EMERGENCY RESCUE PERSONNEL LEAVE
No employee shall be disciplined for taking time off to perform emergency duty as a volunteer firefighter, reserve peace officer, or emergency rescue personnel. If an employee is an official volunteer firefighter, reserve peace officer, or emergency rescue personnel, the employee shall alert their supervisor about the potential to take time off for emergency duty. When taking time off for emergency duty, the employee is required to alert their supervisor before doing so when possible. Further, employees are entitled to take a leave of up to fourteen (14) days per calendar year for fire or law enforcement training. Employees may use their accrued vacation leave or take unpaid leave time.
SECTION 4.12 VOTING LEAVE
Employees of the City are expected to vote prior to or following their assigned working hours. If an employee does not have sufficient time outside regular working hours to vote at statewide elections, the employee may take off such working time as will e nable the employee to vote. A maximum of two hours may be taken with pay. To receive time off for voting, the employee must notify the employee’s Department Head in advance. Employees who need Voting Leave, must take such leave at the beginning or end of the employee’s work shift, based on the needs of the Department and the employee’s schedule. The exact amount of time off work and the scheduling of time off shall be decided between the employee and the employee’s Department Head.
Employees who use Vo ting Leave are required to present a voter’s receipt to their Department Heads.
SECTION 4.13 PERSONAL LEAVE OF ABSENCE WITHOUT PAY
4.13.1 Request for Leave.
Upon the request of the employee, a leave of absence without pay may be granted by the City Manager to an employee.
a. An employee shall not be entitled to a leave of absence under this section as a matter of right, but only upon good and sufficient reason. b. Request for leave of absence without pay shall be made in writing to Human Resources and Risk Management, and shall state specifically the reason for the request, the date when it is desired to begin the leave, and the probable date of return. Human Resources and Risk Management will transmit the request to the City Manager. In evaluating the leave request, the City Manager may request further reasonable documentation in support of the employee’s request for a leave of absence without pay, including confir mation that the employee is reasonably expected to return to work with the City upon conclusion of the authorized leave period, in accordance with applicable laws.
c. Mandatory Exhaustion of Paid Leaves. If an employee is requesting a leave of absence for medical reasons, the employee is required to first fully exhaust all of employee’s paid leaves to be eligible to receive a leave of absence without pay. If an employ ee is requesting a leave of absence for non-medical personal reasons, the employee is required to fully exhaust all of the employee’s paid leaves, except sick leave, in order to be eligible to receive a leave of absence without pay.
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56 d. Authority to Grant a Leave of Absence Without Pay. The City Manager may grant an employee a leave of absence without pay for a period not to exceed six months. After three months, the leave of absence may be extended if so authorized by the City Manager. Extensions of leaves of absence will not be granted unless, in the judgment of the City Manager, the City would not experience undue hardship from the employee’s continued absence, or the particular circumstances would otherwise justify the extension. T he approval or rejection of the City Manager will be in writing, final, and not subject to any appeal. e. Return to Work. Upon expiration of a regularly approved leave, the employee will be reinstated in the position held at the time leave was granted, provided such position continues to exist. An employee on leave who fails to report to duty promptly at its expiration will be subject to disciplinary action for being on an unauthorized absence and may trigger Job Abandonment provisions under Section 7.3.
4.13.2 Conditions of Leave.
A leave of absence without pay granted by the City Manager shall not be construed as a break in continuous service or employment, and rights accrued at the time leave is granted shall be retained by the employee. A person granted such leave shall not accrue any paid leaves of absence (vacation, sick leave), shall not receive increases in salary and other similar benefits, and shall not be eligible to receive cafeteria contributions and reimbursements during the period of absence, unless required by law. An employee reinstated a fter leave of absence without pay shall receive the same step in the salary range he/she received when he began his/her leave of absence. Time spent on such leave without pay shall not count toward service for increases within the salary range, and the employee’s salary anniversary date shall be set forward one month for each thirty (30) consecutive days taken.
SECTION 4.14 JURY DUTY OR WITNESS APPEARANCE LEAVE
Every employee of the City who is called to jury duty will be granted leave to perform the same.
Upon receipt of a jury duty summons, employees must promptly notify their supervisor and provide a copy of the notice to their supervisor or department head. Further, an employee who is ordered or subpoenaed to appear as a witness in any judicial proceeding during their normally scheduled work hours will be given leave to fulfill their obligation. An Employee requesting leave to appear as a witness pursuant to an order or subpoena must provide verification of their witness obligation to their supervisor or department head. The City may require any employee on leave under this section to report to duty during regularly scheduled work hours if such scheduled work hours are outside of two hours of the employee’s required jury duty service or subpoena to appear as a witness.
Any regular full-time employee or regular part-time employee, who is required to serve as a juror or subpoenaed as a witness in any State or Federal court, or any administrative board or tribunal, shall be entitled to up to forty (40) days of their base pay while performing services as a juror or a witness for the duration of such service; provided that any such employee shall be required to pay over to the City any amount he/she receives for jury fees, exclusive of approved travel and subsistence.
SECTION 4.15 EXEMPT EMPLOYEE LEAVE
Exempt employees are authorized a paid leave (time off with pay) each calendar year.
Department Heads will receive one -hundred (100) hours of paid leave per calendar year, 613
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57 management employees, as listed on appendices A and B to this Manual, and non-management exempt employees, as listed in appendix C to this Manual, will receive eighty (80) hours of paid leave per calendar year. Such employees shall receive paid leave according to the following schedule:
a. During first calendar year as an exempt employee: Department Heads shall be credited twenty-five (25) hours at the beginning of each calendar quarter beginning with their date of hire as a Department Head until the end of the same calendar year. Employees in appendices A, B, and C shall be credited twenty (20) hours at the beginning of each calendar quarter beginning with the ir date of hire , as a management employee or non -management exempt employee, until the end of the same calendar year.
b. During the second calendar year , exempt employees shall be credited leave according to the following schedules:
(i) Department Heads:
(A) January 1 until the end of the quarter encompassing the employee’s anniversary date as a Department Head : the Department Head shall be credited twenty-five (25) hours for each calendar quarter starting with January 1 until the end of the quarter encompassing the employee’s anniversary date as a Department Head. (B) Following the quarter encompassing the employee’s anniversary date as a Department Head until the end of the second calendar year: the Department Head shall be credited the remaining leave amount for the second calendar year as a lump sum credit. (ii) Management and Non-Management Exempt Employees:
(A) January 1 until the end of the quarter encompassing the employee’s anniversary date as management or non-management exempt employee: the employee shall be credited twenty (20) hours for each calendar quarter starting with January 1 until the end of the quarter encompassing the employee’s anniversary date as a management or non-management exempt employee.
(B) Following the quarter encompassing the employee’s anniversary date as a management or non -management exempt employee until the end of the second calendar year: the employee shall be credited the remaining leave amount for the second calendar year as a lump sum credit.
c. During the third calendar year and each subsequent calendar year thereafter as a Department Head, management, or non -management exempt employee: Department Heads shall be credited their annual one-hundred (100) hours of leave on January 1. Management and non-management exempt employees shall be credited their annual eighty (80) hours of leave on January 1.
Leave hours provided under this section 4.15 not used within the calendar year in which they are credited are forfeited and not subject to cash out. Employees shall receive cash out of any unused accrued exempt employee leave at termination of employment. 614
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58 SECTION 4.16 BEREAVEMENT LEAVE
An Employee is eligible to receive leave under this section if the employee has been employed by the City for at least thirty days prior to commencement of leave. If an employee loses an immediate family member, as defined in this section below, the employ ee will be allowed paid time off of up to five (5) days . Regular and probationary part time employees will receive paid time off for five days based on their average hours worked per week in the prior thirty days. Leave days under this section need not be consecutive, but shall be completed within three months of the date of death of the immediate family member.
For the purposes of this section, an immediate family member means: a spouse, domestic partner, child, parent, sibling, grandparent, grandchild, parent-in-law, or foster children or legal wards and legal guardians. An employee must inform the employee’s su pervisor prior to commencing bereavement leave. In administering this section, the City may require verification of death within 30 days of the first day of the leave. Any documentation provided by the employee to support leave under this section shall be maintained as confidential.
SECTION 4.17 REPRODUCTIVE LOSS LEAVE
Upon completion of thirty (30) days of employment with the City, an employee shall be eligible to receive reproductive loss leave as provided in this section.
a. Definitions applicable to this section.
(i) Reproductive loss event: means the day or, for a multiple -day event, the final day of a failed adoption, failed surrogacy, miscarriage, stillbirth, or an unsuccessful assisted reproduction.
(ii) Failed adoption: means the dissolution or breach of an adoption agreement with the birth mother or legal guardian, or an adoption that is not finalized because it is contested by another party. This event applies to any person who would have been the parent if the adoption was completed.
(iii) Failed surrogacy: means the dissolution or breach of a surrogacy agreement, or a failed embryo transfer to the surrogate. This event applies to any person who would have been the parent if the child was born as a result of the surrogacy. (iv) Miscarriage: means a miscarriage by a person, by the person’s current spouse or domestic partner, or by another individual if the person would have been a parent of a child born as a result of the pregnancy.
(v) Stillbirth: means a stillbirth resulting from a person’s pregnancy, the pregnancy of a person’s current spouse or domestic partner, or another individual, if the person would have been a parent of a child born as a result of the pregnancy that ended in stillbirth. (vi) Unsuccessful assisted reproduction: means an unsuccessful round of intrauterine insemination or of an assisted reproductive technology procedure. This event applies to a person, the person’s current spouse or domestic partner, or another individual, if the person would have been a parent of a child born as a result of the pregnancy. 615
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59 b. Leave Entitlement. An employee may receive up to five (5) days of unpaid leave under this section following a reproductive loss event. If an employee experiences more than one reproductive loss event within a twelve (12) -month period, the City may grant additional reproductive loss leave, under this section, up to twenty (20) days within a twelve (12) month period. An employee may use leave entitlement under this section nonconsecutively. Except as otherwise provided in subsection 3 “Impact of Other Leave” below, leave under this section shall be completed within three (3) months of the reproductive loss event. c. Impact of Other Leave. If prior to or immediately following a reproductive loss event, an employee is on or chooses to go on leave under section 4.4, or any other leave entitlement under state or federal law, the employee shall complete leave under this section within three (3) months of the end date of the other leave.
d. Use of Accrued Paid Leave. An employee may use vacation leave, sick leave, or other leave that is otherwise available to the employee to receive compensation while on leave under this section.
e. Nonretaliation; Noninterference. The City will not retaliate against an employee, including imposing any disciplinary action, because of the employee’s exercise of the right for leave under this section or an employee giving information or testimony as to their own reproductive loss leave, or another person’s reproductive loss leave. Further, the City will not interfere with, restrain, or deny the exercise of, or the attempt to exercise, any right provided under this section.
f. Confidentiality Provision. The City will maintain the confidentiality of any employee requesting leave under this section. Any information provided to the City pursuant to this section will be maintained as confidential and will not be disclosed except, as necessary, to internal personnel, legal counsel, or as may otherwise be required by law.
SECTION 4.18 INDUSTRIAL ILLNESS AND/OR INJURY LEAVE
4.18.1 Industrial Illness/Injury Leave.
The City will grant a leave of absence to any employee who is unable to work due to an industrial illness/injury.
a. Duration. Leave duration under this section shall continue until: a) the City determines that the employee is released to return to work by the employee’s health care provider without restrictions; b) the employee’s health care provider releases employee to work wit h restrictions, and the City determines that it has a reasonable accommodation for the restrictions; or c) the City receives evidence, which the City deems satisfactory, from the employee’s health care provider that the employee is unable to return with or without restrictions. The City may also terminate a leave of absence under this section if the employee retires from City employment or the employee fails to cooperate in good faith in the interactive process with the City to determine whether reasonable accommodation is available to return to work. b. Coordination. If leave under this section is also designated as FMLA/CFRA leave of absence, the employee may coordinate any unused accumulated sick and vacation hours with any workers’ compensation insurance, long term disability, and any other wage replacement benefits, up to an amount equal to the employee’s regular salary. Employee taking leave under this section that is not designated as FMLA/CFRA, shall coordinate unused accumulated sick 616
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60 hours with workers’ compensation insurance, long term disability, and any other benefits provided to the employee, up to an amount equal to the employee’s regular salary.
SECTION 4.19 FITNESS FOR DUTY LEAVE AND EXAMINATION
Employees are expected to report to work fit for duty, which means able to perform their job duties in a safe, appropriate, and effective manner, free from adverse effects of physical, mental, emotional, and/or personal issues. This section is intended to provide a safe environment and protect the health and welfare of employees and the public. If an employee feels that the employee is not fit to perform the employee’s duties, the employee must notify the employee’s supervisor immediately.
a. Reasons for Fitness for Duty Leave . In the discretion of the City, an employee may be placed on a paid Fitness for Duty Leave and/or ordered to participate in a fitness for duty examination in any of the following situations:
(i) An employee returns from a medical leave of absence of more than five working days.
(ii) An employee is involved in the interactive process with the City to determine whether there is a reasonable accommodation for the employee’s medical or mental condition.
(iii) Supervisor observes or receives a reliable report of an employee’s possible lack of fitness for duty. Observations and reports may be based on, but are not limited to, employee’s own self -report of potential unfitness, dexterity, coordination, alertness, speech, vision acuity, concentration, disproportionate response to criticism, and inappropriate or uncharacteristic interactions with the public, co-workers, and supervisors. (iv) Fitness for duty examinations based on a reasonable suspicion that an employee is under the influence of impairing drugs or alcohol shall be conducted in accordance with the City’s Alcohol and Drug Policy.
b. Procedures for Ordering a Fitness for Duty Examination . When a Supervisor becomes aware of or observes behavior that makes the Supervisor reasonably suspect that the employee may not be fit for duty, the Supervisor, shall refer the employee to Human Resources and Risk Management who will determine if a fitness for duty examination is appropriate, and, if so, will schedule the employee for a fitness for duty examination. If the circumstances warrant it, the Department Head may place the employee on paid leave pending the results of the employee’s fitness for duty examination. The examination shall be paid for by the City. c. Procedure Following Receipt of Examination Results . The doctor examining the employee shall be limited to finding the employee “fit for duty” or “fit for duty with restrictions” or “unfit for duty.” In the case of finding an employee fit for duty, the doctor may issue work restrictions. In no case shall the doctor reveal the underlying cause of the fitness or unfitness for duty without the employee’s permission.
(i) Fit for Duty. If the doctor finds the employee is fit for duty, the employee shall return to work immediately and perform all duties of the employee’s position. 617
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61 (ii) Fit for Duty with Restrictions. If the doctor finds the employee is fit for duty with restrictions, the doctor shall specifically enumerate what restrictions are necessary and for how long those restrictions are necessary. The City shall then evaluate those restrictions, and determine if the City can reasonably accommodate those restrictions. If the employee’s restrictions are based on a disability as defined by the ADA and/or FEHA, the City shall engage in the interactive process as required by law.
(iii) Unfit for Duty. If the employee is found to be unfit for duty, the employee shall not be permitted to work. The employee may request a leave of absence in accordance with the appropriate applicable provision(s) of this Manual. If the employee can provide certificatio n of fitness for duty prior to the exhaustion of all paid and unpaid leave that the employee is entitled to under this Manual, the employee shall be returned to work. However, if such certification is from the employee’s own health care provider, the City may request a second opinion from a doctor of its choosing and at its cost to evaluate the employee under the requirements of this section. If the two certifications conflict, a third opinion will be sought from a doctor chosen by the City and the employee, at the expense of the City. The opinion of fit or unfit rendered by the third doctor shall be binding. If the employee’s restri ctions are based on a disability as defined by the ADA and/or FEHA, the City shall engage in the interactive process as required by law. 618
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62 CHAPTER 5 – EMPLOYEE CONDUCT, DISCIPLINE AND DISCIPLINARY APPEALS
SECTION 5.1 GENERAL POLICY STATEMENT
Regular full-time and regular part-time employees in the classified service of the City may not be suspended, demoted, dismissed, or reduced in pay for disciplinary reasons, without just cause.
This Chapter 5 of this Manual does not apply to probationary employees, “at-will” employees, and temporary part-time employees.
Discipline may be necessary when this Manual or standalone City policies are violated, or City expectations are not met, including an employee’s failure to satisfactorily perform assigned job duties. The causes for disciplinary action against an employee may include, but are not limited to, the following:
SECTION 5.2 TYPES OF DISCIPLINARY ACTIONS
While the City maintains a progressive disciplinary system, the City may impose discipline at any level that is appropriate for the employee’s action up to and including termination.
5.2.1 Verbal Reprimand.
An employee may be verbally reprimanded about his/her inappropriate behavior. The supervisor may make a brief notation regarding the date and substance of the verbal reprimand in the personnel file. If an employee’s conduct does not improve, reference to the verbal reprimand may be made in a subsequent written reprimand or performance evaluation. The procedures in Sections 5.6 and 5.7 are inapplicable to verbal reprimands. Verbal reprimands are not subject to any employee appeal or grievance.
5.2.2 Written Reprimand.
An employee may receive written notification indicating the City is dissatisfied with the employee’s services or conduct and that further disciplinary measures may be taken if the behavior is not corrected. The written reprimand may include details about 1 ) the date and time of the conduct underlying the reprimand, 2) what occurred and/or the nature of the violation, and 3) what the employee must do to correct the situation. The written reprimand must be signed by the employee and the employee’s supervisor or department head and then filed with Human Resources and Risk Management. If the employee refuses to sign the written reprimand, their refusal must be noted on the written reprimand. Once issued, the employee will receive one copy of the fully executed written reprimand and a second copy will be placed in the employee’s personnel file.
The procedures in Sections 5.6 and 5.7 are inapplicable to written reprimands. Written reprimands are not subject to any employee appeal or grievance.
5.2.3 Suspension.
An employee may be suspended without pay for disciplinary reasons.
5.2.4 Disciplinary Reduction in Pay.
An employee’s pay rate within their pay range and class may be reduced for disciplinary reasons. 619
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63 5.2.5 Disciplinary Demotion.
An employee may be demoted from a position in one class to a position in another class having a lower maximum pay rate for disciplinary reasons. The demotion may be permanent or temporary.
5.2.6 Dismissal.
An employee may be dismissed from City service for disciplinary reasons.
SECTION 5.3 GROUNDS FOR DISCIPLINARY ACTION
Discipline will not be imposed except upon a showing of just cause, which may include, but shall not be limited to the following:
1. Fraud. To secure employment by providing false documents or knowingly mak ing false statements or significant omissions, either orally or in writing, on a City employment application or in any supporting documents.
2. Incompetence. Failure to perform some or all of the job duties; unsatisfactory, inefficient, or careless work; the inability or refusal to improve work performance in accordance with written or verbal direction after a reasonable time period.
3. Neglect of Duty . Failure to perform one or more essential duties required of the employee’s position; unauthorized sleeping while on duty; intentional, negligent or reckless behavior resulting in spoilage or waste of City property; sabotage of City property, equipment, v ehicles or work product; failing to take reasonable action while on duty or when required by law.
4. Poor performance. Substandard job performance.
5. Inability to maintain qualification. failure of an employee to maintain minimum job qualifications.
6. Insubordination. Willful failure to conform to a supervisor’s legitimate requests and directions; refusing to comply with reasonable work assignments made by a supervisor.
7. Alcohol or Drug Use. Any violation of the City’s Drug- and Alcohol-Free Workplace Policy.
8. Absence Without Leave. Being away from work during assigned duty hours without permission, tardiness, failure to return from leave, and/or improper use of leave.
9. Discourteous Treatment of Others. Disparaging remarks that discredit a co- worker or disrupt or subvert the good order, efficiency and discipline of the City or any department thereof; engaging in gossip or rumor mongering or other behavior which creates discord and disharmony in the wor kplace; engaging in bullying behavior; general discourteous, uncooperative, or offensive treatment of employees, contractors, the public or others doing business with the City. 620
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64 10. Conduct that is Unbecoming a City Employee. Conduct which tends to discredit the City, whether on duty, off-duty in uniform or on City property.
11. Improper or Unauthorized Use of City Property. Using City telephone, or computer equipment for personal use or gain; using City equipment or City vehicles for personal use or gain; unauthorized possession of, loss of, or damage to any City property; theft or removal of any City property; violating the California Vehicle Code while operating a City vehicle; operating City vehicles or equipment or privately - owned vehicles on City business without a current driver ’s license; involvement in preventable traffic accident while on duty.
12. Conflict of Interest/Employment/Activity/Enterprise. Outside employment, activity or enterprise not authorized by the City Manager.
13. Gifts. Acceptance of any gift or other form of remuneration, in addition to the employee’s regular compensation, for the actions performed in the normal course of the employee’s assigned duties, in violation of applicable laws, regulations and/or policies.
14. Falsifying Records . Falsifying, modifying, or altering City reports or records, including timesheets, or making misleading entries or statements, or failing to disclose material facts, or destroying or mutilating any City record or other document.
15. Dishonesty. The lack of honesty, deceit, and willful misrepresentation of facts.
16. Unethical Behavior. Failure of any employee to report any activities on his/her part where such activities may result in criminal prosecution or result in discipline under this policy; failure of any employee to report official contacts by any law enforcement agency; concea ling or attempting to conceal defective work; the exercise of authority for any improper purpose; making false, misleading or malicious statements to a supervisor or which harm or destroy the reputation, authority or official standing of a co-worker; using a badge, uniform, identification card or other City property for personal gain or other improper purpose; attempted or actual theft of City property or the property of others.
17. Discrimination and Harassment and/or Sexual Harassment . Discrimination or harassment in violation of the City’s Policy Prohibiting Discrimination, Harassment, and Retaliation.
18. Safety. Violating safety rules; failing to wear required safety equipment; tampering with safety equipment; failing to report any on -the job or work -related accident or injury within 24 hours; engaging in reckless behavior that endangers self or safety or that of a co-worker or member of the public; threatening or engaging in acts of violence, engaging in horseplay, while on duty, or off -duty in uniform or on City property; unauthorized possession of a weapon, firearm or explosive while on duty, or off-duty in uniform or on City property, during working hours, or while acting in the capacity of a City employee; smoking/vaping/using e -cigarettes outside of designated smoking areas.
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65 19. Security. Unauthorized access to confidential information or records; unauthorized release of confidential information or records; unauthorized access into secured City offices, City buildings, or both; providing unauthorized access into City offices or City buildings to third parties, whether co -workers or members of the public; negligently misplacing security access codes, keys, electronic keys or cards that provide access to secured City offices or City buildings; loitering on City property.
20. Convictions. The conviction of either a misdemeanor or a felony where the conviction has a nexus (as reasonably determined by the City in its sole discretion) with the employee’s duties. The conviction shall be conclusive evidence of the misconduct having occurred for disciplinary purposes. A plea or verdict of guilty, or a conviction showing a plea of Nolo Contendere is deemed to be a conviction for disciplinary purposes.
21. Threats. Threatening, intimidating or coercing co-workers or members of the public while on duty, or while off-duty in uniform or on City property.
22. Interference. Interfering with investigations conducted by the City, its management or designated agents of the City.
23. Obscene Language. Obscene or abusive language toward a co-worker, a member of the public, or other person while on duty, or while off -duty in uniform or on City property.
24. Supervisor Obligations. Failure of a supervisor to ensure that subordinates comply with the written rules, regulations, policies and procedures of the City or any department thereof; failure of a supervisor to report misconduct of a subordinate to his/her supervisor or to document such misconduct; discriminatory treatment of subordinates.
25. Gambling. Gambling on City property or during work hours.
26. Violation of Rules. Violation of this Manual or any of the City’s policies, ordinances, and resolutions. This also includes violations of rules, regulations, or orders established by the employee’s supervisor or department head.
SECTION 5.4 DISCIPLINING AUTHORITY
The employee’s Department Head shall be the Disciplining Authority. For employees in the classified service who report directly to the City Manager, the City Manager shall be the Disciplining Authority.
The Disciplining Authority may issue proposed discipline, may serve as the Skelly Officer, and may impose discipline. The Disciplining Authority may not serve also serve as the Appeal Officer.
SECTION 5.5 MAJOR AND MINOR DISCIPLINE
5.5.1 Major Discipline.
Major discipline is defined to include dismissal, suspension of five (5) or more days, reduction in pay, or involuntary demotion.
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66 5.5.2 Minor Discipline.
Minor discipline is defined to include verbal reprimand, written reprimand, and suspension of four (4) days or less.
SECTION 5.6 DISCIPLINARY PROCEDURES
5.6.1 For disciplinary action more severe than a written reprimand, the following procedures apply: Written Notice of Intent to Discipline (“Skelly Notice”).
When the Disciplining Authority determines that an employee has committed an act or omission that justifies discipline more severe than a written reprimand, the Disciplining Authority or his/her designee shall provide the employee with written notice of the proposed disciplinary action. Such notice shall include:
a. A statement which clearly defines the intent to take action, the proposed action to be taken, and the proposed effective beginning and ending time of intended action. b. A statement of the specific grounds and particular facts upon which the proposed disciplinary action will be taken.
c. A copy of all written materials, reports, or documents upon which the intended action is based.
d. A statement that the employee will be afforded the right to respond to the Notice of Intent, either verbally, in writing, or both within five business days upon receipt of the intended disciplinary action, to the designated Skelly Officer.
e. A statement that if the employee fails to respond in the time frame specified will constitute a waiver of the right to respond.
f. If personally delivered, the employee’s signature on the Notice of Intent will acknowledge receipt of said notice by the employee. If the employee refuses to sign, it will be noted as such on the Notice of Intent. The signature documentation on the Notice of Intent will acknowledge that the employee received the Notice of Intent.
5.6.2 Employee Response/Pre-Disciplinary (“Skelly”) Conference.
Within five business days after the employee has been served with the Notice of Intent, the employee will have the right to respond, verbally or in writing, at the employee’s option, to the Skelly Officer. If, within the five business days response period, the employee does not provide a written or verbal response, the proposed action of the City will be considered conclusive and will take effect as set forth in the Notice of Intent. Prior to the expiration of the five business days, the response date may be adjusted by mutual agreement, but unreasonable delay will not be tolerated.
The employee’s response will be fully considered before the City issues any final notice of disciplinary action. During the Skelly Conference, the employee will be given a full opportunity to respond to the Notice of Intent. This is not intended to be an adversarial hearing. The employee will not be accorded the opportunity to cross-examine City witnesses, or to present a formal case in opposition to the proposed discipline.
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67 Should the Skelly Officer determine that the employee’s response warrants further investigation, the Skelly Officer may delay the implementation or modification of the proposed disciplinary action until such time as the further investigation is completed. In the event the investigation produces facts that warrant more severe disciplinary action than originally proposed, the Skelly Officer will re-implement the Written Notice of Intent to Discipline procedures, above.
5.6.3 Written Notice of Final Disciplinary Action.
The Skelly Officer has the authority, after considering the employee’s response and additional investigation, if any, to modify, revoke, or impose the proposed disciplinary action.
If the Skelly Officer decides to modify the proposed action, the Skelly Officer will notify the employee by either issuing a revised Notice of Intent (for more severe disciplinary action than originally proposed) or a Notice of Imposition (for less severe disciplinary action than originally proposed). The Notice of Imposition will also include the effective date of any disciplinary action issued. The decision of the Skelly Officer is final and shall be imposed.
If the Skelly Officer decides to revoke the disciplinary action, the Skelly Officer will advise the employee in writing, and the original intent to impose disciplinary action will be discarded and no record made in the employee’s personnel file. The decision of the Skelly Officer is final and shall be imposed.
If the Skelly Officer decides to implement the discipline as originally proposed in the Notice of Intent, the Skelly Officer will notify the employee in writing by providing him/her with a Notice of Imposition. The Notice of Imposition will also include the effective date of any disciplinary action issued. The decision of the Skelly Officer is final and shall be imposed.
The employee will be advised in writing of any right of appeal The Notice of Imposition or other final decision of the Skelly Officer will be delivered to the employee in accordance with Section
5.10, and shall include the following details:
a. The disciplinary action imposed;
b. The grounds upon which the disciplinary action is based; c. The specific acts or omissions that constitute the basis for the disciplinary action; d. Notice of the employee’s right to appeal the Department Head’s decision to the City Manager, if identified as an appealable decision;
e. Copies of all materials upon which the disciplinary action is based; f. Notice of the employee’s right to review and copy anything contained in his or her personnel file;
g. Where applicable, notice that failure to file an appeal within a specified time frame will constitute a waiver of the right to appeal.
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68 SECTION 5.7 APPEAL PROCEDURES
5.7.1 Minor Discipline.
There is no appeal for minor discipline.
5.7.2 Major Discipline.
Any employee who has received a Notice of Imposition imposing major discipline shall be entitled to request an evidentiary appeal of the imposition of discipline. Such appeal shall provide all rights afforded by due process under the law, including the employee’s right to call witnesses, cross examine witnesses, and present evidence in support of the employee’s appeal. a. Request for Appeal Hearing. An employee wishing to appeal any major discipline shall have ten (10) calendar days after receipt of the Notice of Imposition to submit a written and signed request for appeal hearing. The employee’s request for appeal must be addressed to the City Manager and shall identify the subject matter of the appeal, the grounds for the appeal, and the relief desired by the employee. All appeal hearings shall be conducted in private unless the employee requests a public hearing.
b. Scheduling of Appeal Hearing . The City Manager shall schedule the appeal hearing within a reasonable time after the designation of an Appeal Officer, considering the availability of the Appeal Officer, the employee, and any witnesses. c. Appeal Officer.
(i) When a person other than the City Manager was the Disciplining Authority, the City Manager may choose to act as the Appeal Officer and conduct the hearing himself/herself and make the final decision.
(ii) When a person other than the City Manager was the Disciplining Authority, the City Manager may, at the City Manager’s sole discretion, refer the hearing to an outside Appeal Officer, who will be selected by contacting the California State Mediation and Conciliation Service. The California State Mediation and Conciliation Service shall be requested to submit a list of seven persons qualified to act as an Appeal Officer to the City and the employee. Within ten days following receipt of the list of Appeal Officers, the parties shall meet to select the Appeal Officer. The parties shall alternately strike one name from the list of hearing officers (the right to strike the first name to be determined by lot) until one name remains, and that person shall be the Appeal Officer.
(iii) When the City Manager was the Disciplining Authority, the City Manager shall refer the hearing to an outside Appeal Officer by contacting the California State Mediation and Conciliation Service. The California State Mediation and Conciliation Service shall be requested to submit a list of seven persons qualified to act as Appeal Officers to the City and the employee. Within ten days following receipt of the list of Appeal Officers, the parties shall meet to select the Appeal Officer. The parties shall alter nately strike one name from the list of Appeal Officers (the right to strike the first name to be determined by lot) until one name remains, and that person shall be the Appeal Officer. . .
d. Representation and Employee Appearance at Appeal Hearing . The employee is entitled to be represented by counsel or other representative at the appeal hearing. However, an 625
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69 employee who requests an appeal hearing must be present during the appeal hearing. Failure to be present shall constitute a waiver of the employee’s right to an appeal. Waiver will not occur if the employee can demonstrate good cause for his/her failure to be present within three (3) working days from the date the employee fails to appear. e. Conduct of Appeal Hearing . The proceedings before the Appeal Officer shall be conducted as follows:
(i) All parties shall have the following rights:
1. To call and examine witnesses;
2. To introduce evidence;
3. To cross examine opposing witnesses on any matter relevant to the issue, even if the matter is not covered in the direct examination;
4. To impeach any witness regardless of which party first called him/her to testify;
5. To rebut the evidence against them; and
6. To present oral and written arguments
(ii) The City shall have the burden of proof at the appeal hearing and shall be required to prove the charges against the employee by a preponderance of the evidence. (iii) The party imposing discipline shall be permitted to make an opening statement.
(iv) The appealing party shall then be permitted to make an opening statement. (v) The party appealing from such disciplinary action may then open the appealing party’s defense and offer evidence in support of the appealing party’s position; the employee bears the burden of proof and the burden of producing evidence for any affirmative defenses asserted.
(vi) The parties may then, in order, respectively offer rebutting evidence only, unless the Appeal Officer for good reason, permits them to offer evidence upon their original case (vii) Closing arguments shall be permitted at the discretion of the Appeal Officer; and Written briefs may be permitted at any point in the proceedings at the discretion of the Appeal Officer.
(viii) The appeal hearing shall not be conducted in accordance with the technical rules relating to evidence and witnesses, but shall be conducted in a manner most conducive to the determination of the truth. Any relevant evidence may be admitted if it is the sort of evidence on which responsible persons are accustomed to rely in the conduct of serious affairs, regardless of the existence of any common law or statutory rules which might make improper admission of such evidence over objection in a court of law. The Appeal Officer’s decision shall not be invalided by any informality in the proceedings.
(ix) Hearsay evidence may be used for the purpose of explaining any direct evidence but shall not be sufficient in and of itself to support a finding, unless it would be admissible over objections in civil actions.
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70 (x) The Appeal Officer shall not take testimony from one (1) party outside the presence of the other.
(xi) The rules of privilege shall be effective to the same extent that they are now or hereafter may be recognized in civil actions.
(xii) Irrelevant evidence and unduly repetitious evidence shall be excluded. (xiii) The Appeal Officer shall determine the relevancy, weight, and credibility of testimony and evidence.
(xiv) The Appeal Officer shall have the power to exclude any witnesses. f. Appeal Officer’s Decision. Within thirty (30) days after the close of the hearing, a written statement of decision, containing findings of fact, shall be issued by the Appeal Officer.
The Appeal Officer shall have the authority to recommend affirming, revoking, or reducing the Disciplinary Action imposed against the employee. The Appeal Officer may not provide for discipline more stringent that than that imposed by the City. The Appeal Officer shall present their advisory opinion to the City Manager, the City Manager shall have an additional fifteen (15) days to consider the advisory opinion and any written objections to the advisory opinion filed by the parties before the City Manager must issue a final decision. The parties shall have seven (7) days from the date the advisory opinion is issued to file written objections with the City Manager.
The City Manager’s decision constitutes a final and binding resolution of any Disciplinary Action, and no further appeal shall be permitted within the City’s administrative process. A copy of the City Manager’s final decision shall be provided to the employee.
In cases where the City Manager was the Disciplining Authority, The Appeal shall provide advisory decision to the City Council, who will then make their final decision to ratify or modify the Appeal Officer’s decision at their next regularly scheduled City Council meeting. City Council’s decision shall be final and binding on the parties.
Notwithstanding the above, the Appeal Officer shall not have binding authority to add, modify, or subtract from the Personnel Policies and Procedures Manual, or any resolutions, ordinances, or policies adopted by the City. Further, the Appeal Officer shall not have the a uthority or power to render a binding decision that requires the City to expend additional funds, to hire additional personnel, to buy additional equipment or supplies, or to pay wages or benefits not specifically provided for in the Personnel Rules, or an y resolutions, ordinances, or policies adopted by the City. The Appeal Officer shall not have the authority to require the City to perform any other action that would violate state or federal laws.
SECTION 5.8 PLACEMENT ON PAID ADMINISTRATIVE LEAVE PENDING DETERMINATION
OF DISCIPLINARY ACTION
An employee may be placed on an Administrative Leave with Pay to allow the City time to investigate potential allegations of misconduct, while the Disciplinary Action is in process, or when the City Manager determines that it is in the best interest of the City. The employee must be available by telephone during his/her normal working hours and able to report to the City within sixty (60) minutes if directed to do so. The employee may also be required to provide an email address that may be used for written communications. When an employee is placed on Administrative Leave with Pay during an investigation, the City may direct him/her to not discuss 627
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71 the alleged violation or the Disciplinary Action with anyone, except a representative of his/her choice. Failure to remain available as provided in this section will be a separate and independent ground for Disciplinary Action, unless the employee has requested and received authorization to use vacation, sick, or other leave time for the time in question. This section is not i ntended to prevent the employee from communicating with his/her representative of choice, including legal counsel.
SECTION 5.9 TIME EXTENSIONS
Any time limitations or requirements as set forth under this Chapter may be extended or changed by mutual written agreement of the parties.
SECTION 5.10 DELIVERY OF NOTICES
When notice is required under this Chapter, the notice shall be given to the affected employee either by delivery of the notice to the employee in person; or if the employee is not available for personal delivery, by sending by overnight delivery, or by placing the notice in the United States mail, first Class, postage paid, and by Certified Mail, return receipt requested, in an envelope addressed to the employee’s last known home address. It shall be the responsibility of the employee to inform the City, in writing, of his/her current home address and of any change in such address, and the information so provided shall constitute the employee’s “last known home address”. Such personal delivery or mailing shall be presumed to provide actual notice to the employee.
SECTION 5.11 DISCIPLINARY RECORDS
Original copies of all written records pertaining to disciplinary actions shall be maintained in the employee’s confidential personnel file.
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72 CHAPTER 6 – EMPLOYEE SAFETY
SECTION 6.1 DRUG- AND ALCOHOL-FREE WORKPLACE
It is the policy of the City to maintain a workplace that is free from the effects of alcohol and drugs.
The City’s policy on a drug and alcohol -free workplace is set forth in a separate administrative policy.
SECTION 6.2 EMPLOYEE SAFETY
6.2.1 General Safety
Employee safety is of utmost concern and each employee is expected to exercise safe work practices for his/her own benefit and the benefit and welfare of his/her co -workers. The City’s Injury and Illness Prevention Program provides more specific informatio n regarding workplace safety. Each employee is responsible for reviewing and complying with the Injury and Illness Prevention Program.
6.2.2 Entering and Leaving the Premises
At the time of hire, employees will be advised about the proper entrances and exits for employees, as well as unauthorized areas, if any. Employees should not be in City work areas except for their regularly scheduled or overtime shifts or attendance at a City authorized meeting. For insurance purposes, unescorted or unauthorized visitors in our facilities is prohibited. If an employee is expecting visitors, such as clients, customers or friends, the employee should notify his/her supervisor. Certain employees are authorized to arm and disarm the building alarms, and they will be given instruction on the alarms and codes. Employees are expected to abide by these rules at all times. Failure to do so may lead to disciplinary action, including and up to termination of employment.
6.2.3 Security Checks – Packages/Parcels
The City may exercise its right to inspect all packages and parcels entering and leaving our premises.
6.2.4 Parking Lot
Employees are encouraged to use the parking areas designated for our employees. Please keep in mind that the parking spaces adjacent to or in front of our building(s) are for customers and visitors only. Employees are reminded to lock their car every day a nd park within the specified areas.
Courtesy and common sense in the parking lot will help eliminate accidents, personal injuries, and damage to employee vehicles. Remember that the area around all buildings, especially the City’s administration building, has a great deal of pedestrian walking activity - please maintain a safe driving speed at all times . If an employee should damage another car while parking or leaving, he/she must immediately report the incident, along with the license numbers of both vehicles and any other pertinent information he/she may have, to his/her supervisor.
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73 The City cannot be and is not responsible for any loss, theft or damage to an employee’s vehicle or any of its contents.
6.2.5 Security
Maintaining the security of City buildings and vehicles is every employee's responsibility. Develop habits that ensure security as a matter of course. For example:
• Always keep cash properly secured. If you are aware that cash is insecurely stored, immediately inform the person responsible.
• Know the location of all alarms and fire extinguishers and familiarize yourself with the proper procedure for using them, should the need arise. • Note and promptly report suspicious circumstances or persons about the premises. 630
74 CHAPTER 7 – SEPARATION FROM EMPLOYMENT AND FURLOUGH
SECTION 7.1 RESIGNATION/RETIREMENT
An employee wishing to resign is asked to submit a written notice two weeks prior to leaving. The notice should include the reasons for resignation and the effective date. The last day of employment shall not fall on a paid holiday. Employees contemplating retirement should contact Human Resources and Risk Management at least 90 days prior to their anticipated retirement date. Employees will not be considered as “retired” from the City for purposes of any terms or conditions for City “retirees” unless the employee resigns from City service and also retires with CalPERS in accordance with applicable statutes, rules, and regulations.
Prior to leaving, the Human Resources and Risk Management Director, will arrange an exit interview to collect issued items, where the employee will be expected to return all City property, including keys to City facilities or work areas, uniforms, equipmen t and the City Employee Identification Card.
SECTION 7.2 LAYOFF
7.2.1 General Policy
Whenever, in the judgment of the City Manager, and subject to City Council approval by resolution, it becomes necessary to abolish any position or employment, the employee holding such position or employment may be laid off without disciplinary action and without the right of appeal. The City Manager will determine the class and number of positions to be affected, and the layoff date.
Action under this section may be taken for any of the following reasons:
a. Lack of Work;
b. Budgetary Reasons;
c. Elimination of Programs;
d. Elimination of Services; or
e. Any other legitimate reason as determined by the City Manager
7.2.2 Order of Layoff
In each class of positions, employees will be laid off according to employment status in the following order: temporary, part -time, probationary, then regular. Temporary, part -time, and probationary employees will be laid off according to the needs of the service as determined by the City Manager. In cases where there are two or more regular employees in the class from which the layoff is to be made, such employees will be laid off on the basis of the most recent performance evaluation, with the employee with the least satisfactory performance being laid off first. In cases where their most recent performance evaluations are equal, the employee with less seniority will be laid off first. For purposes of layoff, “seniority” is defined as total time employed by the City from the employee’s date of hire to present. 631
75 7.2.3 Vacancy and Demotion
Except as otherwise provided, whenever there is a layoff, the City Manager may, but is not required to, first demote an employee identified for lay -off to a vacancy, if any, within the department in a lower class for which the employee is qualified. Secondly, employees may request to demote to a vacant position within the organization. An employee who is offered a demotion has the right to refuse the demotion without losing his/her right to be placed on a reemployment list.
7.2.4 Recall List
The name of every regular employee who is laid off, transferred, or demoted to a classification in the same department for longer than one (1) pay period due to layoff, shall be placed on the Recall List maintained by Human Resources and Risk Management.
Vacancies to be filled within a department shall be offered, first in order of performance, to individuals named on the Recall List who at the time of the layoff, held a position in the same regular full time job classification or in the same regular part time job classification within the department as the vacancy to be filled. Individual names may be removed from the Recall List by the Human Resources and Risk Management representative, for any of the following reasons:
a. The expiration of one (1) year from the date of placement on the List. b. Reemployment with the City in a regular full -time position in a department other than that from which the employee was laid off.
c. Failure to respond within fourteen (14) calendar days of mailing of a certified letter regarding availability for employment.
d. Failure to report to work within fourteen (14) calendar days of mailing of a certified letter containing a notice of reinstatement to a position absent mitigating circumstances. e. Request in writing to the City Manager to be removed from the List.
7.2.5 Status on Re-employment
A regular employee who has been laid off and is reemployed in a regular position within one (1) year from the date of his/her layoff or termination shall be entitled to:
a. Restoration of seniority accrued prior to and during layoff. b. Credit for all service prior to layoff for the purpose of determining the rate of accrual of vacation leave.
c. Placement in the salary range at the same job classification in the same department from which he/she was laid off.
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76 SECTION 7.3 ABANDONMENT OF EMPLOYMENT
7.3.1 Determination and Notification
When an employee has been absent without authorization from work for more than three workdays, and in the opinion of the Department Head the employee has abandoned his/her position, the Department Head shall notify the City Manager. The City Manager, or designee, shall notify the employee that the City has determined he/she has abandoned his/her position and that the employee has four working days upon receipt of the notice to contact the City regarding his/her intent to return to work. The notice shall also advise the employee that failure to contact the City within the four -day period shall be deemed an automatic resignation effective on the fifth day.
Such notice shall be in writing and sent by regular U.S. mail, via overnight delivery, certified mail, or personal service to the last address listed in the employee’s personnel records.
7.3.2 Employee’s Response
Where an employee fails to respond within four working days to the notice of abandonment of position, the employee may be considered to have abandoned his/her position of employment with the City. Abandonment of position shall constitute an automatic resig nation from the City service.
If the employee contacts the City within the four -day period, the employee may avoid automatic resignation as provided in this section, however, the employee may still be subject to disciplinary action.
7.3.3 Circumstances When Abandonment Occurs
Abandonment of position may include, but is not limited to:
a. Where an employee fails to return to his/her employment upon conclusion of any authorized leave of absence;
b. Where an employee fails to properly notify by telephone, verbally, or in writing his/her immediate Supervisor of absence due to sickness or injury, except as otherwise required by law; or
c. Where an employee fails to appear for work without notification or express agreement between the Supervisor and the employee as to the use of any leave time set forth under the City’s personnel policies, except as otherwise required by law.
SECTION 7.4 FURLOUGH AND REDUCTION OF HOURS
7.4.1 Determination and Notification
The City may implement a furlough or temporary reduction of scheduled hours whenever, in the judgment of the City Council, it becomes necessary to take such actions. The City Manager will consult with affected Department Heads to determine the number of affected employees and will notify affected employees in writing of their selection for furlough or temporary reduction of hours.
Such written notice will include the start and end date, the resulting reduction in pay, and any other applicable terms and conditions. Affected e mployees are not entitled to appeal their selection through either disciplinary appeal or grievance procedures. Affected employees may not 633
77 use accrued, paid leave time during designated furlough time or to supplement reduced work hours.
7.4.2 Status While on Furlough
Affected employees may not use accrued, paid leave time during designated furlough time or to supplement reduced work hours. Affected employees will be deemed to remain in paid status for purposes of accrual of leave, seniority, and other eligibility for benefits, and will not be considered to have a break in service for purposes of these Rules. Furlough or reduced schedule time will not be considered “hours worked” for purposes of overtime and will not be counted towards completion of probationary periods under these Rules.
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78 APPENDIX A
Executive Classifications
• Assistant City Engineer
• Assistant City Manager
• Assistant Community Services & Recreation Director
• Assistant Finance Director
• Assistant Human Resources & Risk Management Director
• Assistant to the City Manager
• City Clerk
• City Manager
• Community Development Director
• Community Safety & Technology Director
• Community Services & Recreation Director
• Deputy City Manager
• Finance Director / City Treasurer
• Human Resources & Risk Management Director
• Public Works Director / City Engineer
Management Classifications:
• Building Official
• City Planner
• Code Enforcement Manager
• Community Services & Recreation Manager
• Economic Development Manager
• Human Resources & Risk Manager
• Information Technology Manager
• Maintenance & Operations Manager
• Principal Engineer
• Public Information Officer
• Public Works Manager
• Risk Manager
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79 APPENDIX B
Management Classifications:
• Finance Manager
• Purchasing Manager
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80 APPENDIX C:
Non-Management Exempt Classifications:
• Associate Engineer
• Associate Planner
• Landscape & Facilities Superintendent
• Principal Accountant
• Principal Management Analyst
• Principal Planner
• Public Works Superintendent
• Purchasing Supervisor
• Senior Communications Officer
• Senior Engineer
• Senior Environmental Compliance Analyst
• Senior Human Resources & Risk Management Analyst
• Senior Information Technology Business Systems Analyst • Senior Management Analyst
• Senior Planner
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ACKNOWLEDGEMENT OF RECEIPT
Each employee shall verify that he/she has been given a copy of this manual. The acknowledgement shall be dated and signed by the employee and the original maintained in the employee’s personnel file.
I have been given a copy of the City of Eastvale’s (“City”) Personnel Policies and Procedures Manual (“Manual”). This Manual applies to all employees of the City and to others as indicated.
I understand that it is my responsibility to read the Manual and to comply with its provisions. I also understand as a City employee, I must maintain my City badge on my person at all times while performing City business.
I further understand that the Manual contains important information governing my employment with the City, including regulations and obligations that are expected of me as a City employee.
Furthermore, I understand that I am obligated under the California Constitution that I am declared to be a Disaster Service Worker, as outlined in Government Code 3102, and as further defined in this Manual under Section 2.1.i.
I understand that my failure to comply with these policies may result in disciplinary action, up to and including termination. If I have questions concerning these policies, I will bring them to the attention of my supervisor, department head, or Human Resources and Risk Management.
I understand that because it is not possible to anticipate every situation that may arise in the workplace and because laws and programs change, the City reserves the right to modify, supplement, rescind, or revise any provisions of this Manual (other than the employment at-will provisions and provisions compelled by law), at any time as it deems necessary or appropriate in its sole discretion.
I understand that nothing in this Manual is intended to create a contract of employment with the City, or to create an expectation of continued employment for any specified term.
I understand that the original of this acknowledgement of receipt will be placed in my personnel file.
Dated:
Signature
Employee’s Name
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AGENDA STAFF REPORT
City Council Meeting
CITY COUNCIL BUSINESS
Agenda Item No. 13.1
August 12, 2026
Quarterly Economic Development Updates
Prepared By:
Alexander Fung, Deputy City Manager
Recommended Action(s)
Staff recommends that the City Council receive and file the report.
Summary
Placed within the City Manager’s Office, the City’s Economic Development Team plays a cri%cal role in advancing, eleva%ng, and suppor%ng the City Council’s Strategic Plan by s%mula%ng long-term economic vitality, community prosperity, and fiscal resilience. As a core func%on of local government, the Economic Development Team directly supports the City’s ability to fund essen%al public services, enhance residents’ quality of life, and invest in public infrastructure. As a result, the Economic Development Team designs, implements, and supports ini%a%ves focused on business attraction, business retention, community growth, and workforce development.
Addi%onally, the Economic Development Team leads cross-departmental special projects that address emerging challenges and opportuni%es, while partnering with other City departments and external partners to leverage resources and secure funding that strengthens public infrastructure and the City’s services.
Staff seeks to provide the City Council with an update on key economic development programs, initiatives, and outcomes achieved over the past several months.
Background
The 2025 Eastvale Strategic Plan outlined specific actions for the City’s Economic Development Team to support the City Council’s goals. Target B of the Strategic Plan specifically highlights the following 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752 951.361.0900 |
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actions:
Goal A: Attract and retain businesses;
Goal B: Create “Destination Eastvale;”
Goal C: Develop branding for Eastvale;
Goal D: Develop strategies for business retention, business support, and business reward; Goal E: Implement strategies to retain local talent;
Goal F: Reinvest in and revitalize existing shopping centers; Goal G: Streamline the development process; and
Goal H: Prioritize City beautification in order to increase business attraction.
Addi%onally, the Economic Development Team works to support other economic development- related goals in the City’s Strategic Plan, including:
Target
Goal
Description
A
D
Increase law enforcement involvement with the community C
H
Evaluate connections between economic development and
financial planning
C
I
Leverage grant funding
D
B
Develop strategies for art in public places
D
C
Expand modes of communication beyond social media
E
A
Develop and construct Civic Center
F
H
Invest in technology improvements to enhance customer
service
Analysis
This sec%on summarizes major updates regarding the City’s Economic Development programs and initiatives for the past several months.
Community Outreach and Engagement
The Economic Development Team embraces the importance of engaging with community members and ac%vely partners with the Communica%ons Team to share relevant economic development news with local residents and businesses. Informa%on is shared via the City’s social media plaAorms, newsleBers, podcast episodes, and website. The City’s economic development webpage, which can be found at hBps://www.eastvaleca.gov/business, includes various resources for business owners and individuals who are interested in starting businesses in Eastvale.
Together, the Communica%ons and Economic Development Team launched the “Suppor%ng Businesses through Construc%on” Program to help businesses remain visible, accessible, and connected during construc%on impacts. Through City-approved temporary signage, window decals, and ready-to-use social media resources, the program provides no-cost support to eligible businesses while reinforcing Eastvale’s commitment to being business-friendly.
Addi%onally, staff con%nues to operate quarterly broker and developer newsleBers directed at sharing the City’s available commercial spaces in detail. This newsleBer is shared with the Inland Empire’s commercial brokers and agents to generate addi%onal awareness about the City’s vacant spaces.
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Staff recently par%cipated in the City’s FourthFest to check-in with par%cipa%ng businesses and engage with local residents. City events oDen create low-barrier and informal opportuni%es to engage with local and regional businesses that may not otherwise interact with city staff. Vendors are oDen more open to conversa%on in these seFngs, allowing staff to build rela%onships and understand real-%me insight into local business environments. At %mes, these vendors serve as possible candidates for brick-and-mortar expansion in the community.
Film Program
The Economic Development Team is upda%ng the City’s Film Ordinance and formally establishing the City’s first Film Program to posi%on Eastvale as a compe%%ve and film-friendly loca%on for produc%on ac%vi%es. Produc%ons can significantly enhance the City’s visibility and reputa%on while genera%ng economic benefits such as job crea%on, tourism, and increased spending. According to the Inland Empire Film Commission, produc%on companies typically invest in local hotels, catering services, equipment rentals, and retail businesses. This effort demonstrates the City’s commitment to suppor%ng the film industry and streamlining the produc%on process. Staff recently presented the draD Film Ordinance, draD Film Policy, and draD Film Applica%on for the City Council’s Business and Development Success Ad-Hoc CommiBee for review in June 2026. The full package is anticipated to be shared with the City Council for consideration next month.
Grants
The Economic Development Team manages and coordinates several grant-related ini%a%ves to leverage available grant opportuni%es. In par%cular, the Economic Development Team manages the City’s Community Development Block Grant (CDBG) and efforts to obtain specific federal and state grants.
Staff recently submiBed a $9,500,000 grant applica%on to the CAL FIRE Wildfire Preven%on Grants Program seeking funding to clear hazardous fuels in the Santa Ana Riverbed. Addi%onally, the House Appropria%ons CommiBee is reviewing Congresswoman Norma Torres’ requests of awarding up to $433,621 to the City to retrofit one of its fire engines and up to $650,718.75 for the City to further the hazardous fuels reduction activities within the Santa Ana Rivered.
I-15 Economic Development Collaborative
In 2024, the City of Eastvale led the forma%on of the I-15 Economic Development Collabora%ve with the Ci%es of Corona, Eastvale, Fontana, Jurupa Valley, Norco, Ontario, and Rancho Cucamonga to leverage resources in preparation for the 2028 Los Angeles Summer Olympics (LA28).
In June 2026, Eastvale hosted and par%cipated in the first I-15 Corridor City Management and Economic Development Summit. The inaugural I-15 Summit marked an important step toward regional collabora%on among Inland Empire communi%es. By bringing together city managers, economic development leaders, airport officials, and regional partners, the Summit established a plaAorm for coordina%ng strategies related to business aBrac%on, economic growth, and opportuni%es associated with LA28. The event underscored a shared commitment to strategizing beyond jurisdic%onal boundaries and advancing ini%a%ves such as collabora%ve marke%ng, streamlined permiFng, cultural placemaking, and regional fan experiences that can strengthen the economic competitiveness of the entire I-15 Corridor.
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As part of the Economic Development Division’s business aBrac%on strategy, staff aBends Interna%onal Council of Shopping Centers’ (ICSC) conferences to build and maintain rela%onships with business representatives.
In May 2026, Eastvale par%cipated in ICSC Las Vegas, the world's largest retail real estate conference, to advance the City's business aBrac%on and economic development objec%ves.
ABending City Councilmembers and staff conducted numerous mee%ngs with na%onal retailers, restaurant operators, developers, brokers, and commercial real estate professionals to promote Eastvale's market strengths, available development opportuni%es, and highly educated consumer base.
The conference provided an opportunity to strengthen exis%ng industry rela%onships, iden%fy prospec%ve tenants for key commercial corridors, and posi%on Eastvale for future investment by showcasing the City's strong demographics, growing retail market, and business-friendly environment. Par%cipa%on in ICSC remains an important component of Eastvale's ongoing strategy to aBract quality retail, dining, and entertainment uses that enhance ameni%es for residents and expand the City's economic base.
LA28 Involvements
Over the past several months, Eastvale has con%nued to advance its LA28 Olympic and Paralympic engagement efforts through ongoing discussions with South Korean sports organiza%ons regarding poten%al training camp opportuni%es and interna%onal partnerships. The City hosted a return visit from representa%ves of the Korean Sport & Olympic CommiBee (KSOC) on May 18, 2026 and hosted a first visit from the Korean Paralympic Committee (KPC) on July 1, 2026.
These visits showcased Eastvale's sports facili%es, hospitality assets, and community ameni%es as part of the City’s strategy to posi%on the community as a desirable training des%na%on ahead of LA28. These efforts have strengthened Eastvale's interna%onal rela%onships, increased the City's visibility on the global stage, and created opportuni%es to generate future economic ac%vity, tourism, and regional recognition.
Independent ZIP Code Advocacy
Over the past several months, Eastvale has con%nued to lead a na%onwide effort to secure an independent ZIP Code by expanding the Na%onal ZIP Code Advocacy Coali%on, engaging federal legislators, and advancing legisla%ve and administra%ve solu%ons to address longstanding ZIP code boundary issues affecting residents and businesses.
The City achieved a significant milestone when the State of California adopted a resolu%on, known as Senate Joint Resolu%on (SJR) 11, suppor%ng Eastvale's ZIP code ini%a%ve, further eleva%ng awareness of the challenges caused by the community's shared ZIP codes, including impacts on sales tax repor%ng, business visibility, public safety, service delivery, and community iden%ty. Through coali%on-building, ongoing advocacy in Washington, D.C., and coordina%on with regional, state, and federal partners, Eastvale has strengthened na%onal support for ZIP code reform while con%nuing to position itself as a leading voice on this issue.
Addi%onally, the City is expanding partnerships with ci%es from the Na%onal ZIP Code Advocacy Coali%on to submit leBers to the Senate Homeland Security and Governmental Affairs CommiBee 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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(HSGAC) urging the passage of the City’s ZIP code bills, including H.R. 672 (Diaz-Balart), S. 1455 (ScoB), and S. 4505 (Ernst). Should any one of these three bills be signed into law, Eastvale will be granted a new and independent ZIP code.
Furthermore, staff periodically follows up with Eastvale businesses that are incorrectly lis%ng their city names on their websites and publica%ons to encourage correc%on. An educa%onal campaign is underway to encourage and remind businesses to charge customers Eastvale’s appropriate sales tax rate of 7.75%. Periodically, residents report that businesses may be incorrectly charging Corona’s sales tax rate in Eastvale due to the City’s shared ZIP code with Corona.
Shopping Center Success Roundtable
The City holds periodic roundtable mee%ngs with property managers and lessors to foster collabora%on and mutual support. Mee%ngs are structured to allow staff to share updates on major City ini%a%ves and discuss shared challenges and opportuni%es. This plaAorm serves as a rela%onship-building space for the City to proac%vely address challenges and strength Eastvale’s commercial centers to boost economic growth. The most recent mee%ng was held on June 23, 2026.
Staybridge Suites Partnership
Over the past few months, staff facilitated a site visit and tour of the Staybridge Suites hotel for representa%ves associated with interna%onal tour agents and airline representa%ves. The tour showcased Eastvale's lodging accommoda%ons, ameni%es, and proximity to regional transporta%on and training facili%es, demonstra%ng the City's ability to support the housing and logis%cal needs of visitors and businesses.
The visit provided an opportunity for staff, hotel representa%ves, and tour aBendees to discuss poten%al accommoda%on and partnership opportuni%es while reinforcing Eastvale's commitment to position itself as a welcoming and business-friendly community.
Environmental
Pursuant to Sec%on 15378 of the California Environmental Quality Act (CEQA) Guidelines, organiza%onal or administra%ve ac%vi%es of governments that do not result in direct or indirect physical changes in the environment are not considered as CEQA projects.
Strategic Plan Action - Priority Level: 1
| Target #: B
| Goal #: A
The City’s Economic Development Team supports efforts to attract and retain businesses in Eastvale.
Fiscal Impact
Funds to implement the City’s economic development ini%a%ves are budgeted within the Economic Development Division in the General Fund. Staff ac%vely con%nues to search for relatable grant funding to support additional economic development efforts.
Prior City Council/Commission Action
The City Council receives quarterly economic development updates during City Council mee%ngs.
The Planning Commission and the Public Safety Commission also receive periodic updates from the Economic Development Team. The previous update provided to the City Council was on May 13, 2026. 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752 951.361.0900 |
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Attachment(s)
Not Applicable.
12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 |
eastvaleca.gov
644