Agenda packet — American Canyon City Council, August 16, 2022 (part 2 of 2)

The City will include the full amount required for its annual retiree health net trust contribution payments in its budget every year unless the City Council makes a public finding that such a payment is not economically feasible and/or will cause unacceptable impacts to services to the community due to economic hardship faced by the City.

The City will also advise the Union annually of the amount included in the operating budget.

B. Health-in-lieu for Employees Not Enrolled in CalPERS Health Coverage Through the City
(1) The City shall pay $400475 monthly when an employee provides sufficient evidence that he or she is covered by a group medical insurance plan of their spouse or someone else that provides the minimum essential coverage as required under the ACA regulations. Health-in-lieu shall be paid as a cash payment, subject to applicable withholdings and taxes.
(2) The City's obligation to make such health-in-lieu payments only applies to employees who are not covered by the CalPERS health coverage through the City and shall not commence until such time as an employee is no longer covered by the City's health insurance plan.
(3) It is the employee’s responsibility to notify Human Resources when there has been a change in eligibility status for medical insurance coverage or for health-in-lieu.

The City shall be entitled to verify the employee’s eligibility at least annually.

C. Other Benefits

1. Benefits Package
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Currently, the City provides the following benefits package:
a. Dental Insurance
b. Long-term Disability Insurance
c. Group Life Insurance
d. Employee Assistance Program
e. Vision Insurance

2. Employees Cafeteria Plan Contribution
The City will provide the following contributions to the Employees Cafeteria Plan which employees can use to help offset the costs of the required and voluntary benefits offered above. Employees are responsible for paying the premiums for the benefits listed above. Any remaining dollars may be used to pay for medical insurance premiums, additional life insurance, or as a contribution to a deferred compensation program, etc.

23.  Effective in the first pay period following July 1, 2023: The same percentage increase as that of the salary increase at the same time as provided in Article

23.  Effective in the first pay period following July 1, 2024: The same percentage increase as that of the salary increase at the same time as provided in Article

23. 312
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 Effective in the first pay period following July 1, 2025: The same percentage increase as that of the salary increase at the same time as provided in Article 23  Effective in the first pay period following July 1, 2026: The same percentage increase as that of the salary increase at the same time as provided in Article 23 3. Dental Insurance Plan
The City currently provides dental insurance with a $1,500/person/year benefit cap.

The employee shall pay the premium. Employees must purchase at minimum, the employee-only level.

4. Long-Term Disability Insurance Plan
The City currently provides a long-term disability insurance program. The employee pays the premium. Employees must participate in the program.

5. Group Life Insurance
The City currently provides group life insurance. The Employee pays the premium.

Employees must participate in the program.

The group life insurance has an individual benefit of $25,000 and includes Accidental Death and Dismemberment.

6. Employee Assistance Program
The City currently provides an Employee Assistance Program. The Employee pays the premium. Employees must participate in the program.

The program assists employees and family members experiencing emotional or family problems, legal/financial difficulty, and/or struggling with substance abuse issues. Services include confidential assessments and referral services for extended treatment.

7. Vision Benefit
The City currently offers Vision Insurance. The Employee pays the premium.

Participation in the program is voluntary.

8. Health Flex Spending Account (FSA)
The City has established a Health Care Flex Spending Account (FSA). The employee shall be responsible for any enrollment and administration expenses related to the FSA.
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9. Deferred Compensation Plan
The City shall continue to provide access to employees to voluntarily contribute to Deferred Compensation Plan(s). Employees may voluntarily contribute any portion of their salary to other compensation, subject to the dollar caps of the programs. The City does not contribute to such Deferred Compensation Plan(s).

10. Change in Benefits
The City agrees to meet and confer with the Union during the term of this agreement if the city receives a cancellation notice of any plan, or a change in benefit level to any plan.

D. Notwithstanding any other provision of this Agreement, the parties agree to meet and confer over retiree medical benefits for new hires upon request of either party.

Negotiations between the City and the Union shall commence within 14 days upon notice of either party at any time after approval of this Agreement. The City and the Union shall negotiate in good faith in an effort to reach a mutual agreement. Applicable impasse dispute resolution procedures shall apply.

E. Notwithstanding any other provision of this Agreement, the parties agree to meet and confer over the impact of the Affordable Care Act upon request of either party.

28. DISCIPLINARY PROCEDURE.

No regular employee shall be demoted, suspended, or discharged for a disciplinary purpose except in accordance with the provisions of Section 8 of the City’s Human Resources Policies & Practices Manual. However, the parties agree that an appeal of disciplinary action filed with the City Manager pursuant to Section 8.1(i)(3) shall be submitted directly to an Impartial Arbitrator (Section 8.1(i)(5)). The “Hearing with an Adjustment Board” step of the disciplinary appeals procedure (Section 8.1(i)(4)) will be used only by mutual agreement of both the City and the Union.

Modifications to the procedures are subject to Meet and Confer.

29. GRIEVANCE PROCEDURE.

A. Definitions:

1. Formal Grievance: A formal grievance is any dispute which involves the interpretation or application of any provision of this MOU, or rules, regulations, resolutions, ordinances 314
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and existing practices which specifically govern personnel practices and working conditions of unit members.

2. Disciplinary Appeal: A disciplinary appeal is an appeal by an employee of a discharge, demotion, reduction in pay or suspension without pay.

3. Working Days: For purposes of the Section, the term “working days” shall mean those days the City is normally open for business.

B. Disciplinary suspensions of three (3) days or less are not subject to processing through Section 29, Grievance Procedure and shall be adjudicated through the applicable provisions of PR 95- 07. (Section 10.1 Formal Grievance/Informal Problem Resolution).

C. Performance appraisals, assignment of task within an employee’s classification, and reclassifications are not subject to Section 29, Grievance Procedure.

D. Either the Union or the employee may informally present a grievance prior to filing a formal written grievance pursuant to Section E, below.

E. Procedure: Grievances/Disciplinary Appeals filed pursuant to this MOU shall be processed in the following manner:

1. A formal grievance may only be initiated by the employee or an authorized union representative completing and filed with the employee’s supervisor as a written statement of the grievance containing the following information:
 Name(s) of grievant(s)
 Job title(s)
 Department
 Mailing address(es)
 A clear statement of the nature of the grievance (cite applicable ordinance, resolution, rules or regulations, or memorandum of understanding language);  The date of the event giving rise to the grievance;
 A proposed solution to the grievance;
 The date of the written grievance;
 The signature(s) of the grievant(s); and
 The name of the organization, if any, representing the grievant(s), followed by the signature of the organization’s representative.

2. The grievance will be presented in writing either by the employee or by an authorized union representative to the designated supervisor of the employee within ten (10) working days after the cause of such grievance occurs.
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3. The designated supervisor shall have ten (10) working days from the date of receipt of the grievance in which to investigate and respond. If the grievance is not satisfactorily adjusted within this period, the grievance may be presented in writing either by the employee or by an authorized union representative within ten (10) days to the Department Head or such representative as the employer may designate.

4. The Department Head or designated representative shall have ten (10) working days from the date of receipt of the grievance in which to respond. If the grievance is not satisfactorily adjusted/resolved within this period, the grievance may be presented in writing either by the employee or by an authorized union representative within ten (10) days to the City Manager.

5. If the parties are unable, within 10 working days, to reach a mutually satisfactory accord on any grievance which arises and is presented during the term of the MOU, such grievance shall be submitted to an Adjustment Board (Board) comprised of two (2) Union representatives, neither of whom shall be an employee of the City or an elected official of Teamsters Local 315 and two (2) representatives of the City, no more than one (1) of whom shall be either an employee of the City or a member of any organization employed to represent the City in the meeting and conferring process. Further, the one member of the Board who may be a City employee shall not be from the Department from which the grievance originated. The Board shall convene within fifteen (15) days. No decision of the Board shall be final and binding without receiving the affirmative votes of at least three (3) members of the Board. If the three (3) votes required to resolve the matter are not cast the Board shall be declared deadlocked.

6. If an Adjustment Board is unable to arrive at a majority decision, either the Union or the City may require that the grievance be referred to an impartial arbitrator who shall be designated by mutual agreement between the Union and the City Manager. Request for arbitration shall be made within ten (10) days of a declared deadlock of the Board. The selection of the impartial arbitrator shall be made within thirty (30) days of the request for arbitration. The fees and expenses of the impartial arbitrator and a court reporter shall be shared equally by the Union and the City. Each party shall bear the cost of its own presentation including, but not limited to, preparation and posting of hearing briefs, if any.

7. Decisions of the Board and arbitrators on matters properly before them shall be final and binding.

F. Scope of Procedure: No Adjustment Board and no impartial arbitrator shall entertain, hear, decide or make recommendations on any dispute unless such dispute involves a position covered by this MOU and unless such dispute falls within the definition of a grievance or disciplinary appeal as set forth above.
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30. CONCERTED ACTIVITIES.

A. It is agreed and understood that there will be no strike, work stoppage, slow-down, picketing in conjunction with a work stoppage, refusal or failure to fully and faithfully perform job functions and responsibilities, or other interference with the operations of the City by the Union, or by its officers, agents, or members during the term of this MOU, including compliance with the request of other labor organizations to engage in such activity. The City shall not engage in a lockout of employees during the term of this MOU.

B. In the event of a strike, work stoppage, slow-down, picketing in conjunction with a work stoppage, refusal or failure to fully and faithfully perform job functions and responsibilities, or other interference with the operations of the City by employees who are represented by the Union the Union agrees in good faith to take all necessary steps to cause those employees to cease such action.

C. The City may discipline or discharge any employee who engages or assists in activities against the Employer that are prohibited by this Section, and such City action shall not be the subject of a grievance upon any ground other than whether or not the employee participated in such activities prohibited by this Section.

D. In the event that any dispute arises between the City and any of its employees or any employee organization representing those employees or attempting to represent them or if any dispute arises between any company performing work for or supplying materials to the City and its employees and the unions which may represent or attempt to represent those employees, such dispute shall not affect the rights or obligations of the parties established by this MOU; and the parties to this MOU agree to abide by the provisions of this Section even in the event of any strike or interference with delivery of services caused by a dispute described hereinabove; provided, however, that no disciplinary action may be taken against an employee who honors a sanctioned picket line established at a construction project at a non-City site.

31. MANAGEMENT RIGHTS.

It is understood and agreed that the City retains all of its rights, powers and authority to direct, manage and control the rights, authority, duties and responsibilities of the City, and that it shall adopt policies, rules, regulations and practices in furtherance thereof, and use its judgment and discretion in connection therewith, which shall be limited only by the specific and express terms of this MOU, and then only to the extent such specific and express terms are in conformance with the law. The parties agree that all provisions of the Human Resources Policies and Procedures Manual not in conflict with this MOU shall apply to employees covered by this MOU. In the event of any areas of conflict between the MOU and the Human Resources Policies and Procedures Manual, the provisions of the MOU shall prevail.

The management rights, duties and powers of the City include, but are not limited to, the sole and exclusive right to; determine its organization; direct and control staff; determine the kinds and levels of services to be provided and the methods and means of providing them; establish its 317
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educational policies, goals and objectives; determine the number and kinds of personnel required; schedule and assign employees; maintain the efficiency of City operations; determine the means, methods and schedule of operations; establish budget procedures and determine budgetary allocations; establish standards of performance and insure that the quality of that performance is maintained; establish its own rules and regulations and standards of conduct and require employees to adhere to them; discipline, suspend or discharge employees; alter or discontinue its operations in part or in whole; subcontract out work; determine the number of courses and the location of courses. The above-mentioned management rights are not to be interpreted as being all of said rights, but merely indicate the type of rights which belong to and are inherent in management.

Said rights are reserved to the City unless they are limited by this MOU.

Any of the rights, powers, authority and functions that the City possessed prior to the execution of this MOU are retained by the City except as specifically limited by this MOU.

32. EFFECT OF THE MOU.

A. The City and the Union mutually agree that the terms and conditions set forth in the provisions of this MOU represent the full and complete understanding and commitment between the parties which may not be altered, changed, added to, deleted from or modified unless by mutual consent in writing or by a procedure expressly allowing same stated in this MOU.

B. The City and the Union also mutually agree that this MOU shall be in full settlement of all issues which were, could have been, or may be the subject of meeting and conferring.

It is further agreed that none of such issues shall be subject to meeting and conferring during the term of this MOU unless by mutual consent in writing or by a procedure expressly allowing same stated in this MOU. The City has the right to act on any matter during the term of this MOU as long as the action is not in violation of this MOU.

C. The Union hereby waives all rights to meet and confer and all rights to consultation during the terms of this MOU unless otherwise expressly stated in this MOU. This waiver by the Union shall include any action by the City not in violation of this MOU or any effects or impact of such action.

33. SAVINGS PROVISION.

If any provision of this MOU is held to be contrary to the law by a court of competent jurisdiction, such provisions will not be deemed valid and subsisting except to the extent permitted by law, but all other provisions will continue to full force and effect.

34. CITY POLICY REGARDING SURVEYS
Notwithstanding the lack of agreement on a successor MOU, the City is committed to a collaborative and fact-based approach to negotiating compensation. For future compensation surveys, it shall be City policy to notify the union prior to negotiations and provide an opportunity for the union to respond within two weeks as to whether it wants to meet and discuss survey parameters. The City acknowledges that both parties may gather data from survey agencies of their 318
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choice, and the City commits to making its data available to the union by the start of the next negotiations or as soon as possible thereafter.
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35. TERM OF THE MOU.

This MOU shall be in full force and effect from July 1, 202216 until June 30, 2021 2022 2027.

APPROVED BY TEAMSTERS LOCAL 315, “UNION”
Dated: ______________________
By:

Dustin Baumbach, Teamsters Local 315
APPROVED BY CITY OF AMERICAN CANYON, “CITY”
Dated: ______________________
By: ___________________________
Dana Shigley Jason Holley, City Manager
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MEMORANDUM OF UNDERSTANDING

FOR THE MID-MANAGEMENT UNIT BETWEEN

THE CITY OF AMERICAN CANYON
AND TEAMSTERS LOCAL 315
July 1, 2016 2022 – June 30, 20222027
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1. RECOGNITION. ................................................................................................................. 1

2. PURPOSE. ........................................................................................................................... 1

3. DEFINITIONS. .................................................................................................................... 2

4. EMPLOYEE RIGHTS. ........................................................................................................ 3

5. ACCESS TO WORK LOCATIONS. .................................................................................. 4

6. USE OF BULLETIN BOARD. ........................................................................................... 4

7. STEWARDS. ....................................................................................................................... 4

8. PAYROLL DUES DEDUCTIONS. .................................................................................... 5

9. UNION SECURITY. ........................................................................................................... 5

10. HOURS OF WORK. ............................................................................................................ 6

11. OUT-OF-CLASS ASSIGNMENT. ..................................................................................... 7

12. CERTIFICATION RENEWALS/Certificate Pay/Educational Reimbursement. ................ 7

13. VACATION. ........................................................................................................................ 8

14. SICK LEAVE. ..................................................................................................................... 9

15. BEREAVEMENT LEAVE. ............................................................................................... 11

16. HOLIDAY LEAVE ........................................................................................................... 11 17 MANAGEMENT LEAVE…………………………………………………………....... 12

18. BASIC SALARY SCHEDULE. ........................................................................................ 13

19. APPLICATION OF COMPENSATION PLAN TO POSITIONS. .................................. 13

20. INCREASES IN SALARIES. ........................................................................................... 15

21. RETIREMENT. ............................................................................................................. 1615

22. SAFETY SHOES. .......................................................................................................... 1817

23. WORK CLOTHING ...................................................................................................... 1817

24. HEALTH AND WELFARE BENEFITS. ..................................................................... 1918 323
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25. DISCIPLINARY PROCEDURE. .................................................................................. 2422

25. GRIEVANCE PROCEDURE. ....................................................................................... 2423

27. CONCERTED ACTIVITIES. ........................................................................................ 2625

28. MANAGEMENT RIGHTS. .......................................................................................... 2725

29. EFFECT OF THE MOU. ............................................................................................... 2726

30. SAVINGS PROVISION. ............................................................................................... 2827

31. CITY POLICY REGARDING SURVEYS ................................................................... 2827

32. TERM OF THE MOU. .................................................................................................. 2827 ATTACHMENTS:

Exhibit A – Salary Schedule, effective pay period beginning February July 9, 202211, 2017 324
Mid-Management Employees MOU, 7/1/16 22 to 6/30/2227 1

MEMORANDUM OF UNDERSTANDING

PREAMBLE
This Memorandum of Understanding ("MOU") is a mutual agreement between the City of American Canyon ("City") and the Teamsters, Chauffeurs, Warehousemen & Helpers, Union No. 315 ("Union"). This MOU has been jointly prepared by the parties and is entered into and is pursuant to provisions of all state and federal laws applicable to public sector employee organizations formed for the purpose of employee representation. As approved by the City Council of the City of American Canyon and the Union, this MOU is binding upon City, Union and the represented employees.

1. RECOGNITION.

A. The Union has been recognized by the City, pursuant to the City Employer-Employee Relations Ordinance as the certified majority representative of the regular full-time and regular part-time employees assigned to the classifications listed below. The Union shall be recognized as representing employees in the classifications listed.  Chief Building Official
 Development Services
Engineer
 Information Systems
Manager
 Maintenance Supervisor
 Public Works Superintendent
 Senior Civil Engineer
 Senior Planner
 Wastewater Operations Manager
 Water Systems Manager
 Environmental Services Manager
 Recreation Manager
B. City and Union agree to meet on the proper designation of any new employee classification or the significant modification of any existing classification. Based upon that meeting, the following actions may occur. If it is a new classification, that position may be included in the unit or left out of the unit. If it is a modification of an existing classification which was previously included in the unit, then it may remain in the unit or be re-designated to some other more appropriate unit. If it is a modification of an existing classification which was not previously part of the unit, it may be transferred into the unit or designated to some other more appropriate unit.

C. The City and Union agree that all employees covered under this MOU are considered exempt from the Fair Labor Standards Act (FLSA) as it relates to those provisions requiring overtime for time worked in excess of forty hours per week.

2. PURPOSE.

It is the purpose of this MOU to promote and provide for harmonious relations, cooperation and understanding between the City, the employees covered by this MOU, and the Union, to assure an orderly and equitable means of resolving any misunderstanding or difference which may arise under this MOU, and to set forth the full and entire understanding of the parties reached as a result of 325
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meeting and conferring regarding wages, hours and other terms and conditions of employment of the employees covered by this MOU.

3. DEFINITIONS.

For the purpose of this MOU words, phrases and terms used herein shall be deemed to have the meanings specified unless it is apparent from the text that a different meaning is intended:

A. City means the City of American Canyon.

B. City Council means the elected City Council Members of the City of American Canyon.

C. Conciliation means the efforts of an impartial third person, or persons, functioning as intermediaries, to assist the parties in reaching a voluntary resolution of impasse, through interpretation suggestion and advice. Mediation and conciliation are interchangeable terms.

D. Confidential Employee means an employee who, in the course of his or her duties, has access to confidential information relating to the City's administration of employeremployee relations.

E. Consult or Consultation in Good Faith means to communicate orally or in writing for the purpose of presenting and obtaining views or advising of intended actions; and as distinguished from meeting and conferring in good faith regarding matters within the required scope of such meet and confer process, does not involve an exchange of proposals and counterproposals with the Union in an endeavor to reach agreement in the form of an MOU.

F. Days mean “calendar days” unless otherwise stated.

G. Employer-Employee Relations means the relationship between the City and its employees and their employee organization, or, when used in a general sense, the relationship between City management and employees or employee organizations.

H. Fact-finding means a process requested by the Union following impasse where a factfinding panel hears evidence on the negotiation issues in dispute and provides findings and recommended terms of settlement.

I. Impasse means a deadlock in the discussions between the Union representative and the City over any matters which they are required to meet and confer in good faith.

J. Management Employee means an employee having responsibility for formulating, administering or managing the implementation of City policies and programs.

K. Meet and Confer in Good Faith (sometimes referred to herein as “meet and confer” or “meeting and conferring”) means that duly authorized City representatives and duly 326
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authorized representatives of the Union shall have a mutual obligation to meet to confer in good faith regarding specified matters within the scope of representation, in an endeavor to reach tentative agreement. Once tentative agreement has been reached on any matter requiring ratification or City Council adoption, the parties shall recommended ratification by the membership and adoption by the City Council. Nothing herein shall require either party to agree to any proposal or make concessions.

L. Memorandum of Understanding means a written document enumerating any agreement reached as a result of meeting and conferring in good faith on matters within the scope of representation and signed by the Union and the City.

M. Part-Time Employees are regular part-time employees who are employed at least twenty (20) hours but less than forty (40) hours per week. They shall be paid an hourly rate that is a pro-rated portion of an amount. See Table 1 for the applicable class or position.

N. Probationary Employees are those employees who have worked less than nine (9) consecutive months (270 calendar days) for the City. Probationary employees may be terminated at will, with or without notice, and said terminations shall not be subject to the grievance procedure.

O. Regular Employee means any person employed by the City for an indefinite period and eligible for all benefits and privileges.

P. Scope of Representation means all matters relating to employment conditions and employer-employee relations, including, but not limited to wages, hours, and other terms and conditions of employment, except, however, that the scope of representation shall not include consideration of the merits, necessity, or organization of any service or activity provided by law or executive order.

Q. Supervisory Employee means any employee having authority, in the interest of the City, to hire, transfer, suspend, lay off, recall, promote, discharge, assign, reward, discipline other employees, or responsibility to direct them or to adjust their grievances, or to recommend such action if the exercise of such authority is not of a routine or clerical nature, but requires the exercise of independent judgment.

4. EMPLOYEE RIGHTS.

All employees of the City have the right:

A. To form, join and participate in the activities of employee organizations of their own choosing for the purpose of representation on all matters of employer-employee relations, including but not limited to wages, hours, and other terms and conditions of employment.

B. To be free from intimidation, restraint, coercion, interference, discrimination or reprisal because of their exercise of any of the rights herein enumerated or granted by law. 327
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However, managerial, supervisory and confidential employees may only be included in units that do not include non-managerial, non-supervisory and non-confidential employees.

5. ACCESS TO WORK LOCATIONS.

A. Union representatives may visit work locations where bargaining unit members are performing work for the following purposes: To post literature on bulletin boards; to leave and/or distribute literature; to represent an employee on a grievance or in investigating proceedings that may lead to discipline and/or disciplinary proceedings, or to contact a Union officer on a matter within the scope of such grievance; provided, however, that advance arrangements including disclosure of the purpose of the visit is made to the City Manager or his/her designated representative and that the visit does not interfere with the normal conduct of work or duties of the employees, as determined by the City Manager.

Any meetings with employees must be held during lunch hour or such other time period approved by the City Manager or his/her representative which does not conflict with City business if held on the worksite.

B. Activities such as the soliciting of membership, collection of dues, holding membership meetings, campaigning for office, conducting elections, and distributing literature are strictly prohibited during working hours without the prior approval of the City Manager or his/her representative.

C. In the event the City believes that the Union representatives are abusing the provisions of this Section, it shall contact the Union in writing to arrange a mutually acceptable time and place to investigate the City's complaint and to assure full compliance by Union representatives.

6. USE OF BULLETIN BOARD.

The Union may use a portion of the designated City bulletin board(s) at the various City facilities for communications having to do with official Union business. This provision also applies to the use of e-mail for communications having to do with official Union business. A copy of e-mail communications will be e-mailed to the City Manager or his designee.

7. STEWARDS.

One (1) steward and one (1) alternate shall be selected by the employees on the job. There shall be no discrimination of any kind against the Steward or any employee because of Union affiliations or Union activities. The duties of the Steward shall be to report to the Local Union any and all grievances which may arise and cannot be adjusted on the job. Other duties of the Steward shall be as follows:

A. The investigation and presentation of grievances to the City or the designated City representative in accordance with the provisions of the MOU. 328
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B. Participation with the Union Official and/or the aggrieved employee in meetings with the City's representative involving grievances.

C. Participation, if requested by the employee, in all investigatory proceedings that may lead to discipline and disciplinary proceedings.

8. PAYROLL DUES DEDUCTIONS.

A. City agrees to deduct on a monthly basis periodic membership dues from the pay of each employee who voluntarily executes and delivers to City a valid dues deduction authorization form approved by the City Manager or his/her representative.

B. If for any reason an employee does not have sufficient funds due him/her to provide for the payment of any of the above payroll deduction after all other authorized or mandatory deductions or garnishments have been made, if any, no such sums shall be payroll deducted and the Union shall assume the duties of direct collection from the employees.

C. The dues deduction authorization shall remain in effect until the employee gives the City thirty (30) days notice in writing that he/she is revoking his/her authorization.

D. The City shall not be required to collect any initiation fees, special assessments or shorttime changes in rate.

E. The Union shall indemnify, defend and hold the City and its officers and employees, including but not limited to the City Finance Director, harmless from any and all claims, liabilities and damages arising from or connected with following the instructions contained in such dues deduction authorizations.

F. The Union shall indemnify and hold the City, its officers and employees harmless from any costs or liability resulting from any and all claims, demands, suits, or any other action arising from the operation of this provision or from the use of the monies remitted to the Union, including the costs of defending against any such actions or claims.

G. The Union shall immediately refund to the City any amounts paid to it in error upon the discovery of such error by the Union or upon notification of the error from the City.

9. UNION SECURITY.

A. Employees in the bargaining unit hired after the ratification of this MOU shall as a condition of continued employment, have thirty (30) calendar days from date of hire to either join Teamsters Local 315, or pay to it a fee equivalent to its standard dues, initiation and general assessment. Payment of dues/fees shall be made by the last business day of the month in which they are due.

B. Except as otherwise provided by applicable law, in the event of the failure of an employee to comply with their obligation under this provision, the Union shall send a written 329
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communication to such employee informing him/her of his/her delinquency, with a statement of the amount of such delinquency, the months for which dues/fees are owed, the total amount required to bring the employee into compliance, and specifying the date upon which the delinquency must be removed in order to remain on the job. If the employee fails to remove the delinquency within the stated time, a certified letter shall be sent by the Union to the City requesting the City comply with applicable termination proceedings with respect to the involved employee. The Union shall give the employee fair notice of his/her delinquency before requesting termination or such other remedy, as may be required by law.

C. It is agreed between the parties that the Union indemnifies and holds the City harmless against any actions, claims or liabilities arising from action taken by the City in adherence with this Section. Such indemnification shall include reasonable attorney fees and costs incurred to defend against such asserted claims or liabilities.

10. HOURS OF WORK.

A. Intent. The following provisions are intended to define the normal hours of work and shall not be construed as a guarantee of work per day or per week, or of days of work per week.

There is no guarantee that there shall be no layoffs for lack of work, lack of funds or other good and sufficient reason.

B. Hours. The City Manager or designee shall designate the number of hours and days per week to be worked by each Department.

C. Alternate Work Schedules. The City supports alternate work schedules, subject to the operating needs of the City and relevant Federal/State laws and regulations. An alternate work schedule must be approved in writing by the appropriate Department Head or designee prior to forwarding the request to the City Manager or designee for implementation of a new schedule. The parameters of an employee participating in an alternate work schedule shall be governed by the City of American Canyon Policy #09- 121-1, “Alternate Work Schedule – RevisedPolicy” (Policy #09-121-1).

D. Meal and Break Periods. The City believes that Meal and Break periods are important for all employees and encourages all employees to take regular meal and break periods.

Except when a meal or break period interferes with the performance of their duties, exempt employees shall be granted reasonable meal and rest periods.

E. Emergency Assignments: Nothing herein shall be constructed to limit or restrict the authority of the City to make temporary assignments to different, or additional locations, shifts, or duties for the purpose of meeting an emergency. For purposes of this MOU, emergency shall mean an unanticipated circumstance which requires an immediate response. Such emergency assignments shall not extend beyond the period of said emergency.
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Mid-Management Employees MOU, 7/1/16 22 to 6/30/2227 7
F. Accruals: All references to accrual or use of vacation, holiday or sick leave in this MOU shall be interpreted as one (1) normal workday.

11. OUT-OF-CLASS ASSIGNMENT.

A. Out of class: An out of class assignment is a temporary assignment of a regular employee to an established position, where the position is vacant or the regular incumbent is absent, at a higher level of pay which requires the employee to perform a significant part of the duties of the higher classification. Such an assignment shall be temporary and shall terminate when the position is filled permanently, or when the incumbent employee returns to work. An out of class assignment shall not exceed a period of six (6) months, unless an extension is approved by the City Manager.

B. Authorization: An out of class assignment shall be recommended by the Department Head and approved by the City Manager prior to being effective.

C. Minimum Qualifications: A regular employee in an out of class assignment must meet all the minimum qualifications of the higher classification, but need not be qualified by examination or have standing on an Eligibility List.

D. Compensation: An employee in an out of class assignment shall receive Step A of the salary of the higher classification or five (5) percent, whichever is greater, on the first day of the pay period after the time worked in the higher classification exceeds fifteen (15) consecutive work days. Benefits of the higher classification are not available and the employee will continue to receive the benefits of the employee’s regular position. Any vacation pay off during the employee’s out-of-class assignment will be made at the employee’s regular hourly rate.

12. CERTIFICATION RENEWALS/CERTIFICATE PAY/EDUCATIONAL
REIMBURSEMENT.

A. The City will reimburse employees for the cost of the renewal of certification(s) or license(s) required by the employee’s job description.

B. The City will pay fifty dollars ($50) per month per certificate or skill, up to a maximum of one two hundred dollars ($100200) per month, to any employee who has the following verifiable certifications or skills.
(1) Ability to speak fluently in either Spanish or Tagalog (no more than $50 will be paid for either or both languages)
(2) Industrial Waste Inspector
(3) Grade IV or Grade V for Water or Wastewater Operations (4) Certified Public Accountant (CPA)
(5) Licensed Surveyor
(6) Notary. The City shall have the right to designate the number and location of notaries covered under this provision who provide notary service to or on behalf of the City.
(7) Cross-connection certificate from AWWA for Maintenance Supervisor 331
Mid-Management Employees MOU, 7/1/16 22 to 6/30/2227 8
Additional certificates, licenses, or skills may be eligible for certification pay in accordance with the process and criteria outlined in the joint City/Teamsters Memorandum – City Policies on Certification Renewal, Certificate Pay, and Tuition Reimbursement.

C. For educational classes directly related to enhanced value to the City for the employee’s current position, or for educational classes not directly related to the employee’s current position, tuition reimbursement will be made in accordance with the process and criteria found in the joint City/Teamsters Memorandum – City Policies on Certification Renewal, Certificate Pay, and Tuition Reimbursement.

D. The City agrees to meet and confer to update the list of certifications to include new certifications and eliminate any antiquated certifications. Certification pay shall apply to the updated list.

13. VACATION.

A. Full-Time Employees. Every employee in a regular full-time position provided for by this article shall accrue paid vacation leave. Paid vacation leave accrues from the date of hire on a biweekly basis and increases after completion of the required years of service as follows:

Years of Days of Vacation & Hours
Continuous Service Accrued Per Anniversary Year
0 through 2 years 12 (96 hours)
3 through 5 years 15 (120 hours)
6 through 10 years 20 (160 hours)
11 or more 25 (200 hours)
No employee may, however, take any vacation leave, nor receive payment in lieu thereof, until he/she has completed nine (9) months of service.

B. Part-Time Employees. Section A shall also apply to regular part-time employees, except vacation days shall mean the same number of hours as a regularly scheduled work day for that employee. For instance, if an employee works a regularly scheduled four (4) hours per day, the vacation day earned shall be a day off with four (4) hours’ pay.

C. Earned vacation may be accumulated up to a maximum of three hundred and twenty (320) four hundred and eighty (480) three hundred and twenty (320) hours.

All employees with excess vacation hours as of the last day of the pay period containing April June 30 will have their vacation accruals adjusted down to the 320 480 320 hours accrual cap.

This section and the corresponding vacation accrual caps will also apply to part-time 332
Mid-Management Employees MOU, 7/1/16 22 to 6/30/2227 9
employees on a prorated basis based on their regularly scheduled hours in a workweek.

For example, a part-time employee who works 20 hours/week will have a vacation accrual cap of one hundred and sixty (160) one hundred and sixty (160) hours – one-half the three hundred and twenty (320) three hundred and twenty (320) hours one hundred and sixty (160) two hundred and forty (240) hours – one-half the three hundred and twenty (320) four hundred and eighty (480) hours cap applicable to full-time employees.

D. All vacations shall be taken at such time or times during the calendar year as may be approved by the employee’s supervisor or manager. The current practice of scheduling vacations shall be maintained.

E. A person separating from City service, about to retire, or who is to be laid off, and who has earned vacation time to his/her credit, shall be paid for such vacation accrued up to the effective date of such resignation, retirement or layoff. A person retiring from City service may remain on the payroll after the date of such retirement and utilize accrued vacation leave until such leave is exhausted, in lieu of a lump sum payment.

F. If a holiday falls within a scheduled vacation period, then the holiday shall not be counted as a vacation day.

G. In lieu of vacation time off, an employee may cash out up to forty (40) hours of accrued but unused vacation time at the employee’s straight time hourly rate., subject to the following restrictions: (1) the employee must have taken at least forty (40) vacation hours during the past year; and (2) after any such cashout of vacation, the employee has a remaining vacation balance of at least 160 hours. During fiscal year 2020-2021, the ability to cash out vacation leave is suspended.

Qualifying employees must file an irrevocable election identifying the specific amount of vacation he or she wishes to cash out during the month of December Vacation will be paid in the first paycheck in the month of January in the year following the irrevocable election.

14. SICK LEAVE.

A. Accrual. Sick leave shall be accrued at the rate of eight (8) hours for each calendar month of service (3.69 hours per biweekly pay period) for regular full-time employees. For regular part-time employees, accrual shall be pro-rated, consistent with Vacation Pay. No payment for accumulated and unused sick leave shall be made at the time of termination or upon retirement, although it may be applied towards additional retirement service credit, as set forth in Section 24, Retirement.

B. Use. Sick leave may be used for an employee's personal illness or injury, emergency or routine medical or dental appointments, including pregnancy, for reasonable travel time to and from health care facilities and for enforced quarantine of the employee in accordance with community health requirements and family care. Employees shall, to the extent possible, schedule medical or dental appointments during non-working hours. 333
Mid-Management Employees MOU, 7/1/16 22 to 6/30/2227 10 Sick leave will not be authorized for illness or injury to replace any other paid leave of absence except if such illness or injury causes the employee to be hospitalized, and then only for the time hospitalized. A Department Head may use discretion in allowing sick leave use during other paid leave to accommodate recovery periods or other related care.

C. Family Care. Sick leave may be used to care for the employee’s child, spouse or domestic partner, parent, parent-in-law, grandparent, grandchild, or sibling, who is incapacitated by a serious health condition as defined by State or Federal Law. Sick leave utilized for Family Care shall not exceed forty-eight (48) hours per occurrence.

D. Administration.
(1) A request for leave form for all doctor and dental appointments shall be submitted to the employee’s supervisor. Employees shall provide as much advance notice as possible for scheduled appointments or changes to appointments. Such leave shall be at the convenience of the City, unless there is an emergency. Sick leave shall be utilized in a minimum of one-quarter hour increments.
(2) Such leave may be utilized only for the actual time needed to drive to the doctor or dentist’s office, time of treatment and time to drive back to work. Any leave taken in excess of this time shall be charged to Vacation Leave or Leave Without Pay. (3) If a day shift employee is sick, he/she shall call, email or text the Department Head or designee and respective Department Admin employee at least fifteen (15) minutes before the time he/she would normally report to work. If an employee does not call, email or text at least fifteen (15) minutes before the time he/she would normally report to work , the employee may be docked pay for time off. If a Graveyard or Swing Shift or Weekend employee is sick, he/she shall call, email or text the employee he/she is relieving at least two (2) hours in advance of the time he/she would normally report to work. If an employee does not call, email or text the employee he/she is relieving at least two (2) hours before the time he/she is to report to work, the employee may be docked pay for the time off. (4) If an employee is absent for three (3) consecutive days, a valid physician’s certificate may be required stating the cause of the absence and attesting to the employee’s ability or inability to resume work.

E. Sick Leave Abuse. When, in the judgment of the Department Head or designee, an employee's reason(s) for being absent because of alleged sickness are inadequate, the Department Head or designee shall require a valid physician’s certificate for any lost time and such absence may be charged without pay, or may be charged to vacation leave. In addition, the Department Head or designee shall impose such disciplinary action(s) as appropriate.
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Mid-Management Employees MOU, 7/1/16 22 to 6/30/2227 11 F. Temporary Disability Integration. An employee who is receiving temporary disability workers compensation benefits, State Disability Insurance (SDI) benefits, or Paid Family Leave (PFL) benefits has the option to integrate accumulated sick leave or accumulated vacation time as shall result in a payment to the employee of full regular salary.

G. Medical/Dental Premiums. Except as otherwise required by State or Federal law, the City will continue to pay group insurance premiums, i.e., medical and dental premiums, provided the employee is in a paid status of at least one working day at any time during any given month. If an employee is on unpaid leave for the entire month or longer, it is the employee's responsibility to pay the premiums for the balance of the leave. At the request of the employee, the City will provide the employee with the amount of insurance premium and arrange a payment schedule. Failure to do so will result in termination of benefits as applicable under the Public Employees Retirement System (“PERS”) medical benefit guidelines.

15. BEREAVEMENT LEAVE.

Any employee who is compelled to be absent from duty by reason of the death of a spouse or domestic partner, parent or stepparent, grandparent, child or stepchild, brother or sister, parent-inlaw, brother/sister-in-law, son/daughter-in-law, or any relative living in the immediate household of the employee, may be allowed, with the approval of the Department Head or designee, to use a maximum of thirty-two (32) hours absence with pay, as to each instance of death.

In instances involving extraordinary circumstances, or individuals not covered in the paragraph above, up to an additional twenty-four (24) hours leave of absence may be granted, upon approval of the Department Head or designee. The additional paid leave will be deducted from accumulated vacation leave balance(s).

The employee may be required to submit proof of a relative's death or critical illness before final approval of bereavement leave is granted.

16. HOLIDAY LEAVE.

The following days are recognized as official City holidays. Employees normally scheduled to work on these days will be given the day off with pay. For employees on flex-schedule, holiday pay shall follow the Alternate Work Schedule Policy –Revised Policy #09-121-1. For regular part-time employees, holiday pay shall be pro-rated, consistent with Vacation Pay.

Holiday Day Observed
New Year's Day January 1st
Martin Luther King, Jr.'s Birthday Third Monday in January Washington’s Birthday Third Monday in February
Caesar Chavez March 31st
Memorial Day Last Monday in May
Juneteenth June 19
Independence Day July 4th
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Mid-Management Employees MOU, 7/1/16 22 to 6/30/2227 12 Labor Day First Monday in September
Columbus Day Second Monday in October
Veteran's Day November 11th
Thanksgiving Day Fourth Thursday in November
Day After Thanksgiving Friday after Thanksgiving
Christmas Eve See Below
Christmas Day See Below
Day After Christmas See Below
Floating Holiday As requested by the employee and approved by the appropriate Department Head or supervisor;
must be taken in the fiscal year it is given.

Any day appointed by the President of the United States or the Governor of the State of California as a holiday
Christmas Eve, Christmas Day and the Day after Christmas shall be observed on the following days during the term of this Agreement:
2022 23, 26 and 27th
2023 25, 26 and 27th
2024 24, 25 and 26th
2025 24, 25, and 26th
2026 23, 24 and 25th
2017 25, 26 and 27th
2018 24, 25 and 26Th
2019 24, 25 and 26th
2020 24, 25, and 28th2021 24, 27 and 28th
If one of the remaining holidays listed falls on a Sunday, then it shall be observed on the following Monday. If one of the remaining holidays listed above falls on a Saturday, then it shall be observed on the previous Friday.

An employee who works on the day a holiday is observed, as provided above, shall be paid at straight time for the holiday, just as all employees are paid for the holiday, and, in addition, the employee shall be compensated for the hours actually worked on the holiday. By mutual agreement, a holiday may be traded for a regular workday within the fiscal year.

To be eligible for holiday pay, the employee must be in paid status on the last regularly scheduled workday preceding the holiday and the first regularly scheduled workday following the holiday. An employee on vacation shall not be charged vacation time for a holiday that falls during the vacation period.

17. MANAGEMENT LEAVE
336
Mid-Management Employees MOU, 7/1/16 22 to 6/30/2227 13 The City will provide one-hundred and eight (108) hours, or 13.5 days, of Management Leave for each represented employee. The Leave will be accrued on July 1 of each year and must be used by the end of that same fiscal year.

In lieu of time off, an employee may cash out up to fifty-four (54) hours of accrued but unused Management Leave each year at the employee’s straight time hourly rate. The employee must file an irrevocable election identifying the specific amount of Management Leave he or she wishes to cash out during the month of May. Management Leave will be paid out in the first paycheck of the month of June. During fiscal year 2020-2021, the ability to cash out management leave is suspended.

Upon termination of employment an employee shall be entitled to payout of their Management Leave balance.

18. BASIC SALARY SCHEDULE.

A. The Base Salary Schedule is attached as Exhibit A and represents the Base Salary Schedule after approval of this Agreement by the City Council. The annual salary adjustments as set forth in Section 20 of this MOU will be applied to the attached Exhibit A rates and become part of the Base Salary Schedule for the ensuing fiscal year.

B. The parties agree that, during the term of this MOU, salaries for all new or modified classifications covered by this MOU shall be determined through the meet and confer process.

C. To move classifications determined to be paid more than 5% below the market median to a rate 5% below the market median, the Base Salary Schedule referenced in Exhibit A includes percentage increases to salary for the impacted job classifications, as well as equity adjustments to maintain appropriate internal alignment of classifications effective the irstfirst full pay period following every July 1 through July 1, 2026.

The Base Salary Schedule referenced in Exhibit A also includes salary percentage increases for the following job classifications with such salary adjustments phased in with 50% of the salary adjustment effective the pay period beginning February 11, 2017, and 100% of the salary adjustment effective the pay period after July 1, 2017:

Chief Building Official (7.5%)
Development Services Engineer (2.9%)
Public Works Superintendent (7.5%)
Recreation Manager (15.0%)
Water Systems Manager (7.5%)
Environmental Services Manager (6.0%)
Wastewater Operations Manager (6.0%)

19. APPLICATION OF COMPENSATION PLAN TO POSITIONS.

The Salary Schedule for the respective classes of positions shall be as set forth in the published Salary Tables for fiscal years 2016-17 through 2020-2021with such amendments to classifications or 337
Mid-Management Employees MOU, 7/1/16 22 to 6/30/2227 14 addition of new classifications as may be adopted by the City Council from time to time by Resolution, and shall have the force and effect and shall be interpreted and applied as follows:

A. The salaries or rates of compensation prescribed are fixed on the basis of full-time service in full-time positions, unless otherwise designated. The rates of pay prescribed shall be deemed to include pay in every form except for necessary expenses authorized and incurred incident to employment, or except as herein provided.

B. Normally and as a general rule, upon progress and productivity, employees may be considered eligible for increases in salary according to the following general plan.

(1) Step “A” shall be paid upon initial employment, except when another Step is authorized by the City Manager as the beginning pay step for a class. (2) At the satisfactory completion of nine (9) months continuous, acceptable service at Step “A”, employees may be considered for an increase to Step “B” subject to the provisions of subsections D and G below.
(3) Thereafter, at the satisfactory completion of twelve (12) months service in Step “B” and every subsequent anniversary date, employees may be considered for an adjustment in pay by way of a one-step increase until the employee reached Step E, subject to the provisions of subsection C and D below.

C. Annual performance evaluations will be completed and salary adjustments implemented within sixty (60) days after the employee’s anniversary date. If a person’s anniversary date falls within the first week of a pay period, any increases will then be effective at the beginning of that pay period; if a person’s anniversary date fall within the second week of a pay period, any increases will then be effective the pay period following the employee’s anniversary date.

Failure to complete a performance evaluation within sixty (60) days after the employee’s anniversary date shall move said employee to the next higher pay rate, and pay increase shall become effective on the employees’ anniversary date provided that the performance evaluations for subordinates are complete.

D. Advance in pay shall not be automatic upon completion of the periods of service outlined hereinabove, but shall be based on satisfactory performance as established by the employee's service, and after approval of the City Manager. Increase in pay shall be withheld in cases of inferior work, lack of application, or indifferent attitude. The pay of any employee may be reduced to a lower step within the pay range established pursuant to disciplinary proceedings, in cases where the quality and manner of performance of services do not justify the pay being received.

E. Where a pay range for a given class or for several classes is revised upward, the incumbents of positions in classes affected shall maintain their current salary step. The 338
Mid-Management Employees MOU, 7/1/16 22 to 6/30/2227 15 existing pay shall be held at the same amount if the pay is adjusted downward.

F. Anniversary dates shall be established as the effective date of hire of the employee.

Employee benefits, including step increases, shall be prorated to reflect the actual effective date, unless otherwise required by insurance providers, or Federal/State agencies.

G. All new employees are to be probationary from the date of hire to completion of nine (9) months of continuous, acceptable employment. Up to three (3) months work as a temporary employee in the same or similar classification may be credited toward the completion of the probationary period, subject to the approval by the City Manager. Such approval will not be unreasonably withheld.

H. Members shall receive longevity pay in the following increments:

After the completion of 10 years $100.00 per month, or
After the completion of 15 years $150.00 per month, or
After the completion of 20 years $200.00 per month, or
After the completion of 25 years $250.00 per month
Payment will be made in 24 bi-weekly payments.

Longevity pay shall be in addition to all other pay received under the terms of the MOU and shall be considered as part of the Total Compensation calculation.

20. INCREASES IN SALARIES.

Effective with the pay period beginning February 11, 2017, there shall be an across the board increase of 3% in wages.

Effective the first full pay period following July 1, 2017, there shall be an across the board increase of 3% in wages.

Effective the first full pay period following July 1, 2018, there shall be an across the board increase of 3% in wages.

Effective the first full pay period following July 1, 2019, there shall be an across the board increase of wages based on the percentage of annual increase (to the nearest one-tenth of a percentage point) of the Consumer Price Index for All Urban Consumers, San Francisco Area (CPI-U)or April 2019 with a 2% floor and a 4% ceiling.

Effective the first full pay period following July 1, 2020, there shall be an across the board increase of wages based on the percentage of annual increase (to the nearest one-tenth of a percentage point) of the Consumer Price Index for All Urban Consumers, San Francisco Area (CPI-U) for April 2020 with a 2% floor and a 4% ceiling.

Effective the first full pay period following July 1, 2021, there shall be an across the board increase of wages based on the percentage of annual increase (to the nearest one-tenth of a 339
Mid-Management Employees MOU, 7/1/16 22 to 6/30/2227 16 percentage point) of the Consumer Price Index for All Urban Consumers, San Francisco Area (CPI-U) for April 2020 with a 2% floor and a 4% ceiling.

Separate from the wage increases noted above, the City will provide each employee a one-time offsalary schedule payment in a lump sum amount to be paid in the next pay period after approval of this Agreement by the City Council as follows:
 4.5% of the annual base salary after approval of this Agreement by the City Council.

Such one-time off-salary schedule payment is intended to be non-pensionable compensation in accordance with CalPERS regulations and interpretations, including, but not limited to CalPERS Circular Letter 200-048-16 (November 10, 2016)
Effective the first full pay period following July 1, 2022, there shall be an across the board increase of 5%in wages.

Effective the first full pay period following July 1, 2023, there shall be an across the board increase of wages based on the percentage of annual increase (to the nearest one-tenth of a percentage point) of the Consumer Price Index for All Urban Consumers, San Francisco Area (CPI-U) for April 2023 with a 3% floor and a 5% ceiling.

Effective the first full pay period following July 1, 2024, there shall be an across the board increase of wages based on the percentage of annual increase (to the nearest one-tenth of a percentage point) of the Consumer Price Index for All Urban Consumers, San Francisco Area (CPI-U) for April 2024 with a 2% floor and a 5% ceiling.

Effective the first full pay period following July 1, 2025, there shall be an across the board increase of wages based on the percentage of annual increase (to the nearest one-tenth of a percentage point) of the Consumer Price Index for All Urban Consumers, San Francisco Area (CPI-U) for April 2025 with a 2% floor and a 5% ceiling.

Effective the first full pay period following July 1, 2026, there shall be an across the board increase of wages based on the percentage of annual increase (to the nearest one-tenth of a percentage point) of the Consumer Price Index for All Urban Consumers, San Francisco Area (CPI-U) for April 2026 with a 2% floor and a 5% ceiling.

21. RETIREMENT.

A. Eligible employees, who were hired by the City, were members of CalPERS, or were members of a retirement system that has reciprocity with CalPERS, prior to January 1, 2013, shall be covered by the PERS retirement plan two percent (2%) at fifty-five (55) full formula for local miscellaneous employees and shall receive the following benefits:
 Effective January 1, 1999 the City’s PERS contract was amended to include service credit for military time or any other type of service credit for which an employee may be eligible. The participating employee shall absorb the cost of any type of service credit or conversion permitted under this subsection. 340
Mid-Management Employees MOU, 7/1/16 22 to 6/30/2227 17  Effective September 1, 1998 employees’ salaries were increased by seven percent (7%), to reflect the employee’s share of PERS retirement cost. The employee’s share of PERS retirement was thereafter the responsibility of the employee to pay. The PERS contribution is shown as a deduction from the employee’s pay on a pretax basis.
 Effective January 1, 2003, the City’s PERS contract was amended to allow conversion of unused sick leave hours towards service credit, up to a maximum of one year of service credit.
 Effective on or about July 1, 2004, the City’s PERS contract was amended to include the Single Highest Year benefit.
 Effective on or about July 1, 2004, the City’s PERS contract was amended to include employee-paid Pre-Retirement Survivor Benefits.
 Effective July 1, 2005 the City’s PERS contract was amended to include City-paid Post-Retirement Survivor Benefits.

B. Eligible employees hired on or after January 1, 2013, and who meet the definition of “new member” under Government Code Section 7522.04(f), shall be covered by the PERS retirement plan two percent (2%) at sixty-two (62) formula for local miscellaneous employees and shall receive the following additional benefits:
 The employee’s contribution rate towards this benefit shall be 50% of the normal cost. The PERS contribution shall be shown as a deduction from the employer’s pay on a pre-tax basis.
 Final compensation shall be based on a three-year average.

C. If the City’s PERS contribution rate exceeds sixteen percent (16.00%), the employee and City shall share equally such excess rate, provided, however, that the additional employee maximum contribution under this formula shall not exceed five percent (5%).

The City agrees to begin the process to implement a CalPERS contract amendment for this cost sharing arrangement as provided in California Government Code section 20516(a) immediately upon approval of this Agreement. The parties agree to engage in this cost sharing arrangement beginning with the pay period beginning February 11, 2017 as provided in California Government Code section 20516(f) until the CalPERS contract amendment is approved and can become effective.

Beginning September 18, 2021, or at the beginning of a pay period as soon thereafter as practical, the employee contribution will be 5%
341
Mid-Management Employees MOU, 7/1/16 22 to 6/30/2227 18 To the extent that the cost sharing formula reaches the above-referenced cap of 5% (26% City PERS contribution rate overall) during the term of this Agreement, the parties agree to meet further to discuss this issue.

D. Other Post Retirement Benefits (OPEB). See Section 24 Health and Welfare Benefits

22. SAFETY SHOES.

All employees who work in classifications whose work has been determined by the City to require wearing safety shoes, shall wear such shoes. Failure to wear safety shoes may result in disciplinary action. The City will buy or reimburse for up to $250275, Red Wing Boots or equivalent, provided they meet CAL-OSHA guidelines. Covered employees are eligible for a new pair of boots/shoes once a year unless the boots/shoes are still in relatively good condition.

If safety boots/shoes are damaged during the year, an employee may request review of the damaged boots/shoes to their Supervisor or Department Head with the possibility of purchasing another pair of boots/shoes. Each case will be evaluated separately and a decision shall be made on its merits.

Classifications whose work has been determined by the City to require safety shoes include:

Public Works Superintendent Environmental Services Manager Maintenance Supervisor Chief Building Official
Wastewater Operations Manager Senior Civil Engineer
Water Systems Manager Development Services Engineer

23. WORK CLOTHING.

A. All employees who work in classifications, whose work has been determined by the City to require wearing City uniforms as designated in this section, shall wear such uniforms.

Failure to wear City uniforms may result in disciplinary action. Employees shall use all diligent care to maintain their work uniforms in good condition. Uniforms consist of City provided laundered shirts, pants and overalls. Classifications whose work has been determined by the City to require uniforms include:

Public Works Superintendent Water Systems Manager
Maintenance Supervisor Wastewater Operations Manager
B. The City and Union have agreed to form a committee to review the current uniform vendor and contract in an effort to improve service. If the committee determines a new vendor or contract terms are required members shall participate in the formation of contract terms and selection of the new vendor.

C. The following designated classifications of employees within the unit where outdoor/field work is required shall be eligible for City provided jackets and hats:

Chief Building Official Public Works Superintendent
342
Mid-Management Employees MOU, 7/1/16 22 to 6/30/2227 19 Development Services Engineer Senior Civil Engineer
Environmental Services Manager Water Systems Manager
Maintenance Supervisor Wastewater Operations Manager
D. This Section does not reference safety/protective equipment or clothing, which shall be provided by the City to those classifications for which it is necessary.

24. HEALTH AND WELFARE BENEFITS.

A. City Contributions Towards Medical Premiums for Employees and Covered Retirees Enrolled in CalPERS Health Coverage Through the City.
(1) Upon approval of this Agreement, tThe City agrees to continue contributing the following towards medical insurance for employees and covered retirees enrolled in CalPERS health coverage through the City:

Employee Only $ 679
Employee plus One Dependent $1,356
Family $1,762
The employee/covered retiree shall be responsible for paying the difference between the City’s contribution and the full cost of the medical premium for the plan selected by the employee/covered retiree.
(2) Effective as soon as practical, but not later than 120 days from the effective date of this Agreement, the City agrees to contribute the following towards medical insurance for employees and covered retirees enrolled in CalPERS health coverage through the City:
(a) Current Employees
 The City will directly contribute a monthly payment equal to 100% of the current “Supplement/Managed Monthly Employee Only Rate for Kaiser Senior Advantage” to CalPERS for the employee.
 The City will also contribute a monthly payment equal to 90% of the selected Kaiser HMO premium rates at each rate of coverage (Employee only, Employee plus One Dependent, and Family) less the monthly payment of the “Supplement/Managed Monthly Employee Only Rate for Kaiser Senior Advantage” referenced above into the employee’s Section 125 Plan with the employee designating such City payment to CalPERS through the Plan.  The employee shall otherwise be responsible for paying the difference between the City’s contribution and the full cost of the medical premium for the plan selected by the employee. The covered employee must authorize a payroll deduction for their required contribution. If no authorization is made by the employee, the City will not make a contribution to the Section 125 343
Mid-Management Employees MOU, 7/1/16 22 to 6/30/2227 20 Plan.
 In no event will the City’s contributions noted above exceed the actual cost of the medical insurance benefit provided.
 Any administrative costs associated with the formation and implementation of the 125 Plan will be paid by the City.
(b) Current Covered Retirees and Employees Hired on or Before the Effective Date of this Section 24.A.(2) June 30, 2016, Who Retire from City Service and Enroll in CalPERS Health Coverage
 The City will directly contribute a monthly payment equal to 100% of the current “Supplement/Managed Monthly Employee Only Rate for Kaiser Senior Advantage” to CalPERS for a covered retiree.
 CalPERS will deduct the balance of the medical premium from the covered retiree’s retirement payment. The City will simultaneously reimburse the covered retiree for the CalPERS healthcare payment equal to 90% of the selected Kaiser HMO premium rates at each rate of coverage (Employee only, Employee plus One Dependent, and Family) less the monthly payment of the “Supplement/Managed Monthly Employee Only Rate for Kaiser Senior Advantage” referenced above.
 The covered retiree shall otherwise be responsible for paying the difference between the City’s contribution/reimbursement and the full cost of the medical premium for the plan selected by the covered retiree.  In no event will the City’s contributions noted above exceed the actual cost of the medical insurance benefit provided.
 Any administrative costs associated with the “City reimbursement” will be paid by the City.
(c) Employees Hired on or After the Effective Date of this Section 24.A.(2)July 1, 2016, Who Retire from City Service and Enroll in CalPERS Health Coverage  The City will directly contribute a monthly payment equal to 100% of the current “Supplement/Managed Monthly Employee Only Rate for Kaiser Senior Advantage” to CalPERS for the covered retiree.
 CalPERS will deduct the balance of the medical premium from the retiree’s retirement payment.
 In no event will the City’s contributions noted above exceed the actual cost 344
Mid-Management Employees MOU, 7/1/16 22 to 6/30/2227 21 of the medical insurance benefit provided.
(3) Annual Retiree Health Net Trust
The City is responsible for maintaining a trust account for the purpose of accumulating funds to ensure retiree health benefits will be paid in the future. The City will update the actuarial analysis on this trust fund every two years and provide a copy of the actuarial report to the Union.

The City will also advise the Union annually of the amount included in the operating budget.

B. Health-in-lieu for Employees Not Enrolled in CalPERS Health Coverage Through the City (1) The City shall pay $400 475 monthly when an employee provides sufficient evidence that he or she is covered by a group medical insurance plan of their spouse or someone else that provides the minimum essential coverage as required under the ACA regulations. Health-in-lieu shall be paid as a cash payment, subject to applicable withholdings and taxes.
(2) The City's obligation to make such health-in-lieu payments only applies to employees who are not covered by the CalPERS health coverage through the City and shall not commence until such time as an employee is no longer covered by the City's health insurance plan.
(3) It is the employee’s responsibility to notify Human Resources when there has been a change in eligibility status for medical insurance coverage or for health-in-lieu. The City shall be entitled to verify the employee’s eligibility at least annually.

C. Other Benefits

1. Benefits Package. Currently, the City provides the following benefits package:
a. Dental Insurance
b. Long-term Disability Insurance
c. Group Life Insurance
d. Employee Assistance Program
e. Vision Insurance

2. Employees Cafeteria Plan Contribution. The City will provide the following 345
Mid-Management Employees MOU, 7/1/16 22 to 6/30/2227 22 contributions to the Employees Cafeteria Plan which employees can use to help offset the costs of the required and voluntary benefits offered above. Employees are responsible for paying the premiums for the benefits listed above. Any remaining dollars may be used to pay for medical insurance premiums, additional life insurance, or as a contribution to a deferred compensation program, etc.

Annual increases for each year of agreement to monthly Cafeteria Plan contribution as follows:
 Effective in the first pay period following approval of Agreement by City Council: $298.70
 Effective in the first pay period following July 1, 2017: $307.66  Effective in the first pay period following July 1, 2018: $316.89  Effective in the first pay period following July 1, 2019: The same percentage increase as that of the salary increase at the same time as provided in Article 20.
 Effective in the first pay period following July 1, 2020: The same percentage increase as that of the salary increase at the same time as provided in Article 20.
 Effective in the first pay period following July 1, 2021: The same percentage increase as that of the salary increase at the same time as provided in Article 20.
 Effective in the first pay period following July 1, 2021: $348.93  Effective in the first pay period following July 1, 2022: The same percentage increase as that of the salary increase at the same time as provided in Article 23.
 Effective in the first pay period following July 1, 2023: The same percentage increase as that of the salary increase at the same time as provided in Article 23.
 Effective in the first pay period following July 1, 2024: The same percentage increase as that of the salary increase at the same time as provided in Article 23.
 Effective in the first pay period following July 1, 2025: The same percentage increase as that of the salary increase at the same time as provided in Article 23.
 Effective in the first pay period following July 1, 2026: The same percentage increase as that of the salary increase at the same time as provided in Article 23

3. Dental Insurance Plan. The City currently provides dental insurance with a $1,500/person/year benefit cap. The employee shall pay the premium. Employees must purchase at minimum, the employee-only level.
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Mid-Management Employees MOU, 7/1/16 22 to 6/30/2227 23

4. Long-Term Disability Insurance Plan. The City currently provides a long-term disability insurance program. The employee pays the premium. Employees must participate in the program.

5. Group Life Insurance. The City currently provides group life insurance. The Employee pays the premium. Employees must participate in the program.

The group life insurance has an individual benefit of $25,00050,000 and includes Accidental Death and Dismemberment.

6. Employee Assistance Program. The City currently provides an Employee Assistance Program. The Employee pays the premium. Employees must participate in the program.

7. Vision Benefit. The City currently offers Vision Insurance. The Employee pays the premium. Participation in the program is voluntary.

8. Health Flex Spending Account (FSA). The City has established a Health Care Flex Spending Account (FSA). The employee shall be responsible for any enrollment and administration expenses related to the FSA.

9. Deferred Compensation Plan
The City will make a contribution of one percent (1%) of the employee’s salary towards a 401(A) Deferred Compensation Plan. Note: All bargaining unit employees are required to contribute 2% toward the 401(A) Deferred Compensation Plan.

The City will continue to provide access to employees to voluntarily contribute to other Deferred Compensation Plan(s). Employees may voluntarily contribute any portion of their salary to other deferred compensation plan(s), subject to the dollar caps of the programs. The City does not contribute to such Deferred Compensation Plan(s).

10. Change in Benefits. The City agrees to meet and confer with the Union during the term of this agreement if the city receives a cancellation notice of any plan, or a change in benefit level to any plan.
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Mid-Management Employees MOU, 7/1/16 22 to 6/30/2227 24

25. DISCIPLINARY PROCEDURE.

8.1(i)(5)). The “Hearing with an Adjustment Board” step of the disciplinary appeals procedure (Section 8.1(i)(4)) will be used only by mutual agreement of both the City and the Union.

Modifications to the procedures are subject to Meet and Confer.

26. GRIEVANCE PROCEDURE.

A. Definitions:

1. Formal Grievance: A formal grievance is any dispute which involves the interpretation or application of any provision of this MOU, or rules, regulations, resolutions, ordinances and existing practices which specifically govern personnel practices and working conditions of unit members.

2. Disciplinary Appeal: A disciplinary appeal is an appeal by an employee of a discharge, demotion, reduction in pay or suspension without pay.

3. Working Days: For purposes of the Section, the term “working days” shall mean those days the City is normally open for business.

B. Disciplinary suspensions of three (3) days or less are not subject to processing through Section 29, Grievance Procedure and shall be adjudicated through the applicable provisions of PR 95-07. (Section 10.1 Formal Grievance/Informal Problem Resolution).

C. Performance appraisals, assignment of task within an employee’s classification, and reclassifications are not subject to Section 29, Grievance Procedure.

D. Either the Union or the employee may informally present a grievance prior to filing a formal
written grievance pursuant to Section E, below.

E. Procedure: Grievances/Disciplinary Appeals filed pursuant to this MOU shall be processed in the following manner:

1. A formal grievance may only be initiated by the employee or an authorized union representative completing and filed with the employee’s supervisor as a written statement of the grievance containing the following information:
 Name(s) of grievant(s)
 Job title(s)
348
Mid-Management Employees MOU, 7/1/16 22 to 6/30/2227 25 ꞏ Department
 Mailing address(es)
 A clear statement of the nature of the grievance (cite applicable ordinance, resolution, rules or regulations, or memorandum of understanding language);  The date of the event giving rise to the grievance;
 A proposed solution to the grievance;
 The date of the written grievance;
 The signature(s) of the grievant(s); and
 The name of the organization, if any, representing the grievant(s), followed by the signature of the organization’s representative.

4. The department head or designated representative shall have ten (10) working days from the date of receipt of the grievance in which to respond. If the grievance is not satisfactorily adjusted/resolved within this period, the grievance may be presented in writing either by the employee or by an authorized union representative within ten (10) days to the City Manager.

Further, the one member of the Board who may be a City employee shall not be from the Department from which the grievance originated. The Board shall convene within fifteen (15) days. No decision of the Board shall be final and binding without receiving the affirmative votes of at least three (3) members of the Board. If the three (3) votes required to resolve the matter are not cast the Board shall be declared deadlocked.

6. If an Adjustment Board is unable to arrive at a majority decision, either the Union or the City may require that the grievance be referred to an impartial arbitrator who shall be designated by mutual agreement between the Union and the City Manager. Request for arbitration shall be made within ten (10) days of a declared deadlock of the Board. 349
Mid-Management Employees MOU, 7/1/16 22 to 6/30/2227 26 The selection of the impartial arbitrator shall be made within thirty (30) days of the request for arbitration. The fees and expenses of the impartial arbitrator and a court reporter shall be shared equally by the Union and the City. Each party shall bear the cost of its own presentation including, but not limited to, preparation and posting of hearing briefs, if any.

7. Decisions of the Board and arbitrators on matters properly before them shall be final and binding.

27. CONCERTED ACTIVITIES.

28. MANAGEMENT RIGHTS.

The management rights, duties and powers of the City include, but are not limited to, the sole and exclusive right to; determine its organization; direct and control staff; determine the kinds and levels of services to be provided and the methods and means of providing them; establish its educational policies, goals and objectives; determine the number and kinds of personnel required; schedule and assign employees; maintain the efficiency of City operations; determine the means, methods and schedule of operations; establish budget procedures and determine budgetary allocations; establish standards of performance and insure that the quality of that performance is maintained; establish its own rules and regulations and standards of conduct and require employees to adhere to them; discipline, suspend or discharge employees; alter or discontinue its operations in part or in whole; subcontract out work; determine the number of courses and the location of courses. The abovementioned management rights are not to be interpreted as being all of said rights, but merely indicate the type of rights which belong to and are inherent in management. Said rights are reserved to the City unless they are limited by this MOU.

Any of the rights, powers, authority and functions that the City possessed prior to the execution of this MOU are retained by the City except as specifically limited by this MOU.

29. EFFECT OF THE MOU.

B. The City and the Union also mutually agree that this MOU shall be in full settlement of all issues which were, could have been, or may be the subject of meeting and conferring. It is further agreed that none of such issues shall be subject to meeting and conferring during the term of this MOU unless by mutual consent in writing or by a procedure expressly allowing same stated in this MOU. The City has the right to act on any matter during the term of this MOU as long as the action is not in violation of this MOU.

C. The Union hereby waives all rights to meet and confer and all rights to consultation during the terms of this MOU unless otherwise expressly stated in this MOU. This waiver by the 351
Mid-Management Employees MOU, 7/1/16 22 to 6/30/2227 28 Union shall include any action by the City not in violation of this MOU or any effects or impact of such action.

30. SAVINGS PROVISION.

31. CITY POLICY REGARDING SURVEYS
For future compensation surveys, it shall be City policy to notify the union prior to negotiations and provide an opportunity for the union to respond within two weeks as to whether it wants to meet and discuss survey parameters. The City acknowledges that both parties may gather data from survey agencies of their choice, and the City commits to making its data available to the union by the start of the next negotiations or as soon as possible thereafter.

32. TERM OF THE MOU.

This MOU shall be in full force and effect from July 1, 202216 until June 30, 2021 20222027.

By agreeing to this one-year extension, the parties also agree to extend through June 30, 2022, any time sensitive benefits in the Agreement that were otherwise agreed upon only through the original term of June 1, 2016 – June 30, 2021, with such benefits now extended under the same terms and conditions through June 30, 2022.

MOU terms and conditions not otherwise modified in this Amendment shall remain unchanged and will still remain in effect through June 30, 2022.

Signed and agreed upon on ___________________________ by the following parties:
(DATE)
APPROVED BY TEAMSTERS LOCAL 315, “UNION”
Dated: ______________________
By:

Dustin Baumbach, Teamsters Local 315
APPROVED BY CITY OF AMERICAN CANYON, “CITY”
Dated: ______________________
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Mid-Management Employees MOU, 7/1/16 22 to 6/30/2227 29 By: ______________________

Dana ShigleyJason Holley, City Manager
353
354
RESOLUTION NO. 2021‐______

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF AMERICAN CANYON REVISING THE UNREPRESENTED COMPESNATION PROGRAM FOR AT‐WILL

MANAGERS, CONFIDENTIAL AND PART TIME/SEASONAL EMPLOYEES WHEREAS, Section 37206 of the Government Code requires the City Council to prescribe the time and method of paying salaries and wages of employees of the City; and WHEREAS, At Will Managers, Confidential and Seasonal/Temporary employees are not represented by a collective bargaining agreement and, as such, the terms and conditions of their employment are not addressed in a negotiated Memorandum of Understanding; and WHEREAS, the City Council adopted Resolution 2017‐17 implementing a new Unrepresented Compensation Program (the “Program”) for At‐Will Managers, Confidential and Part‐Time/Seasonal Employees; and
WHEREAS, the City Council adopted Resolution 2020‐87 to amend and extend the Program for one year expiring on June 30, 2022; and
WHEREAS, the City representatives acting on behalf of the City Council and the Teamstersrepresentatives have reached agreement on new Memorandums of Understanding for represented employees; and WHEREAS, the City Manager is recommending the City Council revise the Program to update provisions similar to those in the Teamsters agreements; and
WHEREAS, the City Manager is recommending the Deputy Public Works Director classification be reassigned to the Unrepresented Group from the At‐Will Managers group.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of American Canyon hereby authorizes the City Manager to revise the Unrepresented Compensation Program for At‐Will Managers, Confidential and Part‐Time/Seasonal Employees for the period July 1, 2022 through June 30, 2027, as attached hereto as Exhibit A and made part thereof.

PASSED, APPROVED and ADOPTED at a regularly scheduled meeting of the City Council of the City of American Canyon held on the 16th day of August, 2022, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

_____________________________________
Leon Garcia, Mayor
ATTEST:
_______________________________ _____________________________________ Taresa Geilfuss, City Clerk William D. Ross, City Attorney 355

UNREPRESENTED COMPENSATION

PROGRAM
July 1, 202216‐ June 30, 20272
356

CITY OF AMERICAN CANYON

UNREPRESENTED EMPLOYEE COMPENSATION PROGRAM
SECTION 1:   INTRODUCTION
Section 1.1 Employee Definitions
Section 1.2 Purpose of the Compensation Program
Section 1.3   Employees Covered
Section 1.4 Exempt Status of Management Employees Covered SECTION 2:   EMPLOYMENT CONTRACTS
SECTION 3:   EMPLOYEE SALARY COMPENSATION
Section 3.1   Wage Increases
Section 3.2   Salary Schedule
Section 3.3   Merit Adjustments
Section 3.4   Longevity
Section 3.5   Recruitment/Retention Adjustments
Section 3.6   Confidential Pay Differential
Section 3.7   Application of Compensation Plan
SECTION 4:   RETIREMENT BENEFITS
Section 4.1   Benefits
Section 4.2   Cost Sharing
SECTION 5:   INSURANCE BENEFITS
Section 5.1   Interim City Contributions Towards Medical Premiums for Employees and Covered Retirees
Enrolled in CalPERS Health Coverage Through the
City
Section 5.2   Health‐in‐Lieu for Employees Not Enrolled in CalPERS Health City Contributions Towards Medical
Premiums for
Employees and Covered Retirees Enrolled in
CalPERS Health Coverage Through the City
Section 5.3   Cafeteria Plan Payments
Section 5.4   Other Health and Wellness Benefits

SECTION 6:   HOLIDAYS
SECTION 7:   VACATION LEAVE
Section 7.1   Policy and Intent
Section 7.2   Vacation Entitlement
Section 7.3   Vacation Accrual
Section 7.4   Vacation Uusage
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Section 7.5   Sale of Vacation HoursExcess Vacation Payoff Section 7.6   Sale of Vacation Hours
SECTION 8:   MANAGEMENT LEAVE
358
SECTION 9:   OTHER LEAVES OF ABSENCE
Section 9.1   Sick Leave
Section 9.2   Family Care
Section 9.3   Bereavement Leave
Section 9.4   Industrial Accident Leave
Section 9.5   Miscellaneous Leave With Pay
Section 9.6   Leave Pursuant to the Family and Medical Leave Act and the California Family Rights ActFLMA and
CFRA Leaves
Section 9.7   Leave for Pregnancy, Childbirth and Related Medical Conditions Leave
Section 9.8   Temporary Disability Integration
Section 9.9   Leave of Absence Without Pay
Section 9.10   Military leave
SECTION 10: TRAINING AND PROFESSIONAL GROWTH
Section 10.1   Professional Seminars and Training
Section 10.2   Professional Membership Fees
Section 10.3   College Tuition Reimbursement
SECTION 11: OTHER BENEFITS
Section 11.1   Annual Physical Examinations
Section 11.2   Vehicle Reimbursement for At‐will Management Section 11.3   Vehicle Reimbursement for Councilmembers Section 11.4   Deferred Compensation Plan
Section 11.5   Matching 401(A) Plan
SECTION 12: TERMINATION  ALLOWANCE
Section 12.1   Severance Pay
Section 12.2   Allowance Schedule
Section 12.3   Voluntary Resignation
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1 SECTION 1: INTRODUCTION

1.1 Employee Definitions:

At‐Will Management Employee – an employee who serves at the will of the City Manager and who has responsibility for formulating, administering, and/or managing City policies and programs. In the City, this would typically be department heads and their assistants/deputies.

Confidential Employee – an employee, who in the course of his or her duties, has access to confidential information relating to the City’s administration of employer‐employee relations.

This access may include instances of an occasional but critical nature or due to the employee whose position requires the incumbent to provide direct administrative support to a manager who has such access.

Seasonal/Temporary Employee – an employee who is employed for a temporary duration, or to a limited, but specified period of time for training purposes. Assignments may be to specified programs that may continue from year‐to‐year or as part of a training program for a limited duration. Except for classes that have been identified as part of a special training/apprentice program lasting more than six months, Seasonal/Temporary employees are not eligible for City benefits.

1.2 Purpose of the Unrepresented Employee Compensation Program: For At‐will Management employees, this program is adopted to promote the development of a stronger, more effective Management Team, not merely for purposes of employer‐employee relations but also as a means of recognizing outstanding management performance in all public service areas. These general purposes may be achieved through several means, notably: training, more effective communication among departments, clear identification of goals and objectives, and by relating effective job performance to an incentive program. Also inherent in such a program is the means of retaining good department heads and strengthening the managers (if any) whose effectiveness and performances fall short of reasonable levels of expectation.

For Confidential and Seasonal/Temporary employees, this program recognizes and rewards performance and ensures that employees who are not represented by a union are treated at least equally to represented employees. Because of the nature of their jobs, these employees serve the City without any representation and should not suffer as a consequence.

1.3 Employees Covered: Employees covered under this program shall include the following:

A. At‐Will Management/FLSA Exempt
 City Manager
 Assistant City Manager
 Finance Director
 Community Development Director
 Maintenance & Utilities Director
 Parks and Recreation Director
 Public Works Director
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2 B. At‐Will, Limited‐Term, FLSA Exempt
 Management Fellow
C. Confidential, FLSA Exempt
 City Clerk
 Deputy Public Works Director
 Finance Manager
 Human Resources Officer II
 Management Analyst I/II
D. Confidential, FLSA non‐exempt
 Accounting Technician in Payroll
 Administrative Assistant to the City Manager
 Administrative Clerk III in the City Manager’s Office  Deputy City Clerk
 Fire District Executive Assistant/Office Administrator  Human Resources Assistant
D. Seasonal/Temporary, FLSA non‐exempt
 Bus Driver
 Cashier
 Lifeguard
 Management Aide
 Office Assistant
 Plant Operator Apprentice
 Program Coordinator
 Recreation Leader
 Senior Lifeguard
 Senior Recreation Leader
 Service Worker
 Student Intern
Additional job classes may be added to the Unrepresented Program from time to time, based upon the creation of additional City departments/divisions, the addition of new positions, or by the reclassification of existing positions to either At‐will Management, Confidential, or Seasonal/Temporary based upon the nature of the work.

1.4 Exempt Status of Employees Covered: Based upon the nature of the work, it is expressly understood that the At‐will Management employees covered under this program are exempt from the overtime provisions of the Federal Fair Labor Standards Act. Other positions within Confidential and Seasonal/Temporary employee groups are evaluated for FLSA coverage on a position‐by‐position basis.

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3 SECTION 2: EMPLOYMENT CONTRACTS
The Management employees as designated in Section 1.3(A) shall be “At Will” employees, and shall enter into an employment contract, confirming the “At Will” status of the employee and setting forth any special pay or benefits such as severance pay. Employment contracts with all At‐will Management employees will be approved by the City Manager, or, in the case of the City Manager’s employment contract, approved by the Council, pursuant to the terms of Resolution No. 97‐10, authorizing the City Manager to execute employment contracts with At‐will Management employees. Where there are conflicting terms and conditions between this program and an employment contract, the greater benefit shall apply.

The provisions of this section notwithstanding, the City Council must consent to the appointment of the Planning Director, consistent with the American Canyon Municipal Code, section 2.08.060(c).

SECTION 3: EMPLOYEE SALARY COMPENSATION

3.1 Wage Increases: At‐Will Management and Confidential employees will receive wage increases as follows:
 Effective the pay period beginning February 11, 2017 there shall be an across the board increase of 3% in wages.
 Effective the first full pay period following July 1, 2017, there shall be an across the board increase of 3% in wages.
 Effective the first full pay period following July 1, 2018, there shall be an across the board increase of 3% in wages.
 Effective the first full pay period following July 1, 2019, there shall be an across the board increase of in wages based on the percentage of annual increase (to the nearest one‐tenth of a percentage point) of the Consumer Price Index for all Urban Consumers, San Francisco Bay Area (CPI‐U) for April 2019 with a 2% floor and a 4% ceiling.
 Effective the first full pay period following July 1, 2020, there shall be an across the board increase of in wages based on the percentage of annual increase (to the nearest one‐tenth of a percentage point) of the Consumer Price Index for all Urban Consumers, San Francisco Bay Area (CPI‐U) for April 2020 with a 2% floor and a 4% ceiling.

Effective the first full pay period following July 1, 2021, there shall be an across the board increase of in wages based on the percentage of annual increase (to the nearest one‐tenth of a percentage point) of the Consumer Price Index for all Urban Consumers, San Francisco Bay Area (CPI‐U) for April 2020 with a 2% floor and a 4% ceiling. 362
4  Effective the first full pay period following July 1, 2022, there shall be an across the board increase of 5% in wages.
 Effective the first full pay period following July 1, 2023, there shall be an across the board increase of wages based on the percentage of annual increase (to the nearest one‐tenth of a percentage point) of the Consumer Price Index for All Urban Consumers, San Francisco Bay Area (CPI‐U) for April 2023 with a 2% floor and a 4% ceiling.
 Effective the first full pay period following July 1, 2024, there shall be an across the board increase of wages based on the percentage of annual increase (to the nearest one‐tenth of a percentage point) of the Consumer Price Index for All Urban Consumers, San Francisco Bay Area (CPI‐U) for April 2024 with a 2% floor and a 4% ceiling.
 Effective the first full pay period following July 1, 2025, there shall be an across the board increase of wages based on the percentage of annual increase (to the nearest one‐tenth of a percentage point) of the Consumer Price Index for All Urban Consumers, San Francisco Bay Area (CPI‐U) for April 2025 with a 2% floor and a 4% ceiling.
 Effective the first full pay period following July 1, 2026, there shall be an across the board increase of wages based on the percentage of annual increase (to the nearest one‐tenth of a percentage point) of the Consumer Price Index for All Urban Consumers, San Francisco Bay Area (CPI‐U) for April 2026 with a 2% floor and a 4% ceiling.

Separate from the wage increases noted above, the City will provide each At Will Management and Confidential employee a one‐time off‐salary schedule payment in a lump sum amount to be paid with the pay period beginning February 11, 2017 in the amount of 4.5% of the annual base salary after approval of the Agreement by the City Council.

Such one‐time off‐salary schedule payment is intended to be non‐pensionable compensation in accordance with CalPERS regulations and interpretations, including, but not limited to CalPERS Circular Letter 200‐048‐16 (November 10, 2016).

3.2 Salary Schedule: The Base Salary Schedule is attached as Exhibit A and represents the Base Salary Schedule effective with the first full pay period following July 1, 2022pay period beginning February 11, 2017. The annual salary adjustments as set forth in Section 3.1 of this Resolution Program will be applied to the then‐ current Base Salary Schedule and become part of the Base Salary Schedule for the ensuing fiscal year.

3.3 Merit Adjustments: Typically, merit adjustments may be made by the City Manager upon recommendation of the direct supervisor and department head according to established City policy based on the employee’s performance. Performance reviews with the potential for 363
5 merit increases will occur no less frequently than annually on an employee’s anniversary date.

Additional merit increases may be approved by the City Manager for documented exceptional performance. Merit adjustments for At‐Will employees will be restored during the term of this Resolution as funding is provided in the budget.

3.4 Longevity: Employees covered by this Program who are covered by the Fair Labor Standards Act (non‐exempt FLSA) and, therefore, receive compensation for overtime hours worked shall receive longevity pay in the following increments:

After the completion of 10 years $100.00 per month
After the completion of 15 years $150.00 per month
After the completion of 20 years $200.00 per month
After the completion of 25 years $250.00 per month
After the completion of 10 years $100.00 per month
After the completion of 15 years $150.00 per month
After the completion of 20 years $200.00 per month
After the completion of 25 years $250.00 per month

3.5 Recruitment/Retention Adjustments: On occasion, situations may occur when adjustments may be necessary to At‐will salary ranges for documented recruitment or retention problems. The City Manager is authorized to adjust the salary range of an At‐will management position up to 10% without Council approval if one of the following conditions is met:

Recruitment Problem – If the City makes an extensive effort to recruit qualified candidates including outreach, advertising, and procuring the services of an executive recruiter and that recruitment is not successful based upon the City’s compensation package, then the City Manager can authorize an adjustment to the salary to attract qualified candidates.

Retention Problem – In rare cases, it may be necessary for the City to increase an At‐will manager’s pay for retention purposes. This would require that the manager have a bona fide offer, in writing, from another organization with a significant increase in pay.

3.6 Confidential Pay Differential: Each Unrepresented Confidential employee will receive a 3% pay differential to be added to the employee’s base pay. This 3% pay differential will not be added to the salary range for that job class. If at any time that a currently designated Unrepresented Confidential employee who receives the confidential differential is deemed to be Non‐Confidential, the 3% confidential differential will cease at that time.

3.7 Application of Compensation Plan: Annual performance evaluations will be completed and salary adjustments implemented within sixty (60) days after the employee’s anniversary date. If a person’s anniversary date falls within the first week of a pay period, any increases will then be effective at the beginning of that pay period; if a person’s anniversary date fall within 364
6 the second week of a pay period, any increases will then be effective the pay period following the employee’s anniversary date.

Failure to complete a performance evaluation within sixty (60) days after the employee’s anniversary date shall move said employee to the next higher pay rate, and pay increase shall become effective on the employees’ anniversary date. In the case of employees that supervise others and are required to write performance evaluations, such pay adjustment will not occur until the performance evaluations of subordinates are complete.

SECTION 4: RETIREMENT BENEFITS
Section 4 does not apply to the Seasonal/Temporary employee group.

4.1. Benefits: The City shall provide the Public Employees Retirement System’s (PERS) 2%@55 formula (single highest year) Retirement Plan for “classic” Local Miscellaneous Members; 2% @ 62 formula (3‐year average final compensation) for new PERS members.

Additional benefits may be added from time to time, as approved by the City Council. The City will only pay for the employer’s share of PERS. The retirement benefits shall also include Sick Leave Conversion, Single Highest Year, Pre‐retirement Survivor Benefits, and Post‐retirement Survivor Allowance.

4.2 Cost Sharing: If the City’s PERS contribution rate exceeds sixteen percent (16.00%), the employee and City shall share equally such excess rate, provided, however, that the additional employee maximum contribution under this formula shall not exceed five percent (5%).

Beginning September 18, 2021, or at the beginning of a pay period as soon thereafter as practical, the employee contribution will be 5%.

To the extent that the cost sharing formula reaches the above‐referenced cap of 5% (26% City PERS contribution rate overall) during the term of this Agreement, the parties agree to meet further to discuss this issue.

SECTION 5: INSURANCE BENEFITS
Section 5 does not apply to the Seasonal/Temporary employee group.

5.1 Interim City Contributions Towards Medical Premiums for Employees and Covered Retirees Enrolled in CalPERS Health Coverage Through the City: The City will contribute the 365
7 following towards medical insurance for employees and covered retirees enrolled in CalPERS health coverage through the City:

5.2 City Contributions Toward Medical Premiums for Employees and Covered Retirees Enrolled in CalPERS Health Coverage Through the City:  Effective as soon as practical, but not later than 120 days from the effective date of this Program, tThe City will continue to contribute the following towards medical insurance for employees and covered retirees enrolled in CalPERS health coverage through the City:
(a)  Current and Future Active Employees
 The City will directly contribute a monthly payment equal to 100% of the current “Supplement/Managed Monthly Employee Only Rate for Kaiser Senior Advantage” to CalPERS for the employee.
 The City will also contribute a monthly payment equal to 90% of the selected Kaiser HMO premium rates at each rate of coverage (Employee only, Employee plus One Dependent, and Family) less the monthly payment of the “Supplement/Managed Monthly Employee Only Rate for Kaiser Senior Advantage” referenced above into the employee’s Section 125 Plan with the employee designating such City payment to CalPERS through the Plan.  The employee shall otherwise be responsible for paying the difference between the City’s contribution and the full cost of the medical premium for the plan selected by the employee.  The covered employee must authorize a payroll deduction for their required contribution.  If no authorization is made by the employee, the City will not make a contribution to the Section 125 Plan.
 In no event will the City’s contributions noted above exceed the actual cost of the medical insurance benefit provided.
 Any administrative costs associated with the formation or implementation of the 125 Plan will be paid by the City.
(b)  Current Covered Retirees and Employees Hired on or Before the Effective Date of this Section 5.2June 30, 2016, Who Retire from City Service and Enroll in CalPERS Health Coverage
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8  The City will directly contribute a monthly payment equal to 100% of the current “Supplement/Managed Monthly Employee Only Rate for Kaiser Senior Advantage” to CalPERS for a covered retiree.
 CalPERS will deduct the balance of the medical premium from the covered retiree’s retirement payment.   The City will simultaneously reimburse the covered retiree for the CalPERS healthcare payment equal to 90% of the selected Kaiser HMO premium rates at each rate of coverage (Employee only, Employee plus One Dependent, and Family) less the monthly payment of the “Supplement/Managed Monthly Employee Only Rate for Kaiser Senior Advantage” referenced above.
 The covered retiree shall otherwise be responsible for paying the difference between the City’s contribution/reimbursement and the full cost of the medical premium for the plan selected by the covered retiree.  In no event will the City’s contributions noted above exceed the actual cost of the medical insurance benefit provided.
(c)  Employees Hired on or After July 1, 2016, the Effective Date of this Section 5.2 Who Retire from City Service and Enroll in CalPERS Health Coverage  The City will directly contribute a monthly payment equal to 100% of the current “Supplement/Managed Monthly Employee Only Rate for Kaiser Senior Advantage” to CalPERS for the covered retiree.
 CalPERS will deduct the balance of the medical premium from the retiree’s retirement payment.
 In no event will the City’s contributions noted above exceed the actual cost of the medical insurance benefit provided.

5.32 Health‐in‐lieu for Employees Not Enrolled in CalPERS Health Coverage Through the City (a) The City shall pay $475 monthly when an employee provides sufficient evidence that he or she is covered by a group medical insurance plan of their spouse or someone else that provides the minimum essential coverage as required under the ACA regulations. Health‐in‐lieu shall be paid as a cash payment, subject to applicable withholdings and taxes.
(b) The City's obligation to make such health‐in‐lieu payments only applies to employees who are not covered by the CalPERS health coverage through the City and shall not commence until such time as an employee is no longer covered by the City's health insurance plan.
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9 (c) It is the employee’s responsibility to notify Human Resources when there has been a change in eligibility status for medical insurance coverage or for health‐in‐lieu.

The City shall be entitled to verify the employee’s eligibility at least annually.

5.3 Cafeteria Plan Payments: The City will contribute the following amounts during the terms of this Program for At‐will Management and Confidential employees to be expended by the employee on benefits selected from the City’s Benefits Program (mandatory participation ‐ life, group long term disability, dental, employee assistance program; non‐mandatory participation ‐– visionas described in Section 5.5) with any remaining cafeteria dollars to be received as a cash payment, subject to all applicable taxes and withholdings.

Annual increases for each year of agreement to monthly Cafeteria Plan Contributions as follows:
o Effective in the first pay period following approval of Program by City Council:

Unrepresented ‐ $298.70, At‐Will ‐ $324.45
o Effective in the first pay period following July 1, 2017:  Unrepresented ‐ $307.66, At‐Will ‐$334.18
o Effective in the first pay period following July 1, 2018:  Unrepresented ‐ $316.89, At‐Will ‐$344.21
o Effective in the first pay period following July 1, 2019:  The same percentage increase as that of the salary increase at the same time as provided in Section 3.1. o Effective in the first pay period following July 1, 2020:  The same percentage increase as that of the salary increase at the same time as provided in Section 3.1. o Effective in the first pay period following July 1, 2021:  Unrepresented ‐ $348.93, At‐Will ‐ $379.00.
o Effective retroactive to the first pay period following July 1, 2022: The same percentage increase as that of the salary increase at the same time as provided in Section 3.1. o Effective in the first pay period following July 1, 2023: The same percentage increase as that of the salary increase at the same time as provided in Section 3.1. o Effective in the first pay period following July 1, 2024: The same percentage increase as that of the salary increase at the same time as provided in Section 3.1. o Effective in the first pay period following July 1, 2025: The same percentage increase as that of the salary increase at the same time as provided in Section 3.1. o Effective in the first pay period following July 1, 2026: The same percentage increase as that of the salary increase at the same time as provided in Section 3.1. o

5.4 Other Health and Wellness Benefits
a) Dental Insurance Plan.  The City currently provides dental insurance with a $1,500/person/year benefit cap.  The employee shall pay the premium.  Employees must purchase at minimum, the employee‐only level.
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10 b) Long‐Term Disability Insurance Plan.  The City currently provides a long‐term disability insurance program. The employee pays the premium.  Employees must participate in the program.
c) Group Life Insurance.  The City currently provides group life insurance.  The Employee pays the premium.  Employees must participate in the program.

The group life insurance has an individual benefit of $50,000 and includes Accidental Death and Dismemberment.
d) Employee Assistance Program. The City currently provides an Employee Assistance Program. The Employee pays the premium. Employees must participate in the program.

The program assists employees and family members experiencing emotional or family problems, legal/financial difficulty, and/or struggling with substance abuse issues.

Services include confidential assessments and referral services for extended treatment. e) Vision Benefit. The City currently offers Vision Insurance. The Employee pays the premium. Participation in the program is voluntary.
f) Health Flex Spending Account (FSA). The City has established a Health Care Flex Spending Account (FSA). The employee shall be responsible for any enrollment and administration expenses related to the FSA.

SECTION 6: HOLIDAYS
Section 6 does not apply to the Seasonal/Temporary employee group.

All At‐will Management and Confidential employees shall receive fifteen (15) paid holidays per year, as follows:

New Years’ Day ‐ January 1
Martin Luther Kings’ Day ‐ Third Monday in January
President’s Day ‐ Third Monday in February
Caesar Chavez Birthday ‐ March 31
Memorial Day   ‐ Last Monday in May
Juneteenth   June 19
Independence Day ‐ July 4
Labor Day ‐ First Monday in September
Columbus Day   ‐ Second Monday in October
Veteran’s Day ‐ November 11
Thanksgiving Day ‐ Fourth Thursday in November
Day After Thanksgiving ‐ Day After Thanksgiving Holiday Christmas Eve   ‐ See Below
Christmas Day   ‐ See Below
Day After Christmas ‐         See Below
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11 Floating Holiday ‐ Day selected by employee, subject to supervisor approval
Christmas Eve, Christmas Day and the Day after Christmas shall be observed on the following days during the term of this Agreement:
2017       2022  235, 26 and 27th
202318        25, 26 and 27th 4, 25 and 26th
20192024        24, 25 and 26th
20202025        245, 258, and 269th
2026 1       234, 247 and 258th
It is the intent of this resolution that all full‐time employees receive sixfifteen (165) paid holidays regardless of their assigned workweek.   When a holiday falls on a Saturday, the proceeding Friday shall be deemed a holiday.  When a holiday falls on a Sunday, the following Monday shall be deemed a holiday.   When an employee is required to work on a holiday, he/she may select another day as holiday leave with pay during the fiscal year with the consent of the City Manager.

SECTION 7: VACATION LEAVE
Section 7 does not apply to the Seasonal/Temporary employee group.

7.1 Policy and Intent: In recognition of the fact that many management personnel are recruited from outside the City, that the average tenure for top management personnel is substantially lower that of nonexempt personnel, and that at least two (2) to seven (7) years’ prior experience is required, the following vacation leave policy for At‐will Management shall be implemented.

7.2 Vacation Entitlement: At‐will Management and Confidential employees shall accumulate vacation in accordance with the following vacation entitlement schedule:

Years of         Vacation Days
Continuous Service                Earned/Year
0 – 2 years   12
3 through 5 years   15
6 through 10 years   20
11 or more years   25

7.3 Vacation Accrual: At‐will Management and Confidential employees shall begin earning vacation upon the first day of employment. Vacation leave time shall be accrued as it is earned; odd fractions rounded to the nearest tenth. Vacation time shall not be taken until earned and shall be subject to other provisions of this resolution. When an employee is on a leave without pay status, s/he shall not be entitled to earn vacation. 370
12 For purposes of calculating vacation earned upon termination, the employee’s final accrual will be prorated, based on the days worked in the employee’s last month of employment. Upon termination of an employee’s service with the City, s/he shall be paid a lump sum for all earned vacation not taken, at the employee’s hourly rate then in effect.

7.4 Vacation Usage: An employee may take vacation at a time approved by the City Manager, or, in the case of the City Manager, after notification of the City Council. It is the policy of the City that employees take their normal provided vacation leave each year; however, with the approval of the City Manager, an employee may take less than a normal vacation in one year and carry the balance of his/her earned time over to the next year.

Earned vacation may be accumulated up to a maximum of four hundred and eightythree hundred and twenty (480320). All employees with excess vacation hours as of the last day of the pay period containing April 30 will have their vacation accruals adjusted down to the 480 320 hours accrual cap.

This section and the corresponding vacation accrual caps will also apply to permanent part‐time employees on a prorated basis based on their regularly scheduled hours in a work week. For example, a permanent part‐time employee who works 20 hours/week will have a vacation accrual cap of onetwo hundred and forty sixty (240160) hours – one‐half the threefour hundred and eighty twenty (480320) hours cap applicable to full‐time employees.

7.5 Sale of Vacation Leave Hours: At Will Managers and Confidential employees may cash out up to forty (40) hours of accrued but unused vacation time at the employee’s straight time hourly rate, subject to the following restrictions: (1) the employee must have taken at least forty (40) vacation hours during the past year; and (2) after any such cashout of vacation, the employee has a remaining vacation balance of at least 160 hours. During fiscal year 2020‐2021, the ability to cash out vacation leave is suspended.

Qualifying employees must file an irrevocable election identifying the specific amount of vacation he or she wishes to cash out during the month of December. Vacation will be paid in the first paycheck in the month of January in the year following the irrevocable election.

SECTION 8: MANAGEMENT LEAVE
In recognition of the extra hours required to perform at the level of top At‐will management, including attendance at numerous meetings outside normal working hours and the fact that employees who are exempt from FLSA are not compensated for overtime work, the following management leave policy shall be implemented:

Each FLSA‐exempt, unrepresented employee may receive up to fifteen (15) days Management Leave annually at the discretion of the City Manager. Employees of this group will be able to accumulate a maximum of twenty (20) days of Management Leave in one fiscal year. On July 1 of each year, all hours in excess of 160 will be lost unless an extension of time is granted by the City Manager, who will grant such extensions in limited and extenuating circumstances. It is the responsibility of all employees receiving Management Leave to take their leave in a timely 371
13 manner. However, upon separation from the City any remaining leave shall be paid to the employee at employee’s then‐ current hourly rate.

At‐Will Managers and exempt Confidential employees may elect to cash out up to sixty (60) hours of accrued but unused Management Leave each year at the employee’s straight time hourly rate. Qualifying employees must file an irrevocable election identifying the specific amount of vacation he or she wishes to cash out during the month of December. Vacation will be paid in the first paycheck in the month of January in the year following the irrevocable election. During fiscal year 2020‐2021, the ability to cash out management leave is suspended.

SECTION 9: OTHER LEAVES OF ABSENCE

9.1 Sick Leave
a. At‐will Management and Confidential employees shall be entitled to one working day of sick leave with pay for each month or major fraction thereof worked. b. Seasonal/Temporary employees receive sick leave in accordance with state law. c. Sick leave with pay up to the total number of working days accumulated shall be granted by the City Manager in case of bona fide illness or injury.

9.2 Family Care: Sick leave may be used to care for the employee’s child of any age, stepchild, spouse or domestic partner regardless of gender, parent or step‐parent, parent‐in‐ law, grandparent, grandchild, or sibling, who is incapacitated by a serious health condition as defined by State or Federal Law. Sick leave utilized for Family Care shall not exceed forty‐eight (48) hours per occurrence.

9.3 Bereavement Leave: For At‐will Management and Confidential employees, leave with pay up to 4 days per year shall be granted by the City Manager in case of the death or serious illness of spouse or domestic partner regardless of gender, parent or step‐parent, parent‐in‐ law, grandparent, child, or stepchild, brother or sister, parent‐in‐law, brother/sister‐in‐law, son/daughter‐in‐law, or any relative in the immediate household of the employee.

Bereavement or special sick leave shall not be charged against any accumulated leave. An additional 3 days of vacation, CTO, or management leave may be used.

9.4 Industrial Accident Leave: The City shall provide paid leave and benefits consistent with the State’s Worker’s Compensation laws.

9.5 Miscellaneous Leave With Pay: At‐will Management and Confidential employees shall be granted a leave of absence with full pay for jury duty; subpoena of the employee as a witness; or attendance in court resulting from the employee’s official duties as assigned by the City Manager. Any compensation received by the employee for the above, except for travel reimbursement, shall be promptly remitted to the City by the employee.

9.6 Leave Pursuant to the Family and Medical Care Leave Act and the California Family Rights Act: Employees shall be entitled to take leave in response to the birth or adoption of a 372
14 child, or the placement of a child with the employee for foster care; the employee’s own serious health condition, or the serious health condition of the child, parent or spouse of the employee, as specified in the federal Family and Medical Care Leave Act (FMLA) and the California Family Rights Act (Government Code Section 12945.2). Employees may use their accrued leave balances during such leave.

If the period of leave exceeds the employer’s accrued leave balances, the employee shall take the balance of the leave as unpaid leave.

9.7 Leave for Pregnancy, Childbirth and Related Medical Conditions (California Government Code Section 12945): In addition to leave authorized by Section 9.5.1, eligible employees may take leave based on pregnancy, childbirth, or related medical conditions pursuant to California Government Code Section 12945. Generally, this leave should not exceed six (6) weeks for a normal pregnancy, childbirth, or related conditions, but may be taken for a period of up to a total of four (4) months if the employee is disabled due to pregnancy, childbirth, or other medical conditions. The need for leave beyond six (6) weeks due to disability shall be verified in writing by the employee’s physician. The employee may use accrued leave balances during leave taken pursuant to this Section. If the period of leave exceeds the employee’s accrued leave balances, the balance of the leave shall be taken as unpaid leave.

9.8 Temporary Disability Integration: An employee who is receiving temporary disability workers compensation benefits, State Disability Insurance (SDI) benefits, or Paid Family Leave (PFL) benefits has the option to integrate accumulated sick leave or accumulated vacation time as shall result in a payment to the employee of full regular salary.

9.9 Leave of Absence Without Pay: Upon the written request of any employee, the City Manager may approve in writing a leave of absence without pay for a period not exceeding three months; the Council may approve such leave for a period not exceeding one year. During such leave of absence, benefits will not be paid unless the employee elects to reimburse the City for the cost; sick leave, vacation, holiday benefits will not be accrued or paid.

9.10 Military Leave: An unrepresented employee called to active duty in any reserve component of the Armed Forces of the United States or the National Guard shall be granted a leave of absence for the duration of said active duty. Any full‐time employee on a military leave of absence shall be compensated as outlined in the City’s Human Resources Policies and Practices Manual if the employee provides proper documentation from the Commanding Officer concerning their active duty; or, if the employee is a Commanding Officer, with a copy of the order to report to active duty and any applicable extension orders.

SECTION 10: TRAINING AND PROFESSIONAL GROWTH

10.1 Professional Seminars and Training: To promote continued development of skills, knowledge, and abilities among the Management Team and Confidential employees of the City, the City Manager may grant time off to employee for educational leave. Such leave may be 373
15 received in order to attend professional, technical, or managerial workshops, courses, conferences, conventions, seminars, or related activities. The cost of attendance at these activities, including travel, per diem, registration, tuition, materials or other reasonable costs, are legitimate City expenditures as provided for in the annual City Budget.

10.2 Professional Membership Fees: Most At‐will Management and Confidential personnel are expected to maintain membership in appropriate professional organizations. These memberships serve to acquaint the City with the current state‐of‐the‐art in these professional areas by means of publications and special activities. The City will include the costs of these membership fees in the respective department budgets, subject to approval by the City Manager.

10.3 College Tuition Reimbursement: An At‐will Management or Confidential employee who is taking courses in a field related to his/her employment may receive reimbursement for tuition and/or materials for 100% of the reasonable cost for books and tuition per fiscal year. “Reasonable cost” shall be the cost of coursework through the California State University System. Such reimbursement shall be after the employee has successfully completed the course with a grade of “C” or better. Further details of this benefit can be found in the City Tuition Reimbursement policy.

SECTION 11: OTHER BENEFITS

11.1 Annual Physical Examinations: For At‐will Management and Confidential employees, the costs of any required employment‐related medical examination and diagnostic services, as required, shall be borne by the City, and the costs for treatments or correction of deficiencies shall be borne by the employee. This will be in compliance with adopted medical job standards and the Federal Occupational Safety and Health Act.

11.2 Vehicle Reimbursement for At‐will Management: At‐will Management employees to a far greater extent than other City employees are required to travel throughout the City and the County to fulfill their job requirements. This travel is frequently required outside of normal working hours. In recognition of this employment requirement, the City may provide either the use of a City vehicle or pay an auto allowance of $400 per month. If it is necessary, the use of a private vehicle shall be reimbursed at the same mileage rate as approved by the City Council, if no auto allowance provisions have been made.

11.3 Vehicle Reimbursement for Councilmembers: In recognition of the travel by automobile that is required of City Councilmembers, each Councilmember can elect to receive either an auto allowance of $500 per month or be reimbursed for actual mileage at the Internal Revenue Service rate presently in effect (see www.irs.gov).

11.4 Deferred Compensation Plan: Employees may elect payroll deductions in an amount permissible under IRS regulations, to be placed in a deferred compensation program administered at no cost to the City. Such monies deposited would become tax deferred and would be subject to income taxation in the year they are withdrawn from the deferred 374
16 compensation program. The deferred compensation program shall be administered in accordance with federal law.

11.5 Matching 401(A) Plan: The City will make a contribution of two percent of the employee’s salary for both At‐will Management and Confidential employees into a 401A deferred compensation plan. Employees are required to contribute two percent (2%) of their own money towards the plan to get this benefit.
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17 SECTION 12: TERMINATION ALLOWANCE

12.1 Severance Pay: In order to foster job security within a professional climate, At‐will Management employees who receive no protection from the City’s Personnel System will be entitled to severance pay when they are discharged from the City service; provided however, that the employee has been in the employ of the City at least one (1) year. At‐will Management employees terminated for cause are not eligible for severance benefits.

12.2 Allowance Schedule: Specific severance pay terms and conditions may be subject to negotiation and included in the employee’s Employment Contract, as noted in Section 2 (Employment Contracts).

12.3 Voluntary Resignation: The provisions of this section do not apply to any employee who voluntarily resigns from the City service for personal reasons. Whenever practical, At‐will Management employees shall give thirty (30) days’ notice prior to voluntary termination in order to leave City service in good standing.
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RESOLUTION NO. 2022‐

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF AMERICAN CANYON APPROVING THE FISCAL YEAR 2022/2023 SALARY SCHEDULES
WHEREAS, the California Code of Regulations (CCR)section 570.5 requires publishing of a “Publicly Available Pay Schedule;” and
WHEREAS, this salary schedule must include the position title for every employee position, pay rate for each position, and time base for each position; and
WHEREAS, the City completed a Total Compensation Survey, which informed recent labor negotiations, and now wishes to make market‐based adjustments, internal alignments and range placements for various job classifications to create a more fair and equitable salary schedule; and WHEREAS, the City completed a meet and confer process resulting in new Memorandums of Agreement with its General Unit and Mid‐Management Unit employees and approved a revised the Unrepresented Compensation Program each of which provides for a Fiscal Year 2022/2023 cost‐of‐living adjustment; and WHEREAS, it is appropriate to enact the Fiscal Year 2021/2022 Salary Schedule to enact the following changes:
 A 5% cost‐of‐living increase for all General Unit, Mid‐Management Unit and Unrepresented Employees effective July 9, 2022.
 Make wage adjustments to multiple classifications to reflect the labor market and create appropriate pay relationships consistent with the Recruitment and Retention Strategic Plan.  Separate part‐time, retired annuitant and extra help classifications into a separate Salary Schedule reflecting the non‐market pay philosophy for those job classes.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of American Canyon does hereby approve the Salary Schedule for Full‐Time Permanent Classifications for Fiscal Year 2022/2023 effective July 9, 2022, as attached hereto as Exhibit "A," and the Salary Schedule for Part‐Time, Retired Annuitants and Extra Help Classifications effective July 9, 2022, attached hereto as Exhibit “B,” to supersede previously adopted Salary Schedules.

PASSED, APPROVED and ADOPTED at a regularly scheduled meeting of the City Council of the City of American Canyon held on the 16th day of August, 2022 by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
__________________________
Leon Garcia, Mayor
ATTEST: APPROVED AS TO FORM:

________________________________ ________________________________ Taresa Geilfuss, City Clerk William D. Ross, City Attorney 377
Exhibit A
SALARY SCHEDULE FOR FULL‐TIME PERMANENT CLASSIFICATIONS ‐ FY2022‐23 Effective: July 9, 2022
Class Code Classification Basis
City Council Monthly $315.00
Executive Classifications
1001 City Manager Annually $245,000.00 *
1009 Assistant City Manager Annually $214,822.00
Minimum Control Pt. Maximum
1005 Administrative Services Director Annually $123,718.40 $154,648.00 $185,577.60 1006 Community Development Director Annually $139,859.20 $174,824.00 $209,788.80 1004 Finance Director Annually $124,536.54 $155,670.67 $186,804.80 1010 Maintenance and Utilities Director Annually $139,859.20 $174,824.00 $209,788.80 1003 Parks and Recreation Director Annually $123,718.40 $154,648.00 $185,577.60 1007 Public Works Director Annually $139,859.20 $174,824.00 $209,788.80 Class Code Classification Basis
ABCDE
6305 City Clerk Annually $109,677.75 $115,161.64 $120,919.72 $126,965.71 $133,314.00 2201 Chief Building Official Annually $121,063.96 $127,117.16 $133,473.02 $140,146.67 $147,154.00 6209 Deputy Public Works Director Annually $143,907.12 $151,102.48 $158,657.60 $166,590.48 $174,920.00 2309 Development Services Engineer Annually $112,419.83 $118,040.82 $123,942.86 $130,140.00 $136,647.00 2200 Environmental Services Manager Annually $124,090.69 $130,295.22 $136,809.98 $143,650.48 $150,833.00 6208 Finance Manager Annually $133,632.38 $140,314.00 $147,329.70 $154,696.19 $162,431.00 6307 Human Resources Officer I Annually $90,017.64 $94,518.52 $99,244.45 $104,206.67 $109,417.00 6308 Human Resources Officer II Annually $109,677.75 $115,161.64 $120,919.72 $126,965.71 $133,314.00 2302 Information Systems Officer Annually $109,677.75 $115,161.64 $120,919.72 $126,965.71 $133,314.00 2210 Maintenance Supervisor Annually $85,679.52 $89,963.50 $94,461.68 $99,184.76 $104,144.00 6303 Management Analyst I Annually $94,574.58 $99,303.31 $104,268.48 $109,481.90 $114,956.00 6304 Management Analyst II Annually $104,392.71 $109,612.35 $115,092.97 $120,847.62 $126,890.00 2204 Public Works Superintendent Annually $118,111.29 $124,016.85 $130,217.69 $136,728.57 $143,565.00 2212 Recreation Manager Annually $96,939.04 $101,785.99 $106,875.29 $112,219.05 $117,830.00 2205 Senior Civil Engineer Annually $124,090.69 $130,295.22 $136,809.98 $143,650.48 $150,833.00 2209 Senior Planner Annually $101,846.45 $106,938.77 $112,285.71 $117,900.00 $123,795.00 2211 Wastewater Operations Manager Annually $127,193.09 $133,552.74 $140,230.38 $147,241.90 $154,604.00 2207 Water Systems Manager Annually $124,090.69 $130,295.22 $136,809.98 $143,650.48 $150,833.00 Class Code Classification Basis
ABCDE
4301 Accountant Hourly $39.21 $41.17 $43.23 $45.39 $47.66 4402 Accounting Assistant I Hourly $25.13 $26.39 $27.71 $29.10 $30.56 4403 Accounting Assistant II Hourly $27.74 $29.13 $30.59 $32.12 $33.73 4404 Accounting Assistant III Hourly $30.63 $32.16 $33.77 $35.46 $37.23 4405‐3405 Accounting Technician
(General & Confidential) Hourly $33.81 $35.50 $37.27 $39.13 $41.09 4707 Administrative Clerk I Hourly $22.22 $23.33 $24.50 $25.72 $27.01 4708 Administrative Clerk II Hourly $24.52 $25.75 $27.04 $28.39 $29.81 4709 Administrative Clerk III Hourly $27.07 $28.42 $29.84 $31.33 $32.90 4706 Administrative Technician Hourly $32.98 $34.63 $36.36 $38.18 $40.09 4210 Aquatics Supervisor Hourly $38.25 $40.16 $42.17 $44.28 $46.49 4312 Assistant Planner Hourly $40.18 $42.19 $44.30 $46.52 $48.85 4314 Associate Planner Hourly $44.35 $46.57 $48.90 $51.35 $53.92 4415 Building Inspector I Hourly $37.31 $39.18 $41.14 $43.20 $45.36 4416 Building Inspector II Hourly $41.20 $43.26 $45.42 $47.69 $50.07 4917 Building Maintenance Worker Hourly $32.18 $33.79 $35.48 $37.25 $39.11 4318 Capital Projects Coordinator Hourly $46.60 $48.93 $51.38 $53.95 $56.65 4422 Civil Engineering Technician Hourly $42.22 $44.33 $46.55 $48.88 $51.32 4419 Code Enforcement Officer Hourly $35.51 $37.29 $39.15 $41.11 $43.17 5403 Construction Management Aide
(At‐Will/Temporary/Seasonal) Hourly $32.98 $34.63 $36.36 $38.18 $40.09 3104 Deputy City Clerk Hourly $43.28 $45.44 $47.71 $50.10 $52.60 4323 Engineer I Hourly $42.22 $44.33 $46.55 $48.88 $51.32 4311 Engineer II Hourly $46.60 $48.93 $51.38 $53.95 $56.65 4313 Engineer III Hourly $51.44 $54.01 $56.71 $59.55 $62.53 Salaries
Annual Salary Steps
Hourly Steps
Exempt Classifications
Non‐ Exempt Classifications
Amended by City Council Resolution on August 16, 2022. Page378 1 of 3 Exhibit A
SALARY SCHEDULE FOR FULL‐TIME PERMANENT CLASSIFICATIONS ‐ FY2022‐23 Effective: July 9, 2022
4441 Engineering Technician Hourly $37.31 $39.18 $41.14 $43.20 $45.36 4438 Environmental Specialist I Hourly $32.98 $34.63 $36.36 $38.18 $40.09 4425 Environmental Specialist II Hourly $36.40 $38.22 $40.13 $42.14 $44.25 4439 Environmental Specialist III Hourly $40.18 $42.19 $44.30 $46.52 $48.85 3105 Executive Assistant to the City
Manager Hourly $34.65 $36.38 $38.20 $40.11 $42.12
3102 Fire Executive Assistant/ Office
Administrator Hourly $36.40 $38.22 $40.13 $42.14 $44.25 3101 Human Resources Assistant Hourly $33.81 $35.50 $37.27 $39.13 $41.09 4324 Lab Analyst Hourly $43.28 $45.44 $47.71 $50.10 $52.60 4927 Maintenance Worker I Hourly $27.07 $28.42 $29.84 $31.33 $32.90 4928 Maintenance Worker II Hourly $29.88 $31.37 $32.94 $34.59 $36.32 4929 Maintenance Worker III Hourly $32.98 $34.63 $36.36 $38.18 $40.09 4831 Mechanic Hourly $35.51 $37.29 $39.15 $41.11 $43.17 4442 Parks and Open Space Project
Coordinator Hourly $32.98 $34.63 $36.36 $38.18 $40.09
4440 Permit Technician Hourly $32.18 $33.79 $35.48 $37.25 $39.11 4833 Plant Maintenance Mechanic I Hourly $36.40 $38.22 $40.13 $42.14 $44.25 4832 Plant Maintenance Mechanic II Hourly $40.18 $42.19 $44.30 $46.52 $48.85 5402 Plant Operator Apprentice Hourly $32.90
4435 Plant Operator I Hourly $36.40 $38.22 $40.13 $42.14 $44.25 4436 Plant Operator II Hourly $40.18 $42.19 $44.30 $46.52 $48.85 4437 Plant Operator III Hourly $44.35 $46.57 $48.90 $51.35 $53.92 4732 Police Technician Hourly $28.44 $29.86 $31.35 $32.92 $34.57 4608 Recreation Coordinator Hourly $31.39 $32.96 $34.61 $36.34 $38.16 4233 Recreation Supervisor Hourly $38.25 $40.16 $42.17 $44.28 $46.49 4634 Senior Bus Driver Hourly $27.07 $28.42 $29.84 $31.33 $32.90 4930 Senior Maintenance Worker Hourly $36.40 $38.22 $40.13 $42.14 $44.25 4420 Sustainability Coordinator Hourly $37.31 $39.18 $41.14 $43.20 $45.36 * Per Employment Agreement
Fiscal Year 22/23 Modifications
Fiscal Year 21/22 Modifications

2. 2% pay increase for City Manager effective 7/1/2021

3. Update hourly pay rate for Plant Operator Apprentice consistent with Resolution 2007‐92

4. Adjust City Manager's compensation effective July 1 per contract approved Oct. 5, 2021 Fiscal Year 20/21 Modifications

2. 2% pay increase for City Manager effective 7/1/2020

3. Add Maintenance and Utilities Director classification and set salary range to Pay Band M1 effective pay period that includes 7/1/2020 Fiscal Year 19/20 Modifications

1. 2% pay increase for City Manager effective 7/1/19

3. Update minimum wage rate and new rate for the following positions: Lifeguard, WSI Lifeguard, Office Assistant, Program Coordinator Recreation , Cashier, Service Worker, Senior Lifeguard, and Senior Recreation Leader effective 1/1/2020 Fiscal Year 18/19 Modifications

1. 2% pay increase for City Manager effective 7/1/18

4. 8% pay increase for Deputy City Clerk 7/1/18

6. Reclassify Human Resources Assistant and create Human Resources Officer I/II and set new salary effective 12/18/2018

7. Update minimum wage rate and new rate for the following positions: Lifeguard, WSI Lifeguard, Office Assistant, Program Coordinator

3. Interim City Manager and Interim Public Works Director pay rates removed from schedule effective 7/1/18. *Note: Interim Department Heads will be paid at

5. Reclassify Management Analyst II (Assistant to the City Manager) and create Assistant City Manager and set new salary effective 12/18/2018

5. Update minimum wage rate and new rate for the following positions: Lifeguard, WSI Lifeguard, Office Assistant, Program Coordinator, Recreation Leader, Cashier, Service

6. Create Management Fellow salary range.

1. Contract Adjustment‐ 2% pay increase for all permanent employees (excludes City Manager and Temporary employees) effective pay period that includes 7/1/2020

4. Update minimum wage rate and new rate for the following positions: Lifeguard, WSI Lifeguard, Office Assistant, Program Coordinator, Recreation Leader , Cashier, Service

2. Contract Adjustment‐ 4%pay increase for all permanent employees (excludes City Manager, Assistant City Manager and Temporary employees) effective 7/1/19

2. Contract Adjustment‐ 3%pay increase for all permanent employees (excludes Temporary employees and City Manager) effective 7/14/18

1.Market Adjustment, Internal Alignment & Range Placements consistent with Total Compensation Study, Recruitment and Retention Strategic Plan, and Memorandums of Understanding effective the pay period starting 7/9/2022.

2. Contract Adjustment ‐ 5% pay increase for all permanent employees (excludes City Manager and Temporary employees) effective pay period starting 7/9/2022.

1. Contract Adjustment‐ 3.8% pay increase for all permanent employees (excludes City Manager and Temporary employees) effective pay period starting 7/10/2021

3. Reassign Deputy Public Works Director classification to Unrepresented from At‐Will Manager.

Amended by City Council Resolution on August 16, 2022. Page379 2 of 3 Exhibit A
SALARY SCHEDULE FOR FULL‐TIME PERMANENT CLASSIFICATIONS ‐ FY2022‐23 Effective: July 9, 2022
Recreation , Cashier, Service Worker, Senior Lifeguard, , and Senior Recreation Leader effective 1/15/19

8. Move Deputy Public Works Director from Band 2 to Band 3 effective 1/29/2019

9. Retitle Administrative Assistant to Administrative Technician and set new salary range effective 1/29/2019.

10. Retitle Administrative Assistant (Confidential) to Executive Assistant to the City Manager and set new salary range effective 1/29/2019.

11. Retitle Civil Engineer I/II/III to Engineer I/II/III effective 1/29/2019.

12. Add Recreation Supervisor classification and set salary range effective 1/29/2019.

13. Salary adjustment for Deputy City Clerk effective 4/16/2019

14. Correct Lifeguard hourly rate effective 4/16/2019
Amended by City Council Resolution on August 16, 2022. Page380 3 of 3 Exhibit B
SALARY SCHEDULE FOR PART‐TIME, RETIRED ANNUITANTS & EXTRA HELP ‐ 2022 Effective July 9, 2022

CLASS CODE CLASSIFICATION PAY BASIS A B C D E
5601 Bus Driver (Non‐Regular) Hourly 19.64                 20.62             21.65        22.73              23.87 5602 Cashier (Seasonal) Hourly 15.00                 15.75             16.54        17.37              18.24 5607 Lifeguard (Temporary) Hourly 15.75                 16.54             17.37        18.24              19.15 5605 Lifeguard (WSI) (Temporary) Hourly 16.14                 16.95             17.80        18.69              19.62 Minimum Maximum
5609 Management Aide (At Will /Temp) Hourly 34.00                    150.00 Minimum Maximum
6309 Management Fellow (At Will /Limited) Hourly 30.00                       58.00 5101 Office Assistant Hourly 18.00                 18.90             19.85        20.84              21.88 5603 Program Coordinator (Temporary) Hourly 22.64                 23.77             24.96        26.21              27.52 5604 Recreation Leader (Temporary) Hourly 15.00                 15.75             16.54        17.37              18.24 5608 Senior Lifeguard (WSI) (Temporary) Hourly 18.11                 19.02             19.97        20.97              22.02 5610 Senior Recreation Leader (Temporary) Hourly 17.25                 18.11             19.02        19.97              20.97 5606 Service Worker (Temporary) Hourly 20.64                 21.67             22.75        23.89              25.08 5401 Student Intern (Temporary) Hourly 15.00                 15.75             16.54        17.37              18.24 DEFINITIONS:

Fiscal Year 22/23 Modifications
The following pay ranges are the authorized pay levels for individuals working in a part‐time, temporary, limited term or extra help capacity. The specific pay assignment with each level should be based on internal equity as well as training and experience of the individual filling the part‐time or extra help position. Unless approved by the City Council, the pay of an individual working in any of the temporary job classifications listed below shall be within the approved range.

Part‐time, temporary and extra help positions are limited to 980 hours per calendar & fiscal years. Salaries for PERS retired annuitants must meet PERS requirements and are limited to 960 hours per calendar & fiscal years. If a PERS retired annuitant is performing part‐time services for a position identified on the City's Salary Schedule for full‐time positions, the City pays the employee an hourly rate based on the Salary Schedule for full‐time positions. Consult Human Resources for assistance in determining the appropriate hourly rates for part‐ time, extra‐help or retired annuitants.

1.Created separate Salary Schedule for classifications that can be filled on a part‐time, temporary, seasonal, extra help and/or limited duration basis.

Amended by City Council Resolution on August 16, 2022. Page 381 1 of 1 RESOLUTION NO. 2021‐______

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF AMERICAN CANYON

REVISING THE RECRUITMENT AND RETENTION STRATEGIC PLAN AND THE

PERFORMANCE MANAGEMENT GUIDELINES, POLICIES AND PROCEDURES FOR AT‐WILL MANAGERS
WHEREAS, the City Council approved Resolution 2007‐160 to adopt the Recruitment and Retention Strategic Plan and the Performance Management Guidelines, Policies and Procedures for At‐Will Managers (the “Plan”); and
WHEREAS, among the purposes of the Plan were to support the concept of Workforce Planning, and to establish a merit‐based, pay‐for‐performance program for at‐will managers; and WHEREAS, strategies for compensating at‐will managers have evolved since the Plan was adopted from grouping job classes together for compensation purposes to distinct salary brackets assigned to individual job classes; and
WHEREAS, labor market conditions have made recruiting and retaining at‐will managers much more competitive requiring increased reliance on a market‐based approach to setting staff salaries.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of American Canyon hereby adopts the revised Recruitment and Retention Strategic Plan and the Performance Management Guidelines, Policies and Procedures for At‐Will Managers (attached hereto as Exhibits A and B and made part thereof) for the purpose of removing at‐will manager pay bands.

PASSED, APPROVED and ADOPTED at a regularly scheduled meeting of the City Council of the City of American Canyon held on the 16th day of August, 2022, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

_____________________________________
Leon Garcia, Mayor
ATTEST:
_______________________________ _____________________________________ Taresa Geilfuss, City Clerk William D. Ross, City Attorney

382
City of American Canyon

RECRUITMENT AND RETENTION

STRATEGIC PLAN

Revised August 2022

383
2 TABLE OF CONTENTS

RECRUITMENT AND RETENTION STRATEGIC PLAN
Page

PART I INTRODUCTION
Purpose
Conceptual Framework
1 PART II WORKFORCE PLANNING
Recruitment Strategies
Retention Strategies
Employee Development
3 PART III SALARY PLAN
Administration Policies
Salary Structure Principles
Internal Equity
Market Surveys
Executive Merit Standards
8 PART IV CLASSIFICATION PLAN
Classification Levels
Flexibly-Staffed Classifications
Class Series
Job Description Format
Definitions of Levels of Supervision
Occupational Groups and Specification Language
Position/Classification Studies
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PART I – INTRODUCTION
Purpose
The purpose of this Recruitment and Retention Strategic Plan is to serve as the official guidelines and resource for the City of American Canyon as well as to position the City to meet the challenges of workforce planning. The concept of workforce planning entails several strategies, two of which are recruitment and retention.  Retention Management - Workforce trends tell us that new employees may not remain with the same agency for their entire careers. To increase the return on an organization’s employment investment, the City must develop strategies, processes, and plans that provide for the continued growth and development of employees. This increases the current value of an organization's employees and can have a positive impact on their decision to stay or leave.

Getting the most valuable applicants to fill vacancies dramatically increases the odds of retaining those employees. Placing an emphasis on strong retention strategies can help the City retain our valuable human capital assets.  Recruitment - High performing organizations understand that recruitment is an ongoing process. Effective recruitment begins with building the City’s identity for both active and passive job seekers. If potential candidates don't know who we are, what we do, or what we can offer them, how can we expect to generate interest in their possible employment with us? This element involves building the City’s brand and marketing our City so that we can be successful in attracting and retaining talented employees. The City’s employer brand will be our City identifier.

It will become the centerpiece of our efforts to describe the kinds of employment opportunities and benefits that potential applicants will want to consider.

Other elements of this Recruitment and Retention Strategic Plan include providing an orderly and equitable process for identify jobs and group job duties and responsibilities.

Job classes provide the basis upon which recruitment and screening, pay scales, and other human resource management decisions are made. The purpose of classification of positions is to (1) classify positions according to their common characteristics of kind of work, level of difficulty, degree of responsibility, qualification requirements, and other factors outlined later in this Plan; and (2) start as the initial formulation of policies and procedures, development of occupational structures and preparation of classification standards, technical evaluation guides, and other reference materials concerning classification work processes. The paramount qualification requirements of positions included in this Plan are the knowledge, abilities, and skills in position analysis and evaluation to determine appropriate pay scale, occupational grouping, title, and functional level (or difficulty level) of positions.

Note: If there is any conflict between provisions of this Plan and the language contained in the contracts (MOUs) or any resolution authorizing pay and benefits between the City and a recognized employee organization, the provisions contained in the memorandum of understanding or resolution authorizing pay and benefits shall take precedence.
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For salary administration, the Plan serves as the foundation of the City’s compensation philosophy and approach for administering the various policies and procedures for ensuring that actions related to pay are fair, equitable, and consistent. The Plan outlines the parameters of the City’s market surveys in regard to timing, the relevant labor market, use of benchmark classes, and internal relationships. Overall, the Plan serves as an aid to understanding the relationship of pay and position classification to appropriate and fair compensation, assignment of management responsibilities, and to other specialized fields of personnel management.

Conceptual Plan
This Plan presents a conceptual framework for the classification plan and identifies grades that reflect distinct differences in levels of work as determined through the use of established allocation factors and class concepts. The concepts to be addressed in this Plan include:

Classification Levels
Classification Series
Classification Titles
Job Description Format
Definitions of Levels of Supervision
Allocation Factors
For Salary Administration, the plan addresses the following concepts:

Salary Structure Principles (Class level differentials) Internal Equity (Whole Job Method and allocation factors) Market Surveys (Relevant labor market, benchmark jobs, appropriate statistics, pay philosophy, timing)
Compensation (Executive salary bracketsPay bands, pay-for-performance for atwill) 386

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PART II – WORKFORCE PLANNING
Once the City’s classification and compensation plan is fully approved and implemented (Sections III and IV), the City will be better positioned to begin its workforce and succession planning efforts. Workforce Planning is the strategic alignment of an organization's human capital with its business/ service direction. It includes the methodical process of analyzing the current workforce, determining future workforce needs, identifying the gap between the present and future, and implementing solutions so the organization can accomplish its mission, goals, and objectives.

In addition to addressing the critical nature of the shrinking labor market, workforce planning can provide the City with many benefits:
 It allows for a more effective and efficient use of the workforce. This will become increasingly important as the City finds itself having to do the same amount of work or more with fewer staff members.
 It helps ensure that replacements are available to fill important vacancies. Filling vacancies is especially critical as the City faces an increasing number of workers eligible for retirement, combined with labor market shortages, and limited compensation levels.
 It provides realistic staffing projections for budget purposes. Realistic projections are very helpful when justifying budget requests to the Council.  It provides a clear rationale for linking expenditures for training and retraining, development, career counseling, and recruiting efforts.  It helps maintain or improve a diversified workforce.  It helps the City prepare for restructuring, reducing, or expanding its workforce.

Analysis of workforce data is the key element in the workforce planning process.

Workforce analysis frequently considers information such as occupations, skills and experience, retirement eligibility, diversity, turnover rates, and trend data. Questions agencies should consider include:
 Are there certain occupational groups with increasing worker turnover?  Can factors influencing turnover be identified?
 Has turnover reduced the skill set of a certain occupational group? Answering these questions should help the City develop plans for stable staffing levels, succession planning, and skill development.

There are four key steps to the workforce analysis phase of the planning model. These steps are:
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The workforce analysis phase of the planning process has been completed with the results presented to the City Council. From an analysis conducted in 2007, it is clear that the that the City will face some serious workforce challenges within the next 10 years.

Specifically, the analysis for the City’s workforce showed that within 5 years, we could potentially see retirements from about 28% of our overall workforce. Additionally, we will need to recruit and retain employees within the technical job category at a higher rate than any of the other job categories (clerical, department head, management/supervisory, professional). Given our small staffing levels in such areas as water, wastewater, and in our paraprofessional level positions, this loss of almost 12% of our workforce in the technical occupational areas will significantly impact the City’s ability to deliver services.

When potential retirements are looked at within the 5 to 10 year timeframe, the largest loss to the City will be in the management and supervisory ranks. Approximately 40% of the City’s current overall regular workforce will be eligible for retirement with almost 16% of that number occupying mid-management and supervisory positions. 388

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The next implementation step involves determining the major strategies for recruiting, retaining, and employee development. To this end, the City has put together a Recruitment and Retention Committee made up of a cross-section of employees and has provided an opportunity for the union representatives to review the plan. This Committee has developed and worked on a list of best practices for recruiting and retaining employees. This analysis involves looking at how the City meets the various best practices standards and the strategies recommended to be used in closing the gaps between actual and best practices.

And finally, an invaluable tool that the City has used for the past three years will continue to be conducted on an annual basis for its usefulness in determining employee satisfaction. This tool is our the annual organizational assessment which collects and analyzes employee responses related to communications, supervisors, work groups, quality of work environment, the employees’ job, and the City as an employer.

The results of the annual assessment gives City management specifics on issues that it can work on to improve the City’s work environment thus moving further along in becoming a more desirable place to work. For instance, each year the assessment reveals that the City still needs to improve communications and this feedback has led to various efforts such as brown bag meetings to be held by the City Manager with employees to hear their concerns, a more informative employee newsletter, and communications training for supervisors in our Supervisory Academy.

Recruitment
A recruitment strategy is critical in successfully communicating the City’s brand to the various applicant groups. The strategy should include a variety of recruitment options, from on-site recruitment activities to the use of electronic recruitment forums or direct email recruitment contacts with schools and universities. Depending upon the specific job being recruited for, the following are some tools and approaches to consider and implement:
 Become an “employer of choice”
 Develop and disseminate, including a slogan, recruitment brochures and City materials with a "City look" (brand).
 Engage and reach out to the community
 Establish and maintain relationships with the best sources of applicants for our workforce (e.g., colleges/universities, technical and trade schools, professional associations)
 Attend job/career fairs at schools, community events, and open houses  Distribute job postings to locations such as gyms, recreational centers, grocery stores, churches, billboards, and public transportation  Advertise in professional and/or specialized journals, newsletters, and web sites  Contract support from recruiting firms
 Utilize trainee, apprentice, intern, and other entry-level programs  Conduct presentations at community events and at local college and adult school classes offering on specific technical skills, interviewing skills, and resume writing 389

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 Develop extensive mailing lists to include specific organizations, agencies, and groups
 Address cultural diversity with targeted outreach effort (ethnic group or minority publications, groups, churches, etc.)
 Utilize a cross-departmental team of managers and employees to develop and propose additional strategies (Recruitment/Retention Team)  Reward for employee referrals
The most effective and pressing of the above efforts would be to establish some apprentice/training programs as soon as possible, especially in the technical job categories. The new Recruitment/Retention Committee will place such efforts as a top priority as well as develop a working list of best practices to be used by the City as a guide to recruitment efforts that will enhance results.

Retention
While recruitment strategies are aimed at hiring new employees who are the best fit for a particular position, retention has also become an essential organizational strategy for employers that wish to remain productive and effective into the future. While compensation is an important factor in employee retention and is therefore, thoroughly addressed in the salary section of this plan, many employees stay with their employers for other reasons as well. The following are some factors that enhance employee retention:
 Put the right person into the right job
 Get input from employees via an employee/management retention committee on retention ideas/strategies
 Offer a workplace that respects, encourages, and enables a work/life balance through creative choices
 Facilitate career development for all employees but especially for top performers  Conduct regular organization assessments and employee opinions/feelings and make adjustments where possible
 Maintain and develop high quality of supervisory ability in the organization  Provide meaningful and regular performance feedback
 Promote an environment where employees feel comfortable freely speaking their minds
 Treat employees fairly, equitably, and consistently
 Consider ways to reward top performance
 Fully utilize and evaluate the City Exit Interview Program and follow up on what is learned
Just as with recruitment, the Recruitment/Retention Team will develop a working list of best practices to be used by the City as a guide in our retention efforts (Attachment 1).

Employee Development
Training and development for our employees serve as both a recruitment and retention tool. If the City becomes known as an employer that provides training and development for its employees, employment with the City will become more attractive to applicants. 390

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And, if employees are developed and provided with the opportunities for further training and education, then those efforts lead to better retention of valuable employees.

The most typical method for providing input into an employee’s career development is through the performance management process. The supervisor and employee discuss areas where the employee needs/wants development and those identified areas are made into goals for the next review period. To provide more detail for employees and their supervisors, Individual Development Plans (IDP) are completed that identify the areas to be developed, the learning goal, the current and desired level of proficiency, the developmental activities, timeframe to be completed, and the review process. The following are some of the paths to employee development:
 Training - Formal or informal, in-house seminars, external courses, one-on-one sessions, instructor-facilitated group instruction, web-based individual tutorials, post-secondary offerings—there is no shortage of options.  Buddy system -New hire partnered with an experienced worker.  Feedback - Formal, informal, consistent, constructive, individual and group, just-intime, all the time.  Job enrichment - Add new challenges and opportunities to the current job, in close consultation with the employee (offered, not imposed!).  Lateral moves - Employee moves to a new position at same level of responsibility.  Promotion - Employee moves vertically, to a position of greater responsibility.  Cross-training -Employee works in other positions or in other work areas for a period of time.
 Rotate jobs or assignments -Some jobs or responsibilities rotate among workers.  Coaching - Supervisors, co-workers or external coaches assist employee with performance improvement, and enhance understanding of the organization.  Mentoring - Role models help employees to understand organizational values and goals and to explore organizational, career, or personal transitions.  Committee work - Employee serves on or leads committees.  Special projects - Employee takes on new challenges.
 Teamwork - Employee serves on or leads cross-functional/departmental teams.  Career ladders - Employer plans and communicates clear paths to advancement.  Tuition reimbursement - Employer provides funds for employees to take approved training, to encourage learning.
 Professional connections - Employer pays professional dues or supports attendance at industry conferences, with a requirement to report back on what was learned.
 Celebrate - Employer recognizes, rewards, and communicates employees’ achievements in newsletters, annual award banquets.
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PART III– SALARY PLAN
Administration Policies
Because pay administration touches so many areas of personnel administration, it is important to cover some of them in the Plan so that all the pieces can be seen and understood in the proper context. The City’s various policies on salary adjustments, initial salary step appointment, minimum performance evaluation criteria, the effects of reclassification on salary, etc. are found in the City’s Human Resources Practices and Procedures Manual.

Salary Structure Principles
The City utilizes a pay step system for its classes. All of the City’s classes, except at-will management, consist of 5 steps with ranges that span approximately 28% from the minimum and maximum steps within the pay grade as provided for in this plan. There is a 5% difference between each pay step. For instance, the current Step B of the Maintenance Worker is $20.01 per hour and Step A is 5% lower at $19.06 per hour. This range size and structure is typical for a public agency. In addition to the basic structure of the pay ranges, a major guiding principle for salary structure is the acceptable differentials between various class levels.

Class Level Differentials
While labor market data is a good indicator of market trends in pay, the concept of internal equity, e.g. how classes are paid relative to each other within the City’s pay plan, is an equally, if not more important factor when establishing a pay plan.

Professional compensation practices provide some guidelines when reviewing internal equity between levels of classes, e.g. how a class in one level is paid relative to another level based on increasing duties and responsibilities and span of control. These guidelines can minimize compaction issues, e.g. supervisory or management positions that make less than their employees when overtime is taken into consideration. The guidelines are presented below in a range format with a minimally accepted low differential up to the maximum. Any salary differentials that fall below the minimum would be considered a salary compaction problem. Salary differentials towards the maximum of the range are to be used under unusual circumstances which are outlined later in this section. Salary differentials are measured by calculating the difference between the highest rate in one pay grade to the highest rate in the other pay grade. The differential ranges that are a “best practice” are outlined below, though there are sometimes exceptions, especially at the top of the range. The following represents the “optimal” differentials between levels:

1. Entry to journey level of series = 10% - 15% differential

2. Journey to advanced journey level of series = 10% - 15% differential

3. Supervisory = 15% - 30% differential over the highest level supervised 392

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4. Division management = 15% - 30% differential over the highest level supervised

5. City management = 15% - 30% differential over the highest level supervised The special circumstances that would warrant a reasonable differential, based upon industry standards, between two classes at the upper end of the differential ranges are below:
 For differences between working levels in a class series (# 1 and 2 above), the higher levels may be up 15% higher than the next lower level if the higher level job requires more education and/or experience to be considered qualified for advancement than other journey or advanced journey level jobs. The basic rule of thumb is to use the minimum differential (10%) when movement to the next higher class only requires one more year of experience and/or education. Any requirements higher than that will warrant a differential at the high end of the range.
 For differences between subordinates and their supervisors (#3, 4, and 5 above), the range of acceptable differentials are greater to accommodate the variety of special circumstances that may occur and be accounted for. The main reasons for allowing a supervisor/subordinate differential to be at the high end of the range are:
 To ensure equitable compensation for supervisors over employees who earn high amounts of overtime.
 To compensate for supervisors who must possess a different and higher level of technical proficiency than their subordinates. For example, some organizations may require an engineer to oversee a division that consists of maintenance/trades personnel.
 To keep pace with the market.

For very small supervisor-subordinate differentials of 5% or less, the City Manager is authorized to adjust the salary of an at-will manager by up to 10% to help mitigate the compaction problem and recruitment/retention difficulties.

Internal Equity
Internally equitable pay systems clearly define the relative value of each job among all jobs within an organization. This ordered set of jobs represent the job structure or hierarchy. The basic concept is simple: jobs that require higher qualifications, more responsibilities, and more complex duties should be paid more than jobs that require lower qualifications, fewer responsibilities, and less complex job duties.

The City utilizes its current pay grade system as a means of effecting internal equity. One level of equity maintenance is achieved by the systematic approach to job/class studies that review certain jobs for proper classification, and therefore, proper salary grade 393

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placement. This process is called job analysis and is very important as a means to create and maintain an internally consistent job structure. Job analysis is almost purely a descriptive procedure. Effective job analysis identifies and defines job content by describing the job duties and tasks as well as other pertinent factors such as skill and effort needed to perform the job adequately. With the adoption of this Plan, the City will codify the City’s current use of the Whole Job Method. This method utilizes the common allocation factors of: decision-making, scope and complexity, contact with others required by the job, supervision exercised and received, and the minimum qualifications that include the knowledge, skills, and abilities.

Market Surveys
Market-competitive pay systems play a significant role in setting a salary that will attract and retain the most qualified employees. Conversely, paying more than is necessary can undermine lowest-cost strategies and may represent an undue burden for the organization. Because money is a limited resource, organizations must strike a balance between offering sufficiently high salaries to attract and retain highly qualified employees and providing sufficient resources to enable them to be productive1. To this end, the City must have a strategy that includes surveying the relevant labor market to determine the organization’s place in the external market and determining the most adequate frequency and benchmarks for surveys. Communicating the goals of the City to its employees is important, especially with helping to gain acceptance.

Relevant Labor Market
Relevant labor markets represent the fields of potentially qualified candidates for particular jobs and are defined on the basis of occupational classification, geography, and service/function/industry provided.

The following factors should also be considered in determining the relevant labor market:
 The most effective number of survey agencies is between 8 and 12.

Anything less than 8 survey agencies increases the chance that there will not be sufficient data collected when a job is hard to match. More than 10 or 12 agencies, however, do not significantly affect the data results in most cases. This is particularly important when the cost of surveying more agencies only serves to make the survey more costly and time consuming than necessary. The increased data adds little to the value of the survey.  Geography is important for a couple of reasons. First, the potential candidate pools are shared by similar agencies that are close in proximity.

If there is any potential of employees being recruited away from the City, it most likely will be by a closer agency such as a Bay Area agency. It is very doubtful that there will be any loss of employees of any significant degree to either Fresno or Los Angeles for instance.
 Size is another important factor because size strongly affects organization.

A larger organization typically has more levels of management, supervision, 1 Salaries of represented employees are subject to the collective bargaining unit process. 394

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and workers so to match a second-line supervisor class with a much smaller organization would be very difficult and will often lead to a lack of sufficient data on some jobs. While size is important, this factor should not trump an otherwise good market benchmark agency that may be smaller or larger but is well suited based upon location (local) and similarity of business (municipal government).

Based upon consideration of the above factors, the following markets2 have been previously used in City surveys including during the last round of contract negotiations and other subsequent surveys. The adoption of this Plan codifies the City’s identified market areas (changes to the market area are subject to meeting and discussing any proposed changes with the union):

MARKET AREAS
 Benicia
 Dixon
 Fairfield
 Martinez
 Napa
 Pleasant Hill
 Rohnert Park
 Sonoma
 St. Helena
 Vallejo
There may be instances when a different combination or new agencies need to be surveyed due to an unexpected situation. For instance, if a recruitment of market sensitive positions result in a poor applicant pool, then a salary survey on a statewide level may be warranted since this is where the potential candidates may come from (such was the case in the late 1990’s with respect to computer related fields). It is important that special circumstances be dealt with in a flexible and appropriate manner. It is expected that an evaluation of the City’s relevant labor market will be conducted about every three to five years to ensure that our survey cities continue to provide similarity and balance based upon the outlined factors. 2For some positions in wastewater treatment, wastewater laboratory, and wastewater pollution prevention, the City may survey the special districts serving Vallejo and Napa. 395

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Choosing Benchmark Jobs
It is unnecessarily burdensome and expensive to survey all of the City’s classifications. Benchmark jobs play an important role in compensation surveys because they allow pay levels to be determined from the information collected on one job to apply to other, similar jobs. Benchmark jobs have four characteristics:
 The job contents are well-known, relatively stable over time, and agreed upon by the employees involved.
 The jobs are common across a number of different employers.  The jobs represent the entire range of jobs being evaluated within an organization.
 The jobs are generally accepted in the labor market for the purposes of setting pay levels.
 Because it is so important to determine and survey benchmark classes, it is recommended that the City go through a benchmarking process before each survey is conducted. Once the original benchmarking takes place, then the process should only be an updating process thereafter.

Using the Appropriate Statistics
There are two common statistics that are used in analyzing survey data: the mean and the median.

Mean
The mean salary is calculated by adding all of the collected salaries and dividing by the total number of salaries in the set (the City’s salary is not used in the equation). Many times, the set of salaries collected will contain one or more outliers (salaries that extremely large or small in comparison to the other salaries), which can lead to a distorted representation of the typical salary. The mean understates the “true” typical value when there are one or more extremely small values and it overstates the “true” typical value when there are one or more extremely large values. While this problem can be mitigated if numerous survey cities and data points are used, the additional work in collecting data from so many survey cities is often not worth the gain.

Median
The median is the middle value in an ordered sequence of numerical data (excluding the City’s data). If there are an odd number of data points, the median is literally the middle observation. If there are an even number of 396

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data points, the median is the mean of the values corresponding to the two middle numbers. The median does not create distorted representations like the mean because its calculation is independent of the magnitude of each value.

Because the median is not influenced by outliers as the mean can be and is used with a lesser number of data points, it is recommended that the City calculate the median only on its market surveys and use it to determine its place in the market.

Compensation Philosophy
Once the market survey data have been collected and analyzed, what an agency does with the information depends upon their overall compensation philosophy.

While some companies and agencies can afford to have a market lead policy (compensating employees more highly than their competitors), most governmental agencies have a market match policy which means that they seek to pay their employees within a certain percentage of the market line (median or mean).

The specific recommendation for the City is to pay its employees within 7% of the median. This means that if a salary rate is shown to be more than 7% below the market, then that rate is adjusted to a level that is more reflective of the median.

However, if a salary rate is found to be above the market, then a 10% standard is used so that the negative impact to employees is minimized. That is, a salary rate is not considered to be above market if it is 10% or less above the median.

However, if a salary rate is more than 10% above the median, then it is considered to be significantly above the market and should be adjusted to a level that is less than 10% above the median level. This adjustment should not occur, though, if there are any internal equity or compaction problems that would occur as a result of reducing the salary rate.

Example of Salary Median Under the Market: Assume that a City salary at the top step is $4,000 per month and the market median is found to be at $4,200. The difference is 5% ($4,000 - $4,200/$4,000); or in other words, the City’s salary is 5% below market. Since this difference does not meet the 7% threshold, there will be no change made to this salary. However, if the median of the survey agencies was $4,300, then the difference is 7.5% below the market which is greater than our threshold of 7%. In this second case, the top salary step would be adjusted to the median of $4,300 with the remainder of the salary steps adjusted accordingly.

Example of Salary Median Over the Market: Using the same City salary in the example above of $4,000, assume the market median was $3,700. This results in the City salary being 7.5% above the market ($4,000 - $3,700/ $4,000). Since it is not a desirable option to lower employees’ pay, we have a higher standard for when we pay over the market median. In this example, no action will occur since the 7.5% difference does not meet our standard of 10%. However, if the market median was $3,500, then the 397

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difference would be greater than 10% resulting in a recommendation for adjustment to below the 10% standard.

Timing
When all of the recommendations and guidelines in this Plan are followed such as using a systematic and regular job analysis process, determining the appropriate labor market, and establishing benchmark classes as well as annually adjusting salaries for cost of living, it is not necessary to conduct market surveys on an annual or bi-annual basis. Rather, with a well thought-out and developed plan and solid process, the City can maintain its place in the market by conducting a market survey every five years or so, or just before negotiations begin. This will allow sufficient time to check in on the external market to ensure that the City is offering a compensation level that helps to recruit and retain qualified employees in its regular workforce. For at-will management, the frequency of market surveys shall be guided by the following section and referenced attachment.

Executive Merit Standards
Given the unique nature of the at-will executive jobs in the City, it is important to take a different approach to compensation for executive staff, especially in regard to merit increases. Rather than separate, 5-step salary grades, the executive management positions in the City are assigned salary bracketsplaced into “bands” that have a minimum, a control point, and a maximum salary. The bracketsbands do not have salary steps so an incumbent can be placed at any point in the bracketband range and could receive a merit increase (or decrease) of any full percentage point, depending upon performance. For instance, one executive could receive a 4% merit increase while another may be awarded a 2% merit increase, and yet another one may not receive any merit increase at all. More detailed information can be found in the City’s Performance Management Guidelines, Policies, and Procedures for At-Will Managers.

The executive pay brackets are determined by using a salary survey to determine the market median to establish the top salary for each classification. The relative position of the top salary to the market median shall be determined by the City Manager.

Bands
There are four at-will management salary bands:
 Band 1 – Positions placed in this band are those executive management positions that require a highly specialized body of knowledge and skill over a medium to large department, including public safety chiefs. These executives typically have other 398

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managers and/or professional staff reporting to them, creating a department that is complex and involves a broad range of functions.
 Band 2 – This band contains those executive management positions that oversee a support department or, the departments that involve functions that are more maintenance, recreational, or community service in nature.  Band 3 - This band contains deputy or assistant directors that oversee highly technical, complex, and specialized divisions such as Wastewater and Water.  Band 4 – This band is for other at-will management positions that typically oversee functions/offices of a more administrative nature
Placement/Adjustment Process
Each year during the process to update the “Unrepresentedative Compensation Program” for Council approval, the City Manager shall do the following:
 Put forth a list in the “Program” that places each executive management position into the appropriate bracketband. If the bracketband placement of any position changes from the previous year, then an explanation as to why the change is proposed must be included.
 Recommend the adjustment of the minimums and maximums of the bracketsbands based upon the February to February Bay Area CPI. Individual salaries of executive managers will also be adjusted by the same CPI amount.

This adjustment shall not to be considered a merit increase.  By each January 15th, the City Manager shall conduct a performance review for each executive manager setting the amount of a merit increase/decrease, in whole percentage points, that each manager will receive for his/her merit pay.

Any merit increases awarded will be effective the first pay period following the date that all of the at-will executive reviews are completed.  A total compensation survey shall be conducted on executive management benchmarks to determine the City’s position in the market, both in regard to pay and management benefits in May of every odd numbered year. The City Manager shall make recommendations to the Council for any changes that are warranted to the executive compensation program in order to stay competitive and to aid in recruitment and retention. Any changes shall be effective July 1st of each year that is surveyed.
 When placing a new executive management hire into the appropriate bracketband, the City Manager shall consider the new hire’s background, his/her compensation in their previous position, and the placement of other 399

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executive managers within the band, and will be mindful of the strategy of giving the new executive room and incentive to grow with the City based upon merit.
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PART IV– CLASSIFICATION PLAN
The classification structure assists in providing a logical, consistent, and fair system and helps applicants, employees, and managers in understanding job duties, responsibilities, qualifications; ensures equal pay for equal work; and provides valuable information in organizational planning and analysis, staff development, and performance management.

CLASSIFICATION LEVELS
Position classification represents the grouping of all jobs within the City into a systematic classification structure based on the duties performed, nature and level of responsibilities, and other work-related requirements of the jobs. Within the classification plan, it is possible to generally categorize classifications according to the following levels:

Class Level
Entry
Journey
Advanced Journey
Lead
Supervisor
Manager
Director
City Manager
Within each job family, there may exist a classification at every level or only at selected levels. Not all job family or classification groups require all of the above levels. The specific required levels within a job family reflect the organization and type/amount of work required and should be tailored to that organization’s needs and priorities.

In some positions, there is no need for functions to be performed at the entry level.

Therefore, there would be no entry-level classification in that particular job family.

Furthermore, it is important to note that while two given jobs may both contain, for example, a journey-level classification, the two journey-level classes will likely be treated differently for compensation purposes. Distinctions between class levels for all types of job families may be expressed in terms of the general amount of responsibility to be assumed within each class level. The following subsections generally define the responsibilities to be assumed at each class level identified. 401

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Term / Level Definition And Basic Information
ENTRY "Entry" is the first level in a series. Employees hired into entry level classes often have limited work experience and require onthe-job training. Assignments are generally limited in scope and are performed within a procedural framework established by higher level employees. As experience is acquired, the employee performs with less immediate supervision. Entry class titles are generally followed by the Roman numeral I such as Accounting Assistant I.

JOURNEY "Journey" commonly follows the entry level and is the fully trained level in either a class or in a class series. The journey class titles are generally followed by the Roman numeral II such as
Accounting Assistant II. If a journey level class is a standalone class with no other levels, then the title will not contain a modifier such as I, II, or Senior.

Incumbents at the journey level are expected to be fully competent to independently perform the position's full range of duties. They may also assist in training and providing direction to others.

ADVANCED

JOURNEY
"Advanced journey" follows journey and is commonly the third level in a class series. Advanced journey titles typically include “III” in the title, but only if there is a class series with lower level classes (entry and journey) below it and if it is distinguished from the lower levels by being the “highly specialized” level.

The advanced journey is the "highly specialized” level but may also include lead or full supervisory duties, depending on the broadness of the class. For example, the Accounting Assistant III is defined as the "advanced journey/leadworker in the series" level.

Not all class series include an advanced journey level. If this level is needed, its duties should be clearly distinguished from the journey level and not simply be a "time-in-grade" level. The "Distinguishing Characteristics" section of the job description may include examples of duties to assist in clarifying the advanced journey from the journey levels of responsibility and the advanced duties should account for at least 50% of the work time.

LEAD "Lead" commonly follows journey and may be the second or third level in a class series. The “Lead” classes provide indirect or “lead” supervision to at least two employees. This level is often called the “Senior” level in its title.
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Incumbents in lead functions, or "leadworkers," are typically responsible for providing lead supervision to a group of at least two lower level regular staff while performing the day-to-day work themselves (temporary or other non-regular staff does not count under this definition), typically at a higher complexity level.

Supervision is not the leadworker’s full-time responsibility. Typical lead duties are to: train and provide ongoing guidance to staff; assign and monitor work; and assist in providing information to the supervisor in areas such as employee selection, performance evaluations, and coverage schedules. Leadworkers are typically not responsible for hiring/firing, corrective action, or preparing performance evaluations though they provide input for the evaluations. Additionally, the indirect supervision that they provide is less than 50% of a leadworker’s time.

SUPERVISOR "Supervisor" commonly follows either the journey or advanced journey/lead levels. Though some positions at the journey level and up may have supervisory responsibilities (see levels above), classes at the supervisor level typically have primary responsibility for full-time supervision of staff including hiring/firing, corrective action, and completing and conducting performance evaluations.

Supervisors work closely with managers in regard to major or sensitive issues.

Supervisors may conduct day-to-day work similar to their subordinates in type but usually perform the more difficult or sensitive work in addition to supervising staff. (Incumbents responsible for supervising "functions" but not supervising staff do not carry the title of supervisor.) The primary reason the class exists is to supervise regular City employees.

The term “full supervisory responsibility” relates to two dimensions:
the responsibility for the entire range of supervisory tasks and the amount of time spent performing those tasks. As a rule of thumb, a class is considered a “full supervisor” if it has responsibility for providing “direct” supervision for at least 30% of the time. Other classes, whether they are typically considered journey or advanced journey, may provide direct supervision; however, once the threshold of direct supervisory responsibility exceeds 30%, then the need for allocation to a “full supervisory” class is warranted.

Not all class series include a supervisor level. If included, their duties should be clearly distinguished from those of any lead positions, since there may be overlapping duties.
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MANAGER "Manager" classes perform full functional management responsibility for a division of a department or a work unit where the work is of a highly specialized and technical nature. ”Manager” commonly follows the supervisor or advanced journey/lead level.

Manager differs from other levels in that incumbents in management positions have: 1) significant responsibility for managing at least 2 employees and for formulating, administering, or managing the implementation of policies or programs; responsibility for directing the work of others; or, significant responsibility for overseeing and planning future delivery of services within the City.

DIRECTOR Director classes recognize positions with full responsibility for the administration and oversight of the activities and operations of a distinct department.

CITY MANAGER The City Manager is the highest level class and has full responsibility for the direction and administration of the overall organization.

Flexibly-Staffed Classifications

1. Flexible staffing exists when a classification series has two or more levels and an employee can be initially appointed to any level in the series, depending upon experience and/or education, and can be promoted from one level in the series to another without further testing. The purpose of using this type of classification structure is not to just give employees more money for doing the same job (grade creep); rather, there needs to be some rationale for its use such as a classification that has several positions allocated to it in one department and the need to bring in new employees at a lower level, or to recognize a level that handles the most complex duties of a class. It would not be expected to have a flexibly-staffed class series for only one or two positions in a class. Also, it is through the flexibly-staffed mechanism that allows the City to set up Apprentice classes and then move a successful Apprentice up to the next level in the series without competing in an open recruitment (e.g., a Plant Operator Apprentice to Plant Operator I). Essentially, the successful completion of an apprenticeship program will substitute for an open, competitive selection process.

2. The two levels (and sometimes three levels) in the flexibly-staffed class series are essentially the same job (though the scope of duties is more limited at the entry level), and it is the employee’s performance that warrants promotion to the journey level rather than a change in the position. Specifically, after putting in at least the required time-in-grade, if an employee is performing the full scope of the position’s duties and is doing so independently and with little direction, then promotion to the journeylevel class is warranted. 404

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3. Promotion from the first level to the second level is not a vested right after serving time in grade. Recommendations to be promoted within a flexibly-staffed class series should be based on the following criteria:
 The incumbent must first meet the minimum time-in-grade requirement.  They must be performing a large portion of the full range of duties of the class, especially the more difficult duties assigned to the class.  They must be performing their duties independently, referring only the most unusual questions/situations to the supervisor.

Major characteristics of flexible-staffing are:
 Ability to hire employees at any level in the classification series.  Ability to recognize performance and to promote staff based on demonstrated knowledge, skills, and abilities, independence of work performance, and a specific amount of time-in-grade experience.
 Ability to promote from one level to the next without further examination. 405

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CLASSIFICATION SERIES
A classification series is a set of two or more classes within a job family that are closely related in terms of work performed and distinguished primarily by the level of responsibility and scope of duties assumed. Within a class series, it is possible to distinguish general categories or levels based upon factors such as scope of responsibility assumed, the training and experience required to perform assigned duties, and the nature of supervision received and exercised. Also, common titling designations are generally used to clearly define the applicable class levels.

Designations
The following indicates, for each of the defined class levels, the titling, distinctions, the scope of duties assumed, the general experience and training required, and the nature of the supervision received and exercised that typically reflect each level.

Entry Level (“I” Classes)
Employees hired into entry level classes often have limited work experience and require on-the-job training. Assignments are generally limited in scope and are performed within a procedural framework established by higher-level employees.

As experience is acquired, the employee performs with less immediate supervision.

Journey Level (“II” or “No Designation” Classes)
Journey level classes recognize positions that require the incumbent to work under general supervision and within a framework of established procedures.

Incumbents are expected to perform the full range of duties with only occasional instruction or assistance. Positions at this level frequently work outside the immediate proximity of a supervisor. A journey level position is fully trained in the scope of duties associated with this level and work is normally reviewed only on completion and for overall results.

Advanced Journey/Highly Specialized (“III” or “No Designation” Classes) Advanced journey/highly specialized-level classes recognize positions that perform a full range of duties, possess special technical or function expertise, and are assigned specialized duties. They typically are assigned significant responsibilities above the journey level that require specialized knowledge, skills, abilities, and experience, and exercise independent judgment in the performance of their duties.

The standard for allocation of this class level is that the position is responsible for performing the highly specialized work for a preponderance of the time.

Lead Level (“Senior” Classes)
The Lead level class provides indirect supervision to at lease two lower level employees and is designated with a “Senior” in the class title. 406

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JOB DESCRIPTION FORMAT
The City’s class specifications are descriptive and explanatory in defining classes. Each job description may contain all or part of the following information:

Class Title
The class title is a brief and descriptive designation of the type of work performed. The class title on payrolls, budgets, personnel reports, and other official forms and reports will provide a common reference to the position. It should be understood that the class title is selected to serve this purpose and is not to be construed as limiting the use of working titles. Where there is more than one class in an occupational series, prefixing or suffixing modifiers are to be used to indicate levels, e.g., Accountant I and II and Administrative Assistant I and II. Numerical suffixes are preferred to the use of indicators such as Trainee, Junior, Assistant, Associate, etc. The use of Senior is used to denote the advanced journey, lead, or highly specialized level. The use of Administrator and Manager denotes two types of classes at a similar level of responsibility and the use of Director indicates the department head.

Definition
This section is a general description of the work and includes a brief, concise definition of the primary responsibilities assigned to positions in the class. When the classification concepts define entry level work as routine duties within an assigned functional areas of work, the definition should reflect this. When the classification concepts define the responsibilities of a manager as assuming full line and functional responsibility for a division and for the development and implementation of divisional goals, objectives, policies, and priorities, the definition should reflect the above listed range and level of assigned responsibilities. The definition should be supported by the duties.

Distinguishing Characteristics
This section, when used, describes the level of work in relation to higher or lower classes in the same series and further expounds on the basic definition. The section identifies the qualities of a class which separates it from other levels of work in the series, and if necessary, from other class series. It is this section that is most important in determining the class to which a particular position belongs by distinguishing the:
 entry from the journey level.
 journey level from the entry and advanced journey level.  advanced journey from the journey level.
 class series from other, similar related classes.

Supervision Received and Exercised
This can be either one section or two and describes the level of supervision received and exercised by positions in the class and is used only for supervisory and management classes. For a definition of the terms used to denote levels of supervision, see the next part of this section on page 18.
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Examples of Duties
This section is intended to enable the reader to obtain a more complete concept of the actual work performed in positions allocated to this class. It lists typical duties that are common to positions of the class. These examples show the range of duties performed by employees in the class. The list is descriptive, but not limiting. It is not intended to describe all the work performed in all positions allocated to the class. This section merely serves to illustrate the more typical portions of the work.

The duties are written in general terms, but enable the reader to obtain a more complete concept of the actual work performed. The list is not intended to describe all the work performed in all positions in the class, nor do all examples apply to all positions allocated to the class. In the more populated classes only one portion of one work example may apply to a given position. Duties are generally listed in descending order of importance or percentage of time spent relative to other duties. The statement “Performs related duties as required” is included in all job descriptions to maintain the general approach to classification and to provide flexibility to management in assigned duties.

Employment Standards (Required Experience, Education, Knowledge, and Abilities)
This section lists the educational background and work record that would typically indicate that an applicant would possess the knowledge and abilities to be successful in the job.

This section can contain more than one qualifying education and experience pattern. If additional experience and/or education can substitute for the listed requirements, a specific substitution pattern must be identified. This section also lists the knowledge and abilities that the duties of the class require and that applicants for positions in the class must possess at a minimum to be qualified. It should be stressed that this section does not in any way refer to the qualifications of present employees. Personal characteristics commonly required of all employees, such as honesty, industry, and freedom from habitual use of intoxicating beverages or drug addiction, should not be listed since they are implied as required qualifications for all classes.

Licenses or Certificates
In certain classifications, legal or special provisions require possession of a specific license or certification issued by a Board of Licensure as a condition of employment or continued employment and can also be listed under the Minimum Qualifications.

Physical Requirements
This section outlines the type of work environment that workers perform their essential functions in and the mobility, lifting, vision, dexterity, hearing/talking, emotional/ psychological, and environmental requirements.

Other Requirements
This section includes any special requirements of unusual conditions that apply to the class such as an age requirement and ability to work weekends and holidays. 408

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JOB DESCRIPTION FORMAT

CLASS TITLE

DEFINITION

DISTINGUISHING CHARACTERISTICS

EXAMPLES OF DUTIES
Depending upon assignment, duties may include, but are not limited to, the following:

SUPERVISION RECEIVED AND EXERCISED
(Only for supervisors and managers)

EMPLOYMENT STANDARDS
Knowledge of:

Ability to:

Minimum Qualifications:

Experience and/or Education:

License Requirement:

Physical Requirements
Other Requirements:

Classification Adopted Revised Retitled Class
Code
FLSA
Designation
Rep Unit

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DEFINITIONS OF LEVELS OF SUPERVISION
The following terms may be used to denote the levels of supervision received and exercised by positions in the various classes of work:

Direct Supervision
The basic characteristics of direct supervision are the assignment of tasks; the observance, review, and evaluation of performance; the administration of line personnel functions (e.g., selection, discipline, grievances, privileges); and responsibility for the worker, as well as the work. The gradations of direct supervision are described below in terms of supervision received by employees.

Immediate Supervision
The employee works in the presence of his/her supervisor or in a situation of close control and easy reference. Work assignments are given with explicit instructions or are so routine that few, if any, deviations from established practices are made without checking with the supervisor. This type of supervision generally is exercised over the entry level in a technical or clerical series and trainee level in a professional series.

General Supervision
Assigned duties require the exercise of judgment or choice among possible actions, sometimes without clear precedents and with concern for the consequences of the action. The employee may or may not work in proximity to his/her supervisor. This type of supervision typically pertains to the journey levels in a technical or clerical series and entry level in a professional series.

Direction
The employee receives general instructions regarding the scope of and approach to projects or assignments, but procedures and techniques are left to the discretion of the employee. This category is usually applied to journey-level professional positions and advanced journey level technical and clerical positions in which employees are expected to operate with a reasonable degree of independence.

General Direction
The employee is responsible for a program or function and is expected to carry out necessary activities without direction except, as new or unusual circumstances require. This category is usually reserved for supervisory positions or advanced journey level professional classes.

Administrative Direction
The employee has broad management responsibility for a large program or set of related functions. Administrative direction is usually received in terms of goals; review is received in terms of results. This category is usually reserved for administrators, managers, or assistant directors.
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Policy Direction
This is reserved for department heads, division managers, and assistant/City managers.

Indirect Supervision
Indirect supervision is characterized by some form of authority over the work of employees not under direct supervision. In other words, the “supervisor” who provides indirect supervision is responsible for the work, but not for the worker. The descriptions above were written in relation to the employee under direct supervision; the following subsections describe persons with responsibility for exercising indirect supervision.

Technical Supervision
The “supervisor” is responsible for prescribing procedures, methods, materials, and formats as a technical expert in a specialty. S/he may produce or approve specifications, guides, lists, or directions. S/he may give direction to employees, but usually on “how” and “why,” and does not assign tasks or observe and evaluate performance. Technical supervision is related to an occupational specialty or function, not to specified employees.

Functional Supervision
The “supervisor” is responsible for a project or recurrent activities that involve tasks performed by persons over whom s/he has authority to give direction in regard to that project or activity, even though they are under the direct supervision of someone else. Functional supervision may include technical supervision, but goes beyond it in that the supervisor schedules and assigns tasks, monitors progress, reviews results, evaluates the employee regarding the area of assignment, and is the person responsible for the completed work product.
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Occupational Groups and Job Description Language
The following defines the six major occupational categories that cover the City’s job classifications and outlines the appropriate job description language required for each occupational category and the specific working levels, if any:

Executive Management – This category is reserved specifically for the City Manager and his/her direct reports (with the exception of any professional or clerical reports); positions at this level may be responsible for directly managing one or more departments within the City, or may have responsibility for policy development at the highest level within the City. The title shall include the term “At-Will”.
 Definition Section: Work mainly involves problem solving and mediating highly conflicting, unexpected and unusual problems involving multiple groups. This section will also include the following language: “This is an at-will position that is outside of the regular position/employee system.

Employment is this position may be terminated with or without cause or notice, at any time, at the will of the City in its sole discretion.”  Level of Supervision Received: This class works under administrative direction, which includes broad management responsibility for a large program or set of related functions. Works is usually received in terms of goals; review is received in terms of results.
 Level of Supervision Exercised: This class may provide direct and/or indirect supervision to lower level personnel.

Management – This work involves formulating, evaluating, authorizing and interpreting policy for a distinct organizational unit in a work unit of division of a department
 Definition Section: Work mainly involves problem solving and mediating highly conflicting, unexpected, and unusual problems involving multiple groups.
 Level of Supervision Received: This class works under administrative direction, which includes broad management responsibility for a large program or set of related functions. Work is usually received in terms of goals; review is received in terms of results.
 Level of Supervision Exercised: This class may provide direct and/or indirect supervision to lower level personnel.

Supervisory – This work involves planning, scheduling and assigning work for others to perform; reviewing, evaluating, and reporting on the performance of those supervised; and recommending changes to management for better achieving the 412

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objectives of the organization. Such work constitutes the major part of the work of those job classifications.
 Definition Section: Work mainly involves having primary responsibility for full-time supervision of staff including hiring/firing, corrective action, and completing and conducting performance evaluations.
 Level of Supervision Received: This class works under direction, receiving general instructions regarding the scope and approach to projects or assignments, procedures and techniques are left to the discretion of the employee.
 Level of Supervision Exercised: This class provides direct and/or indirect supervision to lower level personnel.

Professional/Administrative – Professional - This works involves the continuous exercise of independent discretion and judgement in areas, which are predominantly intellectual, philosophical, governed by conceptual understanding, analytical and varied in character. Administrative - This work involves obtaining and analyzing information needed by management and developing, recommending and implementing policies, systems, and procedures, as authorized.  Entry - this is the first level in the series and assignments are generally limited in scope.
 Definition Section: Work mainly involves the review of information, including summarization, analysis, interpretation and re-presentation in a different format.
 Journey - this is the fully trained level within the series; incumbents are expected to be fully competent to independently perform the full range of duties.
 Definition Section: Work mainly involves the gathering and interpretation of data dealing with problems and difficult situations.

Incumbents may put forth alternative solutions for consideration.  Level of Supervision Exercised (if the class may be assigned supervisory responsibility): This class may provide indirect supervision to lower level personnel.
 Advanced Journey – this is the highly specialized and/or lead level responsible for the most complex assignments. Some positions may perform full supervisory duties but do not do so for a preponderance of time (50% or more).
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 Definition Section: Work mainly involves the gathering and interpretation of data dealing with complex problems and unexpected situations, including making recommendations.
 Level of Supervision Exercised (if the class may be assigned supervisory responsibility): This class may provide direct and/or indirect supervision to lower level personnel; however, this supervisory responsibility is not the primary purpose of the class.

Technical/Paraprofessional – This work involves the use of specific skills, knowledge and abilities acquired for use in a specialized area. Employs practical knowledge to perform learned techniques, particularly in fiscal, scientific or mechanical areas.
 Entry - this is the first level in the series and assignments are generally limited in scope.
 Definition Section: Work mainly involves performance of prescribed tasks in predictable order with minimal exceptions to standard procedures.
 Journey - this is the fully trained level within the series; incumbents are expected to be fully competent to independently perform the full range of duties.
 Definition Section: Work mainly involves performing prescribed tasks in a somewhat predictable order. Exceptions are regular but are carried out according to pre-determined policies or procedures.  Advanced Journey – this is the highly specialized responsible for the most complex assignments. Some positions may perform full supervisory duties but do not do so for a preponderance of time.  Definition Section: Work mainly involves the review of information, including summarization, analysis, interpretation and re-presentation in a different format.
 Level of Supervision Exercised (if the class may be assigned supervisory responsibility): This class may provide direct and/or indirect supervision to lower level personnel; however, this supervisory responsibility is not the primary purpose of the class.

Clerical – This work involves the transformation, organization, transmittal, recording, or maintenance of data or information. The performance of this group may involve the use of a variety of manual or electronic office equipment.  Entry - this is the first level in the series and assignments are generally limited in scope.
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 Definition Section: Work mainly involves performance of prescribed tasks in predictable order with minimal exceptions to standard procedures.
 Journey - this is the fully trained level within the series; incumbents are expected to be fully competent to independently perform the full range of duties.
 Definition Section: Work mainly involves performing prescribed tasks in a somewhat predictable order. Exceptions are regular but are carried out according to pre-determined policies or procedures.  Advanced Journey – this is the highly specialized level responsible for the most complex assignments. Some positions may perform supervisory duties but do not do so for a preponderance of time.  Definition Section: Work mainly involves the review of information, including summarization, analysis, interpretation and re-presentation in a different format.
 Level of Supervision Exercised (if the class may be assigned supervisory responsibility): This class may provide direct and/or indirect supervision to lower level personnel; however, this supervisory responsibility is not the primary purpose of the class. 415

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POSITION/CLASSIFICATION STUDIES
In addition to containing all of the agency’s job classes, a classification plan also includes a systematic process for grouping jobs into common classifications based on similarities in duties, responsibilities, and requirements (knowledge, skills, and abilities). It is a way of formally describing the specific job classes of an agency to determine the appropriate class and/or level for a position or to update the specification content to more accurately describe the duties and responsibilities of a class. To properly maintain the classification plan, it is sometimes necessary to conduct classification and/or position studies which may involve anything from just a single-position audit to determine if it is properly classified to a study of entire classification series or organizational unit. If a class study results in a new class, significant revisions to an existing class, or a salary change, the City will follow the provisions of the applicable MOU in communicating those changes to the union. To help understand the process and issues related to classification studies, the information in this section provides answers to common questions about position and classification studies and outlines a typical process.

Why Are Studies Conducted?
 Gradual changes in duties performed.
 Changes in organizational relationships and responsibilities.  Recruitment/retention problems.
 To ensure more equitable internal alignment— to establish an orderly, rational systematic structure of jobs based on their “worth.”
 To assist in setting pay rates that are comparable with related jobs in other organizations (although a compensations study would need to be conducted).  Allows for measuring work against a common standard—plan and organize work effectively by defining work task, duties, responsibilities, functions, and related requirement.
 To identify a career ladder of progression or direction for employee advancement.
 Provide a solid foundation for addressing compensation issues (once again, a compensation study would need to be conducted).

When Are Studies Conducted?
 As part of the budget process, department heads may request class/position studies for their department in March through April of each year.  Unless the class study is exceptionally large and/or the request was submitted at the end of the window period, every effort will be made to complete the study before the budget is finalized. This will allow for any impact(s) from the study to be addressed in the regular budget process.

What Happens During a Study?
The City’s methodology for conducting a class study typically includes:
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 Maintaining reciprocal communication between HR and the study incumbent(s) and department.
 Reviewing all pertinent documentation.
 Providing a Position Description Questionnaire (PDQ).  Developing and/or updating classification specifications.  Conducting orientation sessions with all employees if there are several employees in the study.
 Reviewing completed questionnaires.
 Conducting interviews.
 Analyzing the data.
 Coordinating an informal review process.
 Developing and presenting a preliminary report.
 Developing and presenting a final report.

The PDQ is a form that is used to provide a detailed description of the duties and responsibilities of a position. If a PDQ was not submitted with the request, Human Resources will usually send the PDQ to the department for the incumbent to complete.

Human Resources will research the history of the position and the class, and in most cases, interview the incumbent, the incumbent’s supervisor, and other employees who perform similar work. These are called audits and are intended to:
 Gather information about duties and responsibilities, not to judge work performance.
 Audit both single position classes, as well as a group of position classes.  Gather information about multiple position classes, which will be audited as a group, with selected representation from each group.
 Gather information from supervisors in order to provide clarification or additional information.
 Sometimes, other comparable agencies with similar classes will be asked to provide information. It is also important to interview the supervisor to clarify issues or identify issues that will occur in the near future that the employee may not be aware of.

The formal job evaluation process involves thoroughly researching, analyzing, determining, and documenting the responsibilities, duties, skills, knowledge, and abilities related to a position. Human Resources looks at various factors in determining the proper class, such as, but not limited to, decision making responsibilities; scope and complexity of work; nature of contact with others; required knowledge, skills, and abilities; supervision received and exercised; working conditions; physical effort and organizational level, size, etc. After all of the relevant information has been collected, a written recommendation is prepared. The written recommendation is an analysis of the data collected in which Human Resources will analyze data and prepare preliminary 417

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recommendations. Recommendations are then reviewed and compiled in a draft report.

Recommendations may include reallocating a position to a different classification, developing a new classification, changing the classification title, modifying the class specification, or determining that the position is appropriately classified and no revisions are warranted.

The report is sent to the involved department(s) for review. Changes may be made based on additional information provided to Human Resources by the involved department based on Human Resource’s (or HR consultant’s, if one is used) professional judgment.

If the study results in a recommendation to establish a new class or revise and/or retitle an existing class, then it may be required that the study go before the City Council.

Salary issues are not to be addressed in a classification study. The purpose of a classification study is to determine the appropriate classification for a given position, not to determine the appropriate salary for a classification.

How long does it take to conduct a study?
A study may take a few weeks to several months. Some of the factors that affect the length of a study are the number of classes and positions included in the study, the amount of research necessary, the extent of the recommendations, the department’s shifting priorities, the length of time it takes to get information from the department and/or incumbent, and the workload of Human Resources.

How is the incumbent involved in the study?
The incumbent’s role is to thoroughly and accurately complete the PDQ so that Human Resources can fully understand the duties and responsibilities. Human Resources may also personally meet with the incumbent to discuss the PDQ in more detail, tour the work area, and/or possibly observe the incumbent performing certain tasks. Human Resources may also want to see samples of the incumbent’s work. If the study is of an entire class with multiple incumbents, each incumbent may not be asked to provide information; rather, a representative sample will be selected and/or group interviews conducted. For single position classifications, each person generally participates in a desk audit. Human Resources may also meet with supervisors and managers to clarify information.

How is a Recommendation Developed?
The recommendation is based on the review of the information previously mentioned, and a comparison with the job description (also called class specification). A change may impact other positions in the class or another class. Some of the factors that do not influence a study are: volume of work, length of service, job stress, quality of work, status on eligibility lists, the fact that other employees are not working within their class, and the incumbent’s particular qualifications. Incumbents should remember that the study is an evaluation of a position, and is not an evaluation of their performance. 418

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Factors that May Justify a Reclassification
 Change in type of work/essential functions (e.g. secretary now doing accounting work.)
 Change in lead/supervisory responsibilities.
 Change in authority for making operational changes or in developing, recommending, and interpreting policies and procedures and the impact to the organization (work group/section only? Division? Department? Citywide impact?)  Addition of stronger, more complex duties/removal of lower duties.  Change in organizational structure or mandate that affects reporting relationships, level in the organization, amount of management review, and/or interactions.

Factors that do NOT Justify a Reclassification
 Performance of the incumbent in the position; reclassification should not be considered a reward or means to promote someone.
 Retention of a specific employee.
 Increase in workload that is of the same nature and level of complexity (volume) - this is a workload issue.
 Change in the emphasis of existing essential functions that are generally of the same complexity.
 Knowledge, skills, and abilities possessed by the incumbent which are not required or regularly used in the position.
 Technological changes or tools (i.e. new software) that does not substantially alter the essential functions of the job (particularly if the “industry” is similarly changing to the new technology.)
 Job “stress.” Perceived stress cannot be reliably measured and varies between individuals.

If a Position is Changed, Does it Automatically Affect the Incumbent? No. Since the study is of the positions, the effect to the incumbent is a separate issue from the study. When a position is reclassified to a higher class, some of the factors considered include: Developing and/or updating classification specifications; whether the incumbent’s position was part of a study which affects all employees in a department, major division, or occupational field; and/or if the duties of the position evolved over a long period of time. The City’s policy, if a position is reclassified, is that the employee must meet the minimum qualifications before they can move into the recommended classification. If they do not, then it may be necessary to find the employee another position in the class that that they have status in; if no such vacancy exists, then a lay off may be necessary.

Allocation Factors
Allocation factors are standards that are used to measure job requirements of individual positions. These factors can be compared in order to measure the similarities and differences among positions. The allocation factors used to develop the City’s classification plan are:
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 Decision-Making
 Scope and Complexity
 Contact with Others Required by the Job
 Supervision Exercised and Received
 Minimum Qualifications Including Knowledge and Abilities These allocation factors are carefully and consistently applied during the analysis of each position included in the study. They are then compared with the same elements in positions that involve similar kinds of work. Not all factors will be as pertinent to all positions, and each factor is analyzed in accordance with the importance of that particular factor to the type of job.

Consideration of these allocation factors leads to the identification of various classes.

More specifically, positions are typically divided first into classification families and series that involve the same kind of work, and then subdivided into classes based on levels of responsibility within each group.

Positions are classified according to the nature and kind of duties assigned to the position. The assignment of additional duties of a similar nature to a position does not justify a higher classification. Problems of excessive workload are properly solved by redistributing work or adding employees, not by reclassifying existing positions.

The allocation factors are briefly defined below:
 Decision-Making
Decision-making consists of (a) the decision making responsibility and degree of independence or latitude that is inherent in the position, and (b) the impact of the decisions.
 Scope and Complexity
Scope and complexity define the breadth and difficulty of the assigned function or program responsibility inherent in the classification.
 Contact with Others Required by the Job
This allocation factor measures (a) the types of contacts, and (b) the purpose of the contacts.
 Supervision Exercised and Received
This allocation factor describes the level of supervision received from others and the nature of supervision provided to other workers. It relates to the independence of action inherent in a position.
 Minimum Qualifications which include Knowledge, Skills, and Abilities This allocation factor defines the required experience and education, knowledge, skills, and abilities necessary to perform assigned responsibilities. 420
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Performance Management
Guidelines, Policies and Procedures
for At‐Will Managers
421
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Executive Compensation Characteristics and
Guidelines
Band Bracket Definitions Executive positions are assigned salary brackets.divided into four bands. Initial placement in a bracketband is determined by information about the jobs derived from existing classification descriptions, current salary and internal relationships, and City Manager input. The following definitions serve to provide general guidelines for the two management bands:

1. Management Band I (MI) -Positions placed in this band are those executive management positions that require a highly specialized body of knowledge and skill over a medium to large department, including public safety chiefs. These executives typically have other managers and/or professional staff reporting to them, creating a department that is complex and involves a broad range of functions.

2. Management Band2 (M2)- This band is for those executive management positions that oversee a support department or, the smaller department that involve functions that are more maintenance, recreational, or community service in nature. (See Appendix 1 for band placement).

3. Management Band 3 (M3)- This band is for deputy or assistant management positions that oversee highly technical, complex, and specialized divisions such as Wastewater and Water.

4. Management Band 3 (M4)- This band is for the other at-will management positions that typically oversee functions/offices of a more administrative and support nature or for assistant managers to higher level executive managers.

BracketBand/Band The four management bands brackets are structured with minimum and maximum salary levels with
Structure and control points that serve as the midpoint of each bracket.band. The control point is the focal point
Control Points where most of the salaries are clustered. A position’s salary may be determined to be below or above the control point depending upon internal value‐based assessments. In addition, it is the control point that is first adjusted when bracketband increases are made based upon cost‐of living adjustments. (See Appendix 1 for initial band structure).

Original BracketBand Initial bracketband placement is based on three primary principles:

And Salary
Placement

1. Placement into a specific bracketband‐The bracketband that a specific position is placed into is based upon the City Manager's judgment using the following factors:
complexity of assigned job responsibilities, internally‐ based value of the position to the overall organization, and market data, especially in relation to offering a competitive salary to aid in recruitment. Each year, the City Manager will evaluate all 422
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at‐will positions to determine if any position had changed significantly enough to warrant a change in bracketband placement using the same factors outlined above.

1. 2. The initial point within the designated bracketband will be the individual position's current salary‐ So that no current executive management employee will incur a salary loss due to the due to the implementation of pay banding, each individual and his/ her position will go into the assigned bracketband at the current salary.

Therefore, if an individual’s current salary is $ 100,000 and the bracketband width is $80,000 to $120,000, the manager will be placed in the portion of the bracketband that corresponds to his/ her current salary.

3. The individual position's responsibilities in relation to the other positions in the band ‐If the bracketoriginal band placement due to current salary is found to be inappropriate due to logical internal relationships or compaction of supervisory relationships (generally, 10% or less is considered severe), then the position may be reviewed in terms of responsibilities in comparison to the other positions in the band.

An analysis will be conducted during implementation of the new pay banding system to determine if any initial salary inequities exist. If so, these will be corrected after the initial band placement. Once in the new pay band system, aA review of the positions may result in an equity adjustment or may result in a position being "leveled" (see page 3 for information on "Salary Leveling").

Guidelines for
Pay Adjustments
The following are the typical ways management pay is adjustment pay is adjusted and the timing and other factors related to such adjustments:

1. Annual Cost‐of‐Living Adjustment (COLAs)‐ For fiscal year, the City Manager will ask council to approve a cost‐of‐living increases for all unrepresented job classes including the Executive Management pay bands brackets to be effective July 1I ".

The control points and the actual executive manager's pay will be adjusted by the approved COLA percentage. For each management band, oOnce the control point is adjusted by the new CPI, the maximum will determined by adding 20% to the new control point. For example, if the control point of the band is adjusted to $100,000, then the new maximum becomes $120,000 ($100,000 x 1.20). The minimum of the band is 80% of the newly adjusted control point. In the example above, the new minimum would be $80,000 ($80,000 x .80).

2. Market Survey ‐A total compensation survey shall be conducted on executive management benchmarks to determine the City's position in the market, both in regard to pay and management benefits in May of every odd numbered year. The City Manager shall make recommendations to the Council for any changes that are warranted to the executive compensation program in order to stay competitive and to aid in recruitment and retention. Any changes shall be effective July 1" of each year that is surveyed. The City Manager may also consider any individual at‐will manager's salary that is shown to be significantly off market when awarding the pay‐for‐performance increases. 423
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3. Pay‐for‐Performance Frequency ‐Pay adjustments within the band as a result of performance will occur on an annual basis to be completed by January 15th of each year. The amount of adjustment will be based on availability of funding and the compa‐ratio, which is explained on page 6. An adjustment can also be a decrease if performance is poor.

4. Reassignments/Promotions ‐Appointment to another position assigned to a higher band bracket will result in an increase of the employee's salary of a minimum of 5%.

5. Salary Leveling ‐Leveling requires that a salary be frozen, which can be the result of several situations. If a decrease in level of responsibilities (overall difficulty and complexity) occurs over time, through demotion, or for other reasons, then leveling is warranted. Also, if a salary becomes inflated over time in comparison to the market data (the position is compensated more than 710% above the market median), then it becomes necessary to level the inflated salary. In the event of a leveling, the individual's salary shall be frozen at its current rate until the median salary of the market data reaches the frozen salary (Y‐rate) or when it reaches the control point of the assigned bandbracket, whichever occurs first.

This includes a freezing of any COLAs granted to other positions in the band. In the event that the leveled salary does not reach the Y ‐rated level by the next market survey, the City shall lower the salary to the market median in two increments over the next two years.

6. Inequities ‐After each market survey, the City Manager will review positions that have been identified as requiring salary equity adjustments (more than 7% below the market median) to determine if an adjustment is warranted (see Appendix 12 for reasons for equity adjustments) and would not cause internal equity problems.
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Performance Management Process
Purpose The City's Performance Management Process has been designed to provide belter communication and as a planning tool in the performance of At‐will Executive Management staff and the delivery of their programs. The process is intended to involve a clear delineation of goals and an assessment of key competencies important to this organization in carrying out the City's mission. Performance management is designed to build a foundation for rewarding those who are high performance in the organization and to provide career opportunities in a more flexible organization.

Performance There are two key features of the Performance Management System:

Criteria

1. Competency assessment

2. Goals setting
Competencies‐The competency portion of the performance management process consti‐ tutes 80% of the overall performance rating. The first competency called the "“Big Five Expectations”. Is valued at 25% of the overall competency rating and includes:
 Implements projects and programs on time and under budget  Undertakes and completes evaluations on schedule
 Keeps the city Manager timely informed of issues and concerns facing the City and the Department
 Adheres to the fiscal policy
 Adheres to the agenda protocol
The other 11 competencies constitute the remaining 75% of the competency rating and are:
 Job Knowledge
 Quality
 Quantity
 Adaptability
 Dependability
 Customer Service
 Teamwork
 Representing the City
 Initiative
 Leadership
Goals‐ There should be a minimum of three goals. A goal is defined as a project that is the responsibility of the manager to accomplish during the performance period. It may include such projects as a Council priority, a City Manager priority, or a departmental priority. In addition, there may be individual goals such as an educational goal or an individual development goal that contributes to the efficiency, effectiveness, or equality of the work performed (either individually or in a team). A goal has a project life cycle. It has a start, middle, and an end; it is not a process. The goals account for 20% of the overall performance rating.
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Forms/ The Performance Management Process will require two types of forms to be used:

Formats Used

1. The Self Evaluation form to be completed by each executive manager with a due date to the City Manager before the end of each calendar year.

2. The City Manager will evaluate each executive manager by January 15th of each year using the City performance management system.

Timing The Performance Management Process begins with the reviewer and reviewee jointly establishing no less than three and no more than six goals/expectations. The timing of the process starts at the beginning of each calendar year:

 The City Manager conducts each review by January 15th of each year. New goals are jointly developed and agreed upon. At this point, the new performance period begins.
 Cost of living adjustments are effective each July 1st, both to the individual pay rates and to the control points of each pay bandbracket.  Self‐evaluations are due to the City Manager by the end of each calendar year.  At a minimum, the City Manager and the manager will have an informal meeting each June to give and receive mid‐performance cycle feedback on the progress made toward the attainment of the goals and an assessment of the executive manager's competencies.
 Merit increases are awarded and become effective the first full pay period following completion of all of the at‐will reviews.

Eligibility To be eligible for an annual pay‐for‐performance salary increase, an at‐will manager must:
 Not be on an improvement plan.
 • Not be an "interim" or "acting" at‐will manager.
 Have been in the appointed position with a signed employment agreement for at least nine months prior to the date that the self‐evaluations are due.  Meet or exceed performance standards.
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Pay‐for‐Performance: How Increases Are
Determined
What is a
Campa‐Ratio? In determining annual pay‐for‐performance increases, a compa‐ratio process will be used. The compa‐ratio process maintains internal relationships within a salary bracketband and is used to establish the amount of the pay increase an employee should receive based on their level of performance and current salary. Compa‐ratios take into consideration an employee's relative placement in the bracketband and recognize that employees in the lower portion of band bracket should have the opportunity for faster growth than employees in the upper portion of a band bracket with the same performance level.

A compa‐ratio is calculated for each position in relation to the control point of the band bracket to which it is assigned. It is calculated by dividing the control point by the current compensation of an employee. The compa‐ratio for the control point is 1.0. A sample matrix is shown below which show that an "expected" performance results in a 2% increase which is then placed in the middle cell. The percentage amounts in each of the cells are determined by the City Manager and are dependent upon several other considerations (i.e. budget, operational constraints, etc.) in addition to performance. Once the percentages for each cell are determined, the amount of increase an employee receives is therefore dependent upon two factors: their new compa‐ratio and their performance.

*Hypothetical Pay‐for‐Performance Matrix with Sample Percentage Unacceptable 0 Consistently Meets Job Requirements 2% Exceeds Job Requirements 4% Hypothetical Example:

Using the sample matrix above, assume two employees have both been rated in the center cell (Consistently Meets Job Requirement at 2%). Also assume the control point is $100,000. Employee A is fairly new and receives a compensation of $80,000. Therefore, his compa‐ratio is 1.25 (100,000/80,000). Employee B has been in her position longer and has an annual compensation of $ I 10,000. Her compa‐ratio is .91 (100,000/110,000). Next, each employee's compa‐ratio is multiplied by the percentage indicated in the performance matrix cell. Since both of these employees were rated as "Consistently Meets Job Requirements", this number is 2%. So, for Employee A with a compa‐ratio of 1 .25, his performance increase is 2.5% (1.25 x 2%). With a compa‐ratio of .91, Employee B will receive a performance increase of 1.82% (.91 x 2%).

*Note: This is a hypothetical example only. Each year, the City Manager will assess several factors such as the financial health of the City. Success in meeting that year's goals and objectives, etc. to determine the performance percentages in each cell of 427
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the pay‐for‐performance matrix.

Appendix 1

PAY BAND PARAMETERS OF

THE FOUR MANAGEMENT BANDS
Band Parameters
M1 104,000 130,000 156,000
Minimum Control Point Maximum

M2 92,000 115,000 138,000
Minimum Control Point Maximum

M3 88,000 110,000 132,000
Minimum Control Point Maximum
M4 76,000 95,000 114,000
Minimum Control Point Maximum

NOTES:

1. Only managers who meet or exceed performance standards may be eligible for merit increases. Any managers on a performance improvement plan will not be eligible for merit increases until 12 months after standards are met.
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REASONS FOR SALARY

ADJUSTMENTS IN PAY BANDS BRACKETS
In addition to promotion to a position in a higher bracketband, there are three ways that Management salaries may be increased for an individual manager: performance‐based, Increased responsibilities, or an inequity situation. The procedures below describe how to effect analysis of each type of salary adjustment.

1. Performance ‐This is the City's Pay‐for‐Performance plan. Pay increases under this plan will be based upon how a manager performs his/her job as evaluated on a number of competencies and goals. This will be the typical means to grant merit salary increases.

2. Increased Responsibilities/Organizational Value ‐This factor takes into consideration that some positions are affected by various elements such as restructuring, flattening of the organization, combining of positions, or a temporary special assignment/project of a higher level. If the effect of one of these changes is to give a position a higher (or lower) level of responsibility (not just more of the same level) and higher value to the organization, then an adjustment is an option for the City.

To begin the process, a memorandum is prepared which describes how and why the position in question has changed along with a completed job description questionnaire. If the assignment is only temporary, then the duration of the assignment needs to be indicated. The memorandum is addressed to the City Manager with a copy to the Human Resources. The memorandum should explain the reason for the salary adjustment, address any internal alignment issues, and identify any increased annual costs and where the additional funding will come from. Human Resources will then conduct an analysis/ audit to determine if the changes to the job warrant a higher compensation. The audit report will be forwarded to the City Manager for final approval.

3. Market/Internal Inequities ‐Once every two years (odd year numbers), the City Manager will begin discussions with the executive management staff to determine if any salary needs adjustment based upon internal and/or external inequities (internal inequities will carry more weight due to the City's value on internal alignments). Additionally, a total compensation market survey will be conducted in May of each odd‐numbered year to determine the City's standing in the market. The timing will be such that approved adjustments based upon internal inequities or salaries that are found to be significantly below market, can be made to be effective at the beginning of the new fiscal year. This timing will allow the additional funding associated with salary inequity increases to be included in the budget process.

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CALENDARS FOR ANNUAL
PERFORMANCE MANAGEMENT PROCESS*
JANUARY Pay‐for‐Performance adjustments are effective

FEBURARY
MARCH In odd‐numbered years, start market survey process APRIL
MAY In odd‐ numbered years, market survey finalized
JUNE City Manager conducts informal performance review meetings with each at‐will manager JULY If approved by Council, CPI increase effective
If any changes are needed from market survey results, effective this AUGUST

SEPTEMBER

OCTOBER
NOVEMBER Self‐evaluations due to City Manager
DECEMBER Performance management meetings conducted by the City Manager with each at‐will manager Evaluations finalized with new goals developed
*Note: these are not absolute dates but rather a general estimate of when important steps will occur. The City Manager may need to adjust the dates in any given year based upon priorities and other considerations. 430
RESOLUTION NO. 2022‐

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF AMERICAN CANYON MODIFYING THE CITY OF AMERICAN CANYON’S FY 2022‐23 CLASSIFICATION PLAN WHEREAS, American Canyon’s Classification Plan is a systematic process for grouping jobs into common classifications based on similarities in duties, responsibilities, and requirements; and WHEREAS, the Deputy Public Works Director job classification shall be incorporated in the Classification Plan; and
WHEREAS, to best meet the organizational needs of the City, the Classification Plan in the FY 2022/23 Budget needs to be revised.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of American Canyon does hereby add and/or modify the following classification within the City’s Classification Plan:

1. Revise Deputy Public Works Director Class Specification as attached hereto as Exhibit A and incorporated by reference.

PASSED, APPROVED and ADOPTED at a regularly scheduled meeting of the City Council of the City of American Canyon held on the 16th day of August, 2022 by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
__________________________
Leon Garcia, Mayor
ATTEST: APPROVED AS TO FORM:

________________________________ ________________________________ Taresa Geilfuss, City Clerk William D. Ross, City Attorney 431
1 City of American Canyon November
2015August 2022

DEPUTY PUBLIC WORKS DIRECTOR- UTILITIES
(At-WillUnrepresented)
Class specifications are intended to present a descriptive list of the range of duties performed by employees in this class. Specifications are not intended to reflect all duties performed with a job.

DEFINITION
Under the general direction of the Public Works Director provides immediate supervision and manages the overall activities of the City’s Utilities areas including water treatment, long term water supply, wastewater treatment, water quality control and environmental compliance, recycled water treatment; participates as a member of the Department Management Team in policy development, administrative planning and addressing of departmental problems; provides highly responsible and complex support to upper management; and performs related duties as assigned.

SUPERVISION RECEIVED AND EXERCISED
This position receives general direction from the Public Works Director. Exercises direct and indirect supervision over mid-management, supervisory, professional, technical, administrative, and non-regular staff within the Public Works Department.

DISTINGUISHING CHARACTERISTICS
The Deputy Public Works Director- Utilities differs from the Public Works Director in that the former is responsible for all of the City’s municipal utilities functions, including the Environmental Services Division, Wastewater Division, and the Water Division while the latter is responsible for the overall management of the entire Public Works Department including utilities, development services, and engineering. The Deputy Director is distinguished from the Wastewater Operations Manager, Water Systems Manager, and the Environmental Services Manager positions in that the former is responsible for the long term planning and oversight and the latter is responsible for the day to day planning and operations for assigned division work program.

EXAMPLES OF DUTIES
Duties may include, but are not limited to, the following:
• Assume management responsibility for Public Works Department services and activities including all functions within water, including long term water supply, wastewater, and water quality control; recommend and administer policies and procedures. • Ensure implementation of comprehensive environmental compliance programs related to the operations of the department.
 Provide functional oversight for elements of the water and wastewater systems supervised by others.
• Prepare, monitor and review the water and wastewater enterprise fund budgets, including planning functions, approval of purchase order requests, and progress payments for programs/projects.
• Manage and coordinate all activities regarding water, wastewater operations and maintenance problems; answer questions from the general public, contractors, regulatory agencies, consultants, outside public agencies and special interest groups. 432
2 • Review and help set rates.
• Manage the Water and Wastewater Connection Fee Program.  Provide input to the Public Works Director on infrastructure needs of the City with suggestions for financing; reviews and recommends standards for infrastructure; including review of City standards, and current City ordinances.
• Develop, implement and monitor long-term goals and objectives, and organize and manage project staff, schedules and budgets to ensure program success. • Conduct a variety of organizational studies, investigations, and operational studies; recommend modifications to assigned areas, policies, and procedures.  Analyze and interpret new and proposed legislation to determine potential impacts on Public Works programs and operations.
• Establish, ensure compliance, and enforce safety requirements; coordinate and participate in safety training for staff.
• Manage the development and implementation of Public Works Department goals, objectives, policies, and priorities for each assigned service area. • Establish, within City policy, appropriate service and staffing levels; monitor, and evaluate the efficiency and effectiveness of service delivery methods and procedures; and allocate resources accordingly.
• Plan, direct, and coordinate, through subordinate level staff, the divisions work plans; assign projects and programmatic areas of responsibility; review and evaluate work methods and procedures; and meet with management staff to identify and resolve problems.
• Select, train, motivate, and evaluate Public Works Department personnel; provide and coordinate staff training; work with employees to correct deficiencies; and implement discipline and termination procedures.
• Participate in the development and administration of the Public Works Department and Capital Improvement budgets; approve the forecast of funds needed for staffing, equipment, materials, and supplies; approve expenditures and implement budgetary adjustments as appropriate and necessary.
• Manage and administer engineering consulting and construction contracts; review work to ensure compliance with specifications, and related documents; ensure compliance with codes, ordinances, and standards.
 Attend various commissions/committees and other public meetings and make presentations of proposals, staff reports, and recommendations related to public works projects.
• Explain, justify, and defend Public Works Department programs, policies, and activities; negotiate and resolve sensitive and controversial issues. • Represent the Public Works Department to other City departments, elected officials, outside agencies, and organizations.
• Provide staff assistance to the Public Works Director, City Manager and City Council; participate on a variety of boards, commissions, and committees; prepare and present staff reports and other necessary correspondence.
• Attend and participate in professional group meetings; stay abreast of new trends and innovations in the field of public works and engineering. • Perform related duties as assigned.
433
3 EMPLOYMENT STANDARDS
Knowledge of:
• Operations, services, and activities of comprehensive public works programs, including water and wastewater operations and street and storm drain maintenance. • Principles and practices of civil engineering.
 Principles and practices of environmental compliance. • Advanced principles of design and construction management. • Management skills to analyze programs, policies, and operational needs. • Principles and practices of program development and administration. • Principles and practices of municipal budget preparation and administration. • Principles of supervision, training, and performance evaluation. • Pertinent Federal, State, and local laws, codes and regulations.

Ability to:
• Plan, organize, direct, and coordinate the work of assigned staff. • Select, supervise, train, and evaluate staff.
• Delegate authority and responsibility.
• Lead and direct the operations, services, and activities within the Public Works department.
• Review and evaluate plans, specifications, and construction estimates for public works projects.
• Identify and respond to community and City Council issues, concerns, and needs. • Develop and administer departmental goals, objectives, and procedures. • Prepare clear and concise administrative and financial reports. • Prepare and administer large and complex budgets.
• Effectively allocate limited resources.
• Analyze problems and identify alternative solutions; project consequences of proposed actions; and implement recommendations in support of goals. • Research, analyze, and evaluate new service delivery methods and techniques. • Interpret and apply Federal, State, and local policies, laws, and regulations. • Communicate clearly and concisely, both orally and in writing. • Establish and maintain effective working relationships with those contacted in the course of work.

Minimum Qualifications:

Education:

A Bachelor’s degree from an accredited college or university with major course work in civil engineering or a closely related field.

Experience:

Seven years of increasingly responsible experience in public works, utilities, and engineering, including four years of management or supervisory experience. 434
4 License Requirement:

Possession of a valid California Class C Driver License is required at the time of appointment.

Individuals who do not meet this requirement due to physical disability will be reviewed on a case-by-case basis.

Certificate:

Possession of a State of California Professional Engineer’s registration desirable.

Physical Requirements:

Work is performed in a treatment plant environment. (1) Mobility: frequent use of keyboard; frequent standing for long periods of time; frequent bending or squatting. (2) Lifting:
frequently up to 10 pounds; occasionally up to 25 pounds. (3) Vision: constant use of overall vision; frequent reading and close-up work; occasional color and depth vision. (4) Dexterity: frequent repetitive motion; frequent writing; frequent grasping, holding, and reaching. (5) Hearing/Talking: frequent hearing and talking, in person and on the phone. (6) Emotional/ Psychological: frequent decision-making and concentration; frequent public and/or coworker contact; occasional working alone. (7) Environmental: frequent exposure to heat, cold, dampness, toxic materials, noise, and water.

Classification Adopted Revised Retitled Class
Code
FLSA
Designation
Rep Unit
Deputy Public
Works DirectorUtilities
2015

1008 Exempt 1
Deputy Public
Works DirectorUtilities
2022 6209 Exempt 6
APPROVED: Date:

Administrative Services DirectorCity Manager
435
City Council Committee Report
Submitted
by: * Councilmember Mark Joseph
Council
Meeting
Date:
08/16/2022
Event
Date: 2022-07-20
Event
Type
Committee Report
Event Title:* Napa Valley Transportation Authority (NVTA) Event Report: We covered a lot of material at this meeting, before our traditional recess in August.

A lot of the items related to minor changes to existing projects, relating to the Vine Maintenance Building and the Imola Park & Ride. We also received updates on other projects and State/Federal legislation. One new item was an ordinance to outlaw overnight camping at Transit stops. This was in conjunction with Napa City so Napa City police can address any concerns with NVTA facilities.

Of note for American Canyon was the One Bay Area Grant (OBAG) Cycle 3 funding. First, we received approximately $1 million towards the Green Island Road project. This was the funding we deferred to help the Vine Trail, so it was basically expected. More impressive was a recommendation of almost $2 million towards the environmental review of our SR29 Corridor Project. The estimated cost is $3 million, so if there is any funding left over, it could go towards the funding gap. We could also receive up to $16 million of the $20 million earmarked if Measure 3 Toll Funding is successful in Court (it was legally challenged shortly after it passed, so all the funds have been collected but gone unspent).

Relating to NVTA, Liz Allesio (Chair) and I (Vice-Chair) met via zoom with NVTA staff. It was great getting to know all the staff at the agency, some of their background and what their role at NVTA is. It's easy to know the Executive Director, but it's just as important to know the rest of the crew. Also, the agency has changed over the years, from being held with some skepticisms by the other jurisdictions in the County, to being a fairly well respected entity that can deliver multi-million dollar projects! To that end, Soscol Junction has traffic barricades up and the project is under construction!! Hopefully, a ribbon-cutting event in 2025! File/Photo Upload Max file size for all uploads is 10 MB Event
Date: 2022-07-22
Event
Type
Committee Report
Event Title:* Climate Action Committee
Event Report: The Countywide group met to hear from PG&E regarding their distribution capacity. This was a long awaited discussion, since the transmission of electricity will be critical if we are successful in shifting vehicles and equipment to electric power. The challenge for PG&E is that they need lead time to design and construct the additional transmission networks. However, they can't start until a development project is formally adopted, even though knowing about it helps. For some trends, like EV purchases, this trend is more consumer-driven and it requires PG&E to anticipate demand. Unfortunately, we may be at the "tipping point' in Electric Vehicle (EV) acceptance, which means the demand may jump faster than PG&E anticipates. On the plus side, the more we install solar with battery backup, the more it will shave demand from the peak periods (4-9pm), when more fossil fueled electricity is generated.

We also approved spending leftover funds for the Napa County Climate Challenge app (formerly the Regeneration Napa County app). it was only $9000 per year for all jurisdictions to use--we need to spend another $1000 to create our own unique landing page. This is the app that lets people calculate their carbon footprint, 436
gives them suggestions on ways to reduce that footprint, and it can also be used to create teams and compete for the most improved. This app is a key element to our own local Climate Action Plan--Interim Report.

In that regard, the Ad hoc Committee submitted its interim report before its deadline of August 1. It will be a discussion item for September 6, along with a response to the Grand Jury report and an overall discussion about the CAC.

File/Photo Upload Max file size for all uploads is 10 MB Event
Date: 2022-08-04
Event
Type
Committee Report
Event Title:* North Bay League Meeting - Petaluma
Event Report: Along with the Mayor and Vice-Mayor, I attended this quarterly meeting, this time in Petaluma. The topic was homelessness and the Governor's Care Court concept. We heard from a Petaluma-based Homeless program, which relies on ARPA money as well as General Fund support and other grants. The program provides on-site services and works hard to build trust with their clients.

Two representatives from the Governor's Office was present to discuss the Care Court legislation. This new program focuses on the percentage of homeless people that also have mental health issues. It would allow the State to refer patients to programs that offer services and shelter, as well as provide supplemental services (drug abuse councseling, job training, etc.). This program appears well designed and comprehensive, but several of us raised concerns about available staffing--for example, it was noted that there isn't enough trained personnel to provide mental health services in a timely manner for the general population, leave along a smaller segment of that population. Likewise, there is a limited amount of people of color that have joined the ranks of Mental Health service providers, which is also a relatively low paid career. In response, they emphasized that this will be rolled out in phases, so they can monitor what works and what needs to be adjusted. We'll see.

File/Photo Upload Max file size for all uploads is 10 MB Event
Date:

Event
Type
Other
Event Title:* Meet & Greets
Event Report: Napa Climate NOW: I met with members of this group to talk about the upcoming Green Island ULL Initiative.

We discussed how it would be beneficial for the City in terms of its industrial opportunities and job/tax contributions, but it also has negative impacts on open space. I also talked to David Gilbreath, one of the primary advocates, about the need to consider donating a significant amount of the property at the south end as open space (some of which is wetlands and potential Sea Level Rise areas, so it's donating land that couldn't be developed, anyway).

Anne Cottrell: I also talked to the Board of Supervisor candidate, running against John Dunbar for Diane Dillon's seat. We discussed her background and how there is a need to work collaboratively on a number of issues confronting Napa Valley, from traffic to housing to climate change. I think she would do very well, and it's worth noting that she was endorsed overwhelmingly by the Napa County Democratic Central Committee.

Electric Mobility Event in American Canyon: I was on a phone call with the group that is putting together an exhibit of EV's, electric bikes and information booths for the general public. It has traditionally been held at the Napa Valley College campus, but this year it will be at our Walmart Shopping Center. Walmart has also agreed to have their electric powered yard maintenance equipment available for display. The event is Sunday, September 25, from 1-4pm. and free to attend.

File/Photo Upload Max file size for all uploads is 10 MB Event
Date:

Event
Type
Community Event
437
Event Title:* Community Events and Activities
Event Report: ACAF: We held our 3rd monthly Friday Nights at the Plaza--we are getting more and more people to attend. One of our regular vendors offers free food for anyone that attends, so it's all the more important to be there for the last session on Friday, September 2nd. The Board met and reviewed the various projects and events planned for the rest of this year, and we were able to provide some entertainment for the City's Encanto movie in the park.

Kiwanis: I helped with the monthly food distribution, and with the Key Club booth at Meet Me in the Streets. Also attended the July board meeting.

Community Benefits Coalition: The focus is still on Napa City's General Plan update, and the improvements this group would like to see included. Soon, their focus will shift to American Canyon's General Plan Update, and I will likely step down from participating (until that process is complete).

Local Democratic Party News: I attended the Napa Dem's of Napa Valley monthly meeting, in which Anne Cottrell was endorsed by the Group (next month will include endorsement votes for Mayor and Council races throughout the Valley). I also attended the monthly Napa County Democratic Central Committee, who also endorsed Anne Cottrell. Joelle Gallagher was endorsed by both groups during the primary season and their endorsement stands for the General Election.

Meet Me in the Street: Attended the final session for this year--turnout is still very good, and we're all getting a better sense of the operations. Hopefully next year we will be able to add a Farmer's Market component. Congratulations to the Chamber of Commerce, for putting on this great event! Covid: As some of you know, Cheryl and I were out with Covid for about 2 weeks. This meant we missed a number of events that we would have attended, particularly, Congressman Thompson's Summer Dinner event (in which we were sponsors), the FilAm Picnic, S'mores and Meteors, and the Lemos Point tour.

Bummer.

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American Canyon City CouncilAugust 16, 2022

American Canyon City Council
August 16, 2022