectively record the approved budget and the specific
expenditures made against the budget during each budget period.
SAP is utilized to develop budgets for all approved accounts under the Police Department’s control, including the
General Fund and Police Special Revenue Fund. (a)
Within each fund, there are accounts established to segregate expenditures for each of the Department’s
organizational sections or projects. Once the budget is reviewed and approved by the City Council by ordinance, the
expenditures are tracked through SAP. (d)
Every Department purchase order must be assigned to a specific Department budget, and the Commander with
management responsibility for that budget must approve each purchase order that will be expended against his/her
budget. (c)
Every purchase order transaction is captured and displayed in the SAP system. Reports are distributed monthly to
Command Staff, illustrating account balances and changes in account balances. (b)
P4.6.3 INVESTIGATIVE FUNDS CALEA 17.4.2(a)(b)(c)(d)(e)(f), 43.1.3 (R 09/2016)

PURPOSE: The following will be used to account for expenditures of cash from the investigative funds of the
Tacoma Police Department. This process shall apply to all existing investigative funds and any future investigative
funds.
A) Authorized Accounts
• The investigative funds for the Tacoma Police Department are disbursed to the individual accounts through
the Finance Section. There are three individual accounts authorized for drawing or expending funds. (TMC
1.06.212)
o Criminal Investigation Division’s Investigative Fund; (Authorized balance $500)
o Special Investigation Section’s Investigative Fund; (Authorized balance $15,000)
o Finance Section’s Investigative Fund Reserve. (Authorized balance $19,800)
• Investigative funds received shall be acknowledged by signature on the appropriate receipt in the Finance
Section. (b)
• The Finance Section will maintain a ledger showing (by receipt number) all money disbursed to the
individual accounts. (a)
B) Responsibility of Funds
• When the money is recorded in the divisional/section ledger, the receipt number shall be recorded.
Example:
o Date: (of ledger entry)
o Description: Reimbursement from Finance Section
o Receipt: 4615
o Deposit: $200.00
• The Ledger shall be of a type that is permanently bound or an electronically maintained spreadsheet.
• The day-to-day accounting for the Special Investigation funds will be the responsibility of the SI
Administrative Sergeant. The Criminal Investigations Lieutenant will be responsible for CID funds. In
addition to reviewing the expenditures at the time funds are requested, the Finance Manager is required to
conduct random spot checks of the funds, receipts and ledgers, and to indicate the date of their audit via
ledger entry. (e)
• CID Monthly Division Report shall include a financial report indicating: (a)(f)
o Balance from the previous accounting period
o Date and amounts of draws from the Finance Section
o Amounts of expenditure
o Current balance
• Special Investigation’s Monthly Report shall include, at a minimum, a financial report indicating: (a)(f)
o Balance from the previous accounting period
o Date and amounts of draws from the Finance Section
o Amounts of expenditure
o Current balance
C) Requests for Funding (c)

If the Special Investigations Investigative Fund becomes depleted to no less than $2,000, a request for fund
replenishment shall be completed to make certain there is adequate money available to conduct daily operations. A
request for fund replenishment, however, can be completed at any time to bring the balance back to the authorized
limit of $15,000. An administrative Supervisor assigned to Special Investigations will prepare and complete a
“Request for Investigative Funds IDM” to be reviewed and authorized by the Special Investigations Lieutenant. The
Special Investigations Lieutenant will prepare a monthly report which documents the fund request to be reviewed by
the Division Commander and the Bureau Chief, or designee. Lastly, the Division Commander will conduct a
quarterly audit of the Investigative Funds.
The CID Investigative Funds will be replenished at the beginning of each year to the authorized $500 amount. A
request for funds will be routed through the Division Commander and Bureau Commander to Finance. This request
will be in the form of an Intra-Departmental Memorandum (IDM) listing the current balance and the expenditures
since the last draw (with the appropriate receipts attached).
The IDMs should have the appropriate signature from each approving authority. Only the Chief of Police or
designee may authorize any cash disbursement in excess of $15,000 for Special Investigations and $500 for
Criminal Investigations.
D) Expenditure of Funds (d)

Each expenditure of funds shall be approved in advance by an SI Supervisor and signed by the Officer(s) expending
the funds. Whenever money is paid to an informant, the informant must sign the receipt either with their signature
or confidential informant (CI) number. The receipt must also include any case numbers involved. It is recognized
that in some instances this may not be possible, but such situations should be kept to a minimum. The receipt shall
contain sufficient information to establish an audit trail and allow for verification of the expenditure. All incoming
and outgoing money will be accompanied by a receipt. "Walking" or "pocket" money will not be authorized. Each
time money is withdrawn from the fund, it shall be for a specific purpose and investigation. Money shall not be
withdrawn from the fund without a proper receipt.
E) Informant Management
In many instances, informants may not want to sign their true name to the receipt. The use of code names is
authorized. Informant records shall be completed and maintained by the assigned Tech Unit Detective. The records
should contain a photograph, physical description, and any known address, phone number, vehicle, etc. These
records shall be kept separate from the account ledger and receipt book for security reasons.
F) Audits
• By January 10 of each year, all account ledgers for the previous year will be turned in to the Finance
Section. The accounts will be audited quarterly by the Criminal Investigations Division Commander. The
Finance Section reserves the right to conduct periodic audits. CALEA 17.4.2(f)
• Internal audits will verify:
o Dates and receipt number of draws
o Amounts of expenditures
o Balances
o Any other details deemed necessary by the Chief of Police
• Independent Audits CALEA 17.4.3

RCW 43.09.260 requires that the Washington State Auditor’s Office conduct annual audits of each city,
including the City of Tacoma. The State Auditor determines the scope of the annual audit. The amount of work
specific to the Department will fluctuate from year to year. All employees involved in the audit process are
required to cooperate fully with any State audit. See TMC 7.02.010, 1.06.210, 1.06.205, and 1.06.212.
G) Emergency Investigative Funds (Flash Rolls) CALEA 17.4.2 (c)

• Should an investigation require a sum of money in excess of the Special Investigation Section’s
Investigative Fund provided for in section “A,” emergency investigative funds may be requested. (c)
• Unit Supervisors involved in the investigation shall make a formal written request for the funds, if time
permits, to their Division Commander who will evaluate the facts and forward the request through the chain
of command to the Chief. The Division Commander should obtain all pertinent information in order to be
in a position to provide necessary information to superiors. If time does not allow, the requests may be
made orally and documented as time permits. (c)
• If the use of the funds is authorized by the Chief of Police, a letter will be drafted to the Director of Finance
from the Chief of Police requesting the funds. These “flash rolls” must be picked up by commissioned
Officers only (typically the SI Administrative Sergeant or designee).
• When the funds are obtained, Officers shall verify the amount they received from their superior. The number
of Officers handling the money should be kept to a minimum.
• The serial numbers of the money shall be recorded using an electronic scanning device. This is a
precaution to identify the currency should the Officer lose control of it.
• The flash roll shall be turned over to the undercover Police Officer who will maintain control of it throughout
the entire investigation. The funds shall be returned to the Division safe each day at the end of the Officer’s
shift.
• Since emergency investigative funds used to construct a flash roll are on loan from the Finance
Department, a transaction will NOT take place unless Officer safety is a concern and the suspects are to be
arrested immediately following the transaction.
• Upon completion of the investigation, the funds shall be returned to the bank as soon as possible. The deposit
shall be documented with the Finance Department.
P4.6.4 TRAVEL AND TRAINING REIMBURSEMENT (R 09/2016)

The Tacoma Police Department adheres to the City of Tacoma’s Travel Reimbursement policy. The Department
will pay reasonable and necessary expenses incurred by its employees while conducting Department business.
When incurring such expenses, employees must use good judgment, being sensitive to public expectations as to the
use of public monies.
The Police Department will not pay expenses judged to be duplicative, excessive, extravagant or otherwise
unnecessary and unreasonable.
Department Directors and other personnel who have travel approval and administration responsibilities are
accountable for policy compliance, travel management and program oversight. This includes appropriate supervisor
review of travel requests and expense reimbursement claims. Employees who travel are accountable for complying
with the City’s travel policy.
Employees should always keep copies of receipts for their personal records in the event of an audit or questions
concerning the travel expense claim.
Refer to the Finance Department – Accounts Payable website on GNET for the current version of the City’s official
Travel Authorization Form, the SAP Travel Expense Statement (reimbursement request form), the Itemized Expense
Worksheet, and the Non-Employee Travel Authorization and Reimbursement Form. Reference City of Tacoma
Travel Policy and Procedures.
A) Definitions
• Travel Authorizations – Travel requests limited to the following:
o Specific job-related
o Involve state or federal legislative efforts
o Have a direct economic benefit
o Approved involvement of a national or state board or committee
o All travel requests may be subject to further inquiries or rationales as determined by the respective
approving parties

B) Reimbursement
Prior to an individual's departure on an approved trip, the Training Section Police Administrative Support Specialist
should provide a checklist of what is needed for reimbursement. The Officer(s) should also be provided with a
blank Employee Expense Worksheet and advised to use the back of the form to keep track of all expenses on a day-
to-day basis.
1) Submitting a Reimbursement Claim
• The reimbursement claim will be typed on the original travel authorization which is kept in the
Training Police Administrative Support Specialist’s pending file until the training is completed. It is
the responsibility of the officer to provide the Police Administrative Support Specialist with receipts
for all expenditures.
• When necessary, the Police Department can provide employees with monies in advance of their trip;
however, the ability to do so is strictly constrained by State Laws, so employees must comply with the
travel advance instructions. State Law requires employees to submit an expense reimbursement claim
within ten (10) business days of travel completion.
• Employee reimbursements will be processed after SAP trip approvals are provided and the supporting
documentation has been received in Accounts Payable.
• Employees who are found to have falsely claimed expenses under the Department/City policies are
subject to disciplinary actions which may include termination and/or criminal prosecution.
• Any Department employee who becomes aware of any fraudulent or abusive claims should inform
their supervisor or contact the Finance Director. If the employee wishes to remain anonymous, he/she
may contact the Legal Department for instructions on the City’s Whistleblower Program.
2) Actual Expenses
• When authorized travel requires lodging, employees are entitled to be reimbursed for actual and
reasonable cost of meals and other incidental personal expenses such as laundry, tips, etc., up to the
daily maximum amount. The City uses the GSA Meals and Incidental expenses as the maximum
amount allowed for the city/county to which the employee is traveling. If a city/county is not
specifically listed on the GSA website, the lowest M&IE per diem rate in the state must be used as the
allowed rate. Only actual costs may be claimed for reimbursement, and detailed receipts are required.
In those rare instances where it is not possible to obtain a detailed receipt, the employee should submit
a signed statement that the employee requested a detailed receipt, that a detailed receipt was not
available, and provide the appropriate details. The City will not reimburse for meals provided as part
of the conference unless extenuating circumstances warrant a separate meal.
• The Department/City will pay for other necessary business expenses incurred while traveling.
Examples include business telephone calls, rental of equipment to conduct Department business, or
similar business-related expenses. Receipts are required for such expenses.
• Employees may be reimbursed for business use of taxis or other commercial transportation by
submitting receipts, if available. Bridge and road toll fees and car/passenger fares are permissible and
reimbursed at actual costs. Receipts are required when available.
• Employees can be reimbursed for other business-related expenses such as conference or training
registrations, professional membership dues, etc., when authorized by the employee’s Division
Commander.
3) Unallowable Expenses:
Regardless of any other provisions of the City policy, the following cannot be paid or reimbursed using
Department/City monies, including payment using the PCard:
• Alcoholic drinks
• Entertainment, except as part of a conference or training program that is included in the overall
registration fee for all participants
• Gifts
• Theft, loss or damage to personal property, except as authorized by the City’s Risk Manager or as
provided by collective bargaining agreements
• Airline or other trip insurance
• Any other expenses unrelated to Department business
• Duplicate payments
• Costs associated with the personal portion of a combined business/personal trip or extension of the
business trip for personal reason
C) Travel to Training Site

The type of transportation the employee will use should be determined by the Division before the request is given to
the Training Section for processing. For any travel involved, the individual should specify departure and return dates.
Employees are required to make their own hotel and airline reservations through an approved Travel Agency. The
Training Section Police Administrative Support Specialist will notify the employee when travel requests and travel
authorization forms are approved.
• City Car – If the individual is taking a City car, it will be noted on the training request form and approved
by the employee’s chain of command. Employees will use an approved City fuel card. If there were no
CFN Stations available, the employee must submit an itemized receipt for fuel in order to be reimbursed.
• Personally Owned Vehicle (POV) – If the individual desires to take his or her private vehicle, advance
approval must be obtained through their chain of command. A decision will be made by the Division
Commander or designee whether this is appropriate and cost effective. The employee will be reimbursed
for the actual number of miles traveled at the IRS mileage rate in effect at the time of travel. Whenever
practicable, employees should ride together to minimize costs. Only one employee is reimbursed for
mileage when two or more are riding together. For trips beyond a 400-mile radius from the Police
Department Headquarters, mileage reimbursement is limited to the cost of the lowest available airfare.
• Rental Cars – Requests for rental cars will only be approved if it is determined that they are needed at the
training or travel site. Requests for rental cars must be approved in advance by the Bureau Commander or
his/her designee. Please note: the rental car selected must be reasonable; luxury vehicles are not
authorized. Employees must not waive the rental car company’s liability insurance for bodily injury and
property damage, and must waive the purchase of collision insurance that covers damage to the vehicle. In
the event of an accident, the employee’s automobile insurance coverage will be primary. If the rental
agency adds fuel charges upon return of the vehicle, it is the employee’s responsibility to verify that fuel
charges are itemized on the car rental receipt invoice.
• Parking – When parking is necessary, it will be reimbursed on an actual-cost basis. Receipts are preferred
but are not required if the parking lot does not provide receipts. When traveling to SeaTac Airport and
schedules allow, employees are encouraged to use lower cost, off-site parking facilities and parking lot
shuttles to the airport. The City will pay mileage for two round trips to the airport so that employees can be
dropped off and picked up when that is more cost-effective than to pay parking. Mileage is calculated from
the employee’s home or normal duty location, whichever is closest, to the airport or business destination.
Airport shuttles are permissible if cost-effective to the City when compared to airport parking and mileage.
D) Registration
For schools, seminars or workshops not requiring an overnight stay and for functions where only registration is to be
paid, if the amount is over that which may be reimbursed from petty cash, a copy of the training request with
accompanying brochure, message, course description or outline will be submitted by the Training Section to the
Finance Section.
If the amount of registration is reimbursable from petty cash and there is not enough time to process the registration
through the Finance Section, the individual(s) may elect to pay the registration fee and submit a claim for
reimbursement. The individual must submit a receipt for the registration fee to the Training Section Police
Administrative Support Specialist who will type up the reimbursement claim and submit the claim through their
chain of command to the Training Section. The Training Section will review it and forward it to Finance for
payment out of Petty Cash. Other expenses related to the training such as meal(s) and parking expenses will be
submitted in the same manner and paid out of Petty Cash if they do not exceed the amount which may be reimbursed
from petty cash.
E) Special Guidelines for Extended Stay Over a Saturday

The airlines often offer substantial air fare reductions resulting from a Saturday night stay-over. The following will
apply for employees in regard to these lower air fares. The extended stay must be for the benefit of the City. An
individual wishing to extend their stay beyond the time required for the training shall so indicate on the Training
Request form, requesting approval for the extended stay for the purpose of realizing an air fare savings. In
requesting an extended stay, the employee must show the air fare with and without the extended stay including
additional hotel cost and meals. Savings must be at least the amount presently determined by City Finance.
When business trips are extended for personal reasons (combined business/personal trip), any added costs for airfare
or other commercial fares due to side trips, non-business routes or extended itineraries shall be paid, upfront, by the
employee. When an employee chooses to take vacation time to extend their stay, it is expected that their meals and
lodging will be paid by the employee.
See Procedures Manual, Reimbursement of Training and Travel Expense, for additional information.

P4.6.5 HARRISON RANGE REVENUE FUND
A) Range Revenue Fund
Harrison Range rents range space and range usage to numerous city, county, state and federal law enforcement
agencies for firearm training purposes and to private companies whose primary business is providing firearm
training under the Washington State Private Armed Security Officer certification programs. Range rental fees are
set by the City Council through the Miscellaneous Fee Schedule process. All revenue generated through range
rental fees is placed into the Range Rental Fund.
In addition to the range rental fees, Harrison Range also generates a small amount of revenue through the range
vending and coffee fund and through the recycling of expended brass cartridge cases discarded by the various
agencies during training. Occasionally Range personnel will also sell TPD Range shirts, coins or other memorabilia
items that may generate revenue. All revenue generated through these means is also placed into the Range Revenue
Fund (498500).
The Range Sergeant shall coordinate with TPD Finance to deliver all generated revenue to the City Treasurer’s
Office for deposit into the Police Department’s Special Revenue Fund for the Range. The Range Sergeant, with the
support of TPD Finance personnel, shall draft the advice that will accompany the funds for deposit into the account.
The deposits of all funds generated at the Range shall be deposited on a monthly basis.
B) Audits
• By January 10 of each year, all Range Account ledgers for the previous year will be turned in to the
Finance Section. The accounts will be audited yearly by the Support Services Division Commander. The
Finance Section reserves the right to conduct periodic audits.
• Internal audits will verify:
o All generated revenue from the Range
o Deposits of revenue to the Range Revenue Fund
o Any other details deemed necessary by the Chief of Police
• Independent Audits CALEA 17.4.3
o RCW 43.09.260 requires that the Washington State Auditor’s Office conduct annual audits of each
city, including the City of Tacoma. The State Auditor determines the scope of the annual audit. The
amount of work specific to the Department will fluctuate from year to year. All employees involved in
the audit process are required to cooperate fully with any State audit. See TMC 7.02.010, 1.06.210,
1.06.205, and 1.06.212.
C) Brass Recycling – Personal Services Contract

The recycling of expended brass casings discarded as garbage at the range shall be done in accordance with a
“Personal Services Contract” maintained and renewed through the “Request for Proposal” process with the City of
Tacoma, Finance Department, Procurement and Payables Division.

Develop Positive and Knowledgeable
Working Relationships between
Police and Citizens Donald Ramsdell, Chief of Police
P4.7.1 CITIZENS’ ACADEMY (R 11/2016)

The Tacoma Police Department shall sponsor a Citizens’ Academy once annually, as time, funding and staffing
allow.
The Citizens’ Academy is a group of citizens who are interested in learning more about how the Police Department
operates as well as the policing challenges that face the Tacoma Police Department and the law enforcement
community today.
See Procedures Manual, Citizens’ Academy, for additional information.
P4.7 – Citizens’ Academy Page 1 of 1

Sets forth the Chaplaincy
Program of the Tacoma
P4.8.1 POLICE CHAPLAINCY CALEA 16.4.1(a)(b), 16.4.2, 16.4.3 (R 03/2010)

Tacoma Police Chaplains are civilians who possess specialized skills beneficial to the Department and the
community. Chaplains are available 24 hours a day on a “no decline” call-out basis for grief support, crisis
intervention assistance, moral support, etc. Chaplains respond when requested for officers, and/or civilian
victim/families of a crisis. Chaplains provide pastoral, confidential support, and care that is focused on the unique
issues of the law enforcement culture. They serve as a liaison to the religious community. The Department
Chaplains also provide ministerial presence at major Department functions, coordinate memorial services and
ceremonies, and aid with funeral services within the Tacoma Police Department family as requested.
The Police Chaplains regularly attend turnouts and go on “ride-alongs” with patrol at the invitation of the officer. In
the event the Chaplain responds to a scene where there may be a question regarding the Chaplain’s safety, an officer
shall remain with the Chaplain. This pertains especially to death notifications.
Chaplain Coordinator – The Department’s full-time staff Chaplain is a liaison between the Department
administration and the volunteer Chaplains. The staff Chaplain’s role also includes:
• Participating in the Critical Incident Stress Management (CISM) program within the Department
• Assisting with defusing and debriefing, as assigned
• Coordinating and overseeing the filling of volunteer Chaplain vacancies, including training and development
• Conducting training on stress management, CISM, family issues, etc., when requested
• Assisting the Department regarding the activities of National Police Week, both regionally and nationally
• Authorized to wear the TPD apparel chaplaincy patch which clearly distinguishes them from commissioned
Officers
The Chaplaincy Program endeavors to provide voluntary resources which encourage the spiritual and moral life,
while maintaining a sensitive, discreet posture within the Department to avoid what could be construed as intrusive.
The Chaplain’s premise is to build relationships of friendship and trust with every person and organization served.
As with all members of the Tacoma Police Department, Chaplains shall conduct themselves in accordance with
P1.1, Professional Standards.
P4.8 – Chaplaincy Page 1 of 1

Departments policy regarding
Criminal/Civil Processes Donald Ramsdell, Chief of Police
P4.9.1 RESTITUTION (R 10/2016)
Defendants in criminal cases may be ordered by the sentencing judge to make restitution for the expenses incurred
by the arresting Officer. When this occurs, the Officer will receive a "Victim's Restitution Estimate" from the
Victim/ Witness Assistance Service of the Pierce County Prosecutor's Office.
Upon receipt of the restitution estimate, the Officer will complete and return the form to the Victim/Witness
Assistance Service of the Pierce County Prosecutor’s Office within 7 days, itemizing any losses incurred as a result
of the incident.
Losses that the Officer might include could be medical costs, damage to personally-owned or Department-issued
equipment, and loss of sick leave.
In the event restitution is paid for sick time lost, LEOFF II Officers, as specified in the City of Tacoma Municipal
Code, Compensation Plan, Section 1.12.090 (6), will have the choice of receiving the restitution or having their lost
sick leave re-credited.
P4.9.2 CLAIMS AGAINST THE CITY (E 03/74)

All claims against the City of Tacoma, no matter how small, will be referred to the City Clerk, where proper claim
forms will be presented to the claimant. Officers referring claimants to the City Clerk will not admit liability on the
part of the City.
P4.9.3 CIVIL LITIGATION ASSESSMENT TEAM CALEA 22.2.2 (R 10/2016)

Purpose: To facilitate a coordinated response between the Tacoma Police Department and the City Attorney’s
Office on civil lawsuits filed against the Department.
The team meets as needed depending on the nature of the lawsuit against the Department/employee.
The team consists of the Assistant Chief of Police, Administrative Support Bureau, who will be the permanent
chairperson; Internal Affairs personnel; Tacoma Police Department Legal Advisor; a representative from the City
Attorney’s Office; and the Officer(s) named in the lawsuit.
Internal Affairs is the contact point in the Police Department for the City Attorney’s Office.
The City Attorney's Office notifies Internal Affairs as to:

• Continuing case progress
• City Attorney's needs, such as having Officer(s) available for depositions, hearings, trials, etc.
Internal Affairs will:

• Inform and update the Chief of Police as to status of lawsuit
• Maintain an Internal Affairs file on each lawsuit
• Assist the City Attorney's Office as necessary
P4.9.4 CRIMINAL PROCESS (R 10/2016)

Tacoma Police Department personnel shall adhere to departmental procedures, State law, case law, and court
practices when obtaining and executing search warrants. See Procedures Manual for the following related topics:
• Warrants – Executing Search Warrants
• Warrants – Obtaining Search Warrants.
A) Search Warrants
1) Search Warrant Territorial Limits
P4.9 – Criminal/Civil Processes Page 1 of 2

• Pierce County Superior Court – Search warrants issued by Superior Court are valid throughout the
state
• District Court – A warrant issued by a District Court is valid only in the county of issuance
• Tacoma Municipal Court – A warrant issued by the Tacoma Municipal Court is valid only within the
city limits of Tacoma
2) Search Warrant Time Limits

• Each warrant will have a time limit for service articulated on it
3) Search Warrant Notification

• When serving search warrants in other jurisdictions, Tacoma Officers will notify that agency of our
intent
See Warrants - Obtaining Search Warrants and Warrants - Executing Search Warrants in the Procedures Manual for
further information.
B) Arrest Warrants
1) Arrest Warrant Territorial Limits
• Felony Arrest Warrants – Felony arrest warrants issued by Superior Court are generally valid within
the United States
• Misdemeanor Arrest Warrants – Misdemeanor arrest warrants issued through district or municipal
courts are valid statewide (subject to jail restrictions)
2) Arrest Warrant Time Limits

• Each warrant will have an expiration date on it, if applicable
3) Arrest Warrant Service Requirements

• Only commissioned Police Officers may execute arrest warrants
See Warrants - Obtaining and Handling/Outside Warrant Inquiries in the Procedures Manual for further information.
P4.9.5 CIVIL PROCESS (R 10/2016)

The Tacoma Police Department provides assistance to the functions of courts by attempting to provide effective
service of court-ordered civil process documents. The Pierce County Sheriff’s Department or civilian process
servers serve most of the civil process documents.
A) Tacoma Police Officers will only become involved with the service of civil process under a limited number of
circumstances:
• Court orders issued by courts of jurisdiction specifically directing a police action
• Domestic Violence Orders where the party to be served resides or works within the city boundaries of
Tacoma
• Subpoenas stemming from TPD cases issued through Tacoma Municipal Court or the Pierce County Court
System and at the court or prosecutor’s request
B) Tacoma Police Officers will not become involved with the service of civil process related to:
• Civil actions related to evictions and non-criminal landlord/tenant disputes
• Subpoenas for other agencies or from courts other than Tacoma Municipal Court or the Pierce County
Court system
• Court orders absent specific orders for police action or wherein the court lacks jurisdiction
See Criminal/Civil Court Order Service in the Procedures Manual for further information.
P4.9 – Criminal/Civil Processes Page 2 of 2


Department’s Policy on
Accreditation Donald Ramsdell, Chief of Police
P4.10.1 ACCREDITATION CALEA 33.5.3 (a)(b)(c), 33.5.4 (R 09/2016)

The Tacoma Police Department has a long and rich history of striving for the highest level of professionalism and
recognizes the invaluable benefits derived from Law Enforcement Accreditation. The successful achievement and
continuity thereof provides the Department with documentation for and confirmation of “best practices” in our
continuing service with and for the community at large.
It is the Department’s policy to achieve and maintain law enforcement accreditation via The Commission on
Accreditation for Law Enforcement Agencies, Inc. (CALEA). In maintaining the institutionalization of
accreditation, the Department shall provide continuing information to all agency personnel regarding the
accreditation process. This will be completed in many comprehensive formats, including accreditation orientation to
all new employees within 30 days of employment, or (in the case of commissioned Officers) the completion of the
recruit academy. The Department shall also provide accreditation updates throughout the Department at regular
intervals both in the self-assessment phase associated with achieving initial accreditation and prior to an on-site
assessment. To this end, the Department maintains an Accreditation Unit, led by an Accreditation Manager, of
Commissioned status. This is a Career Rotation designated position wherein the Accreditation Manager shall ensure
the compliance and maintenance of required accreditation standards. The Accreditation Manager shall receive
specialized Accreditation Manager training within the first year of assignment, as well as ongoing and continuing
education/training.
See the Department’s intranet site for Position Description and any additional duties and responsibilities.
P4.10 Accreditation Page 1 of 1

South Sound 911 (SS911)

Relationship Donald Ramsdell, Chief of Police
P4.11.1 RADIO COMMUNICATIONS AND DISPATCH (R 10/2016)

The South Sound 911 (SS911) Communications Center provides both a central location for citizens to call and a
radio system for the timely transmittal of information to Police units. To ensure that this function performs as it is
intended, certain basic concepts and guidelines shall be understood and adhered to.
Authority to Establish Policy

All policy decisions on the overall dispatch of field units shall rest solely with the Chief of Police. Day-to-day
decisions on deployment and special use shall remain a responsibility of the appropriate Divisional Commanders or
Supervisors. No administrator or Supervisor will establish a policy with SS911 setting forth restrictions or
continuous “special use” of field units. All suggestions will be forwarded to an Operations Bureau Captain or
Assistant Chief of the Operations Bureau. They will ensure that the suggestion is staffed at the SS911
Administrative Board meeting and send their recommendation to the Chief for final consideration. All policy
decisions will be communicated to SS911 in writing, signed by the Chief of Police. See Procedures Manual,
Dispatch of Patrol Units, for additional information.
P4.11.2 WASHINGTON CRIME INFORMATION CENTER/ NATIONAL CRIME

INFORMATION CENTER (WACIC/NCIC) (R 10/2016)
Information obtained from A Central Computerized Enforcement Service System (ACCESS) is restricted to law
enforcement personnel for criminal justice purposes and for official use only. Violation of this policy could result in
disciplinary action up to and including termination.
When making inquiries into any of the WACIC/NCIC files through ACCESS, Department members must be
prepared to furnish all available details of the inquiry to SS911 Records. As a participating member of these
computer services, we are obligated to notify the originating agency of the whereabouts of their article, person,
vehicle, etc., if any inquiries result in a “hit.” Notify the originating agency of all hits when the hit is flagged with
“Notify Originating Agency” (NOA), whether or not the person, article, vehicle, etc., is still currently available.
See Procedures Manual for the following:

• South Sound 911, Case Number Identifiers
• South Sound 911, Communications Center Recordings
• South Sound 911, Communications Identifiers
• South Sound 911, General Telephone and Minor Offense Reporting
• South Sound 911, Radio Channels
• South Sound 911, Radio Communications and Dispatch Services
• South Sound 911, WACIC/NCIC
P4.11 – South Sound 911 Relationship Page 1 of 1

Sets forth an Identification &
Description of
Department Committees Donald Ramsdell, Chief of Police
P4.12.1 SAFETY (R 10/2016)

The Tacoma Police Department Safety Committee shall meet monthly, the third Tuesday of each month, to discuss
and/or make recommendations regarding current/pending employee safety issues and/or anticipated employee safety
issues. The Safety Committee consists of a Chairman, representatives from selected Department Divisions,
Department Collective Bargaining Units, Department Safety Officer, and the City of Tacoma Safety Officer. The
Safety Committee reviews safety-related information, including all Department On-the-Job Injuries, and makes
recommendations to the Chief of Police regarding safety implementations or revisions.
P4.12.3 POLICE ACCIDENT REVIEW (R 9/2016)

The Tacoma Police Department Accident Review Committee shall meet as needed and review all Department
employee-involved vehicle incidents/accidents. The Committee composition and function shall be detailed in the
Accident Review Board Procedure. The Committee will be comprised of a Chair (Special Events Lieutenant), one
(1) supervisor, three (3) PPOs/Detectives (one of the PPO/Detective positions is a Local #6 designee), and one (1)
EVOC Cadre member. The EVOC Cadre member only votes in the event of a tie. Except for the Chairperson, each
member shall serve for a two-year term. Each term is staggered. The Committee has the responsibility to determine
whether the vehicle activity in question is determined to be an “Incident” or “Accident,” then whether it is a
“Preventable,” “Non-Preventable,” and/or a training issue to be resolved. Once the committee arrives at a finding,
they return the information packet through the involved party’s chain of command.
P4.12.4 DISCIPLINARY REVIEW CALEA 26.1.4 (c), 26.1.6 (R 10/2016)

A disciplinary examination procedure and Review Board is established for intended disciplinary actions involving
permanent civil service employees where the employee can be subjected to a loss in pay or step reduction. This
procedure and Board is established in compliance with City of Tacoma Personnel Management Policy #125.
The Review Board consists of five members who shall serve staggered 2-year terms, or replaced by the appointing
authority, and shall meet on an as-needed basis only. The Board Chair shall be selected by the members of the
Board to serve one (1) year terms. The purpose of the Board is to review allegations and investigative findings as
presented by the employee in charge of the investigation.
Additionally, the Board will hear presentations of fact, statements, and witness presentations by and for the accused
employee. The findings of the Board will be submitted in writing to the Chief of Police and to the accused no later
than the working day following the date the Board rendered its decision. The decision rendered by the Review
Board is non-binding and advisory only to the Chief of Police. Upon completion of a Review Board, members shall
stay convened until the final report is drafted. Please see policy, P1.8.3 and Procedures Manual, Disciplinary
Charges-Examination Procedure and Review Board, for all additional information.
P4.12.5 DEADLY FORCE REVIEW CALEA 1.3.7 (R 10/2016)

The Tacoma Police Department recognizes the need to thoroughly review all applications of deadly force by its
Officers. The primary purpose of the Board shall be to review the investigation and determine if the application of
deadly force was within Department policy. The Board may also examine significant training and equipment issues.
The Board shall report its findings to the Chief of Police. These findings may include recommendations to further
investigate certain aspects of the attendant circumstances. The Chair of the Board shall call a meeting in a timely
manner after each application of deadly force by an Officer. The Board will consist of six voting members and a
non-voting chairperson. The six voting members will consist of two management representatives, two union
representatives, and two members of the community.
• The Administrative Services Bureau Commander will serve as Chair of the Board. The Chair of the Board will
be responsible, with the assistance of staff, for coordinating Board activity.
• The management representatives will consist of the Bureau and Division Commanders of the Officer who
applied deadly force. If several Officers from different Bureaus apply deadly force during the same incident,
the commander of the Bureau with the most Officers involved will attend, and the Division Commander not
assigned to the above Bureau Commander will attend.
P4.12 – Department Committees Page 1 of 3
• The community representatives will consist of two citizens – one selected from the specific sector where the
deadly force incident occurred and one selected at large. The City’s Human Resources Director will make the
selection of the citizen members.
• The union representatives will consist of two union members appointed by the Tacoma Police bargaining unit of
the involved Officer.
Note: The Chair may elect to convene a Bureau-level Review Board when it is determined to be in the best interest
of the Department. The Bureau-level review shall consist of the following personnel:
• The Bureau Commander of the involved Officer(s)
• The Division Commander of the Support Services Division
• The Division Commander of the involved Officer
• A member selected by the Tacoma Police bargaining unit of the involved Officer
Applications of deadly force cited as examples of when a Bureau-level review may be appropriate are as follows:
• Non-injurious firearms training activities
• Non-injurious unintentional discharges CALEA 1.3.6(a)
• Deadly force directed at animals
P4.12.7 ORAL BOARDS (HIRING) (R 10/2016)

The Tacoma Police Department Oral Board for hiring consists of five (5) members; four of which are commissioned
TPD personnel, and one from City of Tacoma Human Resources. The Board will convene on an as-needed basis
perpetuated by the Recruiting and Hiring Officer. The Board consists of typically four of the following: SSD
Captain, SSD Lieutenant, Training Sergeant, Police Training Coordinator (PTC), and a Human Resources
representative. The Board shall present a list of pre-selected questions to the applicant(s) and score based on the
applicant presentation. The ratings of the applicant are determined by a passing score at or above 70%.
P4.12.8 ORAL BOARDS (PROMOTIONS) (N 03/2010)

The Tacoma police Department will convene an Oral Board central to the process of promotions for Commissioned
personnel. The Oral Boards shall be conducted in compliance with applicable Collective Bargaining Agreements
and consist of the Chief of Police and the current Assistant Chiefs of Police, or designees. For the promotional
ranks of Detective and Sergeant, the Oral Board members will select the promotional candidates in a “Rule of
Three” format. In the case of Lieutenant and Captain, the Oral Board members will select the promotional
candidates in a “Rule of Five” format.
P4.12.9 TACOMA POLICE TRAINING PROGRAM BOARD OF EVALUATORS (R 10/2016)

The Tacoma Police Department Police Training Officer (PTO) Board of Evaluators consists of the Patrol Division
Captain, Operations Administrative Sergeant, and the PTC, and typically meets on an as-needed basis. The purpose
of the Board is to address and resolve challenges in the two following areas:
• Recruit Officer issues if they are having difficulties in the PTO program which require any form of prescriptive
training
• Training Officer issues if they are not performing adequately or successfully in their duties as a PTO
In the event issues arise and are reviewed by the Board, they shall develop a satisfactory resolution model and
integrate it into the PTO Program, either as a one-time/as-needed basis, or as a program-wide standard.
P4.12.10 TRAINING COMMITTEE CALEA 33.1.1(a)(b)(c)(d)(e) (R 10/2016)

The Tacoma Police Department utilizes a Training Committee to determine the training needs of the Department
and to develop training programs. The Training Committee will be established and operated under the following
guidelines:
A) Committee Composition
The Training Committee will consist of the following members:
• Training Lieutenant (Chair)
• Training Sergeant
• Range Sergeant
• Accreditation Manager
• Operations Bureau Administrative Sergeant
• Subject matter experts (Firearms, Control Tactics, First Aid, EVOC, Forensics, etc.) will be included on the
committee as needed

B) Selection Process
The selection process is based on permanent work assignments and subject matter to be discussed.
C) Authority and Responsibility

The purpose of the Training Committee is to develop advisory recommendations on the types and methods of
training and the training needs of the Department. Suggestions or recommendations for Department-wide training
will be considered and reviewed by the committee.
Committee members should solicit suggestions from Department members. Ideas and suggestions should be
discussed, and recommendations made based on the merits of the suggestions and the identified training needs of the
Department.
The Training Committee will be responsible for ensuring that all Department training records, including special
teams, are documented in a central training records database. Designated personnel of special teams will have the
responsibility to update and keep current the training records database for their particular team.
D) Reporting / Meeting Schedule

The Training Committee will report to the Support Services Division Commander. The Training Committee will
meet quarterly at a minimum beginning in the month of January. The third quarter meeting will ensure that a
Department-wide in-service training schedule is planned for the following year. This information is intended to be a
duplication of P5.1.2.
P4.12.13 USE OF FORCE CALEA 1.3.13, 1.3.6 (a) (b) (c) (d) (N 03/2010)
The Tacoma Police Department conducts a documented annual analysis of all Use of Force Reports surrounding the
following:
• Discharge of a firearm for other than training or recreation purposes
• Actions resulting in, or alleged to have resulted in, injury or death of another person
• Applied force through the use of lethal or less than lethal weapons
• Applied weaponless physical force at a level as defined by the Department (see P3.1.8).

Personnel Sub-Section P4.13
Sets Forth the Department’s
Policy Regarding Special
Programs and Services Donald Ramsdell, Chief of Police
P4.13.1 CRIME PREVENTION CALEA 45.1.1(a)(b)(c) (R 10/2016)

The Tacoma Police Department is committed to Crime Prevention using Community Oriented Policing which
prevents crime through partnership with citizens and community organizations. Information from the community
and citizens is vital to the effectiveness of the Police Department in accomplishing its mission “to create a safe and
secure environment in which to live, work, and visit.”
A) Crime Prevention Strategies CALEA 45.1.2

The Tacoma Police Department works in cooperation with other City Departments, individual citizens, civic
organizations, neighborhood groups, and other governmental agencies in designing, implementing, evaluating, and
maintaining effective crime prevention strategies. Community Liaison Officers (CLOs) educate and cultivate
positive communication, cooperation, and citizen motivation towards reducing crime in Tacoma.
Department Sector-based policing also enhances community response by assigning Patrol Officers to work the same
sector, allowing them to become familiar with the assigned area and develop effective problem-solving strategies.
B) Inter-departmental Coordination CALEA 45.1.3

Community Liaison Officers actively cooperate with staff in other City Departments such as Public Works, Human
Rights and Human Services, Tax and License, Economic Development, and the City Manager’s Office to provide
input on zoning policies, building codes and developments, and residential and building permits. Systems and
programs such as Crime Free Multi-Housing (CFMH) and Crime Prevention Through Environmental Design
(CPTED) are utilized and implemented through inter-departmental cooperation.
C) Community Contacts CALEA 45.2.1(a)(b)(c)(d)(e)(f)

The Community Policing Division (CPD) has a lead role in developing and maintaining contacts and liaison with
citizens and community organizations. The purpose and intent behind the Community Liaison Officer and
Community Policing programs are to involve the community in supporting crime reduction initiatives.
CLOs and Officers work closely with neighborhood groups and organizations who are interested in making the city
a safer place to live.
D) Community Policing Sector Model CALEA 45.2.1(f)

Within the Community Policing Division, a Sector Commander and Community Liaison Officers are assigned to
each Sector to actively involve the community in crime reduction strategies. The Sector Lieutenant and assigned
CLOs develop effective working relationships with citizens and community groups to prevent and reduce crime.
This partnership increases citizen participation and builds community support.
P4.13 – Special Programs and Services Page 1 of 1

Training and Inspections Sub-Section 5.1
Department’s Policy on
Training and Inspections Donald Ramsdell, Chief of Police
P5.1.1 WASHINGTON STATE CRIMINAL JUSTICE TRAINING COMMISSION

CALEA 33.2.3, 33.2.4 (R 10/2016)
The Washington State Criminal Justice Training Commission (WSCJTC) is responsible by state statute (RCW
43.101.200) for the development and implementation of training programs designed to increase and maintain the
level of competency of criminal justice personnel. The Commission is committed to providing high quality training
programs that reflect the needs of criminal justice agencies throughout the state.
The Tacoma Police Department maintains a professional relationship with the WSCJTC in the following manner:
• The WSCJTC will be utilized for Academy training of all recruit Officers and Equivalency training of all lateral
Officers.
• Tacoma Police Department personnel attending training at the WSCJTC, or other Commission-sponsored
instructional activities, do so with the Tacoma Police Department having assumed principle liability
responsibility.
• When/if Tacoma Police Department personnel are contracted by the WSCJTC, the WSCJTC assumes principle
liability responsibility.
• Upon the request of the Commission, The Tacoma Police Department may provide staff members, use of
facilities, instructors and/or other personnel and resources to the WSCJTC. Such requests are dependent upon
financial and staff considerations.
The Tacoma Police Department’s working relationship with the WSCJTC is conducted through, but not limited to:
• The Hiring Coordinator for scheduling attendance of Recruit and Lateral Officers.
• The Police Training Coordinator (PTC) for matters involving Officers attending the Basic Law Enforcement
Academy or Equivalency Academy.
• The Range Master for matters involving use of the Tacoma Police Department Range and/or instructors.
• Individual Officers with expertise in a particular field when requested for specific instruction and subject to
supervisory notification/approval.
New Officers receive training in Tacoma Police Department standards, policies, and procedures during the pre-
academy stage of their training program, post academy stage, and during the Police Training Officer (PTO)
program. New Officers are required to successfully complete the PTO program which includes tests of field
performance, written exams, and daily evaluations of overall job performance. See Policy P2.1.3, Tacoma Police
Training Program.
All new Department employees receive a copy (either electronic or paper) of Department policies, rules, procedures,
and standards, including expectations and responsibilities of the employee.
P5.1.2 TRAINING COMMITTEE CALEA 33.1.1(a)(b)(c)(d)(e) ( R 10/2016)

The Tacoma Police Department utilizes a Training Committee to determine the training needs of the Department
and to develop training programs. The Training Committee will be established and operated under the following
guidelines:
A) Committee Composition
The Training Committee will consist of the following members:
• Training Lieutenant (Chair)
• Training Sergeant
• Range Sergeant
• Accreditation Manager
• Operations Bureau Administrative Sergeant
• Subject matter experts (Firearms, Control Tactics, First Aid, EVOC, Forensics, etc.) will be included on the
committee as needed
P5.1 - Training and Inspections Page 1 of 7

B) Selection Process
The selection process is based on permanent work assignments and subject matter to be discussed.
C) Authority and Responsibility

The purpose of the Training Committee is to develop advisory recommendations on the types and methods of
training and the training needs of the Department. Suggestions or recommendations for Department-wide training
will be considered and reviewed by the committee.
Committee members should solicit suggestions from Department members. Ideas and suggestions should be
discussed and recommendations made based on the merits of the suggestions and the identified training needs of the
Department.
The Training Committee will be responsible for ensuring that all departmental training records, including special
teams, is documented in a central training records database. Designated personnel of special teams will have the
responsibility to update and keep current the training records database for their particular team.
D) Reporting/Meeting Schedule
The Training Committee will report to the Support Services Division Commander. The Training Committee will
meet twice a year to ensure that a Department-wide in-service training schedule is planned for the following year.
P5.1.3 LESSON PLANS CALEA 33.1.4(a)(b)(c)(d) (R 10/2016)

The Tacoma Police Department requires a lesson plan for all training classes. The lesson plan must be written or
electronic and may take the form of an outline, module, or narrative. The purpose of lesson plans serves to ensure
that:
• All information, as it will be taught, is presented to the Training Lieutenant for approval
• The topic is thoroughly and accurately presented
• The class can be duplicated at a future date
All lesson plans shall include the following information:
A) Statement of Training Objectives

A clear and concise statement of objectives of this specific training and the relationship of the training to specific job
tasks or performance areas. This will also include any Department policy information as may relate to the training
material, i.e., use of force, pursuit driving, etc.
B) Training Content and Instructional Techniques

The method of instruction should be correlated to the subject matter being presented. Instructional techniques may
be included but not limited to those listed below:
• Conferences: Debates, discussion groups, panels and seminars
• Field Experiences: Field trips, interviews, operational experiences and operational observations
• Presentations: Lecture, lecture discussion, and lecture demonstration
• Problem Investigations
• Committee inquiries
• Simulations: Case studies, games, and role playing
C) Identification of Tests
The Training Section will determine which training will require competency testing of the employee upon
completion of the training program. The Training Section will determine the method of testing depending on the
skill/knowledge being taught.
D) Lesson Plan Approval and Retention

The Training Lieutenant, or designee, will be responsible for approving all lesson plans prior to the training being
conducted. He/she, or designee, shall also maintain a copy of all approved Department training lesson plans.

E) Lesson Plan Course Number
A course number, which identifies the course’s curriculum, hours and other relevant course information, will be
entered on the Lesson Plan Approval Form for review.
P5.1.4 TRAINING INSTRUCTORS CALEA 33.3.1(a)(b)(c)(d)(e) (R 10/2016)

The use of Police Department personnel as instructors permits the agency to improve its expertise in certain areas of
law enforcement while allowing individuals to gain valuable career development opportunities, skills, and
knowledge. The Tacoma Police Department utilizes its personnel as instructors in areas such as firearms, Electronic
Control Tool (ECT), emergency vehicle operations, control tactics, speed measuring devices, BAC, and field
training.
A) Instructor Development
All instructors, including Police Training Officers, will receive specialized training in the area they instruct and will
receive training in the following areas:
• Lesson Plan Development
• Performance Objective Development
• Instructional Techniques
• Testing and Evaluation Techniques
• Resource Availability and Use
Training will be conducted in conjunction with the Washington State Criminal Justice Training Commission
(WSCJTC) Academy and/or private enterprise.
P5.1.5 TRAINING RECORDS (R 10/2016)

A) Agency Training CALEA 33.1.7(a)(b)(c)
The Department Training Section shall be responsible for maintaining a record of the following for all training that
takes place in the agency:
• Course content (lesson plans, outlines, narratives) of all taught subject matter sanctioned by the Department
• Names of Department members attending the training
• Test scores or other means indicating performance of the Department members attending the training, if
applicable
The Training Section shall ensure that lesson plans are submitted by the instructor of any departmental training and
approved by the Training Committee, the Training Captain, or, in the case of Special Teams or Units, the Unit
Commander. This information is to be entered in the Department’s training database.
Instructors of all departmental training will ensure that the names of Department members attending the training are
submitted to the Training Section to be entered into the Department’s training database.
B) Employee Records CALEA 33.1.6

The Training Section shall be responsible for the maintenance of training records for all Police Department
employees. Training records will include the following:
• Attendance rosters or suitable permanent substitute
• Written record of the course curriculum (lesson plans)
• Certificates received
• Test scores, if applicable
• Instructors for the class
• Training request forms
1) A “Training Request Form” will be required for all non in-service training scheduled by the Training
Section. Training Request Forms are essential for tracking the process of approval, both by the
requestee’s chain of command and the Training Section’s chain of command. See Procedures Manual,
Reimbursement of Training and Travel Expense, for additional information.
2) Instructors teaching scheduled classes shall be required to have attendees sign an attendance roster and
shall forward the completed roster to the Training Section.
3) Upon completion of training, attendees will also forward a copy of any training certificates to the
Training Section for recording. Records will be retained for the length of time required by the State’s
record retention law at a minimum.

P5.1.6 REMEDIAL TRAINING CALEA 1.3.11,33.1.5 (R 10/2016)
Many types of work performance shortcomings can be improved by providing additional training. The Tacoma
Police Department utilizes remedial training to assist employees in improving work performance. Remedial training
is individualized instruction used for specific identified deficiencies. See Procedures Manual, Training - Remedial,
P5.1.7 IN-SERVICE TRAINING CALEA 33.5.1 (R 10/2016)

The Department recognizes and emphasizes the need for all commissioned and non-commissioned personnel to be
kept current on matters involving law enforcement, legal updates, Officer Safety, equipment and tools, and other
subjects pertinent to the law enforcement profession. This goal is met through a variety of training processes, both
internal and external.
Each year the Department’s training committee will meet to plan and determine the training needs of the
Department. Per the in-service WAC 139-05-300, each commissioned Police Officer must receive 24 hours of
applicable in-service training annually.
In-service training will be presented through a variety of training sessions, turnouts, special assigned classes,
computer programs, videos, or other learning mediums for all Department-mandated curricula. The Washington
State mandated 24 hours of in-service training is included in the in-service sessions. Additional in-service training
days, lectures, conferences, and/or presentations may be added as needed.
Attendance at in-service training sessions is mandatory for all designated personnel, commissioned and non-
commissioned. Information presented at training sessions is essential for effective law enforcement service and to
meet the Washington Administrative Code (WAC) requirement.
P5.1.8 SPECIALIZED IN-SERVICE TRAINING CALEA 33.6.1(a)(b), 33.6.2 (R 10/2016)

Specialized assignments require varying degrees of additional training, and therefore each specialty unit is required
to perform and record training. Although each unit may keep training records, they shall also forward a copy of all
records, rosters and the related to the Training Section for inclusion in the Department’s database.
P5.1.9 TRAINING REIMBURSEMENT CALEA 33.1.3 (R 10/2016)

It will be the responsibility of the Support Services Division to monitor and administer the training program for the
Department. Training is conducted both internally and externally utilizing a variety of resources and personnel. The
Training Request Form is utilized to request and track specialized training outside of regularly scheduled courses
and training days.
The Department provides for travel and training costs for authorized training to include, but not limited to,
registration fees, materials, lodging, meals, and travel expenses as outlined in the TPD Policy P4.6.4 and the City of
Tacoma’s Travel Reimbursement policy. Please see Procedures Manual, Reimbursement of Training and Travel
Expense, for additional information.
P5.1.10 FIREARMS QUALIFICATIONS CALEA 1.3.10, 1.3.11(a)(b)(c), 33.1.5 (R 03/2010)

All commissioned personnel are required to qualify with their service weapon twice annually. Exemptions to this
requirement may be granted by the Division Commander in the event of illness, incapacitation, or extended leave.
The first qualification period is from January 1 through June 30. The second qualification period is from July 1
through December 31. Harrison Police Range will be open for a specific period of time during each qualification
period.
To facilitate qualification, each Division will assign their personnel to relays on the schedule provided. It is the
responsibility of each Division Commander to ensure that the Officers appear on the days assigned. It is the
responsibility of all Officers to ensure they meet the requirements of qualifying during both qualification periods.
Officers will be permitted to fire for qualification once during each period while on duty. Any additional voluntary
firing will be done on the Officer’s own time.
Officers may be assigned to participate in additional specialized firearms-related training or familiarization, i.e.,
shotgun course, chemical agents, shoot-don’t shoot, etc. Division Commanders will be notified of absences or
failures and any recommendations for improvement.

In the interest of safety, all personnel shall adhere to firearms safety rules as posted and to orders of the Range
Master without regard to rank.
The training will be monitored by a certified weapons instructor. Training and proficiency will be documented. If
necessary, remedial training will be conducted for those Officers who are unable to qualify with an authorized
weapon prior to resuming official duties.
The instructional portions of this policy can be found in the Procedures Manual, Firearms Qualifications.
P5.1.11 USE OF FORCE TRAINING CALEA 1.3.11(a)(b)(c), 33.1.5 (R 03/2010)

Annually, all commissioned personnel are required to receive in-service training on the Department’s Use of Force
policy and demonstrate proficiency with all approved lethal weapons issued and electronic controlled weapons that
Department personnel are authorized to use. In-service training for other less than lethal weapons and weaponless
control techniques shall be conducted at least biennially.
The training will be monitored by a certified weapons instructor. Training and proficiency will be documented.
Remedial training will be conducted for those Officers who are unable to qualify with an authorized weapon prior to
resuming official duties (see P5.1.10 Firearms Qualifications). Also, please refer to P3.1 Use of Force Policy for
P5.1.12 ETHICS TRAINING CALEA 1.1.2 (N 03/2010)

All Department personnel will receive biennial training regarding the Mission, Vision, Values, and Professional
Conduct of the agency as outlined in P1.1 of this Policy Book.
P5.1.13 POLICE TRAINING OFFICER (PTO)/RECRUIT CALEA 33.2.4, 33.4.1, 33.4.3 (b)(d)(e) (R 10/2016)
Police Training Officers (PTO) are selected, retained, and dismissed by the Operations Bureau Assistant Chief,
Captains, and Operations Administrative Sergeant. Police Training Officers are required to meet the training
requirements of the Tacoma Police Department and the WSCJTC. PTOs are compensated per the Tacoma Police
union contract for the time they spend as a Training Officer with a Student Officer. The number of Police Training
Officers depends on Department need. Officers selected for the program must:
• Have three years of police experience with two of those years on the Tacoma Police Department
• No sustained Bureau level discipline in the last three years (P1.8)
All commissioned Department entry-level employees must successfully complete several types of training that are
divided into at least five phases to include: Pre-Academy, Post Academy, PTO Program (Phase A - One Month,
Phase B - One Month, Phase C - One Month, Phase D - One Month), Prescriptive Training (if applicable), and Final
Probation Officer Phase. Commissioned Lateral employees will go through the same entry-level program with
modifications to meet the individual’s requirements. Please see P2.1.3 for additional information.
P5.1.14 EMERGENCY VEHICLE OPERATIONS CADRE (EVOC) (R 04/2012

All Department Emergency Vehicle Operations Instructors must successfully complete at least a 40-hour Basic
EVOC Instructor course as well as continuing training. All personnel assigned duties that involve the use of
Department vehicles will be required to participate in drivers training, unless excused by their Division Commander.
Driver qualification training will be scheduled at least annually for all employees operating Department-issued
vehicles. Please see Policy P5.1.8 (above) and P3.2.1 for additional information. Please see Procedures Manual,
Driving Course, Practical, for instructor criteria.
P5.1.15 CULTURAL DIVERSITY (R 03/2010)

All Department employees must complete at least one Cultural Diversity formatted training/forum. Currently, new
employees complete a City of Tacoma sponsored Cultural Diversity Awareness forum. Cultural Awareness training
is also provided as a prescriptive and/or continuing education/training opportunity on an as-needed basis.
P5.1.16 ICS (Incident Command System) / NIMS (National Incident Management System)
(R 10/2016)
The Tacoma Police Department adheres to the ICS/NIMS parameters and protocol. ICS/NIMS requires a varying
degree of compliance and/or completed training courses, according to position specifications, responsibilities, and/or
security clearance. In so doing, all Tacoma Police Department employees are required to successfully complete
each ICS/NIMS training as it applies to their respective position. All training requirements and results of training
compliance are maintained in Department training records. See P1.3.4, Incident/Event Management and Procedures
Manual, Incident Event Management, for additional information.

P5.1.17 CONTROL TACTICS CALEA 1.3.11(a)(b) (R 09/2010)
All commissioned Department employees shall complete and show proficiency in Control Tactics and Weaponless
Control Techniques training biennially. All mandatory training shall be instructed and monitored by certified
Control Tactics Instructors as well as documented in the employee’s training record.
P5.1.18 TELESTAFF (R 03/2010)

Telestaff is a comprehensive personnel scheduling and timecard reconciliation program. All Department employees
shall receive Telestaff training within 12 months of initial employment, and updated training as needed.
P5.1.19 BLOOD BORNE PATHOGENS (R 03/2010)

All Tacoma Police Department employees are required to successfully complete training and updated safety
precautions surrounding Blood Borne Pathogens on an annual basis.
P5.1.20 FIRST AID (R 09/2010)

All commissioned Department employees are required to successfully complete biennial training in First Aid, to
include CPR, etc. All training is documented in training records.
P5.1.21 ELECTRONIC CONTROL TOOL - ECT CALEA 1.3.11 (a)(b) (R 03/2010

The use of an Electronic Control Tool (ECT) is considered a less than lethal use of force. Nonetheless, this form of
force application shall be utilized strictly within the parameters of the Department Force Continuum and only by
members trained in the use of ECTs. All commissioned employees of the Tacoma Police Department must
successfully complete training and display proficiency in the use of ECTs at least annually. All annual training must
be monitored by a certified ECT weapons instructor and documented in each employee’s training records.
P5.1.22 TACOMA POLICE DEPARTMENT TEMPORARY DETENTION ROOMS

CALEA 71.1.1, 71.2.1, 71.4.3 (R 12/2012)
The Tacoma Police Department has four temporary detention rooms as well as a temporary booking and mass arrest
processing area. The use of the facilities is restricted to the short-term holding of adults and juveniles until they can
be properly released or transported to the appropriate facility. All Tacoma Police Department commissioned
employees are required to be familiar with, and fully understand, all procedures and requirements attendant to the
use, safety, duration, and restrictions surrounding the Detention Room facilities. Each Department employee is
required to understand the corresponding policy and procedures on temporary detention rooms. Refresher training
for each Department employee shall occur at least once every three (3) years.
Additionally, each Operations Desk Officer will conduct a security/sanitation inspection at the beginning of each
shift. The Operations Desk Officer is also available to answer supplemental questions by facilitating officers.
Please see Procedures Manual, Detention – Temporary Detention Rooms, for additional information.
P5.1.23 BIAS BASED TRAINING CALEA 1.2.9 (b) (d) (R 10/2016)

The Tacoma Police Department will provide training in Bias Based Profiling annually, to include legal aspects
and/or updates. All training through the variety of methods is documented in training records. The Internal Affairs
Section also conducts an annual review of agency activities including a summary of any citizen concerns for the
purposes of remedial actions taken, if necessary, and any recommendations for additional training needs. Please see
P1.6 for additional information.
P5.1.24 ACCREDITATION CALEA 33.5.3(a)(b)(c), 33.5.4 (N 03/2010)

All Tacoma Police Department employees shall receive accreditation information/orientation within 30 days after
their employment begins or within 30 days after completing the Washington State Criminal Justice Training
Commission (WCJTC). All agency employees receive information and updates regarding accreditation throughout
the self-assessment phase (36-month period) and prior to an on-site assessment.
All accreditation information shall be initiated by the Accreditation Unit through or via the Office of the Chief of
Police.

P5.1.25 DOMESTIC VIOLENCE (DV) (R 03/2010)
All Tacoma Police Department employees will undergo comprehensive training and legal updates at least annually.
The all-inclusive training/updating will encompass legal precedents, affected court decisions, as well as all things
related to the TPD policy of “No Tolerance.” Please see P1.7.1 (D) for additional information.

Reviews/Reports Sub-Section 6.1
Sets forth the Purpose
And Timetable for
Tacoma Police Department
Reviews / Reports Donald Ramsdell, Chief of Police
Purpose: To establish and publish defined reporting and review timelines for the listed categories and activities.
P6.1.1 ANNUAL FORCE CALEA 1.3.6(a)(b)(c)(d), 1.3.13 (N 03/2010)

The Tacoma Police Department conducts a documented annual analysis of all Use of Force Reports surrounding the
following:
• Discharge of a firearm for other than training or recreation purposes
• Actions resulting in, or alleged to have resulted in, injury or death of another person
• Applies force through the use of lethal or less than lethal weapons
• Applies weaponless physical force at a level as defined by the Department (See P3.1.8)
P6.1.2 BIAS BASED POLICING CALEA 1.2.9 (a) (R 11/2016)

The Internal Affairs Section will conduct an annual review of agency activities regarding bias-based profiling
including:
• An administrative review of any complaints and their status
• An explanation of any remedial action taken CALEA 1.2.9(c)
• Recommendations for training needs CALEA 1.2.9(b)
• A summary of reported citizen concerns CALEA 1.2.9(d)
• Recommendations for policy changes
(See P1.6 for additional information.)
P6.1.3 CRIME ANALYSIS (N 03/2010)

Comprises monthly crime statistics addressing the following, but not limited to:
• Calls for service by geographic area (census block)
• Calls for service indicating peak days and times
• Calls for service by crime type
P6.1.4 MONTHLY STATUS REPORT (N 03/2010)

The Office of the Chief of Police distributes a monthly Executive Dashboard report consisting of the following:
• Crime Snapshots
• Community Snapshots
• Operational Effectiveness Snapshot
• Employee Snapshot
• Budgetary Snapshot
Each of these Snapshots illustrate current status and indicators which aid the Department in determining current
patterns, future needs, and progress surrounding the Department’s Strategic Plan.
P6.1.5 USE OF FORCE CALEA 1.3.6 (a)(b)(c)(d) (R 12/2016)

Use of Force Reports are written electronically (EUF), by Supervisors in all cases wherein a reportable Use of Force
occurs. Periodic review of EUFs ensures departmental training needs are being met and standards are being adhered
to. Reviews shall take place at the direction of the Administrative Services Bureau Commander and shall be
conducted by the Training Lieutenant, or designee. Any training issues identified during the review process shall be
addressed by the Training Unit. See P3.1.8 (B) for criteria. For Use of Force Review Board see P4.12.5.
P6.1.6 CID REPORTS (R 12/2016)

The Criminal Investigation Division, within the Investigations Bureau, provides timely reporting in a variety of
areas, to include the following:
• Weekly divisional review of crime investigation highlights, status, progress and trends
• Monthly reporting to the Chief of Police for active caseloads, significant crimes, Forensic workloads and status
P6.1 - Reports and Reviews Page 1 of 4
• Annual Report tracking summaries of crime categories and trends
P6.1.7 POLICY, PROCEDURE AND HANDBOOK (PP&H) REVIEW CALEA 12.2.1 (e)(i), 41.2.2(k)
(R 11/2016)
While the Office of the Chief of Police is ultimately responsible and accountable for constant maintenance, review,
and any amendments or deletions (P1.5.1), all Tacoma Police Department members are encouraged to constantly
review Policies, Procedures and Handbooks for opportunities to improve Department operations. Recommendations
must be subsequently reviewed by the Accreditation Unit for proper coding, accreditation compliance, and
Department de-confliction. An overall review of the Department Policy, Procedure & Handbook (PP&H) system
and protocol is conducted by the Office of the Chief of Police, in consultation with the Accreditation Unit. Requests
for changes or additions are made using either the Policy Change Protocol form or Procedure Handbook and Form
Change Protocol form only (P1.5.8).
P6.1.8 RECORDS RETENTION REVIEW CALEA 82.1.3 (R 11/2016)

The Tacoma Police Department utilizes the Records Management guidelines and general Records Retention
Schedules for Law Enforcement Agencies in compliance with RCW 40.14 “Preservation and Destruction of Public
Records.” This Schedule denotes minimum retention. The Department Legal Advisor maintains the Records
Retention Handbook and oversees the adherence of the Department to the State guidelines as well as, via the Office
of the Chief of Police (or designee), reviews the content categories annually for purging. See P1.9.1, Records
Retention for additional information.
P6.1.9 EXTERNAL/INTERNAL SURVEYS CALEA 45.2.4 (R 11/2016)

External:
The Department initiates and tracks a comprehensive external survey regarding Law Enforcement services. This
survey, referred to as a “Citizen Survey,” is distributed to a statistical sample of our stakeholders in an effort to
gauge the community’s knowledge of Department services, perceptions of safety and crime trends, as well as
community perceptions of the Department. The Citizen Survey is conducted as needed and used by the Department
to improve its collaboration in Community Oriented Policing Strategies in the following areas:
• Overall agency performance
• Overall competence of agency employees
• Citizens’ perception of Officers’ attitudes and behavior
• Citizens’ recommendations and suggestions for improvements
• Citizens’ perception of safety and crime levels in their neighborhoods
Internal:
The Department initiates and tracks a comprehensive internal survey to assess our current state and/or environment.
This survey, referred to as the “Employee Survey,” aids the Department in determining our current level of
effectiveness as applied to our Mission, Vision, Values, and Strategic Plan. The Employee Survey is disseminated
on an as-needed basis. The results of this survey continue to provide barometers for the Department in the following
areas:
• Department effectiveness in supervision, management, and policy
• Organizational strengths and weaknesses
• Trends and developments
• Best practices (benchmarking)
Both External and Internal surveys assist the Department with the successful completion of its Strategic Plan, the
adherence to its Mission and Vision, and reinforcement of its stated Values.
P6.1.10 ANNUAL UPDATE RECRUITMENT PLAN CALEA 31.2.2 (a)(b) (R 11/2016)

The Tacoma Police Department seeks to maintain a comprehensive Recruiting Plan in conjunction with its overall
efforts to mirror the stakeholder’s demographic makeup. In so doing, the Department will continue to seek out
eligible law enforcement candidates with the aid of community, ethnic- and minority-based organizations,
educational organizations, military resources, public notices and forums, etc., and in full support of the City of
Tacoma EEO guidelines. The Department recognizes that suitable law enforcement candidates, representative of the
community, will further our philosophy of Community Oriented Policing.
The Department will review its Recruitment Plan annually to determine strengths, challenges, and opportunities to
refine hiring efforts that can more accurately approximate our geographic workforce demographics.
P6.1.11 PROBATION AND PERFORMANCE REVIEW BOARD CALEA 34.1.3 (e) (R 11/2016)

All permanent Tacoma Police Department Probationary employees (new and promotional) must successfully
complete the probationary period in order to retain current status. At the conclusion of the assigned probationary
period, the employee’s status is reviewed by his/her supervisor. If the probationary employee fails, they have the
right to appear before a Probationary Review Board before final disposition is rendered.
The purpose of the departmental Review Board shall be to ensure fairness, consistency, and objective findings in
probationary and performance failures. Providing a structured venue assures the employee(s) affected by such
actions that they have an opportunity to have their views fully aired. The task of the Review Board is not to
substitute its judgment for that of the Department/Division head or reviewer, but rather to insure that a substantial
basis for the Department/Division head's opinion or review exists in fact. This Board shall be selected and activated
only on an as-needed basis and at the request of probationer reviewed.
The findings and recommendation of the Review Board will be advisory in nature only. Its written findings will be
transmitted to the Chief of Police and the petitioner. The Office of the Chief of Police will send copies of the
Chief’s final decision to the City of Tacoma Human Resources Department and the Office of the City Manager.
Please see P2.1.4(F) and Procedures Manual, Probation and Performance Review Board, for additional information
and board member criteria.
P6.1.12 POLICE ACCIDENT REVIEW BOARD (R 11/2016)

The Department's Accident Review Board shall review all fleet accidents/incidents involving Police employees or
damage to City vehicles (e.g., motor vehicles and bicycles). The Board has the authority to:
• Review all Police records and other available information pertaining to the accident/incident under review
• Request the attendance of the involved Police employees at the meetings, if deemed necessary by the Board
Chairperson
(NOTE: Employees involved in the accident/incident have the option of attending when not specifically requested to
be present at the meeting.)
• Request other members of the Department to appear before the Board to give information concerning facts in
question
• Rule on accidents/incidents involving Police employees and City vehicles and make training recommendations
The Board’s objectives are to review and improve employee driving ability and to reduce accidents/incidents by
recommending, when appropriate, individual and/or Department-wide training in addition to improving/maintaining
safety via reporting cause and conditions of Police motor vehicle accident/incidents. The Board shall consist of a
seven-member rotational membership (with an emphasis on prior accident investigation training) including the
Chairperson, and meet as needed. All findings of the Review Board and Division Commander will be
recommendations directed to, but not binding upon, the employee’s Bureau Commander. The employee’s Bureau
Commander will return the final decision to the Accident Review Board's Recording Secretary for distribution.
Training issues will be forwarded to the Training Section for disposition. Disciplinary issues will be forwarded to
the employee’s Bureau Commander or Internal Affairs Section for disposition. If the Board or Division
Commander's recommendations are not approved, the employee’s Bureau Commander will return the case to the
Board for re-examination with an explanation or questions that need to be answered. Please see Procedures Manual,
Accident Review Board, for complete procedures and details.
P6.1.13 EARLY INTERVENTION SYSTEM CALEA 35.1.9 (N 03/2010)

The Personnel Early Intervention System is established to provide indications and patterns of conduct over assigned
time periods. This process is coordinated by the Training Lieutenant who monitors the system and reviews the
status on a monthly basis. The Early Intervention System is programmed to monitor a set of pre-selected criteria,
which alerts the appropriately assigned Supervisors in the event a threshold is surpassed. If a threshold is met or
exceeded and the alert occurs, an immediate review of the personnel is triggered.
P6.1.14 GEOGRAPHICAL BOUNDARIES CALEA 2.1.1 (R 04/2012)

The Tacoma Police Department maintains a map of the City of Tacoma and ancillary jurisdictional boundaries, and
articulates specific operational sectors. The boundaries map is updated by the Crime Analysis Unit as needed as
changes occur. See P1.2.2 (B) for additional information.

P6.1.15 CONCURRENT JURISDICTION CALEA 2.1.2 (N 03/2010)
The Tacoma Police Department shares concurrent jurisdiction with multiple Law Enforcement Agencies to include:
Washington State Patrol, Pierce County Sheriff’s Department, Washington Department of Fish and Wildlife,
Washington State Liquor Control Board, and Federal Law Enforcement Agencies. The Tacoma Police Department
supports this concept and fully cooperates with other agencies in the discharge of these duties. An annual review of
agency agreements is conducted by the Office of the Chief of Police.
P6.1.16 MUTUAL AID (R 11/2016)

Chapter 89, Washington Laws of 1985, Section 7 (RCW 10.93) provides controlling legislation governing mutual
aid, making provisions for the Tacoma Police Department to enter into interagency agreements for “consent to full
exercise of Peace Officer Powers.” Copies of all active mutual aid agreements and policies are maintained in the
Office of the Chief of Police. These agreements are reviewed and amended as needed and/or upon the
appointment/change of the Tacoma Police Department Chief.
P6.1.17 DIRECTIVES CALEA 12.2.2(b) (N 03/2010)

Department–level Directives are logged in a master file and monitored by the Accreditation Unit in order to ensure
proper coding, uniformity in formatting, de-confliction with accreditation standards, as well as confirmation that
expiration and rescind dates are adhered to. Please see P1.5.3 for additional information.
P6.1.18 INTERNAL AFFAIRS STATISTICAL SUMMARY CALEA 52.1.5 (R 11/2016)

The Department Internal Affairs Section shall compile annual statistical summaries based upon records of Internal
Affairs investigations, which are made available to the public and agency employees. This summary shall be
completed in the form of a written report and shall occur at the end of each calendar year. Please see P1.8.1(B) (11)
P6.1.19 ANALYSIS OF GRIEVANCES CALEA 25.1.2, 25.1.3 (R 11/2016)

The Office of the Chief of Police maintains and controls the record and procedures for filing agency grievances. As
such, the Administrative Services Bureau (ASB) Commander conducts an annual analysis of initiated grievances
from the entire Department. This analysis enables the Department to determine any patterns or trends in the areas
and types filed. This comprehensive analysis allows the Department to maintain a proactive stance in taking steps to
minimize future grievances.
P6.1.20 SPECIALIZED ASSIGNMENTS CALEA 16.2.1 (R 12/2016)

A documented review may be completed for each specialized assignment/career rotational assignment for the
purpose of determining whether it should be continued and/or altered. The review shall be at the direction of the
Chief of Police, conducted by the Administrative Services Bureau. The review will include:
• A listing of the agency’s specialized assignments
• A statement of purpose for each listed assignment
• The evaluation of the initial problem or condition that required the implementation of the specialized
assignment
P6.1.21 PERIODIC – AGENCY ADMINISTRATIVE REPORTING CALEA 11.4.1, 11.4.3 (R 11/2016)

The Tacoma Police Department mandates a variety of Administrative Reporting functions throughout the agency,
both accreditation related and non-accreditation related. The purpose is to maintain regularly scheduled oversight of
the status regarding selected Department activities and processes. The Accreditation Manager, or designee,
maintains a spreadsheet of reports and reviews mandated for this function, which includes applicable suspense dates.
The spreadsheet shall contain the responsibility source, purpose, frequency, and the distribution instructions for all
required Administrative Reports. In instances where the reporting requirements are not met, the Administrative
Support Bureau (ASB) Chief is designated the authority to require compliance from Department members. The
Accreditation Manager is designated the liaison for the facilitation of these reports under the authority of the ASB
Chief.
P6.1.22 PURSUIT REVIEW ANALYSIS CALEA 41.2.2.j (N 02/2011)

A documented analysis of pursuits that have undergone an administrative review during the year shall be conducted
annually. The analysis will aid the Department in determining patterns or trends that may indicate training needs
and/or policy modifications.

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TACOMA POLICE DEPARTMENT

Professional Standards Sub-Section 1.1

P1.1.1 VISION CALEA 1.1.2 (N 03/2010)

P1.1.2 MISSION CALEA 1.1.2, 12.2.1(a) (R 01/2007)

P1.1.3 VALUES CALEA 1.1.2, 12.2.1(a) (N 03/2010)

P1.1 – Vision, Mission, Values Page 1 of 8

P1.1.4 OFFICE OF THE CHIEF OF POLICE CALEA 1.1.2, 12.1.1 (N 01/2010)

P1.1.5 THE CHIEF OF POLICE CALEA 1.1.2 (N 01/2010)

P1.1 – Vision, Mission, Values Page 2 of 8

P1.1.6 PROFESSIONAL EXPECTATIONS CALEA 1.1.2, 22.2.7, 26.1.1 (R 09/2016)

6) Conflicting or Illegal Orders

11) Unsatisfactory Performance

13) Identification CALEA 22.2.7(a)(b)(c)

P1.1 – Vision, Mission, Values Page 5 of 8

15) Citizen Complaints

16) Requests for Assistance

18) Reporting for Duty

19) Fictitious Illness or Injury Reports

20) Sleeping on Duty

21) Leaving Duty Post

P1.1 – Vision, Mission, Values Page 6 of 8

24) Disclosure of Information before Trial

26) Posting Bail or Bond

27) Gifts, Gratuities, Bribes, or Rewards

29) Alcoholic Beverages and Drugs in Police Installations

30) Use of Alcohol on Duty or in Uniform

31) Use of Alcohol Off-Duty

P1.1 – Vision, Mission, Values Page 7 of 8

34) Employment Activities while on Sick Leave

35) Return to Work following Sick Leave

36) Confinement while on Sick Leave

P1.1.7 OATHS OF OFFICE (R 10/2010)

P1.1 – Vision, Mission, Values Page 8 of 8

P1.2.1 AUTHORITY CALEA 1.2.1, 1.2.2, 11.3.1 (R 09/2016)

P1.2.2 JURISDICTION (R 09/2016)

P1.2 – Authority of Department and Members Page 2 of 5

P1.2.3 MUTUAL AID (R 09/2016)

P1.2 – Authority of Department and Members Page 3 of 5

P1.2.4 LAW ENFORCEMENT SERVICE FOR FEE (R 02/2013)

P1.2.5 FOREIGN NATIONALS CALEA 1.1.4, 61.1.3(d) (R 09/2016)

P1.2 – Authority of Department and Members Page 4 of 5

B) Foreign Diplomats/Consular Officials – Diplomatic immunity applies to duly-credentialed diplomatic

P1.2.6 COLLECTIVE BARGAINING AGREEMENTS CALEA 24.1.1(a)(b)(c)(d)(e) (R 02/2013)

A) Contract Management CALEA 24.1.2

P1.2 – Authority of Department and Members Page 5 of 5

P1.3.1 COMMAND AND LEADERSHIP CALEA 11.1.1, 12.1.2 (a)(b)(c)(d) (R 09/2016)

1) Assistant Chief – Administrative Services Bureau

P1.3.2 RANKS OF AUTHORITY CALEA 11.1.1, 11.3.1, 11.3.2, 12.1.2(d) (R 10/2016)

A) Executive Level (Chief of Police and Assistant Chief of Police)

P1.3 – Authority and Functions Page 1 of 5

C) Supervisory Level (Sergeant, Supervisor)

Sergeant Specialist – Appointed by the Chief of Police.

Police Patrol Specialist – Appointed by the Chief of Police

P1.3.3 OPERATIONS PHILOSOPHY CALEA 45.1.2 (N 03/2010)

P1.3.4 INCIDENT/EVENT MANAGEMENT CALEA 12.1.2(c), 46.1.2 (R 09/2016)

P1.3.5 TRANSFER OF COMMAND (R 09/2016)

P1.3 – Authority and Functions Page 4 of 5

P1.3.6 DEPARTMENT ORGANIZATION AND FUNCTION CHART CALEA 11.1.2 (R 02/2013)

P1.3 – Authority and Functions Page 5 of 5