COMMISSIONERS' COURT AGENDA REQUEST PLEASE FURNISH ONE ORIGINAL AND ONE (1) COPY OF THIS REQUEST AND DOCUMENTS TO BE REVIEWED BY THE COURT MADE BY: Bruce Oehler OFFICE: County Commissioner, Pct. 4 MEETING DATE: August 16, 2010 TIME PREFERRED: SUBJECT: Consider, discuss and take appropriate action to reconsider Court Order #38141 allocating a portion of the unused space at the new Kerr County Sheriff's Annex as a fitness center for Kerr County employees. CC orda 4- Should 21- EXECUTIVE SESSION REQUESTED: (PLEASE STATE REASON) No 5' sLA1 NAME OF PERSON ADDRESSING THE COURT: Comm. Oehler ESTIMATED LENGTH OF PRESENTATION: IF PERSONNEL MATTER - NAME OF EMPLOYEE: Time for submitting this request for Court to assure that the matter is posted in accordance with Title 5, Chapter 551 and 552, Government Code, is as follows: Meeting scheduled for Mondays: 5:00 PM previous Tuesday THIS REQUEST RECEIVED BY: THIS RQUEST RECEIVED ON: @ .M. All Agenda Requests will be screened by the County Judge's Office to determine if adequate information has been prepared for the Court's formal consideration and action at time of Court Meetings. Your cooperation will be appreciated and contribute towards your request being addressed at the earliest opportunity. See Agenda Request Rules Adopted by Commissioners' Court. Make sure any and all back up material is attached to this form. L aw Enforcement Fitness ;. • Fitness - Wellness And Injury Prevention TAC: Online Resources - County Magazine Page 1 ofi Home I Login 1 Site Index 1 Search TEXAS ASSOCIATION of COUNTIES • I Member Services Education I Online Resources I About Texas Counties I About TAC I Online Resources County Data - County News Laws and Codes Legal Resources Legislative County Magazine Library Periodicals ® Back to Contents County Magazine: - Archives March / April 2010 County Issues Volume 22, Number 2 TACNews Fit For Duty Helpful Publications and Forms By Maria Sprow 1►. New to Office j What's New Workshop discusses importance of officer fitness programs HIPAA Policies & Procedures When Texas Association of counties Law Enforcement ► Medicare D Specialists Carmella Jones and James MacMillan took on the task of examining why county law enforcement officers were PriPmml getting hurt on the job, they noticed some startling trends: many of the injuries happened because an officer was physically out -of- shape, and many could probably have been prevented had the officer exercised some advanced verbal and nonverbal communication skills. In fact, the review, which looked at workers' compensation claims filed from Aug. 1, 2008 though Sept. 30, 2009, found 011W that physical condition is the most common contributing factor behind law enforcement officer injuries. • TAC had been teaching deputies and jailers verbal communication skills for years. But its training had never addressed officer health, despite its team of specialists noticing that many of the officers and jailers they had been training weren't in the best of shapes. And it wasn't the veteran officers they had been working with; officers were out -of -shape coming into the job. That meant that not only were the officers probably not experienced enough to properly diffuse a combative situation through verbal techniques, but that if they found themselves in a combative situation, they were more likely to become hurt or injured, or be unable to help physically. After the review, Jones and MacMillan — both former county sheriffs who still feel a responsibility for those they help train — felt it was time to stop tip toeing around the problem. They n vir devised a training program to address officer health head -on, hoping that more sheriff and constable offices would begin fitness programs in their counties. The program became part of TACs regional officer safety workshops, which also included sections on self - defense tactics and verbal communication techniques, both of which TAC law enforcement specialists believe must be practiced regularly in order to ensure that when a real situation pops up, officers aren't rusty. "What are you more likely to get into, a fight or a 011110 shoot out? A fight. But how many times in your agency do you practice self - defense? Every time you get in a fight," MacMillan said. F The combined safety workshops were held around the state in January and February. More than 695 officers have attended https: / /www. county. org /resources/libr /county _ mag /county /222 /fitforduty.asp 08/13/2010 TAC: Online Resources - County Magazine Page 2 of 6 the workshops, and one last class will be held April 6 in Borger due to a weather cancellation. "There are things you wish you had done more of.... I wish I had taken better care of myself. I wish I had promoted health and wellness earlier," Jones said. "Maybe this is making up for it, maybe rectifying the situation — a chance to make it right.' Jones is worried that the program has been met with a sort of quiet resistance; few people want to admit when their health and lifestyle may keep them from being fit for duty. But poor physical health isn't just contributing to officer injuries. While gunfire and vehicular crashes are the leading causes of death for officers, the connection between poor physical health and officer fatalities is alarming. Tragically, six Texas county law enforcement officers died last year while on duty, according to the Officer Down Memorial Page, a non -profit organization dedicated to honoring fallen officers. Two died from automobile accidents and one from gunfire. Another officer, just 37 years old, died after experiencing shortness of breath and dizziness during a special team tryout exercise. The other two, both just 51 years old, died of heart attacks. The first had been running for five minutes for a training exercise and was participating in a "simulated fight" when he collapsed; he died two days later. The final officer died while conducting night qualifications at his department's shooting range. "People aren't happy hearing this message," Jones said, adding that the TAC specialists can do an analysis of injuries happening in any singular county as well, if so requested. "But we've got to keep talking about it." "Getting hurt is not part of the job" TAC's review of law enforcement injuries wasn't a one -tier process. A quick analysis of law enforcement workers' compensation claims revealed common safety concerns that directly cause injuries: fights (33 percent); slips, trips and falls (17 percent); strains and sprains (13 percent), exposure to a needle, communicable disease, biohazard material, debris, animal bite, chemical or fluid (13 percent); getting cut, caught in a door or struck by an object (12 percent); and automobile crashes (11 percent). On that most basic level, poor health is the direct cause of just 1 percent of officer injuries. "One factor became very clear during this process: an officer can get seriously injured just doing their job," said Bell County Sergeant John Thomas, who helped present TAC's officer safety training program, adding that staying alive should always be an officer's primary concern. "Getting hurt is not part of the job." To decrease injuries, TAC's law enforcement specialists knew it wouldn't be enough to try and simply say "avoid fights." They were interested in a deeper analysis; they wanted to determine the situations that caused the fights and the injuries from those fights, the situations that caused the sprains and strains, what caused the automobile crashes and injuries. What they found was that some of the underlying causes to injuries are well -known — slipping because of spilt water in the jail hallway — and can be address through simple policies, such as no running in the jail. Other underlying causes Included things like complacency to the rules, lack of personal protective equipment, horseplay or carelessness, inattention and distraction, and general inexperience. Those Injuries are all preventable through training and diligence over time; for instance, one jailer, said T AC Law Enforcement Specialist Steve Chalender, had been so experienced with danger inherent in jail doors opening and closing that, when she tried to make an elevator wait for him to enter one day, she kept pulling her hand back. "Her brain was trying to do the social thing, but her body wouldn't let her.... Her body could not let her do something, because it knew better," he said. "That's the kind of thing you learn over a period of time.' But they also found one cause of injury that doesn't naturally get better over time: poor physical condition. And it wasn't an underlying cause in just a few injuries, but in 60 percent of the workers' compensation claims filed during the 14 -month period. Officers were getting injured because their partners and fellow jailers were too out of shape to help in an escalating emergency. They were getting injured because inmates and suspects were working out and physically stronger. And they were getting injured https: / /www. county. org /resources/library/county mag/county /222 /fitforduty.asp 08/13/2010 TAC: Online Resources - County Magazine Page 3 of because their bodies were so out of shape that ankles were sprained simply from stepping out of patrol cars and walking. • "Some of us might be in good enough shape to run from here to that doorway and then engage an inmate and take them to the ground. But have you ever had someone show up to help you and then have them lean up on the doorway, out -of- breath ?" MacMillan asked deputies during the workshops. 'We aren't being harsh on the officers. We were looking at more than 2,000 claims and a good number of them, they weren't people slipping on Ice. They were, someone stood up and hurt their back. T o me, that means someone's physical condition is not what it should be." The solution, TAC specialists feel, is for sheriffs, jail administrators and other department leaders to begin promoting volunteer physical fitness wellness programs for themselves and their staffs, though creating one that is effective is more complicated than it sounds. Currently, it's unknown whether any county in the state has a mandatory fitness program for officers. However, the Legislature did pass a bill in 2007 that required the Department of Public Safety and other state law enforcement agencies to give officers individual fitness goals relative to their age and sex and provide incentives for officers who participated in meeting those goals. According to House Bill 2730, 'each law enforcement agency shall adopt physical fitness standards that a law enforcement officer must meet to continue employment with the agency as a law enforcement officer. The standards as applied to an officer must directly relate to the officer's job duties. A law enforcement agency shall use the services of a consultant to aid the agency in developing the standards." Certain officers can be exempt from the requirement 'based on the facts and circumstances of the individual case, including whether an officer was injured in the line of duty." MacMillan said he hopes that county departments and their officers will voluntarily follow suit and create similar programs or that the state will mandate sheriffs and constables to do it based off the success of their program, though it has yet to be determined whether county deputies or jailers would have the same physical fitness requirements as a DPS officer. For a county to implement a mandatory fitness program, It's recommended that the agency conduct a validation study to document why the physical fitness level is needed for each job- related duty, in case an officer decides to protest the new requirement in court. The Cooper Institute, an organization out of Dallas helps agencies develop law enforcement fitness programs, has a variety of information available on how and where to set the fitness standards and how to complete a validation study. A voluntary program, MacMililan said, would not need a validation study. "Agencies right now are doing a volunteer type program that they are making available where twice a year they meet up at the track and do fitness tests," he said. 'You just give them something to shoot for, a target, but there is no punishment if they don't meet those standards." However, a strong voluntary program would still ask that officers set individual fitness goals after a complete medical screening and a fitness and nutrition assessment; the agency could have a consultant or on -staff doctor conduct the assessments, or staff could be encouraged to do it on their own. It would also indude a task -by -task physical needs assessment of the essential job functions; the physical needs can be included In each position's description for hiring and human resource purposes. 'You need to evaluate whether you are in good enough shape to protect yourself and to protect your coworkers," MacMillan said. "That's all we mean by physical fitness." The final step to any fitness program is adherence and commitment to the prescribed exercise and step nutrition guidelines. Officers who have undergone physical fitness regimes under their own terms haven't necessarily hit the gym every day to meet those goals, despite dealing with problems including obesity and diabetes. One jailer lost 125 pounds by changing his lifestyle to indude more walking and eventually cyding; he started by taking a short walk to the corner closest to his home, then extending the walk every day. 'Fitness goals don't have to be huge accomplishments," MacMillan said. 'You can build hops: / /www. county. org / resources / library/county mag /county /222/fitforduty.asp 08/13/2010 TAC: Online Resources - County Magazine Page 4 of 6 a little at a time." Though creating a strong fitness program for officers may cost time and money, the safety trainers all stressed that the benefits are just as real. Public safety will increase, the department's reputation with the public will most likely improve, workers' compensation claims will likely decrease and employee morale will boost. "Protect yourself and your coworkers. Otherwise you'll suffer a loss of property, injury to officers or loss of lives," Thomas said. "We're in a business where we can't afford to lose. We can pay the ultimate price for the lack of fitness." Defensive Countermeasures While a law enforcement officer's job is sometimes dangerous - and certainly more dangerous than the average job - and though officers may expect to someday be injured while protecting the public, Thomas said officers need to realize that most Injuries, though understandable, are also preventable. Strong communication and defense skills can help deputies and jailers diffuse potentially dangerous situations. "Getting hurt is not part of the job," Thomas said, adding that younger or more inexperienced officers are more likely to be Injured during a fight because they are less likely to prevent the fight from happening. "The older you get, the less attractive fighting becomes.' During the safety training workshops, the law enforcement specialists asked officers to participate in some mock situations that commonly arise in jails, such as a deputy having to get a group of rowdy inmates to clean their cell. Some of the volunteers had a hard time finding the words necessary to get through the exercise without some help. °Successful officers are good communicators," Thomas explained during one round of the exercise. "Communication involves many layers of giving and receiving messages." TAC Training Consultant Mark Warren, a former Texas Department of Public Safety officer who has studied communication techniques, offered some advice on how to get more impact from words and other communication tools, such as posture, tone of voice, vocabulary and viewpoint. He also offered advice on how to assess the changes In non - verbal cues others are sending, so that officers can better tell when an arrested person or inmate may be on his or her way to becoming violent. "Posture changes, however subtle or however bold, indicate a person's clock has started ticking," Warren said. "Watch people and how they touch their face because the higher up on their face they touch, the more stress a person is under." The advice is based on the idea that human beings, like animals, have two basic responses that kick In when a person finds themselves in trouble or in a stressful situation: they become confrontational, like an animal ready to fight, or they retreat, like an animal in flight. "We create a new person or identity within us in order to help us cope with perceived stress, pressure or attack," Warren explained, adding that both fight and flight "are dangerous.' Fortunately, there's also a more advanced response option: what some experts call "professional face," or an outward performance In which someone avoids becoming overly outwardly confrontational or emotional, even if they are intemally distressed. Behavioral experts classify these three reactions as "parent," "child" and "adult," respectively. Each reaction is actually an ego defense mechanism that can be disengaged if handled properly from the outset. "Adult" behavior, Warren said, has some key Identifying characteristics that help during a conflict, whether having to say `no' to an inmate's request or when attempting to get someone else to change their behavior. Rather than reacting based on their own desires or concems, people skilled in verbal diffusing techniques will voice empathy and often use more connecting pronouns, like us, we and our. They also use calming and non - threatening postures — open hands, nodding — rather than defensive postures or those that show a breakdown in communication. As a result, they come across as more objective and responsive. "If there is a secret to success in conflict resolution, it is to treat the other person as an adult, even when — and especially when — they don't deserve to be treated like https:// www .county.org/resources/library/ county _mag /county/222 /fitforduty.asp 08/13/2010 TAC: Online Resources- County Magazine Page 5 of one,' Warren said. • Those reacting as a parent or child, on the other hand, often use antagonizing words and dramatic postures, and allude to what they want out of the other person, for their own gain. "It's the attitude that can put a stinger in your words and may cause people to react negatively," Warren said. "To convey the message correctly, you've got to get all three of these right: face, body language and word choices.' Trainers said it's also a good idea to ask as many open -ended questions as possible when trying to diffuse a situation or understand the other person's state of mind. "Maintain personal safety and professionalism," Warren said, adding that the goal of a deputy or jailer is never to start a fight, but to maintain peace. 'Never lose focus on your mission.' Additionally, the TAC law enforcement specialists recommended that jail staff be flexible when it comes to enforcing certain restrictions, and that they use privileges to keep Inmates from wanting to escalate situations. As an example, Chalender described a situation in which the rules may state that the television is supposed to be tumed off at a certain hour, but the inmates are watching a late basketball game. Instead of tuming off the TV, which could be upsetting and antagonizing, the policy should be flexible enough to allow the jail administrator to plan for the game in advance, perhaps by asking the inmates to sign an agreement the week before that if there aren't any behavioral issues during the week, the inmates will get to watch the entire game. We have guys that are rules, rules, rules," Chalender said, though he also stressed that referencing jail policies and possible disciplinary repercussions is a strong tool for preventing inmate's bad behavior from getting worse. The key is to give inmates a choice between a good outcome and a bad outcome, without saying something derogatory or being overly authoritarian. "Is it really your jail? How many officers do you have to how many inmates ?" he added. Of course, sometimes fights happen before an officer can arrive, and it's difficult to diffuse all situations verbally. According to the TAC analysis of injuries, 46 percent of the workers' compensation claims filed as the result of fights were from assaults, defined as a situation where an inmate or suspect attacked an officer. (Of the rest, 23 percent happened while a person was resisting an officer and 29 percent happened while an officer was attempting to restrain a person; two percent were accidents during inmate-on - inmate fights where the officer attempted to break up the fight.) If the deputy or jailer isn't as physically fit as an inmate or suspect in question, it's more likely that the person will choose to either attempt to flee or fight. When verbal communication breaks down, officers can keep themselves from becoming injured by reading the other person's non - verbal waming signs, properly assessing the threat involved in a situation practicing and practicing advanced self- • defense. An officer should notice when an Inmate begins repeating questions back or ignores questions instead of answering what's asked; not answering questions could mean the person is overwhelmed or is thinking of an attack plan. An inmate or arrestee whose eyes are darting around could also be trouble; they could be looking for an escape route or for help. Physical crowding, sudden cooperation, exaggerated movements, flexing of the fingers, bouncing up and down and arm stretching are other red flags that a person is about to become physically violent. Bell County Jail Administrator Mary Farley, who also helped present the officer safety workshops, had another red flag to add to the list. "We had an individual that was upset in the recreation area one time. While he was in recreation, he demanded that he be allowed to go down and use the telephone. One thing lead to another," Farley said. 'You could see him sitting in the recreation area, and he took off his socks and he's wrapping his hand. What is doing? He's getting ready to fight.... You need to take that pre- attack stance or what it is." If officers notice those kinds of warning dues, they can still verbally prevent an altercation from taking place. When more than one inmate or arrestee is involved, verbal commands will help separate those who are a danger from those who are not. https: / /www. county. org / resources / library/county mag/county/222 /fitforduty.asp 08/13/2010 TAC: Online Resources-County Magazine Page 6 of 6 "Many times I've seen something happen because somebody didn't take charge or there were too many chiefs," Farley said. "When people get hurt, it hurts all of us. You don't want to call somebody and tell them `your mother got hurt on the job.'" But when waming clues are missed, it's time for self - defense: Doing whatever is necessary to get away from the danger, whether it's twisting the person's wrist up, down or to the outside to gain control or disengaging and finding cover. The mission then is simply ensuring safety and survival. "We're not trying to take away the power to do your job, but to give you the power to do your job safely, or more safely," Thomas said. Home 1 Contact Us 1 Site Index 1 Privacy Policy I HIPAA Privacy Policy 1 Web Site Compatibility 1 © 2003 Texas Association of Counties https: / /www. county. org / resources /library/county_mag/county /222 /fitforduty.asp 08/13/2010 Police Chief Magazine - View Article Page 1 of 5 . Pol `„_, . ,,_t ' fl l ..:a r i a, f r:i. ^,rr:r -m= n€ imbed to a+ 01 Fit for Duty? The Need for Physical Fitness Programs for Law Enforcement Officers By Sergeant Adrienne Quigley, Arlington County, Virginia, Police Department; and IACP Fellow I t should not be surprising that physical fitness and exercise improve long -term health. Studies have shown that sedentary people have twice the risk of coronary artery disease than active people as well as a higher risk of stroke, colon cancer, and back injuries. Only 22 percent of U.S. adults get at least 30 minutes of light to moderate exercise five or more times a week, and Tess than 10 percent exercise vigorously at-least three times a week. More than 50 percent of deaths in the United States are attributable to these and other lifestyle choices.? Regular physical activity helps to prevent coronary heart disease and assists with weight control. Weight training and strength nd tr th exercises build muscles - and endurance and ;4; - g enhance flexibility, thus 7w ; protecting the body from injury and disability. ,, - }T AB Consistent physical activity o a= has also been shown to reduce blood pressure, blood lipids, and glucose tolerance, thus helping to , prevent hypertension, heart disease, and diabetes. Expending at least 2,000 calories a week in physical activity reduces an individual's risk of dying of any cause by 28 percent. Mortality rates for unfit men were estimated at 64 per 10,000 persons. However, that number drops to 18.6 per 10,000 persons when looking at those that are most fit 3 Being physically fit translates into fewer sick days, disabilities, and injuries — thereby reducing health -care costs. Even though many U.S. citizens are aware of these or similar statistics, the U.S. population in general is not as fit as it should be—and police officers are no exception. In recent years, there has been a reduction in the health and fitness of law enforcement officers across the United States. This lack of fitness makes officers prone to on -duty injuries and illnesses, increases their exposure to liability, and engenders a loss of respect from the community based on their appearance. The Current Danger From 1983 to 1993, a study was conducted by the Cooper Institute for Aerobics Research that randomly sampled approximately 1,700 officers from different law enforcement agencies across the country. The results show that when compared with the general population, officers' average fitness levels are below normal in the areas of aerobic fitness, body fat, and 1 ,M..• um. -- . .,.1 :,.,..1. :..g.....—,.... —,. ...—/—.--.....4....../:— A .... , .1r...74:.........4:,..,. -... -. .1:..._1.._.0__x:_1 0 /1 ^f mill n Police Chief Magazine - View Article Page 2 of 5 abdominal strength and average in upperbody strength and lower -back flexibility. The data show that law enforcement officers are less fit in most areas than at least half of all U.S. citizens despite the fact that the physical demands of their profession require that they be more fit than the average person 4 As a group, law enforcement officers have a greater morbidity and mortality rate than the general public, due mostly to cardiovascular disease, colon cancer, and suicide. Recent studies have shown an annual increase in the frequency and severity of cardiovascular incidences among law enforcement personnel. The risk of having a heart attack doubles with each decade of law enforcement service . Because of this, numerous states have adopted the "heart and lung bill," allowing officers who develop cardiovascular disease to take an early retirement. Furthermore, law enforcement officers suffer more job - related stress than people in other occupations. Many realize that the nature of the profession itself exposes officers to increased levels of stress. Making split-second, lifesaving decisions; facing inherent dangers; working shift work and long hours; and constantly interacting with people who are upset, angry, or uncooperative all take a toll on individuals. Job - related stress is a major health concern for the law enforcement community because it can affect the physical, emotional, and mental well- being of the officers. Stressrelated emotional problems such as divorce, suicide, and alcoholism are prevalent in the law enforcement community. Physically, stress has been linked to cardiovascular disease, hypertension, lower -back pain, and gastrointestinal disorders. However, exercise and physical activity have been shown to reduce stress levels and alleviate some of the pressures officers feel as part of their profession. To determine at what level of health risk an individual may be, a statistical measure called relative risk was developed. Relative risk evaluates the likelihood of dying or developing a particular disease for an individual with an identified risk factor. An average risk would be noted as a relative risk of 1.0. The relative risk for law enforcement for being unfit and inactive is 2.2. This means that unfit and inactive law enforcement officers have a chance of suffering a heart attack 22 times greater than those officers who participate in a physical fitness program. If an officer has a second risk factor, such as smoking, high blood pressure, or high cholesterol, the increased risk rises to 6.6 times.- One study of a major metropolitan police department showed that almost 50 percent of its officers had at least three of the five major risk factors for coronary heart disease: high cholesterol, smoking, obesity, inactivity /poor cardiovascular fitness, or high blood pressure. Because of this, it is not hard to understand why the average life span of an officer after retirement is only two to five years.? A major contributing factor to this phenomenon is the lack of personal and agency fitness and wellness programs. Fitness and Performance In the law enforcement field, fitness also has a direct impact on job performance. Based on job descriptions from agencies across the country, a core list of physical tasks required to perform the duties of a law enforcement officer were identified. The critical tasks —those tasks where poor performance could put officers or the public in jeopardy —were identified as running, climbing, jumping, lifting/carrying, dragging, pushing, and use of force.$ For over 75 percent of police apprehensions, the amount of resistance given by the suspect is described as moderate or strong, and the average amount of time it takes to subdue a subject can vary between 30 seconds and two minutes. For most physical tasks lasting over two minutes, officers use 75-90 percent of their maximum capability . Cardiovascular endurance, anaerobic power, muscular strength, muscular endurance, flexibility, and body composition are all underlying factors in successful job performance. An in -depth study conducted by the U.S. Federal Bureau of Investigation (FBI) in 1997 examined 40 cases of serious assaults against law enforcement officers across the country. The incidents were analyzed through offender and officer interviews and document reviews. Of the 52 officers participating in the study, 47 stated that they were in 'excellent' health at the time of the assault, four reported being in 'better than average" health, and the remaining officer reported 'average' health. Seventy-three percent of the officers were involved in a physical fitness program, the most common of which were running and weightlifting. Repeatedly, officers credited their fitness level with aiding them in their survival) http : / /www.policechiefmagazine.org/ magazine /index.cfin ?fuseaction=print display &articl... 8/13/2010 Police Chief Magazine - View Article Page 3 of 5 Physical fitness can also protect officers from becoming victims. In the numerous offender interviews conducted by the FBI over the course of the past 10 years, it was teamed that offenders typically size up their victims when deckling what they are going to do. Many had difficulty identifying a particular trait or mannerism that made them pick or not pick a particular officer, but they did articulate that the deciding factor was whether or not they felt they could 'take them.* If officers appeared fit and conducted themselves in a professional manner, offenders hesitated; however, when officers were perceived as potential targets, offenders capitalized on the situation. Officers need to be cognizant of the image they convey and recognize that their appearance and demeanor in uniform is a primary factor in how others will perceive them. Cost of the Least At National accident, injury, and illness data have shown that 20 percent of the average law enforcement agency's workforce is responsible for 80 percent of the cost of the accidents. The small percentage of least -fit officers is responsible for the majority of the compensable injuries. Various law enforcement agencies calculated the average cost of an in- service heart attack to be between $400,000 and $700,000. Heart disease accounts for 20-50 percent of all early retirements, and back problems account for another 15-35 percent. Lack of physical activity is one major contributor to both conditions. One study tabs the cost of early disability at 165 percent of an officer's salary. Establishing Fitness and Wellness Programs Due to the alarming health data and the steady decline in the wellness of U.S. citizens, a task force was created by various taw enforcement organizations to establish a model health and fitness program that would be voluntary. Unfortunately, even with a large publicity campaign, the program was not supported by the majority of law enforcement agencies across the country. The state of North•Carolina was one of the few jurisdictions that recognized the dire need for intervention in the area of health and fitness and approved funding for seven agencies to participate in a pilot study. The data show improvements across the board in overall fitness. Significant cardiovascular and strength improvements were noted, and several participants were even able to stop taking medication for diabetes and hypertension because of their weight loss. The participating agencies reported a 25 percent increase in productivity through a variety of factors: reduced absenteeism, reduced tumover rate, reduced accidents, and reduced worker's compensation claims. Research has shown that for every one dollar invested into fitness and wellness programs, the return ranges from two to five dollars. A total fitness and wellness program provides benefits to participants as well as to the agency that establishes such a program. Officers stand to profit from an improved ability to perform job functions, reduced stress, and better physical and psychological preparation. Agencies stand to benefit in terms of efficiency as well as fiscally. Officers are less likely to be injured or retire on disability, thus reducing the costs of disability payments and the hiring and training of new employees. Studies analyzing the civilian workforce show that active employees demonstrated greater productivity. Based on this theory, the performance ratings of fit and unfit officers were examined, and it was teamed that the more fit and active officers received higher ratings on their performance evaluations than their less fit and inactive peers. In addition to this, officers that are more fit and active have 40-70 percent less absenteeism than Tess -fit officers)- Agencies that utilize proactive fitness and wellness programs are considered preferred risks by state municipal league self- insured pooling organizations, and incentive programs have been established to encourage more participation. By implementing an exercise program, agencies also reduce their liability by ensuring that officers are prepared to handle tasks while controlling the possible risks and their associated costs. Failure to provide fitness and wellness training can open an agency to unnecessary liability, especially in cases alleging excessive force. In the case of Parker v. District of Columbia, the arresting officer was accused of using excessive force to effect an arrest of a combative subject. The officer's lack of physical fitness and inability to use defensive tactics or lesslethal options resulted in his discharging his firearm, rendering the suspect a paraplegic. The D.C. Metropolitan Police Department was found to be deliberately indifferent to the physical training needs of its officers, and the plaintiff was awarded a substantial sum of money. La.. II _.___ 1• 1 • n I.. _ _ • .I• . . 1 . _r AL. .. • _ _ • .. 1• 1 n 1 !1 /In /Isn1 Police Chief Magazine - View Article Page 4 of 5 A total fitness program incorporates the development of good lifestyle habits, including regular exercise, good nutrition, weight management, stress management, and substance abuse prevention. Such a program must be supported by an agency's administrators for it to be successful. Fitness and health programs are believed to increase employee loyalty, improve morale, and decrease tumover. More importantly, employees benefit from improved quality of life and health while reducing employeerelated accidents, injuries, and illnesses, thus reducing operating costs. There is a recent trend within the law enforcement community to recognize the importance of fitness as it relates to job performance, officer safety, and wellness. Several agencies have initiated incentive programs for officers to encourage participation and improve health. Fitness and Officer Safety There has been a long- standing belief that deaths in the line of duty are unacceptable, and law enforcement professionals have done everything they can to reduce them. This philosophy should also extend to officer injuries. Law enforcement leaders cannot accept the proposition that accidents or injuries are a reality of the law enforcement profession. The only acceptable belief is zero officers killed or injured. Studies have shown repeatedly that physical fitness has a direct impact on reducing injuries and improving personal well -being as well as work performance. There needs to be a national push to increase the development and participation in fitness and health programs by law enforcement agencies to protect officers and save lives. At the 2006 annual IACP conference, a resolution recognizing the importance of law enforcement fitness and wellness programs was adopted. The IACP commends the development of fitness programs utilizing activities generally performed by police officers and encourages the adoption of career -long fitness and wellness standards by law enforcement agencies. ? Notes: J. E. Smith Jr. and G. Gregory Tooker, 'Health and Fitness in Law Enforcement: A Voluntary Model Program Response to a Critical Issue, CALEA Update, no. 87 (February 2005): 28, http: //www.calea.org/Online /newsletter /No87/healthfitness.htm (accessed April 29, 2008). ZThomas R. Collingwood et al., 'Why Officers Need to Be Fit; chap. 1 in Fit Force Administrators Guide (Champaign, Illinois: Human IGnetics, 1998), 5. 3 Ibid., 13. 4 Ibid., 8. 5 Ibid., 10. ¢1tid., 41. Smith and Tooker, 'Health and Fitness in Law Enforcement,' 28. BCollingwood, "Why Officers Need to Be Fit, 3. 2 Ibid., 4. "Anthony — J. Pinizzotto, Edward F. Davis, and Charles E. Miller III, In the Line of Fire (Washington, D.C.: U.S. Department of Justice, Federal Bureau of Investigation, 1997), 14. 11 Anthony J. Pinizzotto and Edward F. Davis, 'Offender's Perceptual Shorthand: What Messages Are Law Enforcement Officers Sending to Offenders? FBI Law Enforcement Bulletin 68, no. 6 (June 1999): 1, http: //www.fbi.gov/ publications /leb /1999/jun991eb.pdf (accessed April 29, 2008). 12S mith and Tooker, 'Health and Fitness in Law Enforcement; 28. Ibid. 14 . Gregory Tooker and David D. Cashwell, 'Revisiting the Fitness and Health in Law Enforcement Model Program; CALEA Update, no. 96 (February 2008): 23. Smith and Tooker, 'Health and Fitness in Law Enforcement; 28. - v. District of Columbia, 850 F.2d 708 (D.C. Cir. 1988). Top From The Police Chief, vol. LXXV, no. 6, June 2008. Copyright held by the International Association of Chiefs of Police, 515 North Washington Street, Alexandria, VA 22314 USA. http : / /www.policechiefmagazine.org/ magazine /index.cfm ?fuseaction=orint display &articl... 8/13/2010 Police Chief Magazine - View Article Page 5 of 5 Retum to Article I send to Mend ®I The official publication of the International Association of Chiefs of Police. The online version of the Police Chief Magazine is possible through a grant from the IACP Foundation. To learn more about the IACP Foundation, dick here. All contents Copyright ® 2003 - 2010 International Association of Chiefs of Police. All Rights Reserved. Copyright and Trademark Notice i Member and Non - Member Supplied Information ( Links Policy 515 North Washington St., Alexandria, VA USA 22314 phone: 703.836.6767 or 1.800.THE IACP fax: 703.836.4543 Created by Matrix Group International, Inc.® / :_ .]_ -_ _1:___1-_-o-_-sr_i oil - inni Goo 48R IIv a G. Commonly Asked Questions • 1 E on COMMON QUESTIONS REGARDING PHYSICAL FITNESS TESTS, STANDARDS AND PROGRAMS FOR PUBLIC SAFETY Common Questions Asked About Fitness For Public Safety The Cooper Institute (CI) has worked with fitness programs in law enforcement, public safety and military since 1976. Over the years, the CI has considered this work as part of its mission to help shape and influence fitness programs throughout the nation. We have seen significant legal, scientific, program and policy changes during these years. Because of our leadership role in. public safety fitness, we constantly get questions regarding these changes. This chapter will address some of the common questions and provide some direction for your agency based upon the most current information available. What departments were doing in the past may have been acceptable at the time of implementation, but new legislation and new validation studies have provided new direction. This section will include specific recommendations that will help your agency move toward implementing fitness tests, standards and programs which help ensure a fit workforce and which are valid and defensible if challenged in court. Please note that the CI does not perform law enforcement fitness testing validation studies at the present time. Rather, we report findings that we receive from other organizations that perform these types of studies. Questions Regarding Fitness Tests, Standards and Programs 1. Why be concerned with fitness? • It relates to the ability of officers to perform essential functions of the job. • It relates to minimizing the risk of excessive force situations. • It relates to minimizing the known health risks associated with the public safety job. • It relates to meeting many legal requirements to avoid litigation and have a defensible position if challenged in court. 2. What constitutes valid and defensible fitness tests, standards and programs? Current legislation requires that fitness tests, standards and programs must be: • job related • scientifically valid A. Requirements for Job Relatedness • A fitness component (or fitness area) must be an underlying factor for performing essential and/or critical physical functions of the job. It must demonstrate construct validity. • A fitness component (or fitness area) must predict who can and who cannot perform the es- sential and/or critical physical functions of the job. It must demonstrate criterion validity. p0 R lArs G _ r 2 • Commonly Asked Questions 9t LA S .IQ' . T$ B. Requirements for Scientific Validity • Fitness tests /standards /programs must have evidence that they are accepted within the field of exercise science as being valid and as meeting the "standard of ordinary care" of The American College of Sports Medicine (ACSM). 1. The fitness tests are accepted as valid measures of the fitness areas (construct validity). 2. The fitness tests must be accurate and reliable measures of the fitness area tested. 3. The fitness standards predict who can and who cannot perform the essential and/or criti- cal physical functions of the job (criterion validity). 4. The fitness programs are defined and implemented according to ACSM guidelines for safe exercise training. 3. Is physical fitness job related and can it be scientifically valid? Yes. Results of several public safety studies consistently show 20 -30 strenuous /critical physi- cal tasks that are job related. These tasks are necessary to perform essential functions of the job. There is ample data to document that physical fitness components are the underlying and pre- dictive factors for performing tasks such as: Sustained Pursuit Aerobic Power Sprints Anaerobic Power Dodging Aerobic /Anaerobic Power/Flexibility Lifting and Carrying Muscular Strength/Muscular Endurance /Anaerobic Power Dragging and Pulling Muscular Strength/Muscular Endurance /Anaerobic Power Pushing Muscular Strength/Muscular Endurance /Anaerobic Power Jumping and Vaulting Anaerobic Power/Leg Power and Strength Crawling Flexibility/Muscular Endurance/Body Fat Composition Use of Force <2 minutes Anaerobic Power/Muscular Strength/Muscular Endurance Use of Force >2 minutes Aerobic Power/Muscular Strength/Muscular Endurance . Questions Regarding Legal Issues 1. What are the legal requirements regarding tests, standards and programs? Tests /standards /programs cannot discriminate against protected classes (females, minorities, handicapped or older adults) as defined by the Civil Rights Acts of 1964 and 1991, the Ameri- cans with Disabilities Act (ADA) and the Age Discrimination in Employment Act (ADEA). However, if job relatedness is established and documented, then the fitness tests, standards and programs can discriminate against anybody. It is important to implement tests /stan- dards /programs that do discriminate between those who can and cannot do the job regard- less of age, gender, race, or handicap condition. © WWW.0OOPERINSTITUTE.ORG LAW ENFORCEMENT FITNESS SPECIALIST 0 o0OR • 47 i OOHS\ , d 5 1 4tAS, 131' 2. What about legal concerns of liability and negligence? There are two levels of legal concern: • The first concern revolves around potential negligence by the agency in the delivery of the fitness tests /standards /programs. The concern here is safety. The agency must docu- ment in writing the policies and procedures that meet the "standard of ordinary care" as demonstrated by following ACSM guidelines. • The second concern revolves around the liability of an agency for not having tests, standards and programs. An agency that does not address the fitness requirements and needs of officers is susceptible to litigation for the following: a. Negligent hiring: failure to hire applicants who are fit to do the job. b. Negligent training: failure to train recruits and incumbents so that they are physically capable of doing the job. c. Negligent supervision: failure to supervise incumbents to ensure that they can meet the physical demands of the job. d. Negligent retention: failure to reassign officers who cannot meet the physical de- mands of the job. — Note: There has been one court case (Parker vs Washington, DC Police Department 1988) in which the agency was found negligent for not requiring a physical fitness program for officers. 3. Are the Cooper tests and norms defensible in court? • The Cooper tests have - scientific evidence for having construct and criterion validity as measuring job related factors and are defensible. • The Cooper norms are scientifically valid norms based on general population and law enforcement samples and they are a representative cross - section of fitness levels among those populations. • Absolute cutpoints (single standard for all) for the Cooper tests have been found to be job related and defensible if validated for a specific agency. • Using percentile rankings of the Cooper norms for standards is not as defensible. The percentile rankings do not predict the ability to do the job and do not demonstrate crite- rion validity as well as using absolute cutpoints. oo? BR IN Co .tit rj, 4 • Commonly Asked Questions x C� ` a HQ Questions Regarding the Fitness Tests 1. What fitness test battery accurately measures the underlying fitness areas? Aerobic Capacity (Cardiorespiratory) 1.5 Mile Run * ** Anaerobic Power (Sprinting Ability) 300 Meter Run * ** Anaerobic Power (Explosive Leg Strength) Vertical Jump * ** Muscular Strength (Upper Body) 1RM Bench Press * ** Muscular Endurance (Upper Body) 1Minute Push Ups ** Muscular Endurance (Core Body) 1 Minute Sit Ups ** Muscular Strength (Lower Body) 1RM Leg Press* Flexibility (Lower Back and Hamstrings) Sit and Reach* Body Composition (Percent Body Fat) % Fat (caliper /underwater weighing/impedance)* * ** Is highly predictive of performing job tasks in all cases ** Is predictive of performing job tasks in most cases * Is not predictive or is predictive in only a few cases 2. What does The Cooper Institute recommend as a fitness battery? The fitness test battery should contain only those items that measure both the underlying fitness components (they have construct validity) and predictive fitness components (they have criterion validity). The tests applied must have the validity to predict an officer's ability to perform essen- tial and critical physically demanding tasks regardless of age, gender or handicap condition. The Cooper Institute Recommended Fitness Test Battery 1.5 Mile Run 300 Meter Run Vertical Jump 1RM Bench Press and /or 1 Minute Push Up 1 Minute Sit Up 3. What about testing for body fat and flexibility? These two fitness components do not function as significant predictors of a person's ability to perform essential tasks in public safety work. It is suggested that you continue testing for flex- ibility to prevent injuries and to maintain good posture and muscle balance, but not use flexibility testing as a standards qualification for selection, training or maintenance. Also, as long as aerobic power and strength are measured, a body fat measure is not needed. It does not provide any addi- tional information about the ability to do the job and it is a "red flag" for potential ADA litigation (as a handicapping condition). Body fat measurement can be provided as feedback to be factored into an appearance evaluation within an academy setting or for an incumbent performance re- view, but it should not be used as a "stand alone" fitness standard. © WWW.000PERINSTITUTE.ORG LAW ENFORCEMENT FITNESS SPECIALIST 0 4E G o R _ IN • x if' Commonly Asked Questions • 5 0 !_% t, 944.4 s. TB� 4. What about using the leg press test? The ability of the leg press test to predict an officer's job performance was marginal in some studies and not present in others. There is an additional problem in using the leg press test be- cause there is considerable variability among leg press machines. The vertical jump was clearly predictive and this is the test we now recommend. 5. What is an alternative to the 1.5 mile run? The 12 minute run test is an accurate measure of aerobic capacity and can be substituted for the 1.5 mile run. If the officer is permanently disabled and not able to run, there should be a review to determine if the officer is able to continue serving in a position if it requires running as an es- sential task. On a temporary basis, however, we recommend using either the maximum Schwinn Air -Dyne test or the maximal treadmill exercise test as an alternative to the 1.5 mile run for man- datory programs. The one mile walk test with heart rate monitor can also be used on a temporary basis. However, like any other fitness test, the mile walk is only valid if the individual puts forth a maximal effort during the entire test. 6. What about changing how a test is delivered such as copping the ears or crossing the hands over the chest for the sit up test? The validity and accuracy of any test is compromised if the procedure for administering the test is altered in any way. In other words, if a test protocol is changed, the test results are invalid. All test protocols must be followed exactly in the same manner that was used to establish the norms. The sit up test protocol requires the person to interlock the fingers and place them behind the head. However, the trainee should be instructed not to pull on the neck and should be monitored during the test. There is no data that demonstrates that individuals are injured during the sit up test when proper screening and test protocols are followed. 7. Should the bench press and the push up tests be administered? The bench press test is a measure of muscular strength and the push up test is a measure of mus- cular endurance. Both strength tests measure upper body strength, are closely related and func- tion as predictors of job performance. Some departments choose to use the bench press and push ups while others use only one test to measure upper body strength. If both tests are used, do not administer them consecutively. GOo vER /k w 6 • Commonly Asked Questions { G , 00 d 9L 4AS, TS' 8. What can be substituted for the Universal DVR machine? Since the norms were established using the Universal DVR machine, no other weight training machine will be accurate. However, you may test with free weights and use the conversion for- mula (developed by The Cooper Institute) that allows you to use the Universal bench press norm chart. The conversion formulas are as follows: Males: Estimated 1RM Universal = (1.016 x free weight 1RM) + 18.41 Females: Estimated 1RM Universal = (.848 x free weight 1RM) + 21.37 Note: Because males and females differ in terms of amount of lean muscle mass, there are differ- ent equations to convert the bench press scores accurately. The standard, however, for the bench press is the same for males and females. It is similar to determining body fat measures for males and females. The sites for measurement are different but both protocols will result in a body fat measurement accurate for that person. 9. What changes in the test battery can be made if a voluntary program and standards are . applied instead of a mandatory program and standards? If your department has mandatory compliance to standards/programs, then the recommended fit- ness battery should be used and all protocols should be followed exactly. If your program is volun- tary, then you have certain other test options that are available such as a sub -max bike test or a one mile walk test with no heart rate monitor as a cardiorespiratory measure. Although these tests are a little different from the recommendations for a mandatory program, they reflect a good measure- ment of the fitness component. The scores can provide a baseline for training and improvement. The test battery can also include the sit and reach test and percent body fat determination. 10. What about using job task simulation tests? We generally do not recommend job task simulation testing because they are not as accurate and . predictive of physical ability as fitness tests. A job task simulation test battery, sometimes called an obstacle course or agility test, accounts for only 20 -25% of performance of all physical tasks. These tests do not discriminate nor predict well and do not measure fitness. A fitness test battery is far more predictive of an officer's ability to perform essential tasks (accounts for between 50- 90% of physical performance) and is more defensible if challenged in court. If your department chooses to use job task simulation tests, then we recommend that it be used in combination with fitness testing. Agencies should use only job task simulation tests that have been validated in a research study. Some departments are using the job task simulation as a "back up" test to ensure that the recruit who could not pass the fitness assessment for academy exit can do the essential tasks of the job. Likewise, if the incumbent officer cannot pass the fitness assessment, then the job task simulation test can serve as a "back up." © WWW.0OOPERINSTITUTE.ORG LAW ENFORCEMENT FITNESS SPECIALIST 00 0 0R11 4 , 14 • ` ° Commonly Asked Questions • 7 Eon d rte= 5 944 S, Z$�� Questions Regarding Fitness Standards 1. Are age and gender standards acceptable for mandatory programs? Not according to the Civil Rights Act of 1991. Section 106 of this law addresses the issue of Same Job =Same Standard: "It shall be unlawful employment practice for a respondent, in the connection with the selection of referral of applicants or candidates for employment or promotion, to adjust the scores of, use different cutoff scores for, or otherwise alter the results of, employment related tests on the basis of race, color, religion, sex or national origin" We at the Cooper Institute are fitness experts, not legal experts. However, in our opinion it would appear that the use of age and gender standards are in conflict with this law if applied as mandatory standards for selection (academy entrance), completion of training (academy exit) or maintenance programs for incumbents. The age and gender based norms were commonly used in the past to set standards because there - was no data to suggest a single standard cutpoint (absolute standard). Likewise, agencies and the court accepted age and gender based norms because they did appear reasonable and they minimized adverse impact against protected classes. However, with a required emphasis on job - relatedness brought about by the Civil Rights Act of 1991 and the ADA, the age and gender based norms may not be as defensible in court as they were in past years. 2. What standards are recommended? If the goal of your agency is to be in compliance with the Civil Rights Act of 1991, absolute standards (single cutpoints for everyone) are recommended. Same job =Same standard makes sense to most people. However, the use of absolute standards will likely demonstrate adverse impact especially against females. Thus, it is important that the standards be validated and that the test cutpoints predict who can and cannot do the job. Even if adverse impact is shown, if the standards have evidence for their validity, they should be upheld if challenged in court. If the goal of your agency is to promote diversity, then the use of age - gender norms is probably the best approach. Although the use of such norms appears to violate the Civil Rights Act of 1991, these types of norms are much less likely to result in adverse impact against women. However, agencies need to be aware that age - gender norms are not as predictive of the ability to do the job as absolute standards. po? INS G r 8 • Commonly Asked Questions 4, 4 s, - Summary of Validation Studies The affiliates of The Cooper Institute (Fitness Intervention Technologies and FitForce) have conducted validation studies for over 180 federal, state, and municipal agencies. A summary of those validation studies was reported in Police Chief magazine (Collingwood, Hoffman, and Smith, March 2004, pages 32 -37). The studies defined specific job- related fitness standards for each agency. There was a range of scores defined as standards for the various agencies. In other words, different standards were validated (identified) for each agency. However, the range was not very large. Here is the range of standards recommended for each test for 180 federal, state, and municipal agencies combined: Test Range 1.5 mile run 14:40 - 15:54 min 300 meter run 64.3 - 66.0 sec 1RM bench press raw score 151 -165 lbs 1RM bench press ratio .78 - .84 of body weight Push -up 25 — 34 Sit -up 30 — 38 Vertical Jump 15.5 —16 inches 3. What standards should be applied within an agency? There are three approaches that agencies have applied for setting standards. The approaches vary as to the degree that job relatedness is documented and to the extent that they can be defended. In evaluating the different approaches, it is important to keep in mind that the defensibility of any physical performance standard is dependent upon the degree of documentation (data) that supports the standard as being predictive of performing critical physical job tasks for the specific agency. • Approach 1— Construct /Criterion Validation Study: The most defensible fitness stan- dards are those in which a validation study is performed specifically for an agency. The results of the study should document which specific fitness test cutpoints should be the job standard. Those standards would be the same for academy graduation (recruits) and for maintenance (incumbents). The selection standards into the academy, however, can be set at a score 10% lower than the standard. For example, if 30 sit ups are required for academy exit and for maintenance, then selection standards for entrance into the academy might be 27 sit ups (or 10% lower). A validation study is the most expensive option. © WWW.000PERINSTITUTE.ORG LAW ENFORCEMENT FITNESS SPECIALIST • it' a Commonly Asked Questions • 9 ;' 0 1 14 ZA s, • Approach 2 — Transferability Study: The next most defensible fitness standards are those which have been based on a "commonality study." This study documents that an agency has a strong degree of commonality (or similarity) to an agency (federal, state, or munici- pal) for which there are validated standards. This can be accomplished by doing a com- monality analysis. An evaluation is made by comparing job analysis information and job descriptions. After the study is complete, then the agency simply "adopts" the standards of another agency that has completed a validation study. This approach is less expensive but is also somewhat less defensible. • Approach 3-Applying Another Agency's Absolute Standards: With this approach, an agency applies the standards validated from another agency that is considered a "similar" type department (i.e., a municipal agency adopts another municipal agency's standards). This approach has no cost associated with it because there is no validation study con- ducted to provide cutpoints specific to that agency. Therefore, this approach is the least defensible of the three approaches_ If challenged the agency's only defense is to provide documentation (with data) that the physical demands of the job are essentially the same as the agency whose standards were adopted. Without those data, there is no defensibility. 4. What about using percentile rankings of the fitness norms as standards? No. Several years ago, CI recommended using age and gender norms using the 40th percentile for academy entrance and 50th percentile for academy exit and incumbent standards. Because of leg- islative changes requiring Same Job = Same Standard, CI began recommending a single standard (either the general population norm set or a law enforcement norm set) again using the 40th per- centile for selection and 50th percentile for exit and maintenance. The age and gender norms and single norms represent a ranking of fitness scores from the 99th to the 1 percentile. The percen- tile scores (whether age and gender norms or single norms) have limited validity data for predicting who can and who cannot do the job. Consequently, they pose problems if used as a mandatory standard for selection, training or maintenance. They do not pose a significant legal problem if used to set voluntary standards. • Age and Gender Norm Standards Using Percentile Ranking Advantage: These standards should minimize adverse impact against females and thus avoid potential litigation. In other words, these standards help ensure diversity. Disadvantages: If challenged in court, there is no defense that the percentile rankings used as standards are job related. Furthermore, they are in violation of the Civil Rights Act of 1991. 0 R I N ` s 'T G tit ra 10 • Commonly Asked Questions r a d rte- 5 • Single Norm Standards Using Percentile Ranking Advantage: These standards require the same level of performance regardless of age and gender (Same Job = Same Standard). Disadvantages: These standards will probably demonstrate adverse impact on females and, if challenged, there is limited data to support that the percentile rankings are job re- lated. There is limited data to support that these standards predict capability to do the job. 5. Can an average of scores on the fitness battery be used as standards? No. If fitness test scores are used as mandatory standards, then each test must be treated separate- ly. Each fitness test measures a specific fitness component required by the officer to perform the essential job functions. Therefore, the officer must meet the cutpoint score for each fitness test. For voluntary standards, however, an average score is acceptable. © WWW.000PERINSTITUTE.ORG LAW ENFORCEMENT FITNESS SPECIALIST 0 Lk_ G • H o o r ` S\ ° Commonly Asked Questions • > > Questions Regarding Fitness Programming 1. Should on -duty time be allowed for incumbents to train? Some agencies are allowing three hours a week on -duty time to train. This provision encourages and motivates officers to exercise. Some type of monitoring system is needed to ensure that the officers are using that time for exercise. A court case decision by the Ohio Supreme Court (FOP vs Ohio Highway Patrol, 1983) stated that the agency did not have to provide facilities, equipment or on -duty time for officers to train although the agency had mandatory fitness qualifications. 2. What are the steps to develop and implement a physical fitness program? A good starting place is to send an officer through the Physical Fitness Specialist Certification course conducted by The Cooper Institute. This will prepare the officer to be a fitness coordinator who can set up a testing and training program in the department. Each department will have to make a decision to use age and gender standards, single standards or absolute standards. Advan- tages and disadvantages of each have been delineated in this text. We recommend the absolute standards that are valid and defensible because they are job related and scientifically valid. Next, determine if the program will be voluntary or mandatory compliance or a combination of the two. For example, some agencies have mandatory compliance for academy exit and voluntary programs for incumbents, or mandatory testing but voluntary compliance. Looking toward the future, some agencies will implement mandatory compliance to fitness standards throughout an officer's career because it is the right thing to do to ensure that officers are fzt for duty. Agen- cies must give their officers a fair chance to prepare for the implementation of mandatory fitness standards /programs. Applicant and recruit fitness standards /programs may be implemented at any time. Incumbent fitness standards /programs should be phased in over time. "Grandfathering" of incumbents is not recommended because it undermines the basic premise that physical fitness is job related. CONCLUSION A given agency has the latitude to implement physical fitness testing, standards and programs. No one can legitimately argue that physical fitness is not job related. The key issue and the one necessitating considerable planning, thought, research and effort is what level of physical fitness is required to do the job? In other words, which fitness cutpoints or standards will be chosen and implemented. The standards your agency selects for applicants, recruits and incumbents has legal, scientific and practical issues. The recommendations put forth by The Cooper Institute reflect our judgment as to the legal and scientific validity requirements for tests, standards and programs. However, your department's legal and HR specialists should be included when fitness testing standards and policies are being made. 1m_ 0 OV IIys• T 12 • Commonly Asked Questions C� ` a o � � 91 L9s. IV> Top Ten Physical Fitness Policy Checklist 1. Are the purposes and goals clearly defined? (What do we want to do ?) • The goals are expressed in terms of ensuring the physical performance capabilities of of- ficers. 2. Is the rationale behind the purposes and goals clearly defined? (Why do we need to do it ?) • The rationale is expressed in terms of job relatedness. 3. Has the job related validity for the tests, standards and programs been demonstrated and documented? (Why is it valid and job related ?) • There is documentation from a validation study or process to support the selection of the tests, standards and programs. 4. Are the personnel subject to the policies and programs identified from the top down? (Who needs to do it ?) • Ideally, all sworn personnel are required to meet the policy. 5. Are the personnel responsible for implementing and supervising the program identified? (Who delivers the program and how are they trained, certified and supervised ?) • Ideally, a fitness coordinator has been trained and certified as a Physical Fitness Specialist to implement a fitness program based on the standard of ordinary care according to ACSM. 6. Are the primary fitness components of the program clearly identified and explained? (What is the program ?) • screening • assessment • goal setting • exercise prescription • education • trained leadership 7. Are the operational components of the program clearly defined and explained? (What occurs in the program and which agency operations are affected ?) • There is a detailed process flow chart. • There is a defined officer fitness selection process. — selection testing — selection standards — job descriptions and job announcements © WWW.000PERINSTITUTE.ORG LAW ENFORCEMENT FITNESS SPECIALIST Go 04ER I* • x if' Commonly Asked Questions • 13 d 1 4t4 S. 't$ • There is a defined recruit fitness training curriculum. — academy objectives — entry and exit testing — curriculum — graduation standards • There is a defined incumbent fitness maintenance program. — in- service training and education (meeting ACSM guidelines) — periodic fitness assessment (meeting ACSM guidelines) — standards compliance process and procedures (incentives, progressive sanctions) — personnel performance review system — medical "fit for duty" review — specification of limited duty assignments — remedial programming S. Is the implementation process with timelines defined? (How will the program be phased in ?) 9. Are the organization's responsibilities specified? (What is the expectation of the agency ?) • provision of screening and assessment • provision of education • provision of trained fitness leadership • provision of on -duty time for training, if appropriate • provision of facilities and equipment, if appropriate • record keeping • program evaluation • ensuring job descriptions and officer evaluation reports reflect the need for fitness • supervision of incentive and/or compliance process 10. Are the individual officer's responsibilities defined? (What is the expectation of the officer ?) • acquire and maintain the necessary fitness level • participate in assessment and education/training activities • participate in remedial training as deemed necessary G o?' INs1' 14 • Commonly Asked Questions 04- 71' Aa OPTIONS FOR FITNESS TESTING AND STANDARDS IN LAW ENFORCEMENT Law enforcement, military and other public safety organizations often require their applicants, trainees, and incumbents to maintain a certain level of physical fitness to be "fit for duty." Job - related duties require an individual to be prepared to perform optimally in certain situations with strength, stamina, speed and power. There is no governing body that dictates to organizations how they are to implement fitness tests, choose their fitness standards, or implement their fitness programs. Some organizations have voluntary fitness testing with recommended standards that are not en- forced (voluntary compliance). Other organizations have mandatory compliance for fitness tests and standards, meaning that the individual will not be hired or will be fired if fitness standards are not met or maintained. Still others have mandatory testing but voluntary compliance to fit- ness standards. Furthermore, organizations often differ in fitness requirements for applicants, trainees and in- cumbents. For example, some law enforcement departments require their academy graduates to meet a fitness standard, but the incumbent officer is never tested for fitness again. The Cooper Institute has the opinion that fitness should be maintained throughout an individual's career, if his or her job requires a readiness to respond physically. Currently, there are many approaches that are being used successfully to accomplish this purpose. One of the main concerns, however, is to avoid litigation brought about because of unfair standards or perceived inequalities. The Cooper Institute is committed to providing information to organizations that will help them to select the best approach that is appropriate within their particular setting. Additional informa- tion is included in a paper called, Commonly Asked Questions. This can be found on our website www.cooperinst.org under Fitness in Law Enforcement. Included in this information is a sug- - gested test battery (1.5 mile run, 300 meter run, sit ups, push ups or bench press, and vertical jump) and information on how these tests are job related. In addition, information is included to help you make an informed decision regarding legal risks. There is no foolproof solution to avoid litigation, but we hope to provide you with the pros and cons to each approach. What follows are basic definitions often used to implement fitness tests & standards and a chart to indicate some of the options or scenarios currently used by different organizations: © WWW.000PERINSTITUTE.ORG LAW ENFORCEMENT FITNESS SPECIALIST Go R IJy ry Commonly Asked Questions • 15 9 1LA 5, Definitions • Fitness Norms: a representation of how individuals compare to one another with regard to per- formance on physical fitness tests. The Cooper Institute has one of the largest and most valid data bases in the world with respect to fitness norms for age and gender. Fitness Standards: minimal scores that must be attained on each physical fitness or job task • simulation test to indicate that an individual can perform his/her job. Organizations generally determine which standards they choose to use. Percentile Rankings: a number that tells individuals what percentage of the group scored worse than them. For example, if someone scores at the 40 percentile, then 40% of the group scored worse and 60% of the group scored better. Age & Gender Norms: a representation of how individuals in a specific age and gender group compare to one another with regard to performance on physical fitness tests. Example: a norm chart of Males 20 -29 years old will contain fitness scores for individuals in this age and gender group and indicate if they have scored Superior, Excellent, Good, Fair, Poor or Very Poor and will give percentile rankings for each category as well. Single Norms: use of percentile rankings after all ages and both genders are combined into a single norm (these norms were derived from the Cooper age and gender norms). Absolute Standards: minimal scores or "cutpoints" that have been determined in law enforcement validation studies as the fitness standard that must be attained by everyone regardless of age, gender or handicapping conditions for the person to be considered "fit for duty." Note: Organiza- tions determine absolute standards by three methods: 1) they conduct a "validation study" for their own department; 2) they perform a "transferability study" by comparing their commonali- ties to an organization that has completed a validation study and (if comparable) they adopt or "transfer" those absolute standards; or 3) they informally adopt absolute standards conducted by other organizations if they perceive their organization to be similar in job tasks. Job -Task Simulation: a test that incorporates specific physical tasks that an individual is likely to perform on the job. In law enforcement, such a test might include tasks such as climbing a wall, pushing a vehicle, dragging a dummy, and so on. These tests are often called obstacle courses or agility tests. Some departments develop a test and set a standard while others conduct a formal Job Task Simulation Validation Study.Options for Fitness Tests and Standards OO ?BR I1r G �f�I 'tj 16 • Commonly Asked Questions t t� a 9L ZAS. It. OPTIONS FOR FITNESS TESTS AND STANDARDS Applicant Trainee/Academy Incumbent Fitness 1. Age X Gender 40th* Age X Gender 50t Age X Gender 50 Standards 2. Age X Gender 40t Single 50 * Single 50t * 3. Single 40 Single 50th * Single 50t 4. Age X Gender 40t Absolute ** Absolute ** 5. Absolute ** Absolute ** Absolute ** (10 -15% lower) Job -Task 1. Job Task Job Task Job Task Simulation (same as incumbent) (use fitness tests (use fitness tests for programming) for programming) 2. Job Task Job Task Job Task (10 -15% lower) (use fitness tests (use fitness tests than incumbent for programming) for programming) Fitness & 1. Age X Gender 40th* Single 50t * Single 50th * Job Task (trainability) (Job Task used when (Job Task used when Combinations 50` is not reached) 50 is not reached) 2. Age X Gender 40 * Job Task Job Task (use fitness tests for programming) 3. Absolute** Job Task Job Task (10 -15% lower (use fitness tests (use fitness tests than incumbent) for programming) for programming) 4. Single 40t * Single 50th * Job Task (use fitness tests for programming) 5. Single 40th * Job Task Single 50t 6. Absolute ** Job Task Job Task *Derived from Cooper norms using percentile rankings as the standard * *Absolute standards derived from law enforcement validation studies using Cooper tests Note: Job Task Tests are obstacle - course type of tests that may /may not be validated © WWW.000PERINSTITUTE.ORG LAW ENFORCEMENT FITNESS SPECIALIST 0 6°11 I/ VS Physicd Fitness in Law Enforcement • 3 m t x � H ob S` 9 44A s , ,r$4 Physical Fitness in Law Enforcement 4. I OOt 4 ( x rC 1: ! 144 As. tB +! e obi Objectives • Definition of Physical Fitness • Components of Physical Fitness • Background • The Wellness Continuum • Leading Causes of Death Objectives • Reasons for Disability and Early Retirement • Justification for Fitness • Aerobics Center Longitudinal Study • Dr. Cooper's 12 Recommendations for Improving the Odds G fir. l 4 • Physical Fitness in Law Enforcement M t H OO DS \b° 9l LAs, Ve'r s_ Physical Fitness ; �-,<..- a�_.- �.... _�„�- :— , a _••.e�_a__ - _, -,.e _z. ..ems Physical fitness is defined as the ability to carry out daily tasks with vigor and alertness, without undue fatigue and with ample energy to engage in leisure time pursuits, and to meet the above average physical stresses encountered in emergency situations. ThC imitate Health - Related Components of Physical Fitness •-.hu ?:�.. l: r• f-: a-.:: r1 ...+...yn..::. ... :.<:'Wi.. •.�v'::ic Jl!.Y '. 7 -, - St•, 4.11:7 �.: • Cardiorespiratory fitness ' "= } : �; f 4 =i • Body composition ;, • Flexibility a1 • Absolute strength • Dynamic strength The Cooper b Motor (Skill) - Related Components of Physical Fitness • Coordination • Agility • • Power • Balance • Speed • Accuracy • Reaction Time © WWW.000PERINSTITUTE.ORG LAW ENFORCEMEN" FITNESS SPECIALIST Cl.‘" Illr G 1 • x A G Physical Fitness in law Enforcement • 5 ��ii d ?�= 'LA Z$$ Background • The nature of police work can • contribute to lack of fitness. Why? • Little day - to-day physical activity in jobs • Irregular hours and unpredictable meal schedules = poor nutrition • Stress factors from potential danger, quick switch from inactivity to activity, dealing with people who are upset may lead to overeating, tobacco use, or abusing alcohol tmi _F s a . •OOff� i Background • No national database to comprehensively assess fitness levels of officers • Cooper Institute uses data gathered on over 60,000 Cooper Clinic patients; not a random sample of the population • Can be used as a point of reference when evaluating physical performance - - "?.'�;a �♦e +ear vsia: G 0 0 R Ij r 6 Physical Fitness in Law Enforcement to Y 00 `tl • ?ENNSTATE se? Studies Comparing Law Enforcement Performance • 1992 Penn State Aging Study • Data collected from 5,000 - 10,000 officers in 6 large agencies • Results suggest that officers are below average in aerobic fitness and body fat but somewhat above average in strength and lower -back flexibility The Public Safety Officer Fitness Problem is a Problem of Time Overall Fitness Level 100' m Average Aerican 50% 40% Public Safety 30% Officers 20% 10% 20 30 40 50 60 Age Wellness Wellness is that condition of the human organism which considers its health, disease status and risk potential. rlf IL The Cooper ,as © WWW.000FERINSTITUTE.ORG LAW ENFORCEMENT FITNESS SPECIALIST G G G Y $R I N S e` • • Physicd Fitness in Law Enforcement • 7 d 5 4 t4 s, 1 The Wellness Continuum - Death Optimal Wellness The Cooper boom Determining Where You Fall on The Wellness Continuum • How you feel ra • How you look • Comprehensive physical exam U.S. Health Care Costs Since 1995, U.S. health care costs have exceeded 1 trillion dollars a year! In 2005, U.S. health care costs were estimated to be 1.7 trillion dollars! The Cooper Institute R—yB ./4- ,.0 8 • Physical Fitness in law Enforcement .6 ,......., e., l ..f 4 4s, TV' --:.--- Medical Care System The medical care system in the U.S. has traditionally focused on the treatment of disease. In recent years, prevention of disease has begun to be emphasized more. n.c.„0,..b...... Leading Causes of Death in U.S. Around 1900 , 1 , . , 1•:, , .. , r. VW.i • Diptheria, Pneumonia • Influenza, Dysentery , HEALTH DEPARTMENT : • Whooping cough (pertussis) SCARLET FEVER - - - - • Work related accidents i.... ... ..— . n;a4viira• ......■..".....,...i...... : , - • Scarlet fever "' -- a.....,... ,.. t ..................,...---..7 • Typhoid fever ..., MAUI' WS *mama TIM CUM , . • Smallpox, Tuberculosis • Cardiovascular Disease The CooperSmituk Leading Causes of Death in the U.S. Today (Males) A - Cardiovascular 500 433,825 Disease 400 B - Cancer 288,768 C - Accidents 300 I D - COPD 200 E - Diabetes Mellitus 2 100 • .. 111 • • Source: CDC & ANA. ..' 34 ■ 301 A BCD E The Cooper Institute © WWW.COOPERINSTITUTE.ORG LAW ENFORCEMENT FITNESS SPECIALIST 0413.R rks, o _ r • e Physical Fitness in Law Enforcement • 9 O 11 d - 5 LtA S• .I,Q' Leading Causes of Death in the U.S. Today (Females) 493.623 A - Cardiovascular Disease 500 B - Cancer 400 C -COPD 300 .: - e D — Alzheimer's Disease 200 E — Diabetes Mellitus 100 : 1 S Source: CDC and AHA. 0 • A B C D E The Cooper Institute Prevention In the United States today, approximately 85% of all deaths prior to age 65 are preventable and unnecessary. The Cooper Institute Each Year in the U.S. • 500,000 coronary bypass surgeries = 0- - • 600,000 balloon angioplasties • 1.1 million myocardial infarctions • 700,000 strokes The Coq humane Oo ?ER /A G ••r' ra 1 O • Physicol Fitness in Law Enforcement C�' Z diS, Its o Wit: 5 Major Reasons for Disability and Early Retirement in Public Safety • Cardiovascular disease • Back and other orthopedic problems • Psychological disorders _ C F • "Heart disease is still the biggest killer of cops." — Blue Cross and Blue Shield of New Hampshire Justification for Fitness © WWW.000PERINSTITUTE.ORG LAW ENFORCEMENT FITNESS SPECIALIST G R 1j r x 1 � Physical Fitness in Law Enforcement • 1 1 ra a o ' 9l ZAs, T$ �P • Consistent research findings show link between lifestyle and disease • What you eat, whether you smoke, how much you drink, how you deal with stress, and your physical fitness all have direct bearing on health as well as job performance Mortality Statistics • Increased risk of premature death and special vulnerability for certain diseases • Most studies indicate officers die at earlier ages due to an increased prevalence of suicide, cancer, and cardiovascular disease General Findings in Most Studies • 80% of officers reach scheduled retirement • 14% take early retirement due to medical problems • 6% die while employed as officers amiffsismenewswilftlI yER Ij. G f 12 • Physical Fitness in Law Enforcement p0 � ! G) , ??� ° � E+ C ) \ m . d 5 9 LLAS, It'' Cooper Center Longitudinal Study • Formerly known as the Aerobics Center Longitudinal Study • Ongoing study since 1970; largest of its kind • Cooper Clinic patients undergo a comprehensive preventive medical exam including a maximal treadmill exercise test • All patients are followed over time; many retum for testing on an annual basis • Over 200,000 maximal treadmill exercise tests have been given to 60,000 Cooper Clinic patients since 1970 Cooper Center Longitudinal Study • Moderate to high levels of cardiorespiratory fitness are strongly related to a decreased risk of developing: • Coronary artery disease • Stroke dN1 its ., • Certain cancers "' • Type 2 diabetes .,, , • Hypertension • Metabolic syndrome • Findings have been published in top notch medical joumals 0o- Ta C E r te• PL't LW • Professional groups (IACP, CALEA) and many state peace officer standards and training councils have recognized that fitness and health problems do exist and have proposed policies to counteract. © WWW.COOPERINSTITUTE.ORG LAW ENFORCEMENT FITNESS SPECIALIST GO $R LST Cl '' Physical Fitness in Law Enforcement • 13 • O o 5 • Functions of today's officer require level of fitness better than the average person • Physical fitness is a proven component of law enforcement readiness and one of the officer's prime street encounter survival tools 0 , • The majority of police work is done with a pad, pencil and radio, until the lid comes off and hell breaks loose, at which time the officer may need the physical attributes of an athlete to survive. — Law Enforcement Technology, August 1993 • Studies by IACP and Cooper Institute resulted in specific guidelines for police fitness programs • IACP — the functions of a law enforcement agency require a level of physical fitness not demanded by many other occupations, and fitness requirements should be specified." - Cooper Institute age - gender norms are widely referenced for police fitness testing, but are not based on a random sample of the population O 0?ER Ar_ G 14 • Physical Fitness in Law Enforcement C? OOS` - • . 1LA s, T$ • The Physician and Sports Medicine article by Superko, et al, presented effects of mandatory health screening and physical maintenance for law enforcement officers • 4,480 CHP officers tested every six months for 18 months • Mean systolic BP and resting HR decreased significantly, medical referrals and health - related changes in job status decreased during program • On-the-job injuries and CVD events decreased - FBI studies showed key factor for police survival of shooting was physical fitness • Califomia POST study showed physical conditioning as being significant in reducing police injuries and deaths • Question is not if a physical confrontation will occur on the job — but when For a Lifetime of Good Health • Stop drugs, smoking l �, and chewing tobacco • Limit or eliminate alcohol • Exercise regularly • Eat less animal fat, cholesterol, & sodium J The Insbwie © WWW.000PERINSTITUTE.ORG LAW ENFORCEMENT FITNESS SPECIALIST C Physical Fitness in Law Enforcement • 15 • r �? C `"O S I L 4 S, SB � P For a Lifetime of Good Health • Eat more complex carbohydrates and drink more water !fi '` Achieve and maintain ideal body weight • Take appropriate supplements The Cooper Institute For a Lifetime of Good Health • Fasten seat belts (use car seats or booster seats for young - Y<; children) §; • Limit sunlight exposure or wear a sunblock • Get immunizations' • Obtain good pre -natal health care • Get regular medical check -ups and self exams The Cooper huneee ='r= Objectives • Definition of Physical Fitness • Components of Physical Fitness • Background • The Wellness Continuum • Leading Causes of Death OO yER ij " ;„‘ 16 • Physical Fitness in Law Enforcement to C �6 OOD S\ C3 <4 44,4s, TV:1' = ° Objectives • Reasons for Disability and Early Retirement • Justification for Fitness • Aerobics Center Longitudinal Study • Dr. Cooper's 12 Recommendations for Improving the Odds • Stop Here; the rest of the slides will be covered prior to Fitness Assessment Common Questions Regarding Physical Fitness Testing A +_ © WWW.000PERINSTITUTE.ORG LAW ENFORCEMENT FITNESS SPECIALIST b00 IN• • t � Physical Fitness in Law Enforcement • 17 5 s-4 S, 1$r Objectives • Mandatory vs. Voluntary • How Fitness is Job - Related • The Recommended CI Fitness Testing Battery • Alternative Tests • Modifying Protocols • Policy Checklist What is the Difference Between Mandatory vs. Voluntary Fitness Testing? • Mandatory: Everyone must be tested, and typically there is a standard that must be met • Voluntary: Individuals can choose whether or not they want to be tested, there is no standard that must be met How Does Fitness Relate to My Job? • Relates to legal concems • Relates to performing essential job functions • Relates to minimizing risk of excessive force • Relates to minimizing known health risks 4s 0 ' R iivs 0 T G 1;I�- ' 18 • Physical Fitness in Law Enforcement I ry, y' a It LAS • It' What are Some Legal Requirements Regarding Fitness Testing? • Nondiscrimination -Civil Rights Acts 1964,1991 and ADA and ADEA • Tests, standards & programs can discriminate if job relatedness is established and documented, identifying those who can & can not do - the job What is Negligent Retention? • Keeping individuals on the job who are not capable of performing the physical essential job tasks (or any other essential job tasks). :1d 4K _3I , What Are Some Court Cases Related to Physical Fitness in Law Enforcement? • USA vs. City of Wichita Falls - 1988 Discrimination • Peanick vs USMS — Missouri • Parker vs DC — 1988 • O'Bryan vs. Midland TX Negligence • Agawam MA —1988 • FOP vs Ohio Highway Patrol • Franz vs City of O'Fallon MO — 1995 Faimess • Miami Beach Tactical Officers —1994 • Lanning vs SEPTA -2000 © WWW.COOPERINSTITUTE.ORG LAW ENFORCEMENT FITNESS SPECIALIST too Physical zixs. G x ry ,a Physical Fitness in Law Enforcement • 19 o tr1 • C 9l tA S . What is the CI Fitness Battery .t Recommended for Mandatory Law - ' Enforcement Testing? • Vertical Jump • 1 RM Bench Press • One Minute Sit-up • 300 Meter Run • 1 Minute push up • 1.5 Mile Run We will discuss protocols and perform tests this week The above is the recommended order of tests. Recommended recovery time between tests can be found on page 46 of the Physical Fitness I v Assessment chapter of your manual. • +.' What About Body Fat, Flexibility and Leg Press Testing? • Not strongly predictive in performing essential job tasks; therefore not recommended as a part of a mandatory fitness battery • Can be administered for educational purposes; but no standard should be enforced What are Alternatives to the 1.5 Mile Run for Mandatory Programs? • 12 minute test • Temporary basis: maximal Schwinn Air - Dyne test, maximal treadmill stress test, 1 Mile Walk test with heart rate monitor T el h R� r © WWW.000FERINSTITUTE.ORG LAW ENFORCEMENT FITNESS SPECIALIST O 0 R •INS l 0 20 • Physical Fitness in Law Enforcement r� OO d 4LAS. Vel' Changing /Modifying Fitness Test Protocols � • Validity Issues • Accuracy Issues; • Safety Concerns Improper form invalidates testing results What About Bench Press and/or Push Up Testing? • Absolute Strength: bench press • Dynamic Strength: push -ups Departmental choice whether to do one or both 1-111 -' How Should We Administer Bench Press Testing? • Universal DVR machine • Free weights (use conversion formula on page 19 of Fitness Assessment chapter) © WWW.000PERINSTITUTE.ORG LAW ENFORCEMENT FITNESS SPECIALIST ooY BR 4■5'' G w ra H Physical Fitness in Law Enforcement • 21 ttas, T8� What Are Some Recommended Voluntary Programs Fitness Test Options? • 1 mile walk test with no HR monitor • Sit & reach test • Sub -max bike test • Percent body fat • Modified push -up test • Hand Grip Dynamometer test • Illinois Agility Run Test What is a Job Task Simulation (JTS)? I • This is a series of continuous tests that measure the ability to do certain essential physical job tasks. • JTS has validity, but how do you determine what the passing score should be? • pj 11 ill '° J � e f < Changing Tire cDummy Drag yJ ` Scale Wan Should We Allow Incumbent Physical Fitness Training On -Duty Time? • FOP vs Ohio Highway Patrol, 1983 • Ruling: An agency does not have to provide incumbents with on -duty training time © WWW.000PERINSTITUTE.ORG LAW ENFORCEMENT G ALIST Oo0yER INST x SS • Physical Fitness in Law Enforcement O V O � • 9 L LAS. - What the Cooper Institute Does and Does Not Do: • CI does not perform law enforcement fitness validation studies at the present time • CI does report findings it receives from organizations that perform law enforcement fitness validation studies • CI is a research, education, and training organization; it is not a fitness policy making organization t 4: 4 The choice is yours ... We hope that you choose the program that best prepares your officers to be "Fit for Duty, Fit for Life." CI Recommendations for Developing Department/Academy Fitness Programs • Law Enforcement Fitness Specialist Course • Voluntary or mandatory program? • Academy vs. incumbents • Department decides what standard to use • Transition time LAW ENFORCEM[iNT FITNESS SPECIALIST © WWW.000PERINSTITUTE.ORG G I�rs, I rr Physical Fitness in Law Enforcement • 23 E. 94t AS, IS Policy Checklist 47. • Clear purpose & goals • Clear rationale • Document job related validity • Scope of personnel • Identify implementers & supervisors Policy Checklist • Clearly identify primary fitness components • Clearly define operational components • Define implementation with timelines • Specify organizational responsibilities • Specify individual officer's responsibilities Objectives • Mandatory vs. Voluntary • How Fitness is Job - Related • The Recommended CI Fitness Testing Battery - Alternative Tests • Modifying Protocols - Policy Checklist Oo? IN`TT G .mot- r .A 24 • Physical Fitness in Law Enforcement x OOH S\ < 4 4 tA S , *T 1 © WWW.000PERINSTITUTE.ORG LAW ENFORCEMENT FITNESS SPECIALIST . t mow riarorCe PHYSICAL READINESS SOLUTIONS TRANSPORTABILITY STUDY PROPOSAL Kerr County Sheriffs Department 13 May 2010 Submitted to: Sheriff Rusty Hierholzer Kerr County Sheriffs Department 400 Clearwater Paseo Kerrville, TX 78028 FitForce Th; Inc.! 121 Loring Avenue, Suite 2201 Salem, MA 019701 978.745.3629 'email: info@fitforceinc.com For Our Prospective Clients: Thank you for your interest in FitForcem. This is a brief outline of the transportability study as an option for validating physical readiness standards. Our experience has shaped a firm belief that a validation study and its resultant recommendations are only the beginning, not the end of a long -term project. In order for a given set of standards to be successful, they must be part of a much greater initiative — that is a comprehensive physical ability program. As such, we view the contracting for validation services as the beginning of a relationship between the client and our consultant team. A relationship such as this should be entered judiciously, based on relevant information. Please consider then: Fit Force.' was originally established in 1993 by Human IGnetics Champaign, Illinois. It was acquired in 1998 by Jay Smith. Fit Force was incorporated in the Commonwealth of Massachusetts in 2009. FitForceh" and it's consultant team (Bob Hoffman — Hoffman and Associates, and Tom Collingwood, Ph.D. — Fitness Intervention Techniques) are the nationally recognized leaders in the field of public safety with over 65 person years of experience in developing and implementing physical ability standards and programs within law enforcement. Over the years, the consultant team has conducted over 95 standards validation projects for 215 agencies, more than 30 in the last five years. For those validation studies, job related physical readiness standards for selection, training, and retention were defined with program, staff training and policy recommendations formulated. In addition, members of the consultant team have conducted over four hundred Public Safety Fitness Instructor courses through FitForceTM, the Cooper Institute for Aerobics Research, the International Association of Chiefs of Police, public safety fitness clinics for the President's Council on Physical Fitness and Sports, and Master Fitness Trainer courses for the U.S. Army. Upon review of the enclosed material, please feel free to contact us by telephone at 978.745.3629 or electronically at jav smith()fitforceinc.com and allow us to answer any questions you may have regarding our programs, services, or products. Respectfully Submitted, Jay Smith, President FitForce, Inc. KerrCSD/Proposal/051310 2 • CONSTRUCT /COMPARATIVE VALIDATION WITH A "TRANSPORTABILITY STUDY" This type of validation provides reasonable assurance that the recommended tests and standards are job related. While actual testing of agency personnel is not provided, a comparative analysis of standardized job rating data is made to existing studies conducted by FitForceTM and its associates. DELIVERABLE PRODUCTS 1. A physical readiness test battery that is "job related ". The test battery will be predicative of the ability to perform the essential and critical physical tasks of the job. 2. Minimum physical performance standards for each test item in the battery. These test standards correspond to the minimum level of ability required to perform essential physical tasks. 3. Recommendations for applicant physical performance test standards. 4. Recommendations for the implementation of the standards. 5. Recommendations for the upgrade and delivery of recruit and incumbent physical fitness programming to educate and train personnel to meet the standards. VALIDATION TASKS 1. Review existing tests, standards, programs and any previous job task analysis and validation data. 2. Conduct a job task analysis that focuses on the physical job tasks. 3. Perform a comparative analysis that contrasts the agency job task data to other agency data (from which a criterion validation was performed) is provided. An index of commonality is established to determine which fitness test battery and standards would be appropriate to apply. KerrCSD /ProposaU051310 3 4. Specify the physical fitness tests and standards measuring the underlying fitness areas required to perform the essential physical job tasks - based on the above analysis. 5. Develop recommendations for implementing the physical performance tests and standards. These recommendations address legal issues, administrative issues, procedural, and coordination issues. 6. A Final Report is provided that documents the transportability process and the conclusions. Task and final product(s) of each task 1. Review • Listing and classification of physical tasks and/or fitness areas 2. Job Task Analysis • Listing and narrowing to most important physical tasks, working conditions and fitness areas 3. Comparative analysis • JTA ratings are compared to other agencies • Index of commonality calculated to determine comparable agencies that standards can be used 4. Definition of fitness battery • Selection of fitness tests based on comparative analysis • Specifications of procedures for each test 5. Recommendations • Recommendations generated 6. Final Report • Final Report defined. KerrCSD/ProposaV051 31 0 4 TASKS TO BE PERFORMED BY FITFORCE T " A AND THE KERR COUNTY SHERIFFS DEPARTMENT FitForce Tasks Kerr CSD Tasks 1. Review Provide guidelines for information Provide pertinent data/information collection Review and categorize information 2. Job Task Analysis Facilitate representative sample Provide web -based resource for JTA participates in JTA Provide subject selection guidelines Analyze data 3. Comparative Analysis Compare KCSD results against other agencies 4. Fitness Battery Define test battery Define testing procedures 5. Recommendations Provide guidance on implementation 6. Final Report Make presentation on findings/report KerrCSD/Proposai/05131 0 5 _ • . • In addition to the validation report described above, work on the project would include a day on the ground in Kerrville to include the presentation of the final report to agency and community administration and to review the physical readiness test with agency fitness coordinators. The work described in this proposal is per occupational classification. FitForce is proposing to do the same body of work for two (2) classifications within the Sheriffs Department: the patrol officers (deputies) and the correction officers. The cost for the work proposed herein for two classifications, with all expenses borne by FitForceTM is 25,000.00. This includes reasonable time spent supporting the department in the implementation of the program. This is valid for 90 days. KerrCSD/Proposa1/051 31 0 6 W v ricnivirpi 1 t.VL rit r1rlc o14. rriii Vrr t11V rncr .rlvri1I1C> rage 1 of: SUBCHAPTER J. STANDARDS FOR CERTAIN LAW ENFORCEMENT OFFICERS Sec. 614.171. DEFINITIONS.In this subchapter: (1) "Law enforcement agency" means the Department of Public Safety, Texas Alcoholic Beverage Commission, Texas Department of Criminal Justice, and Parks and Wildlife Department. (2) "Law enforcement officer" means a person who is a commissioned peace officer employed by a law enforcement agency. Added by Acts 2007, 80th Leg., R.S., Ch. 1159, Sec. 13, eff. September 1, 2007. Renumbered from Government Code, Section 614.151 by Acts 2009, 81st Leg., R.S., Ch. 87, Sec. 27.001(41), eff. September 1, 2009. Amended by: Acts 2009, 81st Leg., R.S., Ch. 1146, Sec. 6.04, eff. September 1, 2009. Sec. 614.172. PHYSICAL FITNESS PROGRAMS AND STANDARDS. (a) Each law enforcement agency shall adopt physical fitness programs that a law enforcement officer must participate in and physical fitness standards that a law enforcement officer must meet. The standards as applied to an officer must directly relate to the officer's job duties and shall include individual fitness goals specific to the officer's age and gender. A law enforcement agency shall use the services of a consultant to aid the agency in developing the standards. (a -1) Each law enforcement agency shall adopt a reward policy that provides for reward incentives to officers who participate in the program and meet the standards adopted under Subsection (a). The reward incentives under the policy must be an amount of administrative leave of not more than four days per year. (a -2) An agency may adopt physical readiness standards independent of other law enforcement agencies. (b) Except as provided by Subsection (c), a violation of a standard adopted under Subsection (a) is just cause to discharge an officer or: (1) transfer an officer to a position that is not compensated according to Schedule C of the position classification salary schedule prescribed by the General Appropriations Act; or (2) for a law enforcement officer employed by the Parks and Wildlife Department and compensated according to Schedule B of the position classification salary schedule prescribed by the General Appropriations Act, transfer the officer to a position that does not require the employee to be a http: / /www.statutes.legis. state .tx.us /Docs/GV/htm/GV.614.htm 08/1 3/2010 VV V L1.1 l.d1L11 1 L'1%. V 14'. 1 LAVL" Vl'1 "1 .,1.1 ►7 Ai •L i 11Wi 1" 1V111 L.1�7 1 asG G tn. G commissioned peace officer. (c) A law enforcement agency may exempt a law enforcement officer from participating in a program or meeting a standard under Subsection (a) based • on the facts and circumstances of the individual case, including whether an officer was injured in the line of duty. Added by Acts 2007, 80th Leg., R.S., Ch. 1159, Sec. 13, eff. September 1, 2007. Renumbered from Government Code, Section 614.152 by Acts 2009, 81st Leg., R.S., Ch. 87, Sec. 27.001(41), eff. September 1, 2009. Amended by: Acts 2009, 81st Leg., R.S., Ch. 1146, Sec. 6.05, eff. September 1, 2009. http: / /www.statutes.legis. state .tx.us /Docs/GV/htm/GV.614.htm 08/13/2010 2 • Medicd Screening - — 1. E ^ 14ZAS, 1$1-4 MEDICAL SCREENING Concepts Medical screening is a necessity when dealing with adults. Whether you are working with an individual or a large group, medical screening is the first step in the 5 step process of implementing a successful physical fitness program that maximizes adherence. Screening takes place prior to fitness assessment. Never assume that it is safe for someone to begin an exercise program without screening them first. Medical screening should be a systematic method of data gathering. The objective is not diagnostic, but to determine the risk of exercise: 1. orthopedically 2. cardiovascularly 3. chronologically It should be noted that exercise is a very safe activity for most people, most of the time. However, there are individuals who should not exercise. More on this later. Screening techniques may be sophisticated or practical, depending on the setting (clinical or non - clinical). Most fitness leaders work in a non - clinical setting. 1. Sophisticated 2. Practical • expensive •s inexpensive • time consuming • time efficient • more valid • a bit less valid What are some examples of each? - Upon completing medical screening, one of two outcomes is determined: 1. The client is cleared for fitness testing. 2. The client is referred to their physician for further screening and/or clearance. The role of the personal trainer (or fitness leader) in medical screening 1. Gather information from clients and review their risk status. 2. Educate people about their risk factors. 3. Refer high risk/symptomatic people to their physician. The personal trainer or fitness leader should never attempt to diagnose disease. Only a -- licensed physician is qualified to diagnose disease. G k IN ST r r - 7 G Medical Screening • 9 o= 5 9 ezAs' •si= SCREENING LEVELS LEVEL 1 medical history questionnaire PAR -Q, informed consent body composition, waist circumference HIGH RISK INDICATORS* resting blood pressure 1. personal history of cardiovascular resting heart rate disease blood analysis - 2. tobacco use i N. 3. hypertension ( >140/90 mm Hg) or on medical exam ' antihypertensive meds • stress test 4. hyperlipidemia (abnormal cholesterol): total cholesterol �200mg /dl LEVEL 2 or LDL 2130 mg /dl 3 min to step test or HDL <40 mg /dl 5 . family history starter program 6. prediabetes or diabetes FIT ESS ASSESSMENT 7. sedentary lifestyle 1.5 mile run or 8. obesity 12 minute run or 9. any absolute or relative contraindication 1 mile walk or 10. age (male z45, female z55) bike test sit and reach bench press sit ups, push ups *High risk indicators include anything that would increase the likelihood of a cardiovascular event. This is not limited to only the major risk factors for coronary artery disease, but also ap- plies to any personal history of cardiovascular disease or presence of any absolute or relative contraindications (see pages 4-5). 0 G � R -G 10 • Medical Screening W C G ir 6 1 0 +'C7 d 5 9j LA s, T$ P MEDICATIONS Medical screening should always include questions about the use of medications. Individu- als taking certain medications should not undergo fitness testing. Other medications can affect fitness testing results. The fitness professional should be knowledgeable about common medica- tions, since he /she may be encountering many individuals using them. Note that question #6 of the PAR -Q asks about the use of blood pressure and heart medications. Antianginal Agents A. Nitrates 1. Isosorbide dinitrate (Isordil, Diltrate), Nitroglycerin (Nitrostat, Nitrolingual Spray), Nitroglycerin ointment (Nitro' Ointment), Nitroglycerin patches (Transderm Nitro, Nitro -Dur II, Nitrodisc), Isosorbide Mononitrate (Ismo, Monoket), Cardilate. 2. Major Uses: treatment of angina and coronary artery spasm 3. Mechanism of Action: Relaxes smooth muscle of blood vessels in the heart. These agents decrease the workload of the heart muscle. 4. Importance of Agent in Exercise Prescription: Persons with coronary artery disease often experience angina due to an imbalance of oxygen supply and demand to the heart Exercise prescription should be below the heart rate at which the person expe- riences angina. For example, if the patient experiences angina at a heart rate of 145 bpm, the target heart rate would be somewhere between 60% and 85% of 145 bpm. Ideally, persons with angina should be exercising in a clinical setting, i.e., a cardiac rehabilitation class. B. Beta Blockers (see below) C. Calcium Channel Biockers (see below) Antihypertensive Agents A. Diuretics 1. Hydrochlorothiazide (Hydrodiuril, Microzide), Chlorothiazide (Diuril), Polythiazide (Renese), Chlorthalidone (Thalitone), Metolazone (Zaroxolyn), Furosemide (Lasix), Bumetanide (Bumex), Torsomide (Demadex), Spironolactone (Aldactone), Triam- terene (Dyrenium), Amiloride (Midamor). 2. Major Uses: edema, hypertension (high blood pressure), CHF © WWW.000PERINSTfTUTE.ORG LAW ENFORCEMENT FITNESS SPECIALIST. G 0 0 R /iv_ Supplemental Materials • 7 • o � e HEALTH HISTORY Date: 1. Name: 2. Age: 3. Emergency Contact: (Name and Telephone Number, including area code) 4. Resting Blood Pressure: / 5. Resting Heart Rate: 6. Past and Present Personal Health History (check all that apply): Diseases of the heart and arteries Abnormal electrocardiogram (ECG) High blood pressure Angina pectoris (chest pain) Epilepsy Stroke Anemia Abnormal chest X -ray Cancer Asthma Other lung diseases Orthopedic or muscular problems Diabetes If any of the above are checked, please explain further and indicate any recommendations your doctor has made regarding exercise. 7. Level of Physical Activity Yes No Are you currently involved in a regular aerobic exercise program • such as walking, jogging, cycling, swimming, step aerobics, etc? Yes No Are you currently participating in weight training? Yes No Do you perform stretching exercises on a regular basis? What best describes your level of physical activity during the past 4-6 weeks? Very Active Moderately Active Occasionally Active Inactive 00 ? R IN ` r T G r �r a 8 • Supplemental Materials (? 9 4L4S, 8. Please indicate any additional exercise information which you think is important for us to know prior to fitness testing or exercise. 9. Is there a family history of heart disease, hypertension, stroke, diabetes, heart failure, lung disease, or epilepsy? Yes No If YES, please provide information regarding who the relative is, the medical problem, and the age at onset or death: 10. Yes No Do you currently smoke cigarettes? If YES, how many cigarettes per day? If you smoked in the past, when did you quit? 11. Yes No Are you currently taking medication prescribed by a physician? If YES, indicate name of medication, dosage and reason for taking it: 12. Please indicate any additional medical information that you think is important for us to know prior to fitness testing or exercise. © WWW.000PERINSTINTE.ORG LAW ENFORCEMENT FITNESS SPECIALIST G O 0 R sj _ r . * �) � ) Medical Screening • 7 t' O ) \ CCI O �% 5 It ; A S, 'f$ • Sample Informed Consent Form The undersigned hereby gives informed consent to engage in a series of procedures relative to completing a written medical/health history, taking a battery of exercise tests and participating in a variety of physical activities. The purpose of the testing is to train workshop participants on techniques to determine physical fitness, cardiovascular function and health status. All exer- cise testing and physical activity sessions will be supervised and monitored by trained exercise technicians. These activities include walking, running, weight training and calisthenic exercises performed in either field or gymnasium settings. There exists the possibility that certain detrimental physiological changes may occur during exer- cise and exercise testing. These changes could include heat related illness, abnormal heart beats, abnormal blood pressure and in rare instances, a heart attack. If abnormal changes were to occur, the staff has been trained to recognize symptoms and take appropriate action, including adminis- tering CPR and first aid. I have read this form and understand that there are inherent risks associated with any physical activity and recognize it is my responsibility to provide accurate and complete health/medical history information. Furthermore, it is my responsibility to monitor my individual physical per- formance during any activity. In the event of a medical problem, I further recognize that any medical care that may be required is my personal financial responsibility. Signature Date PHYSICAL ACTIVITY READINESS QUESTIONNAIRE (PAR -Q) The PAR -Q should be the first screening tool that is used with a new client. The PAR -Q is a simple but valuable screening tool used to identify individuals who should not be tested in a field setting without physician clearance. The PAR -Q was developed in Canada and is used throughout North America. The most recently revised version appears below. Proceed with caution if a client answers "yes" to one or more questions. Ask the client to provide an explanation for any "yes" answer. A "yes" answer may require written physician clearance before the client undergoes fitness testing. 000 R INST 8 • Medical Screening F CO m O 9 l 4,1s . T PAR-Q & YOU (A Questionnaire for People Aged 15 to 69) Regular physical activity is fun and healthy, and increasingly more people are starting to become more ac- tive every day. Being more active is very safe for most people. However, some people should check with their doctor before they start becoming much more physically active. If you are planning to become much more physically active than you are now, start by answering the seven questions in the box below. If you are between the ages of 15 and 69, the PAR -Q will tell you if you should check with your doctor before you start. If you are over 69 years of age, and you are not used to being very active, check with your doc- tor. Common sense is your best guide when you answer these questions. Please read the questions care- fully and answer each one honestly: check YES or NO. YES NO ❑ ❑ 1. Has your doctor ever said that you have a heart condition and that you should only do physical activity recommended by a doctor? ❑ ❑ 2. Do you feel pain in your chest when you do physical activity? ❑ ❑ 3. In the past month, have you had chest pain when you were not doing physical activity? ❑ ❑ 4. Do you lose your balance because of dizziness or do you ever lose consciousness? ❑ ❑ 5. Do you have a bone or joint problem (for example, back, knee or hip) that could be made worse by a change in your physical activity? ❑ ❑ 6. Is your doctor currently prescribing drugs (for example, water pills) for your blood pressure or heart condition? ❑ ❑ 7. Do you know of any other reason why you should not do physical activity? If you answered YES to one or more questions: Talk with your doctor by phone or in person BEFORE you start becoming much more physically active or BEFORE you have a fitness appraisal. Tell your doctor about the PAR -Q and which questions you answered YES. • You may be able to do any activity you want — as long as you start slowly and build up gradu- ally. Or, you may need to restrict your activities to those which are safe for you. Talk with your doctor about the kinds of activities you wish to participate in and follow his/her advice. • Find out which community programs are safe and helpful for you. If you answered NO to all questions: If you answered NO honestly to all PAR -Q questions, you can be reasonably sure that you can: • Start becoming much more physically active – begin slowly and build up gradually. This is the safest and easiest way to go. • Take part in a fitness appraisal – this is an excellent way to determine your basic fitness so that you can plan the best way for you to live actively. It is also highly recommended that you have your blood pressure evaluated. DELAY BECOMING MUCH MORE ACTIVE: • if you are not feeling well because of a temporary illness such as a cold or a fever – wait until you feel better; or • if you are or may be pregnant – talk to your doctor before you start becoming more active. ® ■A■A■ • ITLITE.ORG LAW ENFORCEMENT FITNESS SPECIALIST