Lindsay City Council
June 14, 2022

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earned vacation time to the leave if they wish; however they are not obliged to do so.

Reinstatements of individuals returning from military leave shall be done in accordance with the Military and Veterans Code of California.

Employees are eligible for reemployment after completing military service, provided the employee provides copies of the military orders to the department head upon receipt; military service is entered directly from employment with the City and active duty service is satisfactorily completed; and re-employment is applied for and take place within ninety (90) days after discharge from active duty. If you are returning from up to six (6) months active duty for training, you must apply within thirty (30) days after discharge.

Section 11.17 Statement of Policy
To the extent not already provided for under current leave policies and provisions, the City will provide family and medical care leave for eligible employees as required by state and federal law.

The following provisions set forth certain of the rights and obligations with respect to such leave.

Rights and obligations which are not specifically set forth below are set forth in the Department of Labor regulations implementing the Federal Family and Medical Leave Act of 1993 (“FMLA”), and the regulations of the California Family Rights Act (“CFRA”). Unless otherwise provided by this article, “Leave” under this article shall mean leave pursuant to the FMLA and CFRA.

Section 11.17.1 Definitions
A. “12-Month Period” means a rolling 12-month period measured backward from the date leave is taken and continuous with each additional leave day taken.

B. “Child” means a child under the age of 18 years of age, or 18 years of age or older who is incapable of self care because of a mental or physical disability. An employee’s child is one for whom the employee has actual day-to-day responsibility for care and includes, a biological, adopted, foster or step-child. A child is “incapable of self care” if he/she requires active assistance or supervision to provide daily self care in three or more of the activities of daily living or instrumental activities of daily living—such as, caring for grooming and hygiene, bathing, dressing and eating, cooking, cleaning, shopping, taking public transportation, paying bills, maintaining a residence, using telephones and directories, etc.

C. “Parent” means the biological parent of an employee or an individual who stands or stood in loco parentis (in place of a parent) to an employee when the employee was a child. This term does not include parents-in-law.

D. “Spouse” means a husband or wife as defined or recognized under California State law for purposes of marriage.

E. “Domestic Partner,” as defined by Family Code §§ 297 and 299.2, shall have the same meaning as “Spouse” for purposes of CFRA Leave.

F. “Serious health condition” means an illness, injury impairment, or physical or mental condition that involves:

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1. Inpatient Care (i.e., an overnight stay) in a hospital, hospice, or residential medical care facility, including any period of incapacity (i.e., inability to work, or perform other regular daily activities due to the serious health condition, treatment involved, or recovery there from); or

2. Continuing treatment by a health care provider: A serious health condition involving continuing treatment by a health care provider includes any one or more of the following:
a) A period of incapacity (i.e., inability to work, or perform other regular daily activities) due to serious health condition of more than three consecutive calendar days, and any subsequent treatment or period of incapacity relating to the same condition, that also involves:
i) Treatment two or more times by a health care provider, by a nurse or physician’s assistant under direct
supervision by a health care provider, or by a provider of health care services (e.g., a physical therapist) under orders of, or on referral by a health care provider; or ii) Treatment by a health care provider on at least one occasion which results in a regimen of continuing
treatment under the supervision of the health care
provider. This includes for example, a course of
prescription medication or therapy requiring special
equipment to resolve or alleviate the health condition. If the medication is over the counter, and can be initiated without a visit to a health care provider, it does not
constitute a regimen of continuing treatment.
b) Any period of incapacity due to pregnancy or for prenatal care. c) Any period of incapacity or treatment for such incapacity due to a chronic serious health condition. A chronic serious health condition is one which:
i) Requires periodic visits for treatment by a health care provider, or by a nurse or physician’s assistant under
direct supervision of a health care provider;
ii) Continues over an extended period of time (including recurring episodes of a single underlying condition); and iii) May cause episodic rather than a continuing period of incapacity (e.g., asthma, diabetes, epilepsy, etc.).

Absences for such incapacity qualify for leave even if
the absence lasts only one day.
d) A period of incapacity which is permanent or long term due to a condition for which treatment may not be effective. The June 14, 2022 Regular Meeting of the Lindsay City Council

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employee or family member must be under the continuing
supervision of, but need not be receiving active treatment by, a health care provider.
e) Any period of absence to receive multiple treatments (including any period of recovery there from) by a health care provider or by a provider of health care services under orders of, or on referral by, a health care provider, either for restorative surgery after an accident or other injury, or for a condition that would likely result in a period of incapacity of more than three consecutive calendar days in the absence of medical intervention or treatment.

G. “Health Care Provider” means:

1. A doctor of medicine or osteopathy who is authorized to practice medicine or surgery by the State of California;

2. Individuals duly licensed as a physician, surgeon, or osteopathic physician or surgeon in another state or jurisdiction, including another country, who directly treats or supervises treatment of a serious health condition;

3. Podiatrists, dentists, clinical psychologists, optometrists, and chiropractors (limited to treatment consisting of manual manipulation of the spine to correct a subluxation as demonstrated by X-ray to exist) authorized to practice in California and performing within the scope of their practice as defined under California State law;

4. Nurse practitioners and nurse-midwives and clinical social workers who are authorized to practice under California State law and who are performing within the scope of their practice as defined under California State law;

5. Christian Science practitioners listed with the First Church of Christ, Scientist in Boston, Massachusetts; and

6. Any health care provider from whom an employer or group health plan’s benefits manager will accept certification of the existence of a serious health condition to substantiate a claim for benefits.

H. “Active Duty” means a duty under a call to order of active, retired, reserves, or National Guard members of the United States Armed Forces by law or any other provision of law during a war or national emergency declared by the President or Congress.

I. “Contingency Operation” means a military operation that is (1) designated by the Secretary of Defense as an operation in which members of the United States Armed Forces are or may become involved in military actions, operations, or hostilities against an enemy of the United States or against an opposing military force; or (2) that results in the call to order of active duty members of the United June 14, 2022 Regular Meeting of the Lindsay City Council

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States Armed Forces by law or any other provision of law during a war or national emergency declared by the President or Congress.

J. “Covered Servicemember” means a member of the United States Armed Forces, including a member of the National Guard or Reserves, who is undergoing medical treatment, recuperation, or therapy, in otherwise in outpatient status, or is otherwise on the temporary disability retired list, for a serious injury or illness.

K. “Outpatient Status” means the status of a member of the United States Armed Forces assigned to: (1) a military medical treatment facility as an outpatient; or (2) a unit established for the purpose of providing command and control of members of the Armed Forces receiving medical care as outpatients.

L. “Next of Kin” means the nearest blood relative of an injured servicemember.

M. “Serious Injury or Illness” means an injury or illness incurred by a member of the Armed Forces in the line of duty on active duty that may render the member medically unfit to perform the duties of the member’s office, grade, rank, or rating.

Section 11.17.2 Reasons For Leave
Leave is only permitted for the following reasons:

1. The birth of a child or to care for a newborn of an employee;

2. The placement of a child with an employee in connection with the adoption or foster care of a child;

3. Leave to care for a child, parent, spouse, or domestic partner who has a serious health condition;

4. Leave because of a serious health condition that makes the employee unable to perform the functions of his/her position;

5. Leave for a “qualifying exigency” may be taken arising out of the fact that an employee’s spouse, son, daughter, or parent is on active military duty or has been notified of an impending call or order to active duty in support of a contingency operation involving the United States Armed Forces; or

6. Leave to care for a spouse, son, daughter, parent, or “next of kin” servicemember of the United States Armed Forces who has a serious injury or illness incurred in the line of duty while on active military duty (this leave can run up to 26 weeks of unpaid leave during an employer’s 12-month period).

Section 11.17.3 Employees Eligible For Leave
An employee is eligible for leave if the employee:

1. Has worked for at least 12 months; and
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2. Has been employed for at least 1,250 hours during the 12-month period immediately preceding the commencement of the leave.

Section 11.17.4 Amount of Leave
Eligible employees are entitled to a total of 12 workweeks (or 26 weeks to care for an injured servicemember) of leave during any 12-month period.

A. Minimum Duration of Leave
If leave is requested for the birth, adoption or foster care placement of a child of the employee, leave must be concluded within one year of the birth or placement of the child. In addition, the basic minimum duration of such leave is two weeks.

However, an employee is entitled to leave for one of these purposes (e.g., bonding with a newborn) for at least one day, but less than two weeks duration on any two occasions. If leave is requested to care for a child, parent, spouse or the employee him/herself with a serious health condition, there is no minimum amount of leave that must be taken. However, the notice and medical certification provisions of this policy must be complied with.

B. Spouses Both Employed By The City
In any case in which a husband and wife both employed by the City are entitled to leave, the aggregate number of workweeks of leave to which both may be entitled may be limited to 12 workweeks during any 12-month period if leave is taken for the birth or placement for adoption or foster care of the employees’ child (i.e., bonding leave).

In any case in which a husband and wife both employed by the City are entitled to leave, the aggregate number of workweeks of leave to which both may be entitled may be limited to 26 workweeks during any 12-month period if leave is taken to care for an injured servicemember. Except as noted above, this limitation does not apply to any other type of leave under this policy.

Section 11.7.5 Employee Benefits While on Leave
Leave under this policy is unpaid. While on leave, employees will continue to be covered by the City group health insurance to the same extent that coverage is provided while the employee is on the job. However, employees will not continue to be covered under the City’s other non-health benefit plans which are not provided pursuant to the City’s group health plans.

Employees may make the appropriate contributions for continued coverage under the preceding non-health benefit plans by payroll deductions or direct payments made to these plans.

Depending on the particular plan, the City will inform you whether the premiums should be paid to the carrier or to the City. Your coverage on a particular plan may be dropped if you are more than 30 days late in making a premium payment. However, you will receive a notice at least 15 days before coverage is to cease, advising you that you will be dropped if your premium payment is not paid by a certain date. Employee contribution rates are subject to any change in rates that occurs while the employee is on leave.

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If an employee fails to return to work after his/her leave entitlement has been exhausted or expires, the City shall have the right to recover its share of health plan premiums for the entire leave period, unless the employee does not return because of the continuation, recurrence, or onset of a serious health condition of the employee or his/her family member which would entitle the employee to leave, or because of circumstances beyond the employee’s control. The City shall have the right to recover premiums through deduction from any sums due the City (e.g. unpaid wages, vacation pay, etc.).

Section 11.17.6 Substitution of Paid Accrued Leaves
While on leave under this policy, as set forth herein, an employee may elect to concurrently use paid accrued leaves. Similarly, the City may require an employee to concurrently use paid accrued leaves after requesting FMLA and/or CFRA leave, and may also require an employee to use family and medical care leave concurrently with a non-FMLA/CFRA leave which is FMLA/CFRA-qualifying.

A. Employee’s Right To Use Paid Accrued Leaves Concurrently With Family Leave Where an employee has earned or accrued paid vacation, administrative leave, compensatory time, or personal or family leave (if applicable to your agency, this is referring to paid family leave; some agencies permit employees to use a certain number of sick leave days for family leave purposes), that paid leave may be substituted for all or part of any (otherwise) unpaid leave under this policy.

As for sick leave, an employee is entitled to use sick leave concurrently with leave under this policy if:

1. The leave is for the employee’s own serious health condition; or

2. The leave is needed to care for a parent, spouse, child, or domestic partner with a serious health condition, and would be permitted as sick leave under the City’s sick leave policy.

B. City’s Right To Require An Employee To Use Paid Leave When Using FMLA/CFRA Leave
Employees must exhaust their accrued leaves concurrently with FMLA/CFRA leave to the same extent that employees have the right to use their accrued leaves concurrently with FMLA/CFRA leave, with two exceptions:

1. Employees are not required to use accrued compensatory time earned in lieu of overtime earned pursuant to the Fair Labor Standards Act; and

2. Employees will only be required to use sick leave concurrently with FMLA/CFRA leave if the leave is for the employee’s own serious health condition.

C. City’s Right To Require An Employee To Exhaust FMLA/CFRA Leave Concurrently With Other Leaves
If an employee takes a leave of absence for any reason which is FMLA/CFRA qualifying, the City may designate that non-FMLA/CFRA leave as running June 14, 2022 Regular Meeting of the Lindsay City Council

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concurrently with the employee’s 12-week FMLA/CFRA leave entitlement. The only exception is for peace officers and firefighters who are on leave pursuant to Labor Code § 4850.

D. City’s and Employee’s Rights If An Employee Requests Accrued Leave Without Mentioning Either the FMLA or CFRA
If an employee requests to utilize accrued vacation leave or other accrued paid time off without reference to a FMLA/CFRA-qualifying purpose, the City may not ask the employee if the leave is for a FMLA/CFRA-qualifying purpose.

However, if the City denies the employee’s request and the employee provides information that the requested time off is for a FMLA/CFRA-qualifying purpose, the City may inquire further into the reason for the absence. If the reason is FMLA/CFRA-qualifying, the City may require the employee to exhaust accrued leave as described above.

Section 11.17.7 Medical Certification
Employees who request leave for their own serious health condition or to care for a child, parent or a spouse who has a serious health condition must provide written certification from the health care provider of the individual requiring care if requested by the City. If the leave is requested because of the employee’s own serious health condition, the certification must include a statement that the employee is unable to work at all or is unable to perform the essential functions of his/her position.

Employees who request leave to care for an injured service member who is a child, spouse, parent, or “next of kin” of the employee must provide written certification from a health care provider regarding the injured service member’s serious injury or illness.

A. Time To Provide A Certification
When an employee's leave is foreseeable and at least 30 days notice has been provided, if a medical certification is requested, the employee must provide it before the leave begins. When this is not possible, the employee must provide the requested certification to the City within the time frame requested by the City (which must allow at least 15 calendar days after the employer's request), unless it is not practicable under the particular circumstances to do so despite the employee's diligent, good faith efforts.

B. Consequences For Failure To Provide An Adequate Or Timely Certification If an employee provides an incomplete medical certification the employee will be given a reasonable opportunity to cure any such deficiency. However, if an employee fails to provide a medical certification within the time frame established by this policy, the City may delay the taking of FMLA/CFRA leave until the required certification is provided.

C. Recertification
If the City has reason to doubt the validity of a certification, the City may require a medical opinion of a second health care provider chosen and paid for by the June 14, 2022 Regular Meeting of the Lindsay City Council

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City. If the second opinion is different from the first, the City may require the opinion of a third provider jointly approved by the City and the employee, but paid for by the City. The opinion of the third provider will be binding. An employee may request a copy of the health care provider’s opinions when there is a recertification.

D. Intermittent Leave Or Leave On A Reduced Leave Schedule If an employee requests leave intermittently (a few days or hours at a time) or on a reduced leave schedule to care for an immediate family member with a serious health condition{"serious health condition"}, the employee must provide medical certification that such leave is medically necessary. “Medically necessary” means there must be a medical need for the leave and that the leave can best be accomplished through an intermittent or reduced leave schedule.

Section 11.17.8 Employee Notice of Leave
Although the City recognizes that emergencies arise which may require employees to request immediate leave, employees are required to give as much notice as possible of their need for leave. If leave is foreseeable, at least 30 days’ notice is required. In addition, if an employee knows that he/she will need leave in the future, but does not know the exact date(s) (e.g. for the birth of a child or to take care of a newborn), the employee shall inform his/her supervisor as soon as possible that such leave will be needed. Such notice may be orally given. If the City determines that an employee’s notice is inadequate or the employee knew about the requested leave in advance of the request, the City may delay the granting of the leave until it can, in its discretion, adequately cover the position with a substitute.

Section 11.17.9 Reinstatement Upon Return From Leave
A. Right To Reinstatement
Upon expiration of leave, an employee is entitled to be reinstated to the position of employment held when the leave commenced, or to an equivalent position with equivalent employment benefits, pay, and other terms and conditions of employment. Employees have no greater rights to reinstatement, benefits and other conditions of employment than if the employee had been continuously employed during the FMLA/CFRA period.

If a definite date of reinstatement has been agreed upon at the beginning of the leave, the employee will be reinstated on the date agreed upon. If the reinstatement date differs from the original agreement of the employee and City the employee will be reinstated within two business days, where feasible, after the employee notifies the employer of his/her readiness to return.

Section 11.18 Authorized Leave of Absence Without Pay
A department head may grant an employee a leave of absence without pay for not more then ten (10) days when it is in the best interest of the city, and on approval of the City Manager. Any leave of absence in excess of ten (10) days can only be granted by the City Manager.

Section 11.18.1 Return From Leave
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Return from leave:
(a) Failure of an employee to return to duty upon the termination of authorized leave of absence is an unauthorized leave of absence and is cause for discharge. (b) Upon return an employee may be required to submit to medical examination to determine whether or not he/she is still capable of performing the duties of his/her position. When a physical examination discloses that an employee is not physically capable of performing his/her duties, the City shall offer him/her any vacant position in the city for which he/she is qualified. If an employee is no longer physically capable of performing the duties of a vacant position, he or she shall be terminated.

Section 11.19 Pregnancy Disability Leave
An employee who is disabled because of pregnancy, childbirth, or a related medical condition is entitled to an unpaid pregnancy disability leave for up to four months.

Section 11.19.1 Notice & Certification Requirements

1. Requests for pregnancy disability leave must be submitted in writing and must be approved by the employee’s supervisor or department director before the leave begins. The request must be supported by a written certification from the attending physician stating that the employee is disabled from working by pregnancy, childbirth or a related medical condition. The certification must state the expected duration of the disability and the expected date of return to work.

2. All leaves must be confirmed in writing, have an agreed-upon specific date of return, and be submitted to the department director prior to being taken. Requests for an extension of leave must be submitted in writing to the department director prior to the agreed date of return and must be supported by a written certification of the attending physician that the employee continues to be disabled by pregnancy, childbirth, or a related medical condition. The maximum pregnancy disability leave is four months.

Section 11.19.2 Compensation During Leave
Pregnancy disability leaves are without pay. However, the employee may first use accrued sick leave, vacation leave, and then any other accrued paid time off during the leave.

Section 11.19.3 Benefits During Leave

1. An employee on pregnancy disability leave may receive any group health insurance coverage that was provided before the leave on the same terms as provided to other employees who become disabled off-duty, if: 1) the employee is eligible for concurrent family medical leave; and 2) the employee has not already exhausted this 12-week group health insurance coverage benefit in the current family medical leave eligibility period. The City may recover premiums it paid to maintain health coverage, as provided by the family and medical leave June 14, 2022 Regular Meeting of the Lindsay City Council

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laws, if an employee does not return to work following pregnancy disability leave.

2. An employee on pregnancy disability leave who is not eligible to receive group health insurance coverage as described above, may receive health insurance coverage in conjunction with COBRA guidelines by making monthly premium payments to the City.

3. Sick and Vacation Leave Accrual: Sick leave and vacation leave do not accrue while an employee is on unpaid pregnancy disability leave.

Section 11.19.4 Reinstatement

1. Upon the expiration of pregnancy leave and the City’s receipt of a written statement from the health care provider that the employee is fit to return to duty, the employee will be reinstated to her original or an equivalent position, so long as it was not eliminated for a legitimate business reason during the leave.

2. If the employee's original position is no longer available, the employee will be assigned to an open position that is substantially similar in job content, status, pay, promotional opportunities, and geographic location as the employee's original position.

3. If upon return from leave an employee is unable to perform the essential functions of her job because of a physical or mental disability, the City will initiate an interactive process with the employee in order to identify a potential reasonable accommodation.

4. An employee who fails to return to work after the termination of her leave loses her reinstatement rights.

Section 11.20 Unauthorized Leave of Absence
An unauthorized leave of absence is treated as time not worked.

Section 11.21 Deduction
For an unauthorized leave of absence the City shall deduct from the employee’s pay an amount equal to time absent.

Section 11.22 Sick Leave Donations
In the event an employee is unable to work due to catastrophic illness, surgery (either their own or that of qualifying family member), City employees may donate their accrued sick leave to another employee under the following conditions:
• Employee will be out of work in excess of two weeks (80 hours).

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• The sick/injured employee has exhausted all of his/her accrued sick, vacation, and compensatory time.
• Individual employees may donate sick leave hours, which are in excess of forty (40) accrued hours with a cap of twenty (20) hours per fiscal year. • Employees, who are terminating their employment with the City, may not donate their sick leave hours to another employee.
• Any employee requesting a donation of sick leave hours shall submit a written request to the Department head requesting authorization to obtain the donation of sick leave hours from their fellow employees.

Section 11.23 Leave Requests
The following procedure shall apply for all leave requests other than for sick leave:

A) Leave requests shall be made in writing using the City of Lindsay Leave Request Form, which will be available at each department work site. No leave will be considered approved until the form is signed by the employee’s department head or his/her designee and a copy of the form returned to the requesting employee.

B) Vacation requests should be made at least two weeks in advance. In those cases where multiple employees are requesting the same time period off, the order in which the requests are received shall determine which employee are granted vacation leave.

C) Special request for one day off which was not a planned vacation may be made at any time prior to the day to be taken. The leave request form must be submitted and approved prior to the employee taking the day off.

D) Upon receiving a leave request, the department head shall approve/deny the request and forward a copy to the requesting employee and to the finance department. In the case of denial, the department head shall indicate on the form the reasons for the denial.

E) Employees who are denied a leave request may appeal to the Personnel Director .

Section 11.24 Temporary and Part Time Employees Not Eligible Temporary employees, including emergency and extra help employees are not eligible for paid benefits, including paid leaves of absence unless the law requires otherwise. Part time employees are not eligible for benefits or leaves of absence other than vacation after five years of service.

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TRANSFER AND DEMOTION
Section 12.1 Transfer
Section 12.1.1 Involuntary Transfer
The City may initiate employee transfers when the transfer is in the best interest of the City. City initiated transfers shall not serve the required probationary period in accordance with Rule 9.

Upon approval of the Personnel Director and City Manager, the department head may transfer an employee anytime from one position to another position in a comparable class where the salary range is the same, involves the performance of similar duties and requires substantially the same basic qualifications. However, the employee shall be consulted prior to any transfer. Any employee who is transferred from one position to another position in the same or similar class shall be compensated at the same step and salary range the employee received in the previous position. The salary anniversary date shall not change. Employees may appeal the transfer within five (5) days to the City Manager whose decision is final.

Section 12.1.2 Voluntary Transfer
An employee’s request for transfer to another type of work or department normally will be considered only after successful completion of the probationary period. Employees requesting a transfer shall submit a memorandum to the Personnel Director and City ManagerCity Manager detailing the request for transfer and reasons for the request. Upon receipt of the transfer request, the Personnel Director will notify the employee’s Department Head. Job performance, qualifications, attendanceattendance, and other factors shall be evaluated to ensure the most effective use of the employee’s capabilities in evaluating the transfer request. The Personnel Director will communicate to the employee whether the request is granted. When the foregoing factors are substantially equal, transfers shall be determined by City seniority. Employees transferred to a vacant position at their request shall serve a new probationary period in accordance with Rule 9.

If the transfer involved a change from one department to another, both department heads must consent thereto unless the City Manager orders the transfer.

Transfer shall not be used to effectuate a promotion or demotion, each of which may be accomplished only as provided in the personnel rules and regulations.

Section 12.2 Demotion
The City Manager may demote an employee for disciplinary purposes. No employee shall be demoted to a position who does not posses the minimum qualification. Disciplinary demotion action shall be in accordance with Rule 14.

Demotion is the removal of an employee from his or her present position to a lower paying position.. A Department Head may request the City Manager demote an employee for any of the following reasons:
(a) At the request of an employee, provided the employee possesses the minimum qualifications for the demoted position.

RULE
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(b) Failure to meet the job-related standards of a promotional probation. (c) For disciplinary actions (see Rule 14).
(d) For displacement.

Employees requesting a voluntary demotion shall submit a memorandum to the Personnel Director and City Manager detailing the request for voluntary demotion and reasons for the request. Upon receipt of the request for voluntary demotion, the Personnel Director will notify the employee’s department head. If the request for voluntary demotion involves a change from one department to another, both department heads must consent thereto unless the City Manager orders the demotion. Employees demoted at their own request shall be placed at the same step unless another step is mutually agreed to. If the employee has held regular status in the classification to which he or she is voluntarily demoted, probation can be waived upon approval of the City Manager.

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SEPARATION FROM SERVICE
Section 13.1 Abandonment of Position
An employee may be separated from employment if the employee fails to report for duty and is absent from work without approved leave for more than three consecutive work shifts, or fails to report for work upon the expiration of a vacation or a leave of absence where the employee did not notify his or her department head of the reason for the absence. This will be deemed to be a resignation and may result in termination of employment. The Personnel Director shall provide written notice of the proposed action to be taken due to abandonment to the employee at the last known address. Said notice shall provide the employee the Skelly prep disciplinary due process. process
Section 13.2 Disciplinary Action
An employee may be separated from employment for disciplinary reasons by the City Manager as provided in Rule 14.

Section 13.3 Layoff
An employee may be separated from employment because of changes in duties or organization, abolishment of position, shortage of work or funds.

Section 13.3.1 Statement of Intent
Whenever, in the judgment of the City Council, it becomes necessary to abolish any position or employment, the employee holding such position or employment may be laid off or demoted without disciplinary action and without the right of appeal.

Section 13.3.2 Notification
Employees to be laid off will be given, whenever possible, at least fourteen (14) calendar days prior notice.

Section 13.3.3 Order of Layoff
Employees will be laid off in the inverse order of their seniority in their classification in the department. Seniority is determined based upon date of hire in the classification and higher classifications in the department. A lay off out of the inverse order of seniority may be made if, in the City’s judgment, retention of special job skills are required. Within each class, employees will be laid off in the following order, unless special skills are required: temporary, part-time, probationary, and regular. In cases where there are two or more employees in the classification in the department from which the lay off is to be made who have the same seniority date, such employees will be laid off on the basis of the last evaluation rating in the class, providing such rating has been on file at least thirty (30) days and no more than twelve (12) months prior to lay off, as follows:

First, all employees having ratings of “improvement needed;” second, all employees having ratings of “competent;” third, all employees having ratings of “outstanding.” RULE
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Section 13.3.4 Re-employment Rights for Laid-off Employees Regular employees, who have received a satisfactory or better evaluation for the 12 months prior to lay off, have completed their probationary period and who have been laid off shall be automatically placed on a re-employment list for two (2) years for the classification from which they were laid off.

Section 13.4 Resignation
An employee wishing to leave employment in good standing shall file with the City M a written resignation stating the effective date and reasons for leaving, at least two weeks before leaving the service, unless approval for a shorter notice is obtained. Resignation shall be deemed accepted upon submission. A resignation made with the notice required may be regarded as cause for denying the resigning employee future employment with the City, and is a resignation not in good standing.

Section 13.5 Disability
An employee may be separated for disability when the employee cannot perform the essential functions of the job. The City may separate a disabled employee if the employee cannot perform the essential functions of the job with reasonable accommodation. (NOTE: ADD REASONABLE ACCOMMODATION POLICY – PAGE 13).

A. POLICY
The City provides employment-related reasonable accommodations to qualified individuals with disabilities within the meaning of the California Fair Employment and Housing Act and the Americans with Disabilities Act.

B. PROCEDURE

1. Request for Accommodation
An employee who desires a reasonable accommodation in order to perform essential job functions should make such a request in writing to the Human Resources Department. The request must identify: a) the jobrelated functions at issue; and b) the desired accommodation(s).

2. Reasonable Documentation of Disability
Following receipt of the request, the Human Resources Department may require additional information, such as reasonable documentation of the existence of a disability.

3. Fitness for Duty Examination
The City may require an employee to undergo a fitness for duty examination to determine whether the employee can perform the essential functions of the jub with or without reasonable accommodation.

The City may also require that a City-approved physician conduct the examination.

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4. Interactive Process Discussion
After receipt of reasonable documentation of disability and/or a fitness for duty report, the City will arrange for a discussion, in person or via telephone conference call, with the employee, and his or her representative(s), if any. The purpose of the discussion is to work in good faith to fully discuss all feasible potential reasonable accommodations.

5. Case-by-Case Determination
The City determines, in its sole discretion, whether reasonable accommodation(s) can be made, and the type of accommodation(s) to provide. The City will not provide accommodation(s) that would pose an undue hardship upon City finances or operations, or that would endanger the health or safety of the employee or others. The City will inform the employee of its decision as to reasonable accommodation(s) in writing.

Section 13.6 Retirement
Retirement from employment shall be subject to the terms and conditions of the City’s retirement plan. Whenever an employee meets the conditions set forth in the City’s retirement plan regulations, they may elect to retire and receive benefits earned under the retirement plan.

Section 13.7 Death of Employee
In the event of a death of an employee, payment of earned wages due shall be in accordance with the laws of the state. Unless otherwise provided by law, payment of any other funds due the deceased employee will be paid to the beneficiary so designated in writing by the employee. If no beneficiary has been designated, any funds due shall be paid to the deceased employee’s surviving spouse or domestic partner. In the absence of a surviving spouse or partner, such payment shall be made to the employee’s children. In the absence of children, such payment shall be made to the estate of the deceased employee.

Section 13.8 Return of City-Owned Property
The department head is responsible for the return of city-owned property by the employee leaving the service of the city. The employee shall return the property before he or she is entitled to receive his/her final salary check.

Section 13.9 Exit Interviews
Whenever possible, the Personnel Director shall conduct exit interviews with employees upon separation from employment.

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DISCIPLINARY PROCEDURES
Section 14.1 Policy
The City’s policy on disciplinary actions is founded on the premise that the actions are to be corrective, and any disciplinary actions should reinforce and shape employee behavior in the reasonable and necessary direction actualizing the City’s goals.

The tenure of every employee shall be based on reasonable standards of person conduct and job performance. Failure to meet such standards shall be grounds for appropriate disciplinary action.

Disciplinary actions should be progressively more severe, and commensurate with the seriousness of the offense and with due consideration of the employee’s prior performance record. However, the City may disregard progressive discipline for a serious offense. A serious offense may result in severe discipline. All suspensions, demotions, reductions in salary and terminations of persons with regular status shall be made according to these rules. Employees who are probationary, temporary, part time or serve pursuant to a contract may be disciplined at any time without cause or right of appeal unless their contract provides otherwise.

Section 14.2 Basis for Disciplinary Action
Basis for disciplinary actions include, but shall not be limited to, the reasons listed below and in accordance with procedures listed in these rules.
(a) Failure to meet work performance standards and requirements; unsatisfactory or careless work; failure to meet production or quality standards as given by employee’s supervisor; or mistakes due to carelessness or failure to get necessary instructions.
(b) Discourteous or disrespectful treatment of other employees, citizens, suppliers, or visitors, or treatment, which does not foster cooperation. (c) Insubordination or refusing to obey supervisor’s directions pertaining to work, refusal to perform assigned work; or to follow a direct order or insulting or demeaning the authority of a supervisor or manager.
(d) Willful or negligent disobedience of any law, City or department rule or regulation.
(e) Failure to maintain a neat and clean appearance in terms of the standards established by the employee’s supervisor; any departure from accepted conventional modes of dress or personal grooming; or wearing improper or unsafe clothing.
(f) Excessive use of City telephone for personal calls. (g) Posting, removing or altering notices on any bulletin board on City property without permission of an officer of the City.
(h) Soliciting during working hours and/or in working areas’ selling merchandise or collecting funds of any kind for charities or others with authorization during RULE
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business hours, or at a time or place that interferes with the work of another employee on City premises.
(i) Conducting a lottery or gambling on City premises.
(j) Misappropriation or damage of public property or waste of public funds or property through negligent or willful misconduct.
(k) Absence without approved leave; leaving work station during work hours without supervisor’s permission, except to use the restroom; leaving work before the end of a workday or not being ready to work at the start of a workday without supervisors approval; or stopping work before time specified for such purposes. (l) Failure to report an absence or late arrival; excessive absenteeism; or tardiness. (m) Practicing deception or fraud in the securing of a job appointment or promotion; or failure to supply full information as to character, reputation, or acts which, if known at the time of appointment might have resulted in a disqualification of the employee for the job to which appointment was made.
(n) Falsification or misrepresentation of a relevant official statement, document, reports or records, and employment application, including the omission of information in an attempt to deceive or mislead, or the willful omission of information that, if known, could affect the outcome.
(o) Misappropriation of found property; theft of City property or the property of other employees; unauthorized possession or removal of any City property, including documents, from the premises without prior permission from management; unauthorized use of City equipment or property for personal reasons; or using City equipment for profit.
(p) Violating the non-disclosure agreement; giving confidential or proprietary City information to other organizations, to unauthorized employees, or to anyone whom issuance of such information has not been authorized; breech of confidentiality of personnel information; or removing the contents of any official record, report, document or other written matter, current or completed. (q) Lying about sick or personal leave; falsifying reason for a leave of absence or other data requested by the City; or alteration of City records or other City documents.
(r) Failure to use or alteration of time cards, attendance documents or other records; altering such records of another employee, or causing someone to alter such records which is considered theft of time.
(s) Neglect of duties.
(t) Being intoxicated or under the influence of intoxicants, drugs or narcotics while at work; or use, possession or sale of such in any quantities while on City premises except medications prescribed by a physician, which do not impair work performance. Possessing or using alcohol in City offices or facilities.

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(u) Smoking while on duty in an area where smoking is prohibited or at nondesignated times, as specified by department rules. (v) Incompetency.
(w) Inefficiency.
(x) Dishonesty.
(y) Malicious gossip and/or spreading rumors; engaging in behavior designed to create discord and lack of harmony; interfering with another employee on the job; or willfully restricting work output or encouraging in other to do the same. (z) Improper withdrawal or limitation of service or any action that interferes with or is disruptive of the City mission or the public service. (aa) Any act or statement, oral or written, which tends to bring the City, it’s employees or officers into disrepute or ridicule.
(bb) Use of coarse, obscene, profane, or insolent language or gestures to any Other employee or the public; indifference or rudeness towards the public or any other employee; or any disorderly/antagonistic conduct on City premises. (cc) Sleeping while on duty; or loitering or loafing during working hours. (dd) Improper political activity.
(ee) Unauthorized possession of dangerous or illegal firearms, weapons or explosives on City property or while on duty, or displaying or brandishing any firearm or weapon, whether in jest or otherwise, in any manner which can be construed as careless, threatening or dangerous except in the performance or official duties. (ff) Receiving or accepting, directly or indirectly, any money, gift, reward, service, gratuity, favor, hospitality, loan or other consideration for any service or official action rendered by the employee, without first securing the written permission from the City Manager.
(gg) Use of influence of position with the City for private gain or advantage, or the use of time, facilities, equipment or supplies for private gain or advantage. (hh) Engaging in an act of sabotage; or negligently causing the destruction, damage, loss or misuse of City property, or the property of any employees, customers, suppliers, or visitors; or the failure to immediately report damage, loss or an accident involving City equipment.
(ii) Negligence or any careless action which endangers the life or safety of another person; willful violation of security or safety rules or failure to observe safety rules or safety practices; failure to wear required equipment; or tampering with safety equipment or other devices.

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(jj) Negligence or any careless action which endangers the life or safety of another person; willful violation of security or safety rules or failure to observe safety rules or safety practices; failure to wear required equipment; or tampering with safety equipment or other devices.
(kk) Fighting or horseplay or provoking a fight while on duty. (ll) Conviction of a felony or misdemeanor when there is a nexus to the workplace.

The word, “convicted’ shall be construed to mean pleas of guilty, or nolo contendere, regardless, of whether sentence is imposed by the court. (mm) Engaging in criminal conduct or acts of violence, or making threats of violence toward anyone on City premises or when representing the City. (nn) Threatening, intimidating or coercing other employees on or off the premise at anytime, for any purpose.
(oo) Immoral conduct or indecency on City property; or failure to exhibit acceptable behavior either during or outside duty hours such that the employee’s ability to perform his or her duties is impaired; or the ability of the City to perform its’ mission is or may be impaired; or causes the discredit to the City. (pp) Refusal to take and subscribe any oath or affirmation, which is required by law in connection with employment.
(qq) Unlawful discrimination, harassment or retaliation. (rr) Conflict ofor interest.
(ss) Any deliberate action that is extreme in nature and is detrimental to the City’s efforts to operate efficiently.
(tt) Working overtime without authorization.
(uu) Any violation or action inconsistent with these personnel system rules or officially promulgated City rules, regulations or policies.

Section 14.3 Types of Discipline
The following procedures shall be followed when, in the judgment of the department head, an employee has committed an act or omission that justifies disciplinary action. Disciplinary actions may range from informal conversations to formal termination. A typical progressive sequence of disciplinary actions used by the City is:

1. Counseling: The immediate supervisor usually counsels the employee.

Counseling is informal discussion with an employee designed to assist the employee to fully develop his or her skills and abilities. The discussion may include, but shall not be limited to, clarifying standards, setting expectations and areas of concern, seeking information, or problem solving. Counseling is usually the action taken to assist the employee in clarifying the need for improvement.

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To provide both the supervisor and employee with a permanent record of a counseling, a written memo may be sent to the employee to clarify verbal agreements and the need for possible behavior change. No record of the counseling is placed in the employee’s permanent personnel file unless disciplinary action of at least a written reprimand is later issued on the same problem.

2. Oral reprimand: The oral warning notifies the employee that his or her performance or behavior must be improved. Oral warnings are given by supervisors when counseling has failed to produce the desired change.

The warning shall define the areas in which improvement is required, set goals leading to this improvement, and shall inform the employee that failure to improve will result in more serious action. To provide both the supervisor and employee with a permanent record of a specific violation, a written memo may be sent to the employee confirming the conversation. The memo shall state the offense and consequences if corrective action is not taken. No record is placed in the employee’s permanent personnel file unless subsequent action is necessary.

3. Written reprimand: A written warning is a formal notice to an employee of a performance or conduct problem.

The content of the written warning shall define what occurred, the date and time of event which is the cause of the reprimand, what was violated by the employee, what the employee is directed to do to correct the situation, and the employee’s right to respond in writing within five (5) working days of the reprimand. The written reprimand shall be signed by the employee’s supervisor, or department head, countersigned by the employee, and filed with the personnel officer. If the employee refuses to sign, it shall be noted as such on the memorandum. When the written warning is issued, the employee, shall receive one copy with both signatures affixed and a copy will be placed in the employee’s permanent personnel file along with the employee’s response if any.

4. Suspension: ,
A department head may suspend an employee from his or her position for cause.

Documents related to a suspension shall become part of the employee’s personnel file when the discipline is final. An employee subject to suspension will receive prior written notice and right of appeal as provided herein.

5. Demotion:

A department head may demote an employee from his or her position for cause.

Documents related to a demotion shall become part of the employee’s personnel file when the discipline is final. An employee subject to demotion will be entitled to prior written notice and right of appeal as provided herein.

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6. Reduction in Pay:

A department head may reduce an employee’s pay for cause. A reduction in pay for disciplinary purposes may take one of two forms: (1) a decrease in salary to a lower step within the salary range, or (2) a decrease in salary paid to an employee for a fixed period of time. Documents related to a reduction in pay shall become part of the employee’s personnel file when the discipline becomes final. An employee subject to a reduction in pay is entitled to prior written notice and right of appeal as provided herein.

7. Discharge:

A department head may discharge an employee from his or her position for cause. Documents related to discharge shall become a part of an employee’s personnel file when the discipline becomes final. A discharged employee is entitled to prior written notice and right of appeal as provided herein.

Section 14.4 Written Notice of Intent to Discipline
Only regular, for-cause employees have the right to the conference and appeal process outlined in Sections 14.4, 14.5, and 14.6. Written notice of the proposed disciplinary action (Suspension, Demotion, Reduction In Pay, or Termination) shall be given to the employee. Such notice shall include:
(a) A statement which clearly defines the intent to take action, the proposed action to be taken and the 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 discipline is based.
(d) A statement with the date and time of the Skelly conference with the department head.
(e) A statement that the employee will be afforded the right to respond, either orally, in writing, or both within five (5) working days upon receipt of the intended disciplinary action, to the department head.
(f) Notice that the failure to respond within five (5) working days shall constitute a waiver of the right to respond prior to the imposition of discipline. (g) The employee’s signature on the notice of intent to render discipline shall acknowledge receipt of said notice by the employee. If the employee refused to sign it shall be noted as such on the notice of intent to discipline. The signature documentation on said notice shall acknowledge that the employee received the notice.

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Section 14.5 Employee Response
Within five (5) working days the employee shall have the right to respond, in writing, or at the conference to the department head concerning the proposed action (Suspension, Demotion, Reduction in Pay, Termination).

If, within the five (5) working days response period, the employee, does not indicate a desire to participate in the pre-disciplinary Skelly process, the proposed action of the City should be considered conclusive and shall take effect as prescribed.

The employee’s failure to make an oral response at the arranged conference time, or the employee’s failure to cause his or her written response to be delivered by the date and time specified in the notice, constitutes a waiver of the employee’s right to respond prior to the imposition of the discipline. In that case, the proposed disciplinary action will be imposed on the date specified.

Section 14.6 Final Notice of Discipline
Within 5 calendar days of receipt of the employee’s timely written response or within 5 calendar days of the conference, the department head will (1) dismiss the notice of intent and take no disciplinary action against the employee, (2) modify the intended disciplinary action, or (3) impose the intended disciplinary action. In any event, the department head will prepare and provide the employee with a notice that contains the following:
a. The level of discipline, if any, to be imposed and the effective date of the discipline;
b. The specific charges upon which the discipline is based; c. A summary of the facts upon which the charges are based; d. A copy of all written materials, reports, or documents upon which the discipline is based; and
e. A statement of the nature of the employee’s right to appeal.

Section 14.7 Relief of Duty
The Personnel Director, or , their designee, or Finance Director may place the employee on administrative leave with pay pending the completion of an investigation or opportunity to respond as may be required to determine if disciplinary action is to be taken. In the event of an oral notice, the City Manager shall confirm the action by giving the employee written notice. In the event that the Personnel Director has a conflict of interest, the Finance Director will determine, and confirm with the City Manager, whether it is appropriate to place an employee on administrative leave.

Section 14.8 Appeal
An employee, who desires to appeal to the City Manager or designee shall inform the Personnel Director, or their designee,, their designee, or Finance inDirector in writing within five (5) days of the department head’s decision. The City Manager or designee shall hear the appeal within June 14, 2022 Regular Meeting of the Lindsay City Council

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sixty (60) days after the employee informs the Personnel Director, or their designeer, their designee, or Finance Director. In the event that the Personnel Director has a conflict of interest, the employee shall notify the Finance Director of its desire to appeal.

Section 14.8.1 Request for Appeal Hearing
A regular, for-cause employee may appeal from a final notice of discipline in the form of suspension, demotion, reduction in pay, or termination by delivering a written answer to the charges and a request for appeal to the Personnel Director, or their designeetheir designee, or Finance Director, who will forward the appeal to the City Manager. The written answer and request for appeal must be received no later than 10 calendar days from the date of the department director’s decision. In the event that the Personnel Director has a conflict of interest, request for an appeal hearing should be delivered to the Finance Director.

Section 14.8.2 Date and Time of the Appeal Hearing
The City Manager will set a date for an appeal hearing before himself/herself or the designee within a reasonable time after receipt of a timely request for appeal but no later than sixty (60) days. An employee who, having filed a timely request for appeal, has been notified of the time and place of the appeal hearing, and who fails to appear personally at the hearing, may be deemed to have abandoned his or her appeal. In such a case, the City Manager may dismiss the appeal.

Section 14.8.3 Identification of Issues, Witnesses and Evidence No later than 10 days prior to the appeal hearing, each party will provide each other and the City Manager or designee a statement of the issues to be decided, a list of all witnesses to be called (except rebuttal witnesses), a brief summary of the subject matter of the testimony of each witness, and a copy of all evidence (except rebuttal evidence) to be submitted at the hearing.

The City will use numbers to identify its evidence; the employee shall use alphabet letters.

Neither party will be permitted to call any witness during the hearing who has not been identified pursuant to this section, nor use any exhibit not provided pursuant to this section, unless that party can show that they could not have reasonably anticipated the need for the witness or exhibit. The Personnel Board will state at the beginning of the hearing the decision as to the precise issue(s) to be decided.

Section 14.8.4 Conduct of the Appeal Hearing
a. Subpoenas
The City Manager or designee has authority to issue subpoenas in the name of the City prior to the commencement of the hearing. Each party is responsible for serving his/her/its own subpoenas. City employees who are subpoenaed to testify during working hours will be released with pay to appear at the hearing. City employees who are subpoenaed to testify during non-working hours will be compensated for the time they actually testify unless the City agrees to a different arrangement.

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b. Continuances
The City Manager or designee may continue a scheduled hearing only upon good cause shown.
c. Record of the Proceedings
All disciplinary hearings may, at the discretion of the parties, be either recorded by a court reporter or tape recorded. Any party who requests a transcript of the proceedings must pay for his/ her/ its own copy of a transcript.
d. The City Manager’s (or designee’s) Authority During the Hearing The City Manager or designee has the authority to control the conduct of the hearing and to affirm, modify, or revoke the discipline. e. Conduct of the Hearing
i. The hearing need not be conducted in accordance with technical rules relating to evidence and witnesses, but hearings shall be conducted in a manner the City Manager or designee, decides is the most conducive to determining the truth.
ii. Any relevant evidence may be admitted if it is the type of evidence upon which responsible persons are accustomed to rely upon in the conduct of serious affairs, regardless of the existence of any common law or statutory rules which might make
improper the admission of such evidence over objection in civil actions.
iii. Hearsay evidence may be used for the purpose of supplementing or explaining any direct evidence, but over timely objection shall not be sufficient in itself to support a finding, unless such evidence would be admissible over objection in civil actions. An objection is timely if made before submission of the case. iv. The rules dealing with privileges shall be effective to the same extent that they are now or hereafter may be recognized in civil actions.
v. Irrelevant and unduly repetitious evidence may be excluded. vii. During the examination of a witness, all other witnesses, except the parties, shall be excluded from the hearing upon the request of either party.
viii. All witnesses shall be sworn in for the record prior to testifying at the hearing.
f. Burden of Proof at the Hearing
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The City has the burden of proof by a preponderance of the evidence. g. Right to Due Process
The employee shall have the following due process rights during the hearing:
i. The right to be represented by legal counsel or another chosen representative, at his or her own expense;
ii. The right to call and examine witnesses on his or her behalf; iii. The right to introduce evidence;
iv. The right to cross-examine opposing witnesses on any matter relevant to the issues;
v. The right to impeach any witness regardless of which party first called him or her to testify; and
vi. The right to rebut evidence against him or her.
i. Presentation of the Case
All parties and their counsel or representatives shall not disparage the intelligence, morals, or ethics of their adversaries or the City Manager or designee. The hearing shall proceed in the following order unless the City Manager or designee directs otherwise:
i. The City shall be permitted to make an opening statement. ii. The employee shall be permitted to make an opening statement. iii. The City shall produce its evidence.
iv. The employee shall produce his or her evidence.
v. The City, followed by the employee, may offer rebuttal evidence.
vi. Closing arguments of no more than 20 minutes shall be permitted at the discretion of the City Manager or designee. The City shall have the right to argue first, the employee may argue second, and the City may reserve a portion of its argument time for rebuttal.
j. Hearing Demeanor and Behavior
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All parties and their attorneys or representatives shall not, by written submission or oral presentation, disparage the intelligence, ethics, morals, integrity or personal behavior of their adversaries or members of the Board.
k. Written Briefs by the Parties
The City Manager or designee or the parties may request the submission of written briefs. The City Manger or designee will determine whether to allow written briefs, the deadline for submitting briefs, and the page limit for briefs.

5. Written Findings and Decision
The City Manager or designee shall render a statement of written findings and decision within 14 days after the hearing has been completed and the briefs, if any, have been submitted. The decision is final.

6. Proof of Service of the Written Findings and Decision The City Manager or designee shall send its final statement of written findings and decision, along with a proof of service of mailing, to each of the parties and to each of the parties’ representatives.

8. Statute of Limitations
The City Manager’s (or designee’s) written findings and decision is final. There is no process for reconsideration. Pursuant to Code of Civil Procedure section 1094.6, the parties have 90 days from the date of the proof of service of mailing of the written findings and decision to appeal the decision to the Superior Court in and for the County of Tulare.

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CITY – OWNED EQUIPMENT
Section 15.1 Motor Vehicles – Use
Each city vehicle may be used only on city business and shall be stored in prescribed locations on city property when not in use. Normally, only the City Manager and a department head are allowed to take a vehicle home. The City Manager may make exceptions.

Section 15.2 Assignment
The City Manager shall assign each vehicle into the custody of a department head. The department head is responsible for proper use and safeguarding of that vehicle.

Section 15.3 Operation
Only an employee may operate a city vehicle. No officer or employee shall allow an unauthorized person to rent, borrow or use a city vehicle or permit a hitchhiker or other person not having business with the city to ride in a vehicle. An employee operating a city vehicle who is involved in an accident must report the accident immediately to the police department and the Personnel Director. No city employee may drive a city vehicle who does not have in his/her possession a valid driver’s license. Each city employee shall comply with all city and state laws regarding the operation of city vehicles and is personally responsible for payment of a fine incurred while driving a city vehicle.

Section 15.4 Equipment Other Than Motor Vehicles
No city equipment, instruments, tools, supplies, machines or other items which are the property of the city may be used by an officer or employee engaged in outside employment. No employee shall take city property for personal use without permission of the appropriate department head.

If permission is granted, the employee is responsible for its safe return. No officer or employee shall allow an unauthorized person to rent, borrow, or use city property except with prior permission of the City Manager or appropriate department head.

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POLITICAL ACTIVITY
Section 16.1 Prohibited Conduct:

The City prohibits:

1. Employees and officers from engaging in political activities during work hours;

2. Political campaigning in City buildings or on premises adjacent to City buildings; and

3. An employee or officer from using his or her office to coerce or intimidate public employees to promote, propose, oppose, or contribute to any political cause or candidate.

Section 16.2 Examples of Prohibited Conduct

1. Participate in political activities of any kind while in uniform;

2. Participate in political activities during working hours;

3. Participate in political activities on City worksites;

4. Place or distribute political communications on City property;

5. Use equipment to make political communications;

6. Solicit a political contribution from an officer or employee of the City, or from a person on a City employment list, with knowledge that the person from whom the contribution is solicited is a City officer or employee;

7. Favor or discriminate against any employee because of political opinions or affiliations;

8. Interfere with any election; or

9. Attempt to trade job benefits for votes

16.3 Examples of Permitted Conduct

1. Express opinions on all political subjects or candidates;

2. Become a candidate for any local, state, or national election;

3. Contribute to political campaigns;

4. Join and participate in the activities of political organizations;

5. Request, during off-duty time, political contributions, through the mail or other means, from City officers or employees if the solicitation is part of a solicitation RULE
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made to a significant segment of the public which may include City officers or employees;

6. Solicit or receive, during off-duty time, political contributions from a City employee organization if the funds, when collected, were not earmarked for a clearly identifiable candidate for a federal, state or local office; or

7. Solicit or receive, during off-duty time, political funds or contributions to promote the passage or defeat of a ballot measure which would affect the rate of pay, hours of work, retirement, civil service, or other working conditions of City officers or employees.

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TRAINING OF EMPLOYEES
Section 17.1 Responsibility for Training
It is the policy of the City to encourage the training of employees. The City Manager and department heads have responsibility for developing training programs for employees. Training may include lecture courses, demonstrations, assignment of reading matter or other devices available for the purpose of improving the effectiveness and broadening the knowledge of a municipal officer or employee in the performance of his or her duties.

Section 17.2 Credit for Training
Participation in and successful completion of special training courses may be considered in making advancements and promotions. The employee shall file evidence of training programs with the personnel officer.

Section 17.3 Training Costs
When in the opinion of the City Manager a training course to be taken by an employee will benefit the City, the City Manager may authorize payment by the City of tuition charges, fees and textbooks. Textbooks purchased by the City become the property of the City. When tuition is paid by the City, the employee must file with the Personnel Department written evidence of his or her satisfactorily passing the course or he or she may be required to refund money paid by the City for the course. If the employee is separated from the city service within six( 6) months after completing the course. This includes training for peace officers where none of the training or only a portion of the training was reimbursed by P.O.S.T. The employee will be responsible for the portion not reimbursed to the City.

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GRIEVANCE PROCEDURE
Section 18.1 PURPOSE
The grievance procedure will give regular employees assurance that the City recognizes their right to be heard and assist them in achieving job satisfaction. The purpose of this procedure is to provide a just and equitable method for the resolution of grievances or complaints without prejudice. The intent of this policy is to:
(a) Promote improved employer-employee relations by establishing grievance procedures on matters for which appeal or hearing is not provided by other regulations:
(b) Give each employee a systematic means of obtaining further consideration of problems after every reasonable effort has failed to resolve them through discussion;
(c) Settle grievances as near as possible to point of origin.

1. Supervisors shall make every effort to resolve grievances informally at their level.
(d) Provide that appeals shall be conducted as informally as possible.

Section 18.2 Definition of Grievance
Subject to the exclusions listed, a grievance is defined as any dispute that: (1) is job-related, (2) is wholly or partially within the province of the City to rectify or remedy, (3) concerns terms and conditions of employment, (4) involves the interpretation, application, or alleged violation of these rules or a current Memorandum of Understanding (MOU) between the City and a recognized employee organization representing City employees, and (5) is not subject to any other City dispute resolution process or procedure that is provided by statute, ordinance, resolution or agreement.

Section 18.3 Grievance Procedure
In every case involving a grievance, the employee shall first make an effort to resolve the grievance with his/her supervisor without delay. If the employee does not believe the problem is satisfactorily resolved, he/she may appeal in writing on the grievance form to the department head. The appeal must be filed within thirty (30) days of the date the employee knew or should have known of the circumstances giving rise to the grievance.

Section 18.4 Investigation of Facts/Decision of Department Head The department head shall investigate the facts and issues and shall decide the matter at the earliest date consistent with the nature of the investigation but in any event, within 5 working days. The Department Head shall personally notify the employee of his/her decision in writing on the grievance form.

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Section 18.5 Appeal to Personnel Director, Designee, or Finance Director If the employee desires to pursue the matter further, he/she shall notify the Personnel Director, or designee,designee, or Finance Director in writing on the grievance form within five (5) working days of the Department Head’s decision. In the event that the Personnel Director has a conflict of interest, the employee shall notify the Finance Director.

Section 18.6 Employee Meeting
Within ten (10) days after the Personnel Director, designee, or Finance Director receives the grievance complaint, the grievance complaint, he/she will arrange a meeting of the employee, employee representative (if any,) and department head. At the meeting an earnest effort shall be made to arrive at a satisfactory resolution of the issue.

Section 18.7 Written Decision
If a resolution is not reached at the employee meeting, the Personnel Director, designee, or Finance Director shall make his/her decision in writing five (5) working days after the date of the meeting. The decision of the Personnel Director, designee, or Finance Director is final.

Section 18.8 Regulations During Grievance Procedure:

The following regulations apply during the grievance procedure:
(a) An employee may request the assistance of another person of his/her own choosing in preparing and presenting the appeal at any level of the review; (b) The employee and his/her representative may use a reasonable amount of work time, determined by the appropriate department head, in conferring about and presenting the grievance.
(c) The time limits specified in this rule may be extended to a definite date by mutual written agreement of the parties;
(d) An employee may drop proceedings upon written notice at any state of the procedure;
(e) The result of final adjudication shall be in writing and acknowledged by the signature of all parties;
(f) Copy of the grievance complaint, department head conclusion and Personnel Director, designee, or Finance Director’s decision maintained in a file containing grievances;

(g) There may not be discrimination, reprisal, or retaliation against any employee for availing himself/herself of the grievance procedure.

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REPORTS AND RECORDS
Section 19.1 Personnel Files
The Personnel Director shall maintain a personnel record for each employee in the service of the City showing the name, title of position held, the department to which assigned, salary, changes in employment status, disciplinary action, performance evaluation, and such other information as may be considered pertinent by the Personnel Director. Personnel records are confidential and access to personnel records shall be limited.

Section 19.2 Access to Administrative Records
The City Attorney and the Personnel Director shall have access to all departmental records, documents, and papers pertaining to employees, the examination of which will aid in the discharge duties. All administrative records shall be maintained in a manner, which will preserve their confidentiality.

Section 19.3 Employee Access to Their Personnel Records Section 19.3.1 Inspection of File
An employee may inspect his or her own personnel file, at reasonable times and at reasonable intervals. An employee who wishes to review his or her file should contact the Personnel Officer to arrange an appointment. The review must be done in the presence of a designated employee of Personnel.

Section 19.3.2 Copies
On request, an employee is entitled to receive a copy of any employment related document he or she has signed. An employee who wishes to receive such a copy should contact a designated employee of Personnel. On request, the City will also provide an employee single copies of any other documents in his or her personnel file. The City may charge a reasonable fee for the copies.

In the event the employee wishes to have another person/representative inspect his or her personnel file, the employee must provide the person/representative with written authorization.

The employee will be notified of the date, time and place of the inspection in writing. It is the employee’s responsibility to notify the person to whom the employee has given written authorization of the date, time and place of the inspection.

Under no circumstances is the employee and/or the employee’s designee permitted to add or remove any document or other item from the employee’s personnel file during the inspection.

Section 19.4 Access to Personnel Records by Department Heads A Department Head shall have access to all records, documents, and papers pertaining to employees in his or her department, if the examination will aid in the discharge of his or her duties. The Department shall maintain this confidentiality.

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Section 19.5 Destruction of Records
Upon approval of the City Attorney, all other records relating to personnel may be destroyed as prescribed by law.

Section 19.6 Purging of Employee Discipline Records
Only written reprimand may be expunged upon sustained corrective behavior after one year. The employee wishing to have a written reprimand purged shall make a written request to the City Manager. The City Manager shall consult with the employee’s department head to substantiate that corrective behavior has been sustained for the one-year period. The City Manager shall obtain the concurrence of the department head before the records are expunged.

Section 19.7 Address Notification
Employees shall notify the personnel office of any change of name, address, or telephone number within five (5) calendar days of change.

Section 19.8 Performance Evaluations
It is the policy of the City to evaluate employee performance on a regularly scheduled basis. The performance evaluation shall normally be conducted by the employee’s immediate supervisor and shall be discussed with the employee. The employee’s immediate supervisor shall consider performance in relation to the duties outlined in the employee’s position description.

A performance evaluation shall be completed prior to the completion of the probationary period, and annually thereafter. A performance evaluation shall be completed on at least an annual basis for regular employees and prior to the promotion or transfer of an employee. The Personnel Director will notify the employee’s department head approximately thirty (30) days prior to the employee’s anniversary date. It is the department head’s responsibility to assure that the performance evaluation is competed and retuned to the employee for signature prior to the employee’s evaluation date. Special evaluation, as needed, may be given.

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HARASSMENT DISCRIMINATION AND RETALIATION POLICY
Section 20.1 Purpose
It is the City’s intent and the purpose of this Policy to provide all employees, applicants, and contractors with an environment that is free from any form of discriminatory harassment, discrimination or retaliation as defined in this Policy. This Policy prohibits harassment or discrimination on the basis of any of the following protected classifications: an individual’s race, religion, color, sex, gender identity, sexual orientation (including heterosexuality, homosexuality and bisexuality), national origin, ancestry, citizenship status, uniformed service member status, marital status, pregnancy, age, medical condition and physical or mental disability (whether perceived or actual) or any other category protected by law. It is also the policy of the City to provide a procedure for investigating alleged harassment, discrimination and retaliation in violation of this Policy. The protection from discrimination includes the protection from retaliation for having taken action either as a complainant, or for assisting a complainant in taking action, or for acting as a witness or advocate on behalf of an employee in a legal or other proceeding to obtain a remedy for a breach of this policy.

Section 20.2 Policy
The City has zero tolerance for any conduct that violates this Policy. Conduct need not rise to the level of a violation of law in order to violate this Policy. Instead, a single act can violate this Policy and provide grounds for discipline or other appropriate sanctions. If you are in doubt as to whether or not any particular conduct may violate this Policy, do not engage in the conduct, and seek guidance from a supervisor or the Personnel Director, designee, or Finance Director.

Romantic or sexual relationships between supervisors and subordinate employees are discouraged. There is an inherent imbalance of power and potential for exploitation in such relationships. The relationship may create an appearance of impropriety and lead to charges of favoritism by other employees. A welcome sexual relationship may change, with the result that sexual conduct that was once welcome becomes unwelcome and harassing.

Section 20.3 Definitions

1. Protected Classifications:

This Policy prohibits harassment or discrimination because of an individual’s protected classification(s). “Protected Classification” includes race, religion, color, sex, gender identity, sexual orientation (including heterosexuality, homosexuality and bisexuality), national origin, ancestry, citizenship status, uniformed service member status, marital status, pregnancy, age, medical condition and physical or mental disability (whether perceived or actual).

2. Policy Coverage:

This Policy prohibits elected officials, officers, employees and contractors from harassing or discriminating against applicants, officers, officials, employees and contractors because: (1) of an individual’s protected classification, (2) of the RULE
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perception of an individual is protected classification, or (3) the individual associates with a person who has or is perceived to have a protected classification.

3. Discrimination:

This Policy prohibits treating individuals differently because of the individual’s protected classification as defined by this Policy.

4. Harassment:

Harassment means unsolicited words or conduct which subjectively and objectively offend another person. Harassment includes, but is not limited to, the following examples of behavior undertaken because of an individual’s protected classification:
a. Verbal harassment, such as epithets (nicknames and slang terms), derogatory or suggestive comments, propositioning, jokes or slurs, including graphic verbal commentaries about an individual’s body, or that identify a person on the basis of his or her protected classification.

Verbal harassment includes comments on appearance and stories that tend to disparage those of a protected classification.
b. Visual forms of harassment, such as derogatory posters, notices, bulletins, cartoons, drawings, sexually suggestive objects, or e-mails on the basis of a protected classification. Visual harassment includes mimicking the way someone walks or talks because of their protected classification.
c. Physical harassment, such as assault, touching, impeding or blocking movement, grabbing, patting, leering, making express or implied jobrelated threats in return for submission to physical acts, taunting, or any physical interference with normal work or movement.
d. Sexual harassment, such as unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature or any of the above described conduct when:
i. Submission to such conduct is either an expressed or implied term or condition of an individual's employment, or
ii. Submission to or rejection of such conduct is used as the basis for employment decisions affecting such individual, or
iii. Such conduct has the purpose or effect of unreasonably interfering with an individual's work performance or creating a hostile, intimidating or offensive work environment, or iv. By definition, sexual harassment is not within the course and scope of an individual’s employment with the City’s.

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5. Discrimination/harassment does not include the following:

1. Bona fide acts or omission of acts based solely upon bona fide occupational qualifications under Equal Employment Opportunity Commission and California Fair Employment and Housing Commissions Guidelines.

2. Bona fide requests or demands by a supervisor that the employee improve his/her work quality or output, that the employee report to the job site on time, that the employee comply with city or departmental rules or regulations, or any other appropriate work related communication between supervisor and employee.

Individual employees may be held personally liable for discriminatory acts, including sexual harassment.

Section 20.4 Retaliation
Retaliation against a person (and his or her associates) who reports or provides information about harassment or discrimination is strictly prohibited. Any act of reprisal violates this Policy and will result in appropriate disciplinary action. Examples of actions that might be retaliation against a complainant, witness or other participant in the complaint process include: (1) singling a person out for harsher treatment; (2) lowering a performance evaluation; (3) failing to hire, failing to promote, withholding pay increases, assigning more onerous work, abolishing a position, demotion or discharge; or (4) real or implied threats of intimidation to prevent an individual from reporting harassment or discrimination.

Well-intentioned attempts to insulate or protect a complainant by changing his or her work environment or schedule or duties or by transferring the complainant to another office may be retaliatory. Before a supervisor takes such action, the supervisor should contact the Personnel Director, or their designee. In the event that the Personnel Director has a conflict of interest, the supervisor may contact the Finance Director., or Finance Director.

Any act of retaliation will be treated as a separate and distinct incident, regardless of the outcome of the harassment or discrimination complaint.

Section 20.5 Reporting Harassment, Discrimination or Retaliation An applicant, employee, officer, official or contractor who feels he or she has been harassed, discriminated against, or retaliated against, or desires to raise a grievance of conduct in violation of this Policy should report the conduct immediately as outlined below so that the complaint can be resolved quickly and fairly.

All employees involved in the complaint process may be represented by a person of their choosing and at their own expense.

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1. Object to the Conduct
Sometimes an individual is unaware that his/her conduct is offensive. The offensive behavior may be eliminated by simply informing the offender that the conduct or language in question is unwelcome and offensive and request that it be discontinued immediately. A person who believes he/she is being harassed is encouraged to use this process.

When the conduct in question continues after the offending person has been informed it is offensive, or if a person does not feel comfortable talking to the offending person directly, the employee should make a report in accordance with subsection 2 below or go directly to the formal reporting process.

2. Oral Report
If a person who believes that this Policy has been violated does not want to confront the offending person, he/she should report the conduct to a supervisor, department head or any City management employee. The individual may also seek the advice, assistance or consultation of a supervisor, department head, or any City management employee. Any supervisory or management employee who receives such a report must in turn direct it to the Personnel Director of Human Resources, or theirs, designee., or Finance Director. The Personnel Director, or their designee, or Finance Director will determine what level of investigation and response is necessary. In the event that the Personnel Director has a conflict of interest, a report may be turned in to the Finance Director, and the Finance Director, will determine what level of investigation and response is necessary.

3. Written Process
An individual who believes this Policy has been violated may provide a written complaint to a supervisor, department head or any management employee who in turn must direct the complaint to the Human Resources Department, or their designee, or Finance Director. Individuals are encouraged to use the Confidential Complaint Form for this purpose. In the event that the Personnel Director has a conflict of interest, the complaint may be directed to the Finance Director.

4. Option to Report to Outside Administrative Agencies
Applicants, employees, officers, officials and contractors have the option to report harassment, discrimination, or retaliation to the U.S. Equal Employment Opportunity Commission (EEOC) or the California Department of Fair Employment and Housing (DFEH).

Additionally, they have the option to make a report via the Employment Risk Management Authority (ERMA) Employee Protection Line online at https://www.employeeprotectionline.com/xplonline/ or via phone at (800) 576- 5262. The Employee Protection Line is an effective risk management tool that allows employees to anonymously report workplace wrongdoing 24 hours-a-day, seven days-a-week.

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Section 20.6 Supervisory Resolution
Whenever possible, employees who believe they are experiencing discrimination, discriminatory harassment or retaliation are encouraged to inform the individual that his/her behavior is unwelcome, offensive, unprofessional or highly inappropriate. If this does not resolve the concern or if an employee feels uncomfortable, threatened, or has difficulty expressing his/her concern, assistance should be sought from a supervisor or manager.

Section 20.7 Formal Investigation/Response

1. Investigation
Upon receipt of a complaint of alleged harassment, discrimination or retaliation, the Personnel Director, designee, or Finance Director will be responsible for coordinating a thorough investigation (unless he/she is named in the complaint).

The Personnel Director, designee, or Finance Director may coordinate the investigation with the complainant’s department head and may hire an outside investigator if the City deems it appropriate. The type of investigation undertaken, and the party chosen to conduct the investigation will depend on the nature of the complaint made and will be determined by the Personnel Director, designee, or Finance Director. The Personnel Director, designee, or Finance Director will report the status of investigations to the City Manager as appropriate.

The Director, in concurrence with the City Manager, may take interim action to diffuse volatile circumstances. The investigator will review the complaint allegations in an objective manner and to the extent that the City deems necessary. The investigation will normally include interviews with the reporting individual, the accused, and any other person who is believed to have relevant knowledge concerning the allegations. The investigator will remind all witnesses to maintain the confidentiality of the interview and that retaliation against those who report alleged harassment or who participate in the investigation is prohibited.

The City takes a proactive approach to potential Policy violations and will conduct an investigation if its officers, supervisors, or managers become aware that harassment, discrimination or retaliation may be occurring, regardless of whether or not the recipient of the alleged action or a third party reports a potential violation.

2. Remedial and Disciplinary Action
If the investigation determines that the alleged conduct occurred and that the conduct violated this Policy, the City will notify the complainant and perpetrator of the general conclusion(s) of the investigation and take effective remedial action that is designed to end the violation(s). Any employee or officer determined to have violated this Policy will be subject to disciplinary action, up to and including termination. Disciplinary action may also be taken against any official, supervisor or manager who condones or ignores potential violations of this Policy, or who otherwise fails to take appropriate action to enforce this June 14, 2022 Regular Meeting of the Lindsay City Council

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Policy. Any official or contractor found to have violated this Policy will be subject to appropriate sanctions.

3. Closure
At the conclusion of the investigation, the Personnel Director, designee, or Finance Director will notify the complainant in general terms of the outcome of the investigation.

4. Confidentiality
Every possible effort will be made to assure the confidentiality of complaints made under this Policy. Complete confidentiality cannot occur, however, due to the need to fully investigate potential Policy violations and take effective remedial action. An individual who is interviewed during the course of an investigation is prohibited from discussing the substance of the interview, except as otherwise directed by a supervisor or the Personnel Director, designee, or Finance Director. Any individual who discusses the content of an investigatory interview will be subject to discipline or other appropriate sanction. The City will not disclose a completed investigation report except as it deems necessary to support a disciplinary action, to take remedial action, to defend itself in adversarial proceedings, or to comply with the law or a court order.

Section 20.8 Responsibilities of Employees, Management and Supervisory Employees

1. Employees
In order to establish and maintain a professional working environment, while at the same time preventing harassment, discrimination, and retaliation, employees are expected to:
• Set an example of acceptable conduct by not participating in or provoking behavior that violates this Policy. Try not to be angry or insulted if an individual tells you that your behavior is offensive. People have different ethical values and standards and may be offended by behavior you think is proper. Tell the individual you did not realize your behavior was offensive, and immediately cease the conduct. • Let fellow employees know when you consider behavior offensive. The City hires people from a wide variety of cultural and ethnic backgrounds, and an individual may not realize behavior he or she thinks is proper could be seen by others as offensive.
• Report harassment, discrimination or retaliation as quickly as possible, whether the employee is the target of the conduct or a witness. • If an employee witnesses harassment, he or she should tell the individual being harassed that the City has a policy prohibiting such behavior, and that he or she can demand that the harasser cease the behavior. • Maintain confidentiality as required by this Policy.

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• Fully cooperate with the City’s investigation of complaints made under this Policy.

2. Managers and Supervisors
In addition to the responsibilities listed above, managers and supervisors are responsible for the following:
• Implementing this Policy by taking all complaints seriously and modeling behavior that is consistent with this Policy. Direct all complaints to the Personnel Director, designee, or Finance Director. • Taking positive steps to eliminate any form of harassment, discrimination or retaliation observed or brought to his/her attention. • Making sure no department director, supervisor or other employee retaliates through any action of intimidation, restraint, coercion or discrimination.
• Monitoring the work environment and taking appropriate action to stop potential Policy violations.
• Following up with those who have complained to ensure the behavior complained of has ceased.
• Informing complainants of their option to contact the EEOC or DFEH regarding a potential Policy violation.
• Taking prompt, appropriate action within their work units to avoid and minimize the incidence o any form of discrimination, harassment or retaliation.
• Ensuring that his/her subordinates understand their responsibilities under this policy.
• Ensuring that members who make complaints or who oppose any unlawful employment practices are protected from retaliation and that such matters are kept confidential to the extent possible.

C. MANDATORY TRAINING
As part of its commitment to ensuring a work environment free from harassment and discrimination, the City requires that all of its employees receive training on this Policy during scheduled training. Human Resources will schedule training sessions each year to ensure that employees are able to complete the mandatory training. Attendance at the training will be documented.

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All employees shall certify by signing the prescribed form that he/she has been advised of this policy, is aware of and understands its contents and agrees to abide by its provision during hi//her term of employment with the City of Lindsay.

1. Supervisory employees shall receive two hours of classroom or other effective interactive training and education within six months of assuming a supervisory position.

2. All other employees shall receive one hour of classroom or other effective interactive training and education within six months of their employment or sooner for seasonal or temporary employees as described in Government Code § 12950.1

3. If the required training is to be provided by DFEH online training courses, the Training Supervisor should ensure that employees are provided the link or website address to the training course (Government Code § 12950).

Section 20.9 Disposition of Complaints
Only one of the following four (4) dispositions will be used to classify the disposition of an allegation of harassment:
(a) Sustained Complaints- If the complaint is substantiated, this policy and procedure prohibiting discrimination/harassment will be reviewed with the offender. Appropriate disciplinary action and/or training, will be taken pursuant to disciplinary procedures.
(b) Not Sustained Complaints- If there is insufficient evidence to either prove or disprove the allegation(s), both parties to the complaint will be informed of the reason(s) for this disposition.
(c) Unfounded Complaint- If it is determined that an act reported pursuant to this policy/procedure did not in fact occur, a finding of unfounded shall be made. (d) Exonerated Complaints- If it is determined that an act reported pursuant to this policy/procedure did in fact occur, but was lawful and proper within the guidelines established herein, a finding of exonerated shall be made.

Should it be determined that the reporting party maliciously filed the complaint knowing that it was false or frivolous at the time of the complaint, that employee shall be subject to discipline up to, and including termination.

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Section 20.10 Documentation of Complaints
All complaints or allegations shall be documented on forms and in manner designated by the Director of Personnel, designee, or Finance Director. All reports shall be:
• Approved by the Director of Personnel, designee, or Finance Director • Maintained for a minimum of five (5) years
Section 20.11 Questions Regarding Discrimination or Harassment Employees having questions are encouraged to contact a supervisor, manager, their department head, Personnel Director, designee, Finance Director or the City Manager, or they may contact the California Department of Fair Employment and Housing at (800) 884-1684 or the Equal Employment Opportunity Commission (800) 669-6820._____________________- (NEED

PHONE NUMBER)
Section 20.12 Workplace Violence
The City of Lindsay is committed to providing a safe work environment that is free of violence and the threat of violence. The top priority in this process is effectively handling critical workplace incidents, especially those dealing with actual or potential violence. The department of public safety will be notified of all incidents.

This policy sets forth the City’s position regarding workplace violence and provides guidance to all employees, supervisors and managers in addressing workplace violence issues.

A. Violence or the threat of violence, against or by any employee of the City or any other person is unacceptable.
(1) Should a non-employee, on City property, demonstrate or threaten violent behavior he/she may be subject to criminal prosecution. (2) Should an employee, during working hours, demonstrate or threaten violent behavior he/she may be subject to disciplinary action in addition to criminal prosecution.

B. The following actions are considered violent acts and are explicitly prohibited. (1) Striking, punching, slapping, or assaulting another person. (2) Fighting or challenging another person to fight.
(3) Grabbing, pinching or touching another person in an unwanted way whether sexually or otherwise.
(4) Engaging in dangerous, threatening or unwanted horseplay.

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(5) Possession, use or threat of use, of a gun, knife or other weapon of any kind on the city property, including parking lots, other exterior premises, city vehicles, or unless such possession or use is a requirement of the job. (6) Threatening or harming another person, or any other action or conduct that implies the threat of bodily harm.

C. Any employee who is victim of any violent threatening or harassing conduct, any witness to such conduct, or anyone receiving a report of such conduct, whether the perpetrator is a city employee or non-employee person in the chain of command.

The appropriate person in the chain of command may include:
(1) Immediate Supervisor
(2) Department Head
(3) Personnel Director, Designee, or Finance Director
(4) City Manager
If no one in the chain of command can be reached, the employee should report to the personnel department. In case of emergencies, the employee should call 911 immediately.

D. No one, acting in good faith who initiates a complaint or reports an incident under this policy will be subject to retaliation or harassment.

E. In the event the City fears for the safety of the perpetrator or the safety of others at the scene of the violent act, law enforcement will be called for assistance.

F. Employees who violate this policy may be subject to disciplinary action up to and including termination.

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SUBSTANCE ABUSE POLICY
Section 21.1 Introduction
The intent of this policy is to deter the misuse or abuse of legal or illegal substances that create a threat to the safety and health of any City Employee or member of the public. The City of Lindsay discourages alcohol and drug abuse and strives to achieve a work force free from the influence of drugs and alcohol.

In recognition of the City’s responsibility to maintain a safe, healthful and productive work environment and each employee’s responsibility to perform work for the public safely, effectively and efficiently, the City will act to eliminate any substance abuse which increases the risk of accidents, absenteeism, substandard performance, poor employee’s morale or damage to the City’s reputation. Substance abuse includes the use of or possession of illegal drugs, alcohol or controlled substance, which could impair an employee’s ability to perform his or hers job safely, effectively and efficiently.

The City of Lindsay believes that its employees are its most important assets. Thus, a primary objective of the policy is to ensure that public safety and the welfare of our employees are not endangered as a result of substance abuse. Additionally, the City is committed to provide an employee with an opportunity for recovery and rehabilitation, enabling the affected employee to return to satisfactory job performance level.

Section 21.2 Purpose
This policy sets forth the City’s position regarding substances abuse and provides guidance to all employees, supervisors and managers in addressing substance abuse issues.

Section 21.3 Policy
It is the City’s policy that no employee shall:
(a) Report to work under the influence of alcohol or drugs; (b) Be under the influence of alcohol or drugs while on standby; (c) Possess drugs while on duty or while on standby;
(d) Use alcohol or drugs while on duty or while on standby; (e) Sell, distribute or provide alcohol or drugs to any employee or person while on duty or while on standby;
(f) Sell, distribute or provide alcohol or drugs to any employee or person while on duty or while on standby;
(g) Have their ability to work impaired as a result of the use of alcohol or drugs.

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While use of medically prescribed medication and drugs is not per se a violation of the policy, failure by the employee to notify his/her supervisor before beginning work when taking such medication or drugs which may interfere with the safe and effective performance of duties is a violation of this policy. In the event their is a question regarding the employee’s ability to safely and effectively perform the assigned duties while using such medication or drugs, clearance from a qualified physician will be required.

The City reserves the right to search, without employee consent, all areas and property in which the City maintains full or joint control with the employee for the purpose of detecting the presence of alcohol or illegal drugs. Areas in which the City maintains full control include but are not limited to all City owned equipment. Areas jointly controlled by the City and employees include but are not limited to desks, lockers, file cabinets, office cabinets and bookshelves.

Otherwise, the City may notify the appropriate law enforcement agency that an employee may have illegal drugs in his/her possession or in an area not jointly or fully controlled by the City.

Employees reasonable believed to be under the influence of alcohol or drugs shall be prevented from engaging in further work and shall be detained for a reasonable time until an authorized City representatives or law enforcement representatives can transport the employee from the work site.

Violations of this policy may be grounds for disciplinary action, up to and including discharge.

Refusal to submit immediately to a drug and/ or alcohol test when requested by City management or law enforcement personnel, failure to cooperate during testing, or any acts taken by the employee to negate testing procedures, may constitute insubordination and may be ground for discipline up to and including termination.

The City has established a voluntary Employee Assistance Program (EAP) to assist those employees who voluntary seek help for alcohol or drug problems. Employees should contact the Personnel Director or their supervisors for additional information. The City is committed to providing reasonable accommodation to those employees whose drug or alcohol problem classifies them as disabled.

Section 21.4 Application
This policy applies to all City of Lindsay employees as well as applicants for positions with the City of Lindsay. This policy applies to alcohol and to all substances, drugs or medications, legal or illegal, which could impair an employee’s ability to effectively and safely perform the function of the job.

Section 21.5 Employee Responsibilities
An employee shall:
(a) Not report to work or while on standby have his/her ability to perform job duties impaired due to alcohol or drug use, on or off duty.
(b) Not possess, use, or be under the influence of alcohol or drugs (illegal drugs and legal drugs without a prescription) during working hours, while on standby, on breaks, during meal periods or while driving a personnel vehicle or City vehicle on City business;
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(c) Not directly or through a third party sell or provide drugs or alcohol to any person or to any other employee while either employee or both employees are on duty or while on standby;
(d) Submit immediately to a drug and/or alcohol test when directed by a responsible City supervisor or management representative;
(e) Notify his/her supervisor, before beginning work or when contacted for call back when taking any medications or drugs, prescription or non-prescription, or alcohol, which may interfere with the safe and effective performance of duties or operation of City equipment; and;
(f) Upon request, provide a current valid prescription for any drug or medication identified when a drug analysis is positive within a reasonable time period. The prescription must be in the employee’s name.

Section 21.6 Employee Complaint
(a) Any employee may file a complaint with their department head regarding any employee whose performance is being affected by substance abuse. (b) An employee filing a complaint shall, within 24 hours, document in writing, the facts constituting reasonable suspicion that the employee in question was intoxicated or under the influence of drugs and/or alcohol. (c) Complaints, which are determined to be malicious or vexatious will not be tolerated and will subject the complaining individual to disciplinary action.

Section 21.7 Management Responsibilities and Guidelines A. Manager and supervisors are responsible for consistent enforcement of this policy.

B. Managers and supervisors may direct an employee to submit to a drug and/or alcohol test when a manager or supervisor has a reasonable suspicion that an employee is intoxicated or under the influence of drugs or alcohol. “Reasonable suspicion” is a belief based on objective and articulable facts sufficient to lead a reasonably prudent supervisor to suspect that an employee is under the influence of drugs or alcohol so that the employee’s ability to perform the functions of the job is impaired or so that the employee’s ability to perform his/her job safely is reduced.

For example, any of the following, alone or in combination, may constitute reasonable suspicion:
(a) Slurred speech;
(b) Alcohol on breath;
(c) Problems walking or other physical activity impairments; (d) An accident involving City property;
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(e) Physical altercation;
(f) Verbal altercation;
(g) Behavior, which is so unusual that it, warrants summoning a supervisor or anyone else with authority;
(h) Possession of alcohol or drugs;
(i) Information obtained from a reliable person with personal knowledge.

C. Any manager or supervisor directing an employee to submit to a drug and/or alcohol test shall, within 24 hours, document in writing the acts constituting reasonable suspicion that the employee in question is intoxicated or under the influence of drugs and/or alcohol. Any manager or supervisor encountering an employee who refuses o submit to a drug and/or alcohol test upon request shall remind the employee of the requirements and consequences of this policy. (j) Managers or supervisors shall not physically search employees. (k) Managers and supervisors shall notify the appropriate law enforcement agency when they have reasonable suspicion or believe that an employee may have illegal drugs in his or her possession or in an area not jointly or fully controlled by the City.
(l) Managers and supervisors may search areas jointly or fully controlled by the City.
(m) Managers and supervisors shall not confiscate, without consent, prescription drugs or medication from an employee who has a prescription.

Section 21.8 Employee Assistance Program
The City has a well-established voluntary Employees Assistance Program (EAP) to assist employees who seek help for substance abuse problems.

The EAP is available for assessment, referral to treatment, and follow-up. Any employee with the City of Lindsay wishing confidential assistance for a possible alcohol or drug problem may contact personnel, their insurance provider or the Employee Assistance Program for additional information.

Employees who are concerned about their alcohol and/or drug use are strongly encouraged to voluntarily seek assistance through the EAP or health insurance program. In addition, employees who are concerned about alcohol and/or drug use among their co-workers should strongly encourage those individuals to seek assistance through the EAP.

All Self-referral contacts are held in confidence by the EAP unless the employee requests, through specific written release of information, that the department, supervisors, union or other parties be notified.

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The employee’s compliance with recommendations of the EAPthe EAP is voluntary. Employee’s job security and/or promotional opportunities will not be jeopardized by utilization of the EAP or any other treatment service.

If an employee requires leave time for substance abuse treatment, he/she can follow established personnel policy concerning sick leave usage.

Section 21.9 Confidentiality
The City recognizes the confidentially and privacy due employees, and disclosure of any information relating to chemical abuse treatment, except on a need to knowneed-to-know basis, shall only be with the expressed written consent of the employee involved or pursuant to lawful process.

Section 21.10 Compliance
Employees must, as a condition of employment, abide by the terms of this policy, and report any conviction under a criminal drug statue for violations occurring on or off city premises while conducting City Business. A report of a conviction must be made as soon as possible, but in no case more than five (5) days after the conviction.

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MISCELLANEOUS RULES
Section 22.1 Dress Code
Employees of the City are required to dress appropriately for the jobs they are performing.

Therefore, failure to follow the dress regulations contained in this section shall be grounds for discipline.
(1) All clothing must be neat, clean, and in good repair. (2) Prescribed uniforms and safety equipment must be worn. (3) Foot wear must be appropriate for the work environment and functions performed.
(4) Hair must be neat, clean and well-groomed.
(5) Beards, mustaches, and sideburns must be maintained in neat and well-groomed fashion.
(6) Jewelry is acceptable except where it constitutes a health or safety hazard. (7) Good personal hygiene is required.
(8) Dress must be appropriate to the work setting particularly if the employee has public contact.
(9) No tattoos are allowed anywhere on the head, face, or neck. (10) Any visible tattoos shall not be obscene, sexually explicit, discriminatory to sex, race, religion, or national origin, extremist, and/or gang-related. Any nonconforming tattoos will be covered with clothing or a bandage while at work or removed.
(11) For employees working with the public, no objects, articles, jewelry or ornamentation of any kind shall be attached to or through the skin if visible on any body part including the tongue or any part of the mouth except one set of reasonably-sized earrings in each lobe. Any non-conforming piercing shall be removed, covered with a bandage, or replaced with a clear, plastic spacer.

If an employee has a question about how the piercing policy is applicable to them, the matter should be immediately raised with their supervisor for consideration and determination.

Section 22.2 Outside Activities
A full-time employee may not carry on concurrently with his/her public service, any private business or undertaking, attention to which affects the time or quality of his/her work or which casts discredit upon or creates embarrassment for the city government.

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Section 22.3 Other Public Offices
An employee may not accept appointment to a county or state or position or otherwise incur an obligation of civil public service outside his/her regular municipal employment without first obtaining the recommendation of his/her department head and approval of the City Manager.

Section 22.4 Official Badge or Insignia
An official or employee who wears a badge or other official insignia as evidence of his/her authority may not permit the badge or insignia to be used or worn by another person without approval of the department head. The department head may not grant approval accept to a person regularly and formally appointed by the City Manager to the position designated by the badge or insignia. The employee shall return the badge or insignia to the department head when he/she terminates.

Section 22.5 Purchase Order
No officer or employee may order services or merchandise without first being authorized to do so and obtaining a purchase order. Employee who orders services or merchandise without a purchase order is personally responsible for payment.

Section 22.6 Operating City Vehicles
Employees whose duties include the driving of a city vehicle shall possess a valid driver’s license issued by the State of California, such license shall be carried at all times when so engaged.

Section 22.7 False Information
No employee of the City of Lindsay shall make false official reports or knowingly enter or cause to be entered in any department books, records, or reports, any inaccurate, false or improper information. A failure to enter information as required by an employee is also deemed to be false information.

Section 22.8 Release of Information
It is the City’s policy that all requests for information concerning current or former employees, either by telephone or in writing, are to be referred to the Personnel Director.

It is the City’s policy to state only that a person is (was) employed with the City, the date of employment and verification of title or position.

When a valid authorization for release of information, as determined by the Personnel Director is submitted, additional information may be release. All requests for references must be made in writing. Generally only written references will be provided and then only in conformance with the specific provisions of the former employees’ authorization to release information.

Only job-related issues are to be discussed. Job-related issues include attendance, work habits, quality and quantity of work, supervision required and initiative.

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Section 22.9 Employment of Related Persons
A policy concerning the employment of related persons applicable to personnel practices is desirable since employment decisions and/or supervision involving a related person may create potential conflicts of interest, create a negative or unprofessional work environment, or present concerns regarding supervision, safety, security or morale.

Section 22.9.1 Definition of “Related Person”
“Related Person” shall include: mother, father, grandmother, grandfather, or grandchild of the employee or spouse or domestic partner of the employee, and the son, son-in-law, daughter, daughter-in-law, brother or sister of the employee, or any other person living in the immediate household of the employee.

Section 22.9.2 Prohibited Conduct
(a) Related person will not be eligible for employment with the City where potential problems of supervision, safetly, security or morale, or potential conflicts of interest exist.
(b) Related persons may not be employed in the same department nor under the same immediate supervisor where potential problems of supervision, safety, security or morale, or potential conflicts of interest exist.
(c) One related person may not supervise another person where the potential for creating adverse impact on supervision, safety, security or morale exists.

Section 22.10 Meals and Breaks Periods
All employees except for police and fire personnel, are not on call during meal breaks unless directed otherwise by a supervisor. The time spent for meal period shall not exceed the authorized time allowed.

Each employee is entitled to a 15-minute break, near the mid point, for each four-hour work period. Only one 15-minute break shall be taken during each four hours of duty. No breaks shall be taken during the first or last two hours of an employee’s shift unless approved by a supervisor.

Section 22.11 Time Sheets
All employees are paid on a bi-weekly basis usually on Friday with certain exceptions such as holidays. Time sheets shall be completed and submitted to Administration no later then Monday on a bi-weekly basis, unless specified otherwise. Department heads are responsible for the accurate and timely submission of the time sheets for the payment of wages.

Section 22.12 Seatbelts
All employees shall wear available safety restraints whenever operating a City vehicle or equipment.

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Section 22.13 Smoking
Smoking and other use of tobacco products is not permitted inside city facilities. It shall also be the responsibility of all employees to ensure that no person smokes or uses any tobacco product inside city facilities. Department heads may designate specific vehicles as “smoking” vehicle.

Section 22.14 Fitness for Duty
Section 22.14.1 Conditional Offer of Employment Examinations After a conditional offer of employment has been extended to an applicant, the City may, in compliance with all applicable laws, require the applicant to submit to a fitness for duty examination prior to conferring appointment.

Section 22.14.2 Current Employee Examinations
The Personnel Director or a designee may require an employee to submit to a fitness for duty examination to determine if the employee is able to perform the essential functions of his or her job when: 1) the employee appears to be unable to perform or has difficulty performing one or more essential functions of his or her job; and 2) there is reason to question the employee’s ability to safely or efficiently complete work duties.

Section 22.14.3 Role of Health Care Provider
A City-selected health care provider will examine the employee at City expense. The City will provide the heath care provider with a letter requesting a fitness for duty examination and a written description of the essential functions of the employee’s job. The health care provider will examine the employee and provide the City with non-confidential information regarding whether:
1) the employee is fit to perform essential job functions; 2) there are any reasonable accommodations that would enable the employee to perform essential job functions; and
3) the employee’s continued employment poses a threat to the health and safety of him or herself or others. Should the health care provider exceed the scope of the City’s request and provide confidential health information, the City will return the report to the health care provider and request another report that includes only the non-confidential fitness for duty information that the City has requested.

Section 22.14.4 Medical Information
During the course of a fitness for duty examination, the City will not seek or use information regarding an employee’s medical history, diagnoses, or course of treatment without an employee’s written authorization.

Section 22.14.5 Medical Information from the Employee ’s Health Care Provider An employee may submit confidential medical information to the City from his or her personal health care provider. If the employee provides written authorization, the Personnel Director will submit the information that the employee provides to the City-paid health care provider who June 14, 2022 Regular Meeting of the Lindsay City Council

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conducted the examination. The Personnel Director will request the City-paid health care provider to determine whether the information alters the original fitness for duty assessment.

Section 22.14.6 Interactive Process Discussion
After receipt of both the health care provider’s fitness for duty report, and the analysis of the employee’s personal health care information (if any) the Personnel Director will arrange for a discussion or discussions, in person or via conference telephone call, with the employee and his or her representatives, (if any). The purpose of the discussions will be in good faith to fully discuss all feasible potential reasonable accommodations. During the discussions, the Personnel Director will also discuss, if relevant, alternate available jobs for which the employee is qualified, or whether the employee qualifies for disability retirement or family and medical leave.

Section 22.14.7 Determination
After the discussions, the Personnel Director will review the information received, and determine if there is a reasonable accommodation that would enable the employee to perform essential job functions, or if the accommodations would pose an undue hardship on City finances or operations. The Personnel Director will inform the employee of his or her determination. The Personnel Director will use his or her discretion based upon the particular facts of each case.

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COMPUTER, INTERNET, ELECTRONIC MAIL, AND VOICE MAIL
Section 23.1 Introduction
The City of Lindsay, hereinafter (City), is committed to providing employees with the business tools necessary in order to enhance efficiency in job performance and best serve the citizens of Lindsay.

Section 23.2 Purpose
This policy sets forth the City’s policy with respect to the use of computers, electronic mail (email), intranet (internal messaging systems), mobile messaging, telephonic voice mail and Internet access and other electronic communications systems provided by the City of Lindsay.

Section 23.3 Applicability
The provisions of this policy apply to all employees of the City of Lindsay, including full-time and temporary employees, as well as volunteers, agents and vendors.

Section 23.4 General Provision
With the rapidly changing nature of electronic media, and the “etiquette” which is developing among users of external on-line services and the Internet, this policy cannot lay down rules to cover every possible to be applied to use of computers, electronic mail (e-mail), intranet (internal messaging systems), and mobile messaging systems, telephonic voice mail and Internet access and other electronic communications systems provided by the City of Lindsay.

Section 23.5 No expectation of Privacy
The city respects the individual privacy of its employees. However, employee privacy does not extend to the employee’s work-related conduct or to the use of City-provided equipment or supplies.

Section 23.6 Ownership
E-mail, telephonic voice mail, internal messaging systems, Internet access and other electronic communications systems are provided only for the purpose of conducting City business. All electronic communications of any sort or type generated by employees with City equipment or stored on city equipment are the property of the City of Lindsay.

The City recognizes that there may be incidental or occasional personal use of e-mail or voice mail but these messages will be treated the same as other messages. The City reserves the right to access and disclose as necessary all messages sent over its e-mail or voice mail system, without regard to content. Since your personal messages can be assessed by the City management without prior notice, you should not use e-mail or voice mail to transmit any messages you would not want read, or listened to by a third party. Misusing the Internet e-mail system, or telephonic voice mail systems will subject you to disciplinary action up to and including termination.

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All software programs, computer files and other documents created by City employees on City computer or other electronic systems are the property of the City and therefore exclusively owned by the City.

Section 23.7 Prohibited Uses
All employees are prohibited from:
(a) Installation of programs on the City’s computer systems (including virus checking and screen savers) without prior written consent of the department head.
(b) Copying City Software programs for personal use;
(c) Use another employee’s password to attempt to gain access to the employee’s computer electronic mail (e-mail), Internet access or other electronic communications systems;
(d) Connecting computers (including laptops and personal computers) not owned or leased by the City to the City’s information system network without prior written consent;
(e) Using the access code, log-on or password of other employees to gain access to their e- mail or computer records, without prior consent. (f) Disclosing access codes, log-on or password of otherwise make the City electronic resources available to persons not authorized to have such access; (g) Infringing on others’ access and use of the City’s information systems, including, but not limited to:

1. Sending of excessive messages, either locally or off-site;

2. Unauthorized modifications of system facilities, operating systems or disk partitions;

3. Attempting to crash or tie up a City computer or network;

4. Attempting or gaining unauthorized access to or damaging or vandalizing City computing facilities, equipment, software, or computer files;

5. Developing or using a modem on City owned or leased computers without the prior written consent;

6. Installing or using a modem on City owned or leased computers without the prior written consent.

7. Violating any federal, state or local laws in the use of City information systems;
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8. Violating any copyright or license to software, information (including, but not limited to, text images, icons, programs, etc.) Whether created by the City or any other person or entity;
(h) Exposing others, either intentionally or unintentionally, to material which is offensive, obscene or in poor taste;
(i) Any use that would be offensive to a reasonable person because it involves an individual’s race, religion, color, sex, gender identity, sexual orientation (including heterosexuality, homosexuality and bisexuality), ethnic or national origin, ancestry, citizenship status, uniformed service member status, marital status, family relationship, pregnancy, age, medical condition (cancer or HIV/AIDS related), genetic characteristics, and physical or mental disability (whether perceived or actual);
(j) Communication of confidential City information to unauthorized individuals within or outside the City;
(k) Sending messages with content that conflicts with any City policies, rules or other applicable laws;
(l) Unauthorized attempts to access City data or systems; (m) Theft or unauthorized copying of electronic files or data; (n) Initiating or sustaining chain letters, and
(o) Intentionally misrepresenting one’s identity for improper or illegal acts.

Section 23.8 Violations of This Policy
Violations of any provision of this policy may result in disciplinary action up to and including termination of employment.

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FEDERAL HEALTH CONTINUATION REQUIREMENTS THE CONSOLIDATED OMNIBUS RECONCILIATION ACTS OF 1985
Section 24.1 Continuation Rights as an Employees
The Employee covered by the City group health plan, has the right to choose Continuation Coverage if the employee losses his/her group health coverage because of a reduction in hours of employment or termination of employment, except for reasons of gross misconduct.

Section 24.2 Continuation Rights as a Spouse
The spouse of an employee covered by a group health plan, has the right to chose Continuation coverage if the employee’s group health coverage is lost due to:
(1) The death of the employee
(2) Termination of the employee’s employment (for reason other than gross misconduct) or reduction in his or her hours of employment; (3) Divorce or legal separation; or
(4) The employee’s entitlement to Medicare.

Section 24.3 Continuation Rights as a Dependent Child
A dependent child of an employee covered by a group health plan has the right to Continuation Coverage if the employee’s group health coverage is lost due to:
(1) The death of the employee
(2) Termination of the employee’s employment (reasons other than gross misconduct) or reduction in his or her hours of employment; (3) Divorce or legal separation;
(4) The employee’s entitlement to Medicare; or
(5) The dependent ceasing to be dependent child as defined under this group health plan.

Section 24.4 Notice Requirements
The law requires that the employee or family member inform the Plan Administrator, within 60 days, of a divorce, legal separation or when a child is no longer a dependent as defined under group health plan. If the Plan Administrator is someone other than the employer, then the employer has the responsibility to notify the Plan Administrator, within 30 days, in the case of employee’s death, termination of employment, reduction in hours or Medicare entitlement. When the Plan administrator is notified that one of these events has happened, the Plan Administrator will in turn notify the employee within 14 days, that he/she has the right to choose Continuation Coverage. The employee then has 60 days from the date they would lose coverage or the date of the notice, whichever is greater, to elect Continuation Coverage.

Each person who loses group health coverage has a separated right to make an election. If Continuation Coverage is not elected, group health coverage may end.

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Section 24.5 Premium Payment
A person electing Continuation Coverage may be responsible for the payment for the continued coverage. In most cases the maximum amount that may be charged for Continuation Coverage is 102% of the applicable group premium.

The first premium for Continuation Coverage is due by the 45th day following the date the person elects Continuation Coverage.

The employee has the right to make all future premium payments on a monthly basis. However, annual, semi annual or quarterly payments may also be made if the employee and employer so agree. A grace period of 30 days (or one equal in length to the employer grace period, if longer) will be allowed for late payment of any monthly premium.

Failure to pay the premium by the end of the grace period may cause termination of Continuation Coverage.

Section 24.6 Length of Continuation Coverage
The maximum length for Continuation Coverage is 18 months when the cause for loss of coverage is termination of employment or reduction in the hours of the employee. In all other cases, the Continuation Coverage period 36 months. Continuation Coverage, however, may terminate before the end of the 18 or 36 month period when:
(1) The former employer no longer provides group health coverage to any of its employees:
(2) The premium for Continuation Coverage is not paid by the end of the grace period;
(3) The employee becomes covered under another employer sponsored health plan, except when the new plan has a pre existing condition provision; or (4) The employee becomes entitled to Medicare.

When Continuation Coverage terminates, the employee will be allowed to convert to an individual health conversion policy, if a health conversion privilege is available to similarly situated active employees.

Section 24.7 Extension of Continuation Coverage
If the employee and his/her spouse or dependent children have elected Continuation Coverage for 18 months due to termination of employment or reduction in hours and before the end of the 18 month period:
(1) The employee dies
(2) The employee divorces or becomes legally separated; or (3) The employee becomes entitled to Medicare,
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The spouse and dependent children may extend Continuation Coverage. Additionally, during the 18 month period, if a child loses dependent status, the child may also extend Continuation Coverage.

In these instances, Continuation Coverage will extended up to 36 months from the date coverage was originally lost, subject to payment of up to 102% of the applicable group premium.

Section 24.8 Pre-existing Medical Conditions
If the employee’s Continuation Coverage terminates because the employee became covered under another employer sponsored health plan and that plan limits or reduces the employee’s coverage due to a pre-existing medical condition, the employee may maintain Continuation Coverage for the balance of the applicable 18 0r 36 months period.

Continuation Coverage will then pay benefits for the pre-existing medical condition without regard to any other group health coverage. All other benefits will be coordinated with the new group health plan so that no more than 100% of allowable expenses under both group health plans will be payable.

Section 24.9 Social Security Disability
If the employee, his/her spouse or dependent child are disabled at the time of termination in employment or reduction in hours, the disabled person may be entitled to 29 months of Continuation Coverage instead of 18 months.

To qualify for this extension, he or she must apply for disability status under the Social Security Act and notify the Plan Administrator when a determination of disability is made. This notice must be provided to the Plan Administrator within 60 days after the date of determination and prior to the end of the 18- month continuation period. The disabled person must also notify the Plan Administrator within 30 days of the date the Social Security Administration determines that he or she is no longer disabled. This extended Continuation Coverage will then terminate on the first day of the month, which begins after the 30 days of the date of final determination by Social Security.

The first 18 months of Continuation Coverage may require payment of up to 102% of the applicable group premium. The next 11 months may require payment of up to 150% of the applicable group premium.

Section 24.10 State Continuation Rights
Several, but not all states, have continuation options from which the employee may choose as alternatives to Continuation Coverage. If the group health plan requires the employer to offer a state continuation option, there should be an explanation in the employee’s group health booklet.

The employee may elect either the State Continuation or Continuation Coverage but the employee cannot elect both.

This policy is intended to provide the employee with a brief explanation of COBRA. It is not intended to provide the employee with legal advice.

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Any notice of change of address, change of martial status, or children’s status should be sent to the employer at:

City of Lindsay
251 E. Honolulu
P.O. Box 369
Lindsay, CA 93247
June 14, 2022 Regular Meeting of the Lindsay City Council

STAFF REPORT

TO: Lindsay City Council
FROM: Juana Espinoza, Finance Director
DEPARTMENT:

ITEM NO.:

Finance Department

11.1 MEETING DATE: June 14, 2022

ACTION & RECOMMENDATION
Public Hearing to Consider the Approval of Resolution 22-33, A Resolution of the City Council of the City of Lindsay, Adopting the Fiscal Year 2022-2023 Operating Budget and the Fiscal Years 2023 – 2027 Five-Year Capital Improvement Plan.

BACKGROUND | ANALYSIS
Staff is presenting our FY 2022-2023 Budget and FY 2023-2027 Capital Outlay and Improvement Plan (CIP) for the public and the Lindsay City Council to review.

The total budget for the FY 2023-2023 is $27.1 million. The General Fund Budget is $9.3 million.

The budget for the Wellness Center, Water, Sewer, and Refuse Enterprise Funds is $1.1 million, $2.5 million, $1 million, $874,000, respectively.

The total budget for the FY 2022-2023 CIP is $14.2 million for projects identified and funded through available fund balances, local, regional, State, Federal, and grant funds.

All Budget and CIP project values are based upon the best available data. Updates to the budget will be presented on a quarterly basis to Council and the public.

FISCAL IMPACT
Approval of the Budget and CIP establishes funded operations for the fiscal year.

ATTACHMENTS
• Fiscal Year 2022-2023 Budget
• Fiscal Year 2023-2027 CIP
• Resolution 22-23
June 14, 2022 Regular Meeting of the Lindsay City Council

City ffgwrg

Adopted
Fiscal Year
2022-2023
Budget
City of Lindsay
California
The mission of the City of Lindsay is to deliver quality services in a financially sustainable, transparent manner while prioritizing safety, infrastructure, community, and quality of life.

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Table of Contents
How to Use this Budget.......................................................................................................................................... 3 Message from the City Manager............................................................................................................................ 4 Community Overview............................................................................................................................................. 6 City Organization .................................................................................................................................................... 7 City Council ......................................................................................................................................................... 8 City Officials...................................................................................................................................................... 12 City Manager..................................................................................................................................................... 13 Public Safety ..................................................................................................................................................... 15 Finance.............................................................................................................................................................. 18 City Services...................................................................................................................................................... 20 Recreation | Wellness and Aquatic Center ..................................................................................................... 24 Personnel Information ......................................................................................................................................... 26 Fund Structure...................................................................................................................................................... 35 Fund Structure Chart............................................................................................................................................ 36 Levels of Budgetary Control................................................................................................................................. 37 Fund Summaries................................................................................................................................................... 38 Financials .............................................................................................................................................................. 39 June 14, 2022 Regular Meeting of the Lindsay City Council

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HOW TO USE THIS BUDGET
The details provided in this budget document are a snapshot of the financial health and community priorities of the City of Lindsay. This budget has been designed to deliver information clearly and concisely regarding the management of public funds. This document explains the services, objectives and spending plan for the 2022- 2023 fiscal year and includes including all debt obligations and other vital information about the operations of the City. This document provides the design by which resources have been allocated to meet the needs of Lindsay residents in a manner that balances City revenues with community priorities and municipal requirements.

To help in your search for information, this budget document has been separated into the individual sections listed below. The following is a brief description of each major section:

Message from the City Manager
This section includes an Executive Summary presented by the City Manager to the Lindsay City Council and Lindsay Residents which provides an overview of the recommended budget and provides a narrative description of the fiscal health of the City as well as the general economic outlook for the upcoming fiscal year.

Community Overview
This section provides general information about the City of Lindsay.

City Organization
This section outlines department staffing levels and organizational impacts by department.

Personnel Information
The Personnel Section includes various charts and graphs that provide a detailed list of all employee positions and allocations for the upcoming fiscal year.

Financials
The Financials section provides a detailed account of each fund’s estimated resources and appropriations for the 2022-2023 fiscal year. The City’s estimates for revenues are conservative and make assumptions based on current knowledge of impending circumstances. Appropriations for expenditures are similarly conservative and are based on current service levels and known obligations.

Appendix
Included in addendum to the budget document are appendices for the City of Lindsay’s Five-Year Capital Outlay and Improvement Plan.

June 14, 2022 Regular Meeting of the Lindsay City Council

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MESSAGE FROM THE CITY MANAGER
July 1, 2022
Mayor, Mayor Pro-Tem & Members of the City Council,
I am pleased to present a balanced budget that prioritizes public health and safety, addresses infrastructure, and improves the quality of life for people that live and work in the City of Lindsay. This budget is intended to be a transparent document for the community. It represents the goals and values of the City Council and fulfills the City’s legal mandates while providing a guide for City staff.

FY 2021/22 Accomplishments
Reflecting on the last fiscal year, I am impressed by all of the achievements that we worked so hard to accomplish despite the COVID-19 crisis and current water situation. Below are just a few I would like to highlight. • Approved a revised Fleet Management & Replacement Policy to aid the City in the timely upkeep and replacement of its Public Safety and Public Works vehicles. • Approved a revised Grant Funding and Compliance Policy to guide City grant applications and ensure compliance with grant terms and reporting requirements. • Approved a revised Procurement Policy to incorporate compliance with new State requirements under SB1383 for reducing organic waste in landfills.
• Approved a revised Financial Reserve Policy to establish financial reserves and ensure the long-term financial health of the City of Lindsay.
• Received an additional $4.5M in grant funding to complete the vision for the renovation of Olive Bowl / Kaku Park.
• Received $333,000 in grant funding for new police cars through the SB-170 Budget Act of 2021. • Exceeded general fund revenue expectations by $900,000; total projected year-end surplus anticipated at $1.06M.
• Financial reserves anticipated to increase by $637,300, and will be allocated towards, local emergencies, capital expenditures, and unfunded liability reserve buckets. • Hired a Police Chief.
• Demolition of the packing house for the City’s new Transit Center. • Completed a “food truck” Ordinance.
• New contract approved for the Friday Night Market.

Next Year
Looking ahead for Fiscal Year 2022/2023 (22/23) there are many positives to celebrate. The first being General Fund revenues continue to see growth and are very strong overall. Positive trends in sales tax, Measure O, cannabis tax, property tax, permitting fees, and Transit Occupancy Tax have enabled the City to continue a path of financially stability. City staff is estimating that these revenues will continue into next year.

In addition to revenues, understanding our City Costs is fully underway. Fee and rate studies are proceeding to provide updated values for municipal fees. A cost allocation study,street impact fees, and water and sewer rates will go before the City Council in the coming year. The values derived from these studies will provide exact details on the City’s funding requirements for these services. Not having this information negatively affects reserve balances and deferred capital outlay projects as well as other major maintenance projects. These actions are in June 14, 2022 Regular Meeting of the Lindsay City Council

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line with the California State Auditor’s recommendations and allow staff to provide essential services within our community. This is a very positive step towards building long-term fiscal sustainability within and across all City funds.

Economic Development
To keep the City moving forward we must keep pace with ongoing increases by taking advantage of opportunities in economic development. Retail Strategies is working with staff to help create and foster economic development within the City. Furthermore, we must continue to look for opportunities in the cannabis cultivation market and take advantage of opportunity sites and our location in the Central Valley. Grants is also a big part of the Economic Development equitation. The State of California is projecting a huge surplus which means grants, and other programs will be fully funded.

Public Safety
In the coming year the City of Lindsay is planning on making significant investments in the Public Safety Department. For the first time in many years the city will have a legit fire division with trained firefighters solely dedicated to Fire and all the duties that come with it. The City is currently in in the process of hiring two additional firefighters and multiple firefighter volunteers. I believe the impact of this is going to be significant for two reasons. First and foremost, the public’s well-being will increase both in terms of saving lives and the protection of property. Second, although police officers will still assist in some firefighting duties it is anticipated that their time allotted for such duties will be drastically reduced, therefore allowing for more time for crime prevention and law enforcement.

Inflation
Increasing costs from insurance and CalPERS were already an issue for many cities across the state and especially for the City of Lindsay. Inflation has now added a new element of risk for the City. It will be difficult for capital projects to stay within budget estimates. Experts believe that inflation will level off at some point in the next year, but we are anticipating more increases in the coming year.

Water
Water is the single highest concern for the city both in terms of supply and revenues. While the City has already committed to $1.6 million from American Rescue Plan stimulus funds, much more will be needed for current and future demands. Getting Well 11 up and running will be critical to meet demands if allocations from the Friant-Kern Canal remain low. Without an additional source for water, it is unlikely Lindsay will see more development either in the residential or commercial markets. At this time, it is not known with the cost will be for Well 11 improvements, but we do know that improvements will costly and expensive to operate. It is very likely that staff will put forward a recommendation for a rate study in this fiscal year to catch up with the lack of investments over the years and attempt to meet demand for future projects. For far too long, revenues and projects have been ignored.

In closing, I believe this will be a pivotal year for the City of Lindsay. We are facing huge challenges in water, but we have real opportunities in economic development and parks. I thank you for your time and look forward to working with everyone and continuing to serve this great community.

Sincerely,
Joseph M. Tanner
City Manager
June 14, 2022 Regular Meeting of the Lindsay City Council

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COMMUNITY OVERVIEW
The City of Lindsay incorporated as a General Law City
of the State of California in 1910 and later reclassified and filed as a Charter City of the State of California in 1996. Lindsay is situated in an agricultural area,
nestled in the East of the Central Valley in a region
known as a national and world leader in the
agricultural output. The City of Lindsay currently
occupies an incorporated area of 2.41 square miles
with an urban development boundary of 3.9 square
miles and serves a population of 12,630 (2021).

Lindsay is a small city with a lot to offer. A significant portion of Lindsay’s workforce is employed in
agricultural or agricultural-adjacent enterprises. This heavy focus on agriculture has cultivated a quality,
resilient workforce that is simultaneously more
resilient to the economic swings than other
workforces and industries.

In addition to Agriculture, as Lindsay’s historically
predominate economic activity, the City is actively
engaged in revitalizing its Downtown Business
District, supporting local business, and attracting
exciting new ventures, particularly in the cannabis
industry.

The City of Lindsay is also home to a world-renowned
school district. Lindsay Unified School District boasts a school climate index score in the 99th percentile, and it is revolutionary in its innovate learner-center
model. The City of Lindsay also has a lot to offer to
residents who value an affordable housing market in
a family-focused community, with proximity to larger
cities, entertainment, and recreation. The City of
Lindsay has Sequoia National Park and various
reserves, hiking trails, and cycling routes in its
backyard.

Urban conveniences along with modern living in a
rural environment make Lindsay a truly desirable
community in which to live, work and play.

Location
City of Lindsay

2.5 Square Mile
(Incorporated)

3.9 Square Mile (Urban
Development Boundary)

Weather & Climate
Average Temperature: 50⁰F Low / 80⁰F High
Average Rainfall: 12 Inches
Population
% of Population By Race and Ethnicity
Hispanic /
Latino
Non-Hispanic /
Latino
Asian .07% .90%
Black 0% .42%
Native
American .41% .07%
Other 13.90% 0%
Two or More
Races .79% .47%
White Alone 71.81% 11.16%
Economy
Participation in civilian labor force – 16 years
and above

58.5%
Median Household Income
$37,073
Median value of housing units
$189,700
Source: data.census.gov
June 14, 2022 Regular Meeting of the Lindsay City Council

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CITY ORGANIZATION
The City of Lindsay operates in accordance with the City Council-City Manager form of government as specified by the Lindsay City Charter. The five-member Council is elected-at-large by City residents; the Mayor and Mayor Pro Tem are then selected by Council members. The Council is charged with setting the policy and priorities for the City and the City Manager is then tasked with ensuring that these polices, and priorities are implemented by City staff. Both City Council and City Management are held to the highest levels of ethical behavior and integrity in fiscal management. The chart below provides a graphic representation of the City of Lindsay’s organizational structure and the positions within it.

CITY OF LINDSAY

ORGANIZATION CHART

June 14, 2022 Regular Meeting of the Lindsay City Council

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City Council
Mission
The mission of the City of Lindsay is to deliver quality services in a financially sustainable, transparent manner while prioritizing safety, infrastructure, community, and quality of life.

Department Overview
The City Council represents the will of Lindsay residents and is collectively responsible for crafting policy as well as authorizing the expenditure of funds to achieve said will as a governing body. Under the Council-Manager form of government, the Council consists of five council members elected at large in staggered four-year terms. The Council's duties include but are not limited to: providing the residents of Lindsay with essential services such as public safety, clean drinking water and drivable roads; overseeing and authorizing spending for essential municipal services; participating in regional organizations, boards, and committees; making provisions for, budgeting for, and providing adequate financial resources and physical facilities for a full range of quality City services and activities that equitably provide for the quality of life for all economic, social, ethnic and age groups within the City; and ensuring the overall well‐being of the City.

The City Council convenes on the second and fourth Tuesday of the month at 6:00 p.m. at 251 E. Honolulu in Lindsay, California.

FY 2021-2022 Accomplishments
Focusing on the City’s successes is important for maintaining and expanding upon the City’s momentum for positive change. As the City moves forward it is important to look back and recognize past accomplishments, as well as identify future potential for growth. While a comprehensive list of City Council accomplishments in FY 2021-2022 is not feasible in this document, the following list provides some highlights from the year:
• Approved and submitted the City’s Corrective Action Plan to the California State Auditor. • Established a plan for stable and consistent fiscal solvency through prudent management of general fund reserves, facility replacement reserves, pension obligations, and consistent evaluation for cost and operational efficiencies.
• Transitioned in-person billing for sewer, refuse, and delinquent utility charges to Tulare County Tax rolls. • Successfully negotiated a new franchise agreement with Mid-Valley Disposal and conducted a Proposition 218 rate analysis to ensure the City’s ability to continue providing quality refuse services to residents.
• Organized the City’s first annual Light’s Up Lindsay Holiday Event including a tree lighting ceremony and special performances by Lindsay High School Dance & Vocal Pathways and the Cardinal Guitar Ensemble. • Approved contract with Retail Strategies, LLC for economic development services, including small business support, retail recruitment, and a Five-Year Downtown Revitalization Plan.

June 14, 2022 Regular Meeting of the Lindsay City Council

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FY 2022-2023 Objectives
For Fiscal Year 2022-2023, the City Council of Lindsay has identified five top priorities for the City.

PRIORITY NO. 1. Ensure that the City of Lindsay is fiscally sustainable and resilient by improving systems, policies, procedures, effectiveness, and efficiency.

Strategic objectives:
• Continue to collect annual sewer, annual trash, and utility delinquency billings through County tax rolls. • Review the City’s schedule of rates and fees for municipal services. • Ensure that enterprise funds are supported by appropriate revenue sources and do not need to continue to rely on the General Fund.
• Continue to pursue grants and community partnerships to support short and long-term capital needs. • Continue quarterly budget updates at Council meetings.

PRIORITY NO. 2. Provide a safe, clean community environment for all.

Strategic objectives:
• Increase Fire Department personnel to ensure an appropriate response to community needs including fire preparedness.
• Support crime prevention by working with community partners and providing additional training opportunities for Public Safety personnel.
• Identify and pursue reliable funding sources other than the General Fund for Fire and Public Safety equipment.
• Ensure that all City Staff receive level 1 NIMS training to prevent, protect against, respond to, and recover from emergency incidences.
• Continue to use the Wellness Center as a community testing and vaccine site in response to COVID-19.

PRIORITY NO. 3. Expand the Economic Base in Lindsay by creating economic development opportunities that focus on job growth and sales tax revenue generating commerce.

Strategic objectives:
• Identify beautification and property rehabilitation projects in the Downtown Lindsay area. • Develop relationships with property owners and potential cannabis growers within the City to develop cannabis cultivation projects.
• Cultivate working relationship between City staff and business owners to gather information and assist when appropriate.

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PRIORITY NO. 4. Invest in Critical Streets, Water, and Sewer Infrastructure.

Strategic objectives:
• Continue to monitor drought conditions throughout the State and in the region. • Ensure City’s street improvement fee is accurate and updated on a regular basis. • Implement American Rescue Plan Spending Plan.
• Complete $1.8M in identified infrastructure projects for water and sewer enterprise funds. • Ensure funding is in place for long-term fiscal stability.

PRIORITY NO. 5. Improve the Quality of Life for People that Live and Work in Lindsay.

Strategic objectives:
• Continue to support the Lindsay Wellness & Aquatic Center as a provider of health and wellness activities in the City.
• Review the long-term goals for McDermont X.
• Complete renovation of the Olive Bowl/Kaku Park.
• Redevelop 284 E. Hermosa St. as a Resource Center for housing, employment, youth and family services. • Explore funding opportunities for improvements at Harvard Park. • Continue to develop our partnership with Lindsay Hospital District and the Lindsay Unified School District on on-going and new programming.
• Create a work environment for City employees that promotes and supports employee development, growth and community.

June 14, 2022 Regular Meeting of the Lindsay City Council

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Contact Information
Mayor Ramona Caudillo
Term: 2020-2024
[email protected]

Mayor Pro Tem Hipolito Cerros
Term: 2020-2024
[email protected]
Councilmember Rosaena Sanchez
Term: 2018-2022
[email protected]
Councilmember Yolanda Flores
Term: 2018-2022
[email protected]
Councilmember Ramiro Serna
Term: 2020-2024
[email protected]

June 14, 2022 Regular Meeting of the Lindsay City Council

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City Officials
The City of Lindsay’s public officials oversee departmental operations and ensure strategic planning. Effective strategic planning involves an understanding of our community, who our residents are, and how well we are meeting their expectations and needs.

Joseph M. Tanner
City Manager
Phone (559) 562-7102 ext. 8010
[email protected]
Francesca Quintana
City Clerk and Assistant to the City Manager
Phone (559) 562-7102 ext. 8034
[email protected]
Mari Carrillo
Human Resources Manager
Phone (559) 562-7102 ext. 8033
[email protected]
Richard Carrillo
Director of Public Safety
Phone (559) 562-2511
[email protected]
Neyba Amezcua
Director of City Services and Planning
Phone (559) 562-7102 ext. 8040
[email protected]
Lisa Davis
Director of Recreation
Phone (559) 562-5196
[email protected]
Juana Espinoza
Director of Finance
Phone (559) 562-7102 ext. 8020
[email protected]
June 14, 2022 Regular Meeting of the Lindsay City Council

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City Manager

ORGANIZATIONAL CHART
Mission
The City Manager serves as the administrative head of City government and is responsible for the coordination and direction of all activities at the City within the framework of policies established by the City Council. The City Manager provides leadership for City staff to provide for the effective delivery of municipal services, management of City operations, negotiation of agreements, and the administration of contracts. The City Manager also advises the City Council on policy matters, the adoption of measures and ordinances, and on fiscal matters.

Department Overview
The City of Lindsay operates on the Council-Manager system of local government. This system combines the political leadership of elected officials in the form of the Council, with the strong managerial experience of the appointed City Manager. The City Manager provides executive direction and oversight of City operations, ensuring that City government responds in a timely and effective manner to constituent needs, and that City management and staff work collaboratively to address the issues and concerns of the community. The City Manager directly supervises all City Department Directors. The City Manager ensures that departments are operating at optimal capacity to best serve the residents of the community.

The City Manager’s Office staff includes the City Clerk & Assistant to the City Manager, the Human Resources Manager, the Executive Assistant/Deputy City Clerk, designated support staff, and selected Interns.

The City Clerk and Assistant to the City Manager plays an auxiliary role in ensuring that the Office of the City Manager is operating smoothly on a day-to-day basis. The City Clerk’s duties include recording and maintaining official City government documents, disseminating public information, preparing materials for and facilitating City Council meetings, directing and implementing special projects, programs, and initiatives at the City Manager’s direction, supporting the County Elections Office, maintaining City Resolutions, Ordinances, and Municipal Code, as well as coordinating interdepartmental activities.

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The Human Resources Department is responsible for the administration of employee benefits, recruitment, training, negotiations, worker’s compensation claims administration, risk management, and memorandums of understanding. The department is also tasked with monitoring benefits, personnel policies, and procedures and practices to maintain compliance with State and Federal laws and regulations. The Human Resources Department promotes a positive and stable work environment for City employees and ensures the fair and equitable treatment of all employees.

FY 2021-2022 Accomplishments
The City of Lindsay has seen numerous accomplishments over the last year under the joint guidance of the City Council and the City Manager. Some notable accomplishments include, but are not limited to:
• Renewed the City of Lindsay’s membership in the Tulare County Economic Development Corporation. • Recruited and staffed 27 positions, including 15 existing but previously unstaffed positions. • Partnered with the Tulare County Office of Education and Lindsay High School to establish internships for 6 students within the Human Resources Department, City Services Department and Recreation/Wellness Department.
• Provided COVID-19 testing and vaccination site at the Wellness Center throughout the pandemic and to present day.

Objectives For FY 2021-2022
The Office of the City Manager is responsible for implementing the five overarching goals identified by the City Council in their Goals, Strategies, and Action Plan.

Objectives include:
• Goal 1. Ensure the City is Fiscally Sustainable and Resilient. • Goal 2. Provide a Safe, Clean Community Environment for All. • Goal 3. Expand the Economic Base in Lindsay.
• Goal 4. Invest in Critical Streets, Water, and Sewer Infrastructure. • Goal 5. Improve the Quality of Life for People that Live and Work in Lindsay.

Department Contacts
Joseph Tanner
City Manager
Phone (559) 562-7102 x 8010
[email protected]
Francesca Quintana
City Clerk and Assistant to the City Manager
Phone (559) 562-7102 ext. 8034
[email protected]

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Public Safety

ORGANIZATIONAL CHART
Mission
The mission of the Lindsay Department of Public Safety is to ensure residents have an efficient and responsive police, fire, and animal control force to maintain public safety and promote a healthy and positive quality of life.

Department Overview
Under the roof of the Lindsay Department of Public Safety you will find three separate but well-aligned components. Public Safety encompasses full-time police and fire personnel, along with animal control services.

An entity that is closely tied to all three is the records unit, falling primarily under the police umbrella. To date our law enforcement personnel still act as firefighters, in the evening and weekend hours, when dedicated fire personnel are not on duty. The duties of police include identifying and solving problems throughout the City, maintaining a proactive approach on crime and ensuring the safety and quality of life of those that live, work, or worship in our community. Our law enforcement staff embraces a great working relationship with our residents and our school district as well. We pride ourselves on the small-town relationships established and take every effort to develop community-oriented policing networks.

Fire protection services include just that, responding to fire emergencies, along with assisting with medical aid responses. A proactive approach is also taken on weed abatement and other measures to prevent or at least minimize fire damage and maintain safety of our residents.

Animal control service responsibilities include patrolling the community for stray animals or municipal code violations related to animal control and educating animal owners. Those captured are provided with humane treatment and proper sheltering, until the owner can be located, or the animal can be adopted.

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FY 2020-2021 Accomplishments
Personnel
The Department of Public Safety was managed by two Department Heads throughout this fiscal year, along with a third interim for a period of nearly six-months. These changes posed the expected challenges to Staff, and the team worked through them and has rebounded very well. A new Director of Public Safety was seated on April 1st and has since implemented a multitude of new programs and ideas, many revolving around and closely aligning with community-oriented policing philosophy.

Public Safety
Public Safety was allotted funds this year through Senator Hurtado’s office for the purchase of five new vehicles, which are on order. The police services have been issued updated uniforms, disseminated Narcan to all trained staff, purchased stop sticks to end high speed chases and developed a Homeless Outreach Officer. The department was also funded for a second School Resource Officer by the Lindsay Unified School District and permitted to increase staffing by one more Police Officer. This will greatly aid in the redevelopment of a much-needed Police Detective.

Fire
Fire services has advanced greatly since the last reviewing period, updating equipment as well as adding a fulltime fire position. Before closing out this fiscal year, our Fire Department is expected to be fully staffed with four full-time personnel in three rank capacities. Soon into the next fiscal year we intend on having a Fire Volunteer Corps of up to fifteen members.

Community
We have re-instituted our Neighborhood Watch Program, developed a Military Banner Program, hosted a Memorial Day Ceremony, and successfully managed an Autism Awareness Fundraiser in which the proceeds were donated to a preschool class for special needs children. Staff was also instrumental in the development of our City’s first ever campout, which was a huge success.

Objectives For FY 2022-2023
The upcoming fiscal year approaches us quickly with much optimism and excitement, primarily considering our new leadership, coupled with the organization’s direction and its expected growth. This year will bring: a fulltime Police Detective, which the residents of Lindsay truly deserve, a drone program, two full-time School Resource Officers, a Police Volunteer as well as a Fire Volunteer Corps and equally important, the departments first ever Chaplain Program. Staff is already scheduled to receive advanced training in Mental Health Awareness as well as DUI enforcement, to name a few. We will also see the fruition of the Military Banner Program, honoring our veterans while contributing to the quality of life throughout the downtown area.

The Department of Public Safety is enthusiastic of the anticipated projects for the upcoming fiscal year. We truly respect the relationship we share with our community and genuinely look forward to continually building on that bond.

June 14, 2022 Regular Meeting of the Lindsay City Council

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Contact Information
Emergencies
911
Non-Emergency & Animal Control
Phone (559) 562-2511 option #1 for Dispatch
Phone (559) 562-2511 option #2 for Records
Rick Carrillo
Director of Public Safety
(559) 562-7120
[email protected]
June 14, 2022 Regular Meeting of the Lindsay City Council

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FINANCE

ORGANIZATIONAL CHART
Mission
The Department of Finance is committed to the transparent communication of accurate financial information to City Council, other City departments, Lindsay residents, and the community at large. The department holds integrity, accountability, consistency, and transparency in the highest regard, and it promotes strategic financial planning and performance reporting that realizes the effective and efficient use of public funds.

Department Overview
The department it is responsible for general ledger accounting, banking and investment, debt management, governmental accounting and reporting, accounts payable and accounts receivable, and utility billing.

FY 2021-2022 Accomplishments
• Updated the City’s Ordinance for utility user’s tax to include prepaid telephony services. • Awarded over $400,000 in grant funding for utility and mortgage assistance for Lindsay residents negatively impacted by COVID-19.
• Audited facility electricity accounts to ensure the City is being billed under appropriate rate schedules. • Established an investment portfolio of fixed-income securities that meet the standards for investment of public funds and are in conformity with the City’s Investment Policy. • Continued to supportstrategic financial planning through our five-year forecastmodel, identifying issues that may challenge the continued financial health of the City and possible solutions to those challenges. • Processed 17,298 front-counter transactions and 23,854 accounts payable warrants. • Awarded contract to Moss Levy & Hartzheim for professional auditing services for Fiscal Years 2022- 2026.

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Objectives For FY 2022-2023
The Finance Department Objectives for FY 2022-2023 are to continue to provide support for the effective stewardship of City resources and yield a fiscally self-reliant city government while providing effective, basic municipal services.

For Fiscal Year 2022-2023, the Finance Department has identified the following strategic objectives:
• Execute the goals of City Council and Administration
• Implement the recommendations of the State Auditor’s Corrective Action Plan for finance policies and procedures.
• Monitor, track, and comply with the funding requirements of the American Rescue Plan Act and other grant funding received.
• Maintain a strong internal control and low risk environment by managing the City’s financial resources in accordance with established budget and reserve policies. • Obtain the Government Finance Officers Association (GFOA) excellence awards for budget and financial reporting.
• Continue to provide regular budget updates to ensure the continued financial health of the City of Lindsay.

Department Contacts
Juana Espinoza
Director of Finance
Phone (559) 562-7102 ext. 8020
[email protected]
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CITY SERVICES

ORGANIZATIONAL CHART
Mission
The Department of City Services’ mission is to provide the highest quality public works services to the public and other City departments balanced through our efforts to maintain a cost-effective operation and to provide these services in a responsible and efficient manner. This commitment is accomplished through the proper utilization of all our allotted resources.

Department Overview
The City Services department manages the physical condition of the community and its environment. While some of the work City Services may do is out of sight because it deals with underground infrastructure or is done at the treatment plant, much of the work is either in plain view including street repair projects and can be experienced in the daily life of City residents for example through water taste and quality.

The City Services Department is comprised of the following sub departments: maintenance, streets, parks, building, code enforcement, planning, engineering, water, wastewater, storm drain utilities, refuse services, and special districts.

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FY 2021-2022 Accomplishments
General Projects:
• Expanded zoning for special events in the Downtown area to allow additional opportunities for local organizations to raise funds and provide community building activities within the City. • Expanded the City’s cannabis cultivation zone to include Light Industrial zoned properties that can provide additional opportunities for economic growth for the City and potential jobs for residents.

Parks Projects:
• Covered 2,585 square feet of graffiti.

Transit and Transportation Projects:
• Citywide Pedestrian Pathway Plan completed to identify accessibility gaps to other community centers throughout the City and plan for and prioritize the related improvement projects. • Completed the first phase of the Packing House Demolition Project to prepare the site for the future Transit Center Facility.
• Installed 16 Speed Radar Signs as a method of traffic control, effectively slowing speeders down by alerting them of their actual speeds and thereby making our roads safer for everyone.

Streets Projects:
• Plan Specifications and Estimates: Hermosa St Rehabilitation Project, Homassel to Foothill Design. • Plan Specifications and Estimates: Linda Vista Loop Design. • Repaired 33 street signs and 2,349 potholes.

Slurry Seal Street Projects Cape Seal Street Projects
Project Name Project Scope Project Name Project Scope
Maple Valley
Subdivision Ash to Maple Samoa St Harvard to East end of street Sequoia Ave Ono City to Hickory Sierra View St Harvard to City Limits Pelous Ranch
Phase 1
Hamlin from Hickory to
Mandarin & Matthew Princeton Sierra View to North of Olivewood Elmwood Ave Tulare to Parkside Olivewood/Grove/Glenwood Loop Neighborhood
Parkside Alameda to Parkside Mariposa St Westwood to Past Eastwood
Bond Way Alameda to Monte Vista Sycamore/Dawn Neighborhood Oxford Ave Honolulu to Hermosa Orangewood Samoa to Hermosa Alameda st Homassel to Orange Lafayette Samoa to Hermosa Foster Apia to Lewis Laurel Ave Hermosa to Tulare Rd
Lindsay St Foster to East Stanford Ave Tulare Rd to Sierra View Locke Ave Lindsay to Valencia
Valencia St Mirage to Harvard St
June 14, 2022 Regular Meeting of the Lindsay City Council

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Water Projects:
• Approved a deferral agreement between the City and Friant Water Authority, allowing the City to better manage its obligations in the coming years.
• Repaired of 74 water leaks, replaced over 39 dead water meters, and completed a total of 238 utility service requests/work orders.
• Conducted a regional water treatment plant study to explore options for expansion or relocation of Lindsay’s water treatment facility, as well as options for expanding Lindsay’s water territory to include communities surrounding City limits.
• Awarded $150,000 in grant funding to conduct a wastewater reuse study to evaluate discharges from wastewater treatment, identify alternative water sources, recover resources, develop methods to enhance the availability and quality of recycled water appropriate end users, and create tools to evaluate trade-offs and aid decision making for fit-for-purpose water reuse.

Sewer Projects
• Increased efficiency in operations and compliance with the Waste Discharge Requirements (WDRs) through the Wastewater Influent and Effluent Flow Control & Monitoring Project. Permitted Treatment Facilities operate under these WDRs issued by the California Regional Water Quality Control Board. • Successfully completed 665 sewer inspections with no sewer spills and completed major projects at the Wastewater Treatment Plant and sewer line replacements between Homassel and Hamlin Way.

Objectives For FY 2022-2023
The department aims to continue to provide and expand the quality service provided to Lindsay residents. The table below represents our projects for the upcoming fiscal year, as approved by City Council.

Department Description
Citywide City Hall Complex Building Upgrades
City Services Upgrade HVAC Unit – Corp Yard
Parks Olive Bowl/Kaku Park Renovation
Parks Harvard Park Improvements
Streets Street and Intersection Rehabilitation
Transportation Lindsay Transit Center Design
Water Generators - Well 14 and Well 15
Water DBP Mitigation Plan specifications and Engineering Water Friant Canal Middle Reach Project - Phase I
Water Water Demand Study
Water Urban Water Management Plan
Water Water Main Line Replacement Lafayette/Sycamore Ave Water Fire Flow Study
Water Scada Expansion
June 14, 2022 Regular Meeting of the Lindsay City Council

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Objectives For FY 2022-2023, Continued
Sewer Tertiary Treatment Study
Sewer Sewer Main Line Replacement
Sewer Storm Drain Ripping
Sewer WWTP - Clarifier Gate Valves (3)
Sewer Orange Ave/Tulare Road Valving Project
Sewer Oxidation Ditch Repairs (2)
All projects listed in the table above are fully funded for the 2022-2023 fiscal year, full details are included in the adopted FY 2023-2027 Capital Outlay and Improvement Plan. Updates on routine items will be presented on a regular basis at City Council Meetings held throughout the year.

Department Contacts
Neyba Amezcua
Director of City Services and Planning
Phone (559) 562-7102 ext. 8040
Fax (559) 562-5748
[email protected]
June 14, 2022 Regular Meeting of the Lindsay City Council

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Recreation | Wellness and Aquatic Center

ORGANIZATIONAL CHART
Mission
The Lindsay Wellness & Aquatic Center is the result of a continued valued partnership between the City of Lindsay and the Lindsay District Hospital Board. The Lindsay Wellness Center’s mission is three-pronged: (1) To provide resources and programming that educate and support our community and our members in leading healthy, active lives; (2) To promote wellness through physical health and fitness, as well as mental and social wellbeing; (3) To offer a friendly and safe environment for individuals of all ages to evolve in their journey toward optimal wellness.

Department Overview
The Wellness Center offers a variety of services in the areas of aquatics, fitness, and recreation. The Wellness Center boasts a state-of-the-art eight-lane swimming pool and a sloped-entry kiddie pool area; it offers pool rental to the community and serves as the home of the Lindsay High School Swim Team as well as the Skimmers, a local competitive youth swim team. Various fitness and exercises classes are also offered, as well as a full gym with various exercise machines and a free weights area. The Wellness Center is also grateful to count Pro-PT Physical Therapy and OMNI Family Health as valued tenants providing additional health resources to the Lindsay community.

In addition to the offerings found at the Wellness Center, the Department of Recreation oversees other facilities around town such as the Olive Bowl, Harvard Park, and the Lindsay Sports Complex. Special community events include Summer Night Lights and the Annual Salute to Service Run/Walk.

FY 2021-2022 Accomplishments
For the fiscal year 2021-2022, the Lindsay Wellness Center continued to focus on enhancing the quality of life for Lindsay residents through its variety of programs and community partnerships. In collaboration with the Lindsay Unified School District (LUSD), Wellness Center staff and instructors designed additional curriculums for the afterschool STARS program that included Swim Lessons, SPARKS Physical Education, Summer Youth Camp, Winter Youth Camp and Spring Break Camp. The Lindsay Wellness Center hopes to maintain and further develop their partnership with the school district in the years to come.

June 14, 2022 Regular Meeting of the Lindsay City Council

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Additional improvements were made to the Wellness Center’s state-of-the-art Aquatic Center thanks to funding provided by the Lindsay Hospital District. Aquatic Center upgrades include new LED pool lights, tile repairs, plumbing, plaster repairs, concrete overlay, new drain grates, and a new therapy pool pump. The Wellness Center is also fortunate to receive additional funding from the Lindsay Local Hospital District for $467,632 for a projected three-year plan of future capital outlay projects. These projects include a new pool heater, VFD pool pump, interior retrofit lighting, exterior retrofit lighting, vending miser, 4 HVAC units, advanced Wi-Fi thermostats and a replaster of the big pool.

Fitness memberships continued to grow during the fiscal year with the addition of more fitness classes and new equipment. Two stair steppers are now in operation along with 10 spin bikes and Chair Classes have returned after a short interruption caused by COVID-19, with many familiar faces returning along with a few new ones.

The Wellness Center was also fortunate to be awarded $4,615,000 through the California Department of Transportation’s Clean California Local Grant Program for beautification and enhancement of Kaku / Olive Bowl Park. The City is looking forward to bringing this project to fruition for the community’s enjoyment.

Objectives For FY 2022-2023
The Department of Recreation has identified the following as its top objectives:
• Offer affordable programs and positive community activities. • Strive to create and support community-organized recreation and wellness activities. • Collaborate with local non-profit organizations, school districts, and businesses. • Continue to work with the Lindsay Local Hospital District on long-term financial strategies to sustain and ensure the Wellness Center can maintain and continue to operate health and wellness services and programs for the community.
• Maintain a positive customer service-based attitude.
• Provide opportunities for local businesses to grow through connection to our programs, activities, and facilities.
• Engage all community members in sharing in the benefits of participating in active living. • Achieve financial sustainability by optimizing the use our facilities and properly sizing our staffing levels.

Department Contacts
Lisa Davis
Director of Recreation
Phone (559) 562-5196 x 8030
[email protected]

June 14, 2022 Regular Meeting of the Lindsay City Council

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PERSONNEL INFORMATION
The City of Lindsay utilizes a forty-hour work week to calculate the full time equivalent (FTE) of staffing levels.

An employee that is scheduled to work forty hours per week is considered a full-time position and is equal to one FTE. Employees that are scheduled to work less than forty hours per week are considered part-time employees. To calculate the FTE for part time employees, scheduled work hours are divided by forty.

For example, if an employee is scheduled to work 20 hours per week, they are considered a part-time employee and are equal to 0.5 FTE (20hrs/week ÷ 40hrs/week).

For the FY 2022-2023:

In anticipation of continued growth, Staff is recommending the addition of critical staffing positions and resources that will enable the City to sustain and grow the quantity and quality of services provided to our residents, and that will help ensure compliance to standard municipal practices and procedures.

City of Lindsay employees serve in multiple capacities. The salary and benefits for some City employees are allocated to multiple departments according to the time each staff member serves in those departments during the year. For example, for the position of the Director of City Services, the salary and benefits must be allocated to the General Fund, Water, Sewer, and other funds proportional to the time the Director spends working on projects in each fund.

June 14, 2022 Regular Meeting of the Lindsay City Council

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The Annual Salary Allocation designates the proportional allocation of each position’s salary and benefits to the appropriate departments/funds and is incorporated into the annual spending budget by fund.

Salary allocation tables are reviewed annually, at a minimum, as part of the regular budget process.

General Fund,

31.9 , 54%
Water Fund,

5.2 , 9%
Sewer Fund,

4.2 , 7%
Refuse Fund ,

2.3 , 4%
Wellness Center Fund,

7.0 , 12%
Committed Funds,

4.8 , 8%
Restricted Funds ,

3.0 , 5%
Special Use Funds,

0.4 , 1%
EMPLOYEE ALLOCATION FOR FY 2022-2023
June 14, 2022 Regular Meeting of the Lindsay City Council

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Annual Position Allocation
Department Position FY 2022-2023 FTE General Utilities
Transit &
Gas Tax Wellness Other
City Manager City Manager 1.00 46% 29% 20% 5% 0%
City Manager Executive Assistant / Deputy City Clerk 1.00 45% 25% 0% 5% 0% City Manager Assistant to the City Manager / City Clerk 1.00 45% 25% 0% 5% 0% City Manager Human Resources Manager 1.00 55% 25% 10% 10% 0% City Manager IT Manager 1.00 55% 25% 10% 10% 0%
City Manager IT / Records Clerk 0.50 55% 25% 8% 10% 0%
Public Safety Director Of Public Safety 1.00 100% 0% 0% 0% 0% Public Safety Public Safety Lieutenant 1.00 100% 0% 0% 0% 0% Public Safety Public Safety Lieutenant 1.00 98% 2% 0% 0% 0% Public Safety Public Safety Sergeant 1.00 100% 0% 0% 0% 0% Public Safety Public Safety Sergeant 1.00 100% 0% 0% 0% 0% Public Safety Public Safety Sergeant 1.00 100% 0% 0% 0% 0% Public Safety Public Safety Sergeant 1.00 100% 0% 0% 0% 0% Public Safety Public Safety Officer 1.00 100% 0% 0% 0% 0% Public Safety Public Safety Officer 1.00 100% 0% 0% 0% 0% Public Safety Public Safety Officer 1.00 100% 0% 0% 0% 0% Public Safety Public Safety Officer 1.00 100% 0% 0% 0% 0% Public Safety Public Safety Officer 1.00 100% 0% 0% 0% 0% Public Safety Public Safety Officer 1.00 100% 0% 0% 0% 0% Public Safety Public Safety Officer 1.00 100% 0% 0% 0% 0% Public Safety Public Safety Officer 1.00 100% 0% 0% 0% 0% Public Safety Public Safety Officer 1.00 100% 0% 0% 0% 0% Public Safety Public Safety Officer 1.00 100% 0% 0% 0% 0% Public Safety Animal Control Officer 1.00 100% 0% 0% 0% 0% Public Safety Fire Lieutenant 1.00 98% 2% 0% 0% 0%
Public Safety Fire Apparatus Engineer 1.00 100% 0% 0% 0% 0% Public Safety Fire Apparatus Engineer 1.00 100% 0% 0% 0% 0% Public Safety Administrative Supervisor 1.00 100% 0% 0% 0% 0% Public Safety Records Clerk 1.00 100% 0% 0% 0% 0%
Finance Director Of Finance 1.00 27% 50% 10% 2% 1%
Finance Finance & Accounting Manager - 27% 50% 5% 2% 1% Finance Administrative Supervisor 1.00 45% 40% 8% 5% 2% Finance Administrative Secretary 1.00 9% 85% 0% 5% 1%
Finance Account Clerk 3 1.00 45% 40% 8% 5% 2%
Finance Account Clerk 3 1.00 20% 70% 4% 5% 1%
Finance Account Clerk 1 1.00 9% 85% 0% 5% 1%
June 14, 2022 Regular Meeting of the Lindsay City Council

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Salary Ranges and Payroll Benefits Information
The City has two bargaining units – one for Public Safety employees and one for all other employees referred to as Miscellaneous employees.

Staffing is further divided into classifications for non-exempt and exempt employees. Non-Exempt Employees are eligible for overtime and all provisions of their governing Memorandum of Understanding (MOU). Exempt employees are not eligible for overtime but are eligible for all other provisions of their governing MOU and CA State Labor Laws.

City Services Director Of City Services 1.00 25% 46% 24% 0% 5% City Services City Services Assistant Director 1.00 25% 46% 24% 0% 5% City Services City Services Manager / Inspector 1.00 55% 10% 10% 0% 0% City Services Engineering Tech 1.00 49% 30% 19% 0% 2%
City Services Planning Manager 1.00 95% 0% 0% 0% 0%
City Services Assistant City Planner 1.00 100% 0% 0% 0% 0% City Services Senior Maintenance 3 1.00 60% 20% 15% 5% 0% City Services Senior Maintenance 2 1.00 0% 95% 0% 0% 5% City Services Senior Maintenance 1 1.00 30% 15% 55% 0% 0% City Services Maintenance 1.00 30% 25% 45% 0% 0%
City Services Maintenance 1.00 0% 95% 0% 0% 5%
City Services Maintenance 1.00 0% 100% 0% 0% 0%
City Services Maintenance 1.00 0% 95% 0% 0% 5%
City Services Maintenance 1.00 100% 0% 0% 0% 0%
City Services Maintenance 1.00 100% 0% 0% 0% 0%
City Services Maintenance 1.00 100% 0% 0% 0% 0%
City Services Code Enforcement 1.00 100% 0% 0% 0% 0%
City Services Administrative Supervisor 1.00 30% 30% 10% 0% 30% City Services Administrative Secretary 1.00 40% 40% 20% 0% 0% Wellness Recreation Director 1.00 0% 0% 0% 100% 0%
Wellness Administrative Secretary 1.00 0% 0% 0% 100% 0% Wellness Recreation 1 1.00 0% 0% 0% 100% 0%
Wellness Recreation 1 0.50 0% 0% 0% 100% 0%
Wellness Recreation 1 0.50 0% 0% 0% 100% 0%
Wellness Recreation 1 (Maintenance) 0.25 0% 0% 0% 100% 0% Wellness Lifeguard (Permanent PT) 0.25 0% 0% 0% 100% 0% Wellness Lifeguard (Permanent PT) 0.25 0% 0% 0% 100% 0% Wellness Lifeguard (Permanent PT) 0.25 0% 0% 0% 100% 0% Wellness Lifeguard (Permanent PT) 0.25 0% 0% 0% 100% 0% Wellness Lifeguard (Permanent PT) 0.25 0% 0% 0% 100% 0% Wellness Lifeguard 0.13 0% 0% 0% 100% 0%
Wellness Lifeguard 0.13 0% 0% 0% 100% 0%
Wellness Lifeguard 0.13 0% 0% 0% 100% 0%
Wellness Lifeguard 0.13 0% 0% 0% 100% 0%
Wellness Lifeguard 0.13 0% 0% 0% 100% 0%
Wellness Lifeguard 0.13 0% 0% 0% 100% 0%
June 14, 2022 Regular Meeting of the Lindsay City Council

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City Manager and Department Heads are at-will employees who operate under individual contracts with the City and are not eligible for overtime and excluded from MOU provisions.

The table below displays the annual range and salary steps for all positions, as approved by action of the City Council.

City of Lindsay ANNUALLY
Salary Matrix (As of July 1, 2022)
Public Safety Public Safety 1 2 3 4 5 6 7
Non-Exempt Animal Control Officer 43,867 46,051 48,360 50,773 53,310 55,973 58,781 Non-Exempt Public Safety Officer 52,770 55,411 58,198 61,090 64,147 67,371 70,720 Non-Exempt Public Safety Sergeant 64,251 67,475 70,845 74,381 78,104 82,014 86,112 Non-Exempt Fire Apparatus Engineer 43,867 46,051 48,360 50,773 53,310 55,973 58,781 Non-Exempt Fire Lieutenant 64,251 67,475 70,845 74,381 78,104 82,014 86,112 Exempt Public Safety Lieutenant 83,346 87,506 91,874 96,470 101,296 106,371 111,675 STEPS
Miscellaneous TIER 1, hired before July 1, 2018 1 2 3 4 5 6 7 Non-Exempt Interns / Seasonal 31,200 31,200 31,200 31,200 31,200 31,200 31,200 Non-Exempt Recreation - Lifeguard 34,403 36,109 37,918 39,811 41,808 43,909 46,093 Non-Exempt Recreation I 34,403 36,109 37,918 39,811 41,808 43,909 46,093 Non-Exempt Maintenance 34,403 36,109 37,918 39,811 41,808 43,909 46,093 Non-Exempt Account Clerk I 34,403 36,109 37,918 39,811 41,808 43,909 46,093 Non-Exempt Code Enforcement Officer 34,403 36,109 37,918 39,811 41,808 43,909 46,093 Non-Exempt Records Clerk 34,736 36,462 38,293 40,206 42,203 44,325 46,530 Non-Exempt Maintenance Senior I 34,736 36,462 38,293 40,206 42,203 44,325 46,530 Non-Exempt Com. Dev. Specialist II 37,378 39,250 41,226 43,285 45,448 47,715 50,107 Non-Exempt Administrative Secretary 37,398 39,270 41,226 43,306 45,469 47,736 50,128 Non-Exempt Executive Assistant / Deputy City Clerk 43,243 45,406 47,674 50,066 52,562 55,182 57,949 Non-Exempt Records / IT Clerk 43,243 45,406 47,674 50,066 52,562 55,182 57,949 Non-Exempt Maintenance Senior II 43,867 46,051 48,360 50,773 53,310 55,973 58,781 Non-Exempt Account Clerk III 44,075 46,280 48,589 51,022 53,581 56,243 59,072 Non-Exempt Engineering Technician 54,746 57,491 60,362 63,378 66,539 69,867 73,362 Non-Exempt Assistant City Planner 54,746 57,491 60,362 63,378 66,539 69,867 73,362 Non-Exempt Building Inspector I 54,746 57,491 60,362 63,378 66,539 69,867 73,362 Exempt Administrative Supervisor (Exempt) 64,272 67,496 70,866 74,402 78,125 82,035 86,133 Exempt Maintenance Senior III (Exempt) 64,272 67,496 70,866 74,402 78,125 82,035 86,133 Exempt Assistant to the City Manager / City Clerk (Exempt) 64,272 67,496 70,866 74,402 78,125 82,035 86,133 Exempt City Services Assistant Director (Exempt) 64,272 67,496 70,866 74,402 78,125 82,035 86,133 Exempt Human Resources Manager (Exempt) 70,262 73,778 77,480 81,349 85,426 89,690 94,162 Exempt Planning Manager (Exempt) 70,262 73,778 77,480 81,349 85,426 89,690 94,162 Exempt Finance & Accounting Manager (Exempt) 70,262 73,778 77,480 81,349 85,426 89,690 94,162 Exempt Executive Projects Manager 70,262 73,778 77,480 81,349 85,426 89,690 94,162 Exempt IT Manager 70,262 73,778 77,480 81,349 85,426 89,690 94,162 STEPS
June 14, 2022 Regular Meeting of the Lindsay City Council

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To determine employee pay per month, divide by 12. To determine pay per pay period, divide by 26. To determine pay by hour, divide by 2,080. Employees are evaluated annually and if recommended on merit, move one step up their assigned salary range until they reach the maximum.

Benefit Summary
As part of the employee compensation package the City of Lindsay provides benefits to its employees. The accumulation and use of these benefits is regulated by the policies and procedures of the City. The following paragraphs summaries these benefits.

Vacation
Full time employees receive ten (10) days of vacation for the first five years of employment. Full time employees with five (5) years of continuous service will receive eleven (11) days per year. Full time employees with seven (7) years of continuous service will receive thirteen (13) days per year of vacation. Full time employees with ten Miscellaneous TIER 1, hired before July 1, 2018 1 2 3 4 5 6 7 Non-Exempt Interns / Seasonal 31,200 31,200 31,200 31,200 31,200 31,200 31,200 Non-Exempt Recreation - Lifeguard 34,403 35,610 36,858 38,147 39,478 40,851 42,286 Non-Exempt Recreation I 34,403 35,610 36,858 38,147 39,478 40,851 42,286 Non-Exempt Maintenance 34,403 35,610 36,858 38,147 39,478 40,851 42,286 Non-Exempt Account Clerk I 34,403 35,610 36,858 38,147 39,478 40,851 42,286 Non-Exempt Code Enforcement Officer 34,403 35,610 36,858 38,147 39,478 40,851 42,286 Non-Exempt Records Clerk 34,736 35,942 37,211 38,501 39,853 41,246 42,682 Non-Exempt Maintenance Senior I 34,736 35,942 37,211 38,501 39,853 41,246 42,682 Non-Exempt Com. Dev. Specialist II 37,378 38,688 40,061 41,454 42,910 44,408 45,968 Non-Exempt Administrative Secretary 37,398 38,709 40,061 41,475 42,910 44,429 45,968 Non-Exempt Executive Assistant / Deputy City Clerk 43,243 44,762 46,322 47,944 49,629 51,355 53,165 Non-Exempt Records / IT Clerk 43,243 44,762 46,322 47,944 49,629 51,355 53,165 Non-Exempt Maintenance Senior II 43,867 45,386 46,987 48,630 50,336 52,083 53,914 Non-Exempt Account Clerk III 44,075 45,614 47,216 48,859 50,586 52,354 54,184 Non-Exempt Engineering Technician 54,746 56,659 58,656 60,694 62,816 65,021 67,309 Non-Exempt Assistant City Planner 54,746 56,659 58,656 60,694 62,816 65,021 67,309 Non-Exempt Building Inspector I 54,746 56,659 58,656 60,694 62,816 65,021 67,309 Exempt Administrative Supervisor (Exempt) 64,272 66,518 68,848 71,261 73,757 76,336 78,998 Exempt Maintenance Senior III (Exempt) 64,272 66,518 68,848 71,261 73,757 76,336 78,998 Exempt Assistant to the City Manager / City Clerk (Exempt) 64,272 66,518 68,848 71,261 73,757 76,336 78,998 Exempt City Services Assistant Director (Exempt) 64,272 66,518 68,848 71,261 73,757 76,336 78,998 Exempt Human Resources Manager (Exempt) 70,262 72,738 75,275 77,917 80,642 83,470 86,382 Exempt Planning Manager (Exempt) 70,262 72,738 75,275 77,917 80,642 83,470 86,382 Exempt Finance & Accounting Manager (Exempt) 70,262 72,738 75,275 77,917 80,642 83,470 86,382 Exempt Executive Projects Manager 70,262 72,738 75,275 77,917 80,642 83,470 86,382 Exempt IT Manager 70,262 72,738 75,275 77,917 80,642 83,470 86,382 STEPS
Executives Minimum Maximum
Exempt City Manager (Exempt) 120,224 164,154
Exempt Director of Public Safety (Exempt) 90,542 121,326 Exempt Director of Finance (Exempt) 91,125 116,293
Exempt Director of City Services (Exempt) 78,998 109,158 Exempt Recreation Services Director (Exempt) 75,046 103,688 June 14, 2022 Regular Meeting of the Lindsay City Council

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(10) years of continuous service will receive fifteen (15) days per year of vacation. (See section 11.1 personnel rules and regulations for additional information)
Sick Leave
An employee accrues sick leave beginning on the first day of employment. Sick leave is accrued at the rate of

3.08 hours per pay period (10 days per year) for full-time employees.

Holidays
The City observes 13 holidays: New Year’s Day; Martin Luther King Jr. Day; Presidents’ Day; Memorial Day; Independence Day; Labor Day; Columbus Day; Veterans Day; Thanksgiving; day after Thanksgiving; Christmas Eve; Christmas; and, New Year’s Eve.

Health Insurance
The health insurance provider for the City of Lindsay is Anthem Blue Cross. The City includes employee-only insurance as part of the base benefits package. Employees who wish to include family members on the health plan share equally with the City for the additional cost of adding those family members for the PPO 250 Health Plan. If an employee selects the PPO 500 Plan, then the employee receives some cost savings.

All Rates effective January 1, 2022
Medical, Dental & Vision Employee’s Annual Cost (PPO 250 Plan) Employee’s Annual Cost (PPO 500 Plan) Employee Only
Employee + Spouse
Employee + Children
Employee + Family
$0 $0
$5,664 $5,210
$4,645 $4,236
$9,837 $9,211

Dental Insurance
The City’s dental plan is offered through Lincoln Financial Group. Employee and City contributions are covered in the health insurance costs noted above.

Vision Insurance
The City’s vision plan is offered through Superior Vision. Employee and City contributions are covered in the health insurance costs noted above.

Employee Assistance Program
The EAP is a confidential service designed to help employees and their household members resolve personal and workplace challenges. Counseling services are available free of charge to employees 24-hours a day, 7 days a week. Through the EAP, employees may receive telephone or face-to-face counseling services up to eight times per year per incident.

Life Insurance
City employees are covered under a life insurance program through Lincoln Financial Group. An optional employee-paid group supplemental life insurance program is also available to City employees. The employeeJune 14, 2022 Regular Meeting of the Lindsay City Council

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paid term life insurance policy covers the employee and dependents and is portable, meaning it may be continued after individual is not employed by the City.

CalPERS RETIREMENT
City of Lindsay employees participate in the CalPERS retirement system. Understanding the CalPERS system requires background information about pension reform in California and how a pension works.

To begin with, City employees are first divided into two classifications – Public Safety (Police and Fire) and Miscellaneous (all other employees). These two classifications participate at different rates and have different retirement ages.

Effective January 1, 2013, CalPERS separated the entire CalPERS system (regardless of classification) into two designations – Classic (those hired prior to January 1, 2013) and PEPRA (those hired on or after January 1, 2013).

PEPRA benefits are significantly less than and start later in life than those received by Classic employees.

Additionally, PEPRA employees bear a higher percentage of the cost for the benefit. The result is a lowering of the pension liabilities the City and employees will pay into the CalPERS system. CalPERS invests monthly payments to generate future earnings. Retired employees receive pension payments from these future earnings, not the City in retirement.

Each classification and designation are identified by a percent and an age. Employees multiply the number of years they participate in CalPERS by the percent to calculate what portion of their income they will continue to receive via CalPERS (not the City) at the age of retirement for their classification and designation. For example, 2% at 62 for an employee who joined CalPERS at age 42 would mean he or she would receive 40% of their salary in retirement (62 – 42 = 20 x 2% = 40%).

The following tables identify the classifications and designations along with the retirement benefit equation and how much the employees pay and the two components the City pays per pay period toward the pensions.

CalPERS
Public Safety
Classic
Public Safety
PEPRA
Miscellaneous
Classic
Miscellaneous
PEPRA
Retirement Age
55 57 55 62
Retirement Percent per
Year Employed 3.00% 2.70% 2.70% 2.00%
Employee Contributes per
pay period 9.00% 18.0% 9.00% 9.75%
City-paid rate per pay
period 21.79% 8.13% 13.02% 4.59%
Total Rate per pay period 30.79% 26.13% 22.02% 14.34%
Governments in the CalPERS system are facing sizable unfunded liabilities, which means the investments used to create the retirement account were not funded sufficiently in the past. The past underfunding and less-thanexpected growth in investment markets have left the retirement system without enough principal to generate June 14, 2022 Regular Meeting of the Lindsay City Council

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returns to fund fully the retirement contracts. CalPERS amortizes the unfunded liability based on return expectations and adjustments for past performance. The following table shows the unfunded liability balance as of the most recent CalPERS Actuarial Valuation and the City’s required payments for 2022-2023.

CalPERS Unfunded Liability Public Safety Miscellaneous
Classic PEPRA Classic PEPRA
Unfunded Liability Balance at
6/30/2020 $4,825,008 $19,304 $5,705,412 $39,120
FY 2022-2023 Payment toward
Unfunded Liability 379,813 2,532 463,245 5,742
Deferred Compensation
The deferred compensation plan is a voluntary retirement program through Lincoln Life. City employees determine how much of their pay is to be directed towards the deferred compensation plan. The City will match the employee’s contribution dollar for dollar up to 3% of employee’s total annual income for non-exempt employees and up to 6% for exempt employees.

Aflac Coverage
Employees can select to purchase AFLAC services at their own expense. Optional Aflac services include:
• Cancer Care
• Short-Term Disability Insurance
• Hospital Advantage
• Specified Health Event Protection Plan

AFLAC is voluntary, and rates may vary depending on age and income levels.

Cafeteria Plan Section 125
To help employees mitigate the cost of health care visits, the City offers Flexible Spending Accounts. The purpose of a Flexible Spending Account is to allow employees to set money aside on a pre-tax basis to cover expenses that are not otherwise covered under a traditional medical, dental or vision plan. These benefits are funded by the employee, not the City.

Accident Insurance
The City offers employees accident insurance from Allstate for all full-time employees and their families. The accident insurance provider for the City of Lindsay is All-State. The City includes employee-only insurance as part of the base benefits package. Plan costs for family members are paid by employees.

Identity Protection and Legal Plans
Employees have access to two plans for identify protection and legal support. Plan costs are paid by employees.

ASPCA Health Insurance
The City of Lindsay offers pet insurance at a discounted rate through the ASPCA. Rates are base on breed and age.

June 14, 2022 Regular Meeting of the Lindsay City Council

CITY OF LINDSAY, CA | ADOPTED BUDGET | FISCAL YEAR 2022-2023 35 | Page

FUND STRUCTURE
General Fund
The primary operating fund of the City of Lindsay is the General Fund. The General Fund is used to account for all financial resources except those required to be accounted for in another fund. Individual funds for general government activities are rolled into the General Fund including public safety, city services, and administration funds. All the City’s financial activities are accounted for in the General Fund unless there is a compelling reason to report them in some other fund type. City Council establishes an appropriation limit for the General Fund pursuant Article XIIIB of the State Constitution, otherwise referred to as the Gann Limitation. The Gann Limit is a spending limit for proceeds of taxes. This limit is based on historical limits, adjusted by the change in California Per Capita Income and by the change of the Lindsay’s population.

Committed Funds
Committed Funds account for revenue resources collected for specific uses and are established by formal action of the City Council of the City of Lindsay. To be reported as committed, amounts cannot be used for any other purpose unless the City takes the same highest level action to remove or change the constraint.

Restricted Funds
Restricted Funds are funds that can be spent only for the specific purposes stipulated by external resource providers. For example, gas tax funds are State allocated funds restricted for street improvement activity and pedestrian and transportation projects.

Enterprise Funds
Business-type revenue funds are restricted specifically for the use for which they are collected. In contrast to the General Fund, each enterprise fund operates similar to a business and funds are accounted for separately.

These funds are primarily through fees for services with user charges established and maintained at proper levels to assure adequate revenues to pay for operations, maintain adequate reserves and fund maintenance repair and replacement of critical equipment, facilities, and infrastructure.

Special Revenue Funds
Special revenue funds are used to account forspecific revenue sourcesthe City intends to use for a specific purpose.

June 14, 2022 Regular Meeting of the Lindsay City Council

CITY OF LINDSAY, CA | ADOPTED BUDGET | FISCAL YEAR 2022-2023 36 | Page

Fund Structure Chart
June 14, 2022 Regular Meeting of the Lindsay City Council

CITY OF LINDSAY, CA | ADOPTED BUDGET | FISCAL YEAR 2022-2023 37 | Page

LEVELS OF BUDGETARY CONTROL
The City maintains budgetary controls with the objective of ensuring compliance with legal provisions embodied in the annual appropriated budget approved by the City Council.

During the fiscal year, due to emergencies or changes in circumstances, it may become necessary to transfer appropriations between funds or increase the appropriation for new projects for programs approved by the City Council. An adjustment is requested through a budget amendment which includes an explanation as to why the change is necessary. City Council may approve changes to resources held during regularly scheduled meetings held throughout the fiscal year. The council may amend the budget to add to or increase programs or amounts or to delete or decrease any programs or amounts, except those expenditures required by law or for debt services, but no amendment to the budget shall increase the authorized expenditures for any fund to an amount greater than the total estimated income and carried forward fund balances, plus appropriated reserves.

The City Manager may transfer monies between departments, divisions, programs and accounts within funds and departments, but within dollar or percentage of fund limits set by the Council annually as part of the budget, but only the Council by resolution may transfer monies between funds and from unappropriated balances or fund balances to any fund or appropriation account.

Encumbered amounts lapse at year end and, encumbrances outstanding at year end are reappropriated as part of the following year’s budget. Activities for Debt Service, and Capital Projects are included in the annual appropriated budget.

When both restricted and unrestricted resources are available for use, it is the City’s policy to use restricted resources first, followed by the unrestricted committed, assigned, and unassigned resources as they are needed.

City council shall adopt the annual budget for the upcoming fiscal year on or before June 30th of the fiscal year currently ending.

Annual Budget Calendar
Timeframe Budget Event
March
Department heads submit proposed operating and capital budgets, goals and performance standards to City Manager. City Manager and Finance Director take information from department heads and prepare the proposed budget for coming fiscal year.

May thru June
Proposed operating and capital budgets for all Accounting Funds is distributed to public, press and City Council. Copies are available for public review at City Hall and on City website. City Council conducts reviews during work meetings and invites public participation and input.

June
Public hearing is held wherein the public is invited to comment on proposed annual budget. City Council makes final budget changes. City Manager incorporates changes made by City Council into final budget document.

No later than June 30 Final budget is adopted by the City Council.

June 14, 2022 Regular Meeting of the Lindsay City Council

CITY OF LINDSAY, CA | ADOPTED BUDGET | FISCAL YEAR 2022-2023 38 | Page

FUND SUMMARIES
General Fund
Staff is largely focusing on growing general fund revenues to address the deficit fund balance in the General Fund caused by the reinstatement of interfund loans.

Positive revenue trends for sales and use tax, including the voter-approved additional one-percent (1%) tax imposed on retail transactions to fund general fund services for public safety are expected to continue for FY 2022-2023 and Transient Occupancy Tax (TOT) revenue continues to be bolstered by health staff traveling into the area to help combat the spread of COVID-19 in Tulare County.

Additional tax revenue is expected in future years with the addition of a second retail cannabis location and the completion of Palm Terrace II, a 54-unit energy efficient and transit friendly affordable rental community, by December 2023.

Street Improvement Fund
Operations remain positive for the Street Improvement Fund. A study is underway to provide updated values for street impact fees caused by City utility services. The final study is expected to be presented for the consideration of Lindsay City Council in upcoming months.

Water Enterprise Fund
The Water fund continues to struggle financially. The Water fund ended with an operating loss in the prior year and does not have any financial reserves for capital outlay projects needed to maintain or upgrade its aging infrastructure. Staff has initiated a water rate study to address these issues; the final water rate study is expected to be presented for the consideration of Lindsay City Council in upcoming months.

Sewer Enterprise Fund
Operations remain positive for the sewer enterprise fund and several capital outlay projects are scheduled for FY 2022-2023 to maintain and upgrade aging infrastructure. A study has been initiated to review of sewer rates and ensure long-term operations for the system. Results of the study are expected to be presented for the consideration of Lindsay City Council in upcoming months.

Wellness Enterprise Fund
The resources of the Wellness Center continue to grow through community partnership agreements, namely with the Lindsay Hospital District and the Lindsay Unified School District. The City uses general funds to cover annual deficits to support the Wellness Center’s ability to continue to provide health and social benefits to the residents of Lindsay and the community at large.

June 14, 2022 Regular Meeting of the Lindsay City Council

CITY OF LINDSAY, CA | ADOPTED BUDGET | FISCAL YEAR 2022-2023 39 | Page

FINANCIALS

June 14, 2022 Regular Meeting of the Lindsay City Council

SUMMARY OF NET CHANGE ‐ CITYWIDE
ACTUAL ACTUAL AUDITED ADOPTED PROJECTED    PROPOSED
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2023

GENERAL FUND
101‐GENERAL FUND   963,244   1,140,857         1,548,244    124,350        995,447          26,960

COMMITTED FUNDS
200‐STREET IMPROVEMENT FUND 617,791            65,525             ‐             764,150        577,987   (2,305,827) 460‐STATE PARKS ‐            ‐                           (32,297) ‐                      32,365 ‐ 471‐PARK IMPROVEMENTS       6,404           4,606                 2,633        3,300          38,350            3,300

RESTRICTED FUNDS
260‐SB1 ROAD MAINTENANCE & REHAB 209,544        (148,661)            244,169 ‐                    271,177        200,432 261‐GAS TAX FUND    (94,086)           9,050                 6,548        2,700          66,486       (422,988) 263‐TRANSPORTATION     88,752         95,265               85,993 ‐                    174,299   (1,642,330) 264‐GAS TAX‐TRANSIT FUND           340             (352)                    205            100                100 ‐ 265‐STP HWY FUNDS   251,784       (83,386)            150,565 ‐                    151,200        143,000 266‐LTF‐ART 8 STREETS & ROADS     32,346      415,947            652,491        4,500        534,454        330,000

ENTERPRISE FUNDS
300‐MCDERMONT   793,308      119,957 ‐                     ‐             ‐                 ‐ 400‐WELLNESS CENTER    (16,970)      135,741               46,884     (22,400)            3,900                 (56) 552‐WATER   400,861      163,212                 8,445     (42,600)        257,496       (239,297) 553‐SEWER   518,858      440,998            421,511    153,000        320,865          28,505 841‐CURB & GUTTER           462                91                 2,374 ‐                       (3,100)            2,000 856‐STORM DRAIN SYSTEM       6,150           3,970                    738        3,000            1,200 ‐ 554‐REFUSE     74,106         45,511               68,841     (24,700)          83,829            7,177

SPECIAL REVENUE FUNDS
556‐VITA‐PAKT           431              254                (1,164) ‐                                 ‐                 0 883‐SIERRA VIEW ASSESSMENT       3,995          (1,215)                  ‐             2,348             ‐                 3,552 884‐HERITAGE ASSESSMENT DIST       3,997              881                  ‐             2,104             ‐                 3,700 886‐SAMOA      (1,072)              740                 1,602 ‐                                 ‐                 0 887‐SWEETBRIER TOWNHOUSES      (1,934)              517                 2,789 ‐                     (16,857) ‐ 888‐PARKSIDE            (70)              647                     ‐             508            2,635                   (0) 889‐SIERRA VISTA ASSESSMENT       3,404           7,352                 7,676        7,400            7,250                   (0) 890‐MAPLE VALLEY ASSESSMENT      (4,645)          (4,107)                    ‐             (379)                 ‐                 100 891‐PELOUS RANCH      (5,179)          (3,806)                    584       (9,300)            ‐                 (2,466) June 14, 2022 Regular Meeting of the Lindsay City Council

SUMMARY OF INFLOWS ‐ CITYWIDE
ACTUAL ACTUAL AUDITED ADOPTED PROJECTED    PROPOSED
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2023

GENERAL FUND
101‐GENERAL FUND   6,035,602   6,383,118   7,273,835   8,246,700     8,961,433    9,299,419

COMMITTED FUNDS
200‐STREET IMPROVEMENT FUND       872,691       905,905       917,228       925,883        925,883       417,973 460‐STATE PARKS ‐               ‐               ‐                     250,000        217,800    6,601,000 471‐PARK IMPROVEMENTS           8,458           4,606           2,633           3,300          38,350            3,300

RESTRICTED FUNDS
260‐SB1 ROAD MAINTENANCE & REHAB 299,383              233,224       244,169       140,000        271,177       298,432 261‐GAS TAX FUND       270,696       307,866       290,386       281,100        343,000       381,315 263‐TRANSPORTATION       660,311       285,344       242,916   1,063,100       280,900       220,000 264‐GAS TAX‐TRANSIT FUND              340       250,170              205              100                100 ‐ 265‐STP HWY FUNDS       284,784       158,614       150,565       130,700        151,200       143,000 266‐LTF‐ART 8 STREETS & ROADS       482,049   1,061,557       652,491       534,500        534,454       530,000

ENTERPRISE FUNDS
300‐MCDERMONT   1,059,470       119,957 ‐               ‐               ‐                 ‐ 400‐WELLNESS CENTER       609,918       767,355       829,582   1,217,300     1,031,742    1,078,300 552‐WATER   2,033,342   1,712,499   1,670,087   2,250,000     1,905,700    2,452,000 553‐SEWER   1,531,940   1,448,565   1,485,640   1,579,100     1,458,900    1,644,100 841‐CURB & GUTTER              462                 91           2,374           1,200             2,400            2,000 856‐STORM DRAIN SYSTEM           6,150           3,970              738           3,000             1,200 ‐ 554‐REFUSE       966,504   1,030,732   1,095,939   1,114,500        857,500       880,700

SPECIAL REVENUE FUNDS
556‐VITA‐PAKT         49,539         86,517         61,693         67,200          73,284          83,879 883‐SIERRA VIEW ASSESSMENT         21,987         17,619         17,606         18,700          18,700          21,965 884‐HERITAGE ASSESSMENT DIST           8,989           6,925           6,703           7,200             7,200            7,700 886‐SAMOA           4,212           4,032           4,032           4,400             2,055          11,597 887‐SWEETBRIER TOWNHOUSES           9,478           9,473           9,476           9,700             9,685          11,597 888‐PARKSIDE           6,479           5,098           5,522           5,700             5,700            6,271 889‐SIERRA VISTA ASSESSMENT           9,335           9,335           9,335           9,600             9,554            9,554 890‐MAPLE VALLEY ASSESSMENT           1,808           1,398           1,438           2,700             2,700            3,617 891‐PELOUS RANCH         10,195         10,195         10,145         10,500          10,500          15,750 June 14, 2022 Regular Meeting of the Lindsay City Council

SUMMARY OF OUTFLOWS ‐ CITYWIDE
ACTUAL ACTUAL AUDITED ADOPTED PROJECTED    PROPOSED
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2023

GENERAL FUND
101‐GENERAL FUND     5,072,358     5,242,261     5,725,591     8,122,350     7,965,986            9,272,460

COMMITTED FUNDS
200‐STREET IMPROVEMENT FUND         254,900         840,379         153,078         925,883         347,896            2,723,800 460‐STATE PARKS ‐                  ‐                            32,297         250,000         185,435            6,601,000 471‐PARK IMPROVEMENTS             2,054 ‐                  ‐                  ‐                  ‐                                         ‐

RESTRICTED FUNDS
260‐SB1 ROAD MAINTENANCE & REHAB           89,839         381,885 ‐                          140,000 ‐                                  98,000 261‐GAS TAX FUND         364,782         298,816         283,838         278,400         276,514               804,303 263‐TRANSPORTATION         571,559         190,079         156,922     1,063,100         106,601            1,862,330 264‐GAS TAX‐TRANSIT FUND ‐                          250,522 ‐                  ‐                  ‐                                         ‐ 265‐STP HWY FUNDS           33,000         242,000 ‐                          130,700 ‐                                         ‐ 266‐LTF‐ART 8 STREETS & ROADS         449,703         645,610 ‐                          530,000                  ‐              200,000

ENTERPRISE FUNDS
300‐MCDERMONT         266,162 ‐                  ‐                  ‐                  ‐                                         ‐ 400‐WELLNESS CENTER         626,888         631,613         782,698     1,239,700     1,027,842            1,078,356 552‐WATER     1,632,481     1,549,287     1,661,642     2,292,600     1,648,204            2,691,297 553‐SEWER     1,013,082     1,007,567     1,064,129     1,426,100     1,138,035            1,615,595 841‐CURB & GUTTER ‐                  ‐                  ‐                              1,200             5,500                        ‐ 856‐STORM DRAIN SYSTEM ‐                  ‐                  ‐                  ‐                  ‐                                         ‐ 554‐REFUSE         892,398         985,222     1,027,098     1,139,200         773,671              873,523

SPECIAL REVENUE FUNDS
556‐VITA‐PAKT           49,108           86,262           62,857           67,200           73,284                 83,879 883‐SIERRA VIEW ASSESSMENT           17,991           18,834           15,259           18,700           15,148                 21,965 884‐HERITAGE ASSESSMENT DIST             4,992             6,045             4,599             7,200             3,500                    7,700 886‐SAMOA             5,284             3,291             2,430             4,400             2,055                 11,597 887‐SWEETBRIER TOWNHOUSES           11,411             8,957             6,687             9,700           26,542                 11,597 888‐PARKSIDE             6,548             4,451             5,013             5,700             3,065                    6,271 889‐SIERRA VISTA ASSESSMENT             5,931             1,983             1,659             2,200             2,304                    9,554 890‐MAPLE VALLEY ASSESSMENT             6,453             5,505             1,817             2,700             2,600                    3,617 891‐PELOUS RANCH           15,374           14,001             9,561           19,800           12,966                 15,750 June 14, 2022 Regular Meeting of the Lindsay City Council

SUMMARY OF TRANSFERS ‐ CITYWIDE

TRANSFER OUT TRANSFER IN

PROPOSED PROPOSED
TRANSFERS OUT 2023 TRANSFERS IN 2023   PURPOSE
GENERAL FUND       140,000 WATER 140,00        0 Generators ‐ Well 14 & Well 15 GENERAL FUND         40,000 WATER 40,00          0 Urban water management plan GENERAL FUND       350,000 WATER 350,00        0 Main line replacement ‐ Lafayette/Sycamore GENERAL FUND         50,000 WATER 50,00          0 Fire flow study GENERAL FUND         60,000 WATER 60,00          0 Scada expansion GENERAL FUND         70,000 WATER 70,00          0 Enterprise fund advance repayment GENERAL FUND ‐                WATER ‐                Water operations GENERAL FUND       300,000 WELLNESS CENTER       300,000 Wellness Center operations GENERAL FUND         20,000 WELLNESS CENTER         20,000 Wellness Center building upgrades GENERAL FUND         30,000 WELLNESS CENTER         30,000 Fleet vehicle ‐ recreation GENERAL FUND         42,500 SEWER 42,50          0 WWTP clarifier gate valves (3) STREET IMPROVEMENT FUND 2,383,50     0 CAPITAL IMPROVEMENT    2,383,500 Various street rehab projects STREET IMPROVEMENT FUND       287,900 GENERAL FUND       287,900 Street operations STREET IMPROVEMENT FUND         52,400 GENERAL FUND         52,400 Debt Servicing SB1 ROAD MAINTENANCE & REHAB 98,00          0 CAPITAL IMPROVEMENT         98,000 Street rehab/Burem Lane renovation GAS TAX FUND       480,000 CAPITAL IMPROVEMENT       480,000 Street rehab: Hermosa II ‐ Harvard to Foothill TRANSPORTATION 500,00        0 CAPITAL IMPROVEMENT       500,000 Transit Center design TRANSPORTATION    1,080,000 CAPITAL IMPROVEMENT    1,080,000 Various street rehab projects LTF‐ART 8 STREETS & ROADS       200,000 CAPITAL IMPROVEMENT       200,000 Hermosa/Weswood roundabout landscaping TOTAL TRANSFER OUT    5,081,800 TOTAL TRANSFER IN    5,081,800 Note: Full project details available on the Adopted Five‐Year Capital Improvement Plan.

June 14, 2022 Regular Meeting of the Lindsay City Council

101‐GENERAL FUND ‐ PERFORMANCE TREND
ACTUAL ACTUAL AUDITED ADOPTED PROJECTED    PROPOSED
101‐GENERAL FUND FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2023 INFLOW 5,594,698      6,071,889          7,170,618   7,927,200     8,613,537    8,959,119 OUTFLOW   4,811,332   4,974,084          5,481,134   6,642,350     7,699,344    8,169,960 TOTAL GENERAL FUND OPERATIONS 783,367          1,097,804         1,689,484   1,284,850        914,193        789,160 101‐GENERAL FUND | TRANSFERS
TRANSFERS IN       440,904       311,229             103,217       319,500        347,896        340,300 TRANSFERS OUT       261,027       268,176             244,457   1,480,000        266,642    1,102,500 101‐GENERAL FUND | SUMMARY OF NET CHANGE
TOTAL SUMMARY OF NET CHANGE 963,244          1,140,857         1,548,244       124,350        995,447          26,960 ACTUAL
FY 2019
ACTUAL
FY 2020

AUDITED
FY 2021

ADOPTED
FY 2022

PROJECTED
FY 2022

PROPOSED
FY 2023
INFLOW 6,035,602 6,383,118 7,273,835 8,246,700 8,961,433 9,299,419 OUTFLOW (5,072,358) (5,242,261) (5,725,591) (8,122,350) (7,965,986) (9,272,460) NET 963,244 1,140,857 1,548,244 124,350 995,447 26,960
(5,072,358) (5,242,261) (5,725,591)
(8,122,350) (7,965,986)
(9,272,460)
6,035,602 6,383,118
7,273,835
8,246,700
8,961,433 9,299,419
963,244 1,140,857 1,548,244
124,350
995,447
26,960
(15,000,000)
(10,000,000)
(5,000,000)
‐
5,000,000
10,000,000
15,000,000

OUTFLOW INFLOW NET
June 14, 2022 Regular Meeting of the Lindsay City Council

SUMMARY OF NET CHANGE
ACTUAL ACTUAL AUDITED ADOPTED PROJECTED    PROPOSED
101‐GENERAL FUND FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2023 INFLOW   5,594,698   6,071,889   7,170,618    7,927,200        8,613,537       8,959,119 OUTFLOW   4,811,332   4,974,084   5,481,134    6,642,350        7,699,344       8,169,960 TOTAL GENERAL FUND OPERATIONS 783,367          1,097,804   1,689,484    1,284,850           914,193           789,160 101‐GENERAL FUND | TRANSFERS
TRANSFERS IN       440,904       311,229       103,217       319,500           347,896           340,300 TRANSFERS OUT       261,027       268,176       244,457    1,480,000           266,642       1,102,500 101‐GENERAL FUND | SUMMARY OF NET CHANGE
TOTAL SUMMARY OF NET CHANGE       963,244   1,140,857   1,548,244       124,350           995,447             26,960 101‐GENERAL FUND | INFLOW BY SOURCE

ACTUAL ACTUAL AUDITED ADOPTED PROJECTED PROPOSED
CLASSIFICATION FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2023 TAXES & FEES   4,867,951   5,103,234   6,219,034    5,893,300        6,663,691       6,934,288 LICENSES & PERMITS       190,121       234,728       241,244       208,900           488,439           238,200 MONEY AND PROPERTY USE       140,121       282,175         19,620         24,400           211,680             91,270 CHARGES FOR SERVICE         17,411         18,686         13,553         15,300              28,079             25,109 FINES         18,303         30,520         15,528            8,500              29,245             24,781 INTERGOVERNMENTAL       254,090       259,734       451,241       514,200        1,048,833       1,531,829 OTHER SOURCES & USES       106,701       142,812       210,398    1,262,600           143,570           113,642 TOTAL INFLOW | GENERAL FUND 5,594,698      6,071,889   7,170,618    7,927,200        8,613,537       8,959,119 101‐GENERAL FUND | OUTFLOW BY USE

ACTUAL ACTUAL AUDITED ADOPTED PROJECTED PROPOSED
CLASSIFICATION FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2023 CITY ATTORNEY         36,820         50,883         89,366         75,000              85,800             90,000 CITY COUNCIL         15,576         14,583         12,835         41,500              35,300             69,000 CITY MANAGER / HUMAN RESOURCES       172,785       119,538       158,649       187,750           282,812           214,210 FINANCE 247,405              287,980       326,800       292,600           366,260           254,393 NON‐DEPARTMENTAL       164,099       144,889       255,506       261,100           325,200           347,180 COVID‐19 EMERGENCY FUND ‐                       75,834       127,444 ‐                             18,138 ‐ COVID−19 ARPA FUND ‐               ‐               ‐               ‐                          155,123           236,629 PUBLIC SAFETY   2,815,131   3,010,025   3,091,868    3,266,600        3,840,061       3,828,862 CITY SERVICES       559,518       528,640       596,500       553,100        1,041,942           690,403 COMMUNITY DEVELOPMENT      206,230       124,367         88,026       172,500           100,382           417,460 PARKS       195,972       166,039       159,219       208,300           220,612           239,669 STREETS       202,128       188,764       252,281       319,500           347,896           340,254 DEBT SERVICE         73,125       231,724       239,523       328,900           328,900           333,900 CAPITAL OUTLAY       122,543         30,819         83,117       935,500           550,919       1,108,000 TOTAL OUTFLOW | GENERAL FUND   4,811,332   4,974,084   5,481,134    6,642,350        7,699,344       8,169,960 June 14, 2022 Regular Meeting of the Lindsay City Council

SUMMARY OF NET CHANGE
ACTUAL ACTUAL AUDITED ADOPTED PROJECTED    PROPOSED
101‐GENERAL FUND FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2023 INFLOW 5,594,698        6,071,889          7,170,618    7,927,200        8,613,537        8,959,119 OUTFLOW 4,811,332        4,974,084          5,481,134    6,642,350        7,699,344        8,169,960 TOTAL GENERAL FUND OPERATIONS       783,367     1,097,804         1,689,484    1,284,850           914,193           789,160 101‐GENERAL FUND | TRANSFERS
TRANSFERS IN       440,904        311,229             103,217       319,500            347,896           340,300 TRANSFERS OUT       261,027        268,176             244,457    1,480,000            200,000        1,102,500 101‐GENERAL FUND | SUMMARY OF NET CHANGE
TOTAL SUMMARY OF NET CHANGE       963,244     1,140,857         1,548,244       124,350        1,062,089             26,960 101‐GENERAL FUND | INFLOW | GENERAL FUND

ACTUAL ACTUAL AUDITED ADOPTED PROJECTED PROPOSED
CLASSIFICATION FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2023

TAXES & FEES
PROPERTY TAX REVENUE       337,519        343,853             369,515       324,400            324,360           334,091 CURRENT UNSECURED         17,751           18,424               18,811          23,800              23,769             24,244 OTHER PRTX/ABX126 PASTHRU         38,654           42,067               80,746          50,000            193,630           197,503 ABX126 RESIDUAL ‐                ‐                               98,116       100,000 ‐                     ‐ REAL PROPERTY TRANSFER           3,027             1,026 ‐                                 4,400                4,432                4,521 MOTOR VEHICLE IN‐LIEU TAX           6,318           10,572                  9,648            6,500                6,500                6,630 COUNTY PRP TAX VLF   1,078,370     1,133,415          1,151,790    1,200,000        1,200,000        1,236,000 SALES & USE   1,136,941     1,061,649          1,288,539    1,279,400        1,473,000        1,559,000 MEASURE O   1,142,618     1,148,106          1,540,556    1,316,700        1,644,000        1,710,000 UTILITY USER TAX       923,901        996,886             957,350    1,050,000        1,050,000        1,112,500 RETAIL CANNABIS TAX ‐                          94,475             413,996       300,000            430,000           430,000 UTILITY COMPANY FRANCHISE         55,677        134,919            126,056       120,000            120,000           121,200 SALES TAX ‐ PROP 172         58,684           58,600               65,294          68,100              94,000             98,600 TRANSIENT OCCUPANCY TAX         68,490           59,243               98,618          50,000            100,000           100,000 SUB‐TOTAL   4,867,951     5,103,234          6,219,034    5,893,300        6,663,691        6,934,288

LICENSES & PERMITS
BUILDING PERMITS         94,633        111,496             140,179       110,000            320,000           110,000 BUS LICENSE AP REVIEW           2,910             3,780                  2,820            1,800                1,800                3,000 BUSINESS LICENSE FEES         72,456           73,690              56,260          57,600              57,589             70,000 PLANNING & ZONING FEES           1,100             5,205               16,350          10,000              10,000             10,000 DOG LICENSE ‐ LINDSAY               516                370                     720               300                    350                   500 PLAN CHECK FEES         12,493           22,977               11,410          15,000              41,000             20,000 CONDITIONAL USE PERMITS           1,795                945 ‐                                 1,200                1,200                1,200 CANNABIS PERMIT ‐                          10,833               10,000          10,000              10,000             20,000 SITE PLAN REVIEWS               980                750                     150               500                6,500                   500 MISC.C.S/FIRE INSPECTION           3,239             4,681                  3,355            2,500              40,000                3,000 SUB‐TOTAL       190,121        234,728             241,244       208,900            488,439           238,200 June 14, 2022 Regular Meeting of the Lindsay City Council

MONEY AND PROPERTY USE
ARBOR RENTAL/MISC SRV ‐                               470                  1,955            1,000                1,870                2,670 SALE, SURPLUS PROPERTY                ‐                 600 ‐                      ‐                ‐                     ‐ BASEBALL FIELD RENTALS           7,385             5,240                  4,868            5,500              16,000                5,500 LEASE/RENT RECEIPTS         15,000 ‐                 ‐                      ‐                           100,000 ‐ SALE OF REAL PROPERTY         40,178        217,482 ‐                      ‐                             11,000 ‐ INTEREST & PENALTIES           2,108             3,847                  2,378            1,500                1,500                1,500 EARNED BANK INTEREST           7,914           16,106                  5,419               600                    560                6,600 RENT,CITY FACILITY           6,565             1,585 ‐                      ‐                ‐                     ‐ SMALL BUSINESS INCUBATOR           5,225                950 ‐                      ‐                ‐                     ‐ FRIDAY NIGHT MARKET         55,146           36,495                  5,000          15,800              80,750             75,000 SUB‐TOTAL       140,121        282,175               19,620          24,400            211,680             91,270

CHARGES FOR SERVICE
DUI LAB FEES               900                996                     929               500                1,859                2,259 D.U.I. ‐ COST RECOVERY               120                176                     119               400                4,370                1,000 VEHICLE ABATEMENT           2,542             6,751                  4,041            5,400                5,400                5,400 TRAFFIC ACCIDENT REPORT               114                272                       72               300                2,100                2,100 SPECIAL FIRE SEVICES ‐                            1,150                  1,100               700                    750                   750 ANIMAL CONTROL               190                410                     180               300                    250                   250 WEED CLEANING & REMOVAL ‐                            1,377 ‐                      ‐                ‐                     ‐ VEHICLE RELEASE           4,108             3,100                  4,800            3,500                9,150                9,150 FINGERPRINTS           9,000             3,977                  1,971            4,200                4,200                4,200 GANG REGISTRATION FEE                 50                   10                       20 ‐                ‐                     ‐ POLICE REPORT COPY                 51                   84                        ‐                69 ‐                     ‐ VEHICLE EQUIP. CORR. INSP               320                381                     250 ‐                ‐                     ‐ FIRE REPORT COPY                 16                     2                           ‐                2 ‐                     ‐ SUB‐TOTAL         17,411           18,686               13,553          15,300              28,079             25,109 FINES
PUBLIC SAFETY FINES/REVNU         14,515           26,183               14,836            5,000              11,781             21,781 OTHER FINES & FORFEITS           3,788             4,337                     692            3,500              17,464                3,000 SUB‐TOTAL         18,303           30,520               15,528            8,500              29,245             24,781

INTERGOVERNMENTAL
P.O.S.T. ‐                                ‐                      266                ‐                     200 ‐ AMERICAN RESCUE PLAN ACT ‐                ‐                 ‐                      ‐                           151,500        1,219,129 CARES ‐                ‐                             162,414 ‐                ‐                     ‐ TULARE COUNTY(SLESF)COPS       148,747        155,948             156,727       100,000            150,000           150,000 YOUTH SRVCES OFFICER‐LUSD         82,741           95,965               93,097       107,000            107,000           160,200 HOMELAND SECURITY GRANT         12,808             5,000                  3,593       135,500             ‐                    305,500 GRANT FUNDS RECEIVED           7,160 ‐                               33,037       170,000            333,333 ‐ TAX RELIEF SUBVENTION           2,634             2,555                  2,375            1,500                1,500                2,500 SUB‐TOTAL       254,090        259,734             451,241       514,200        1,048,833        1,531,829

OTHER SOURCES & USES
REBATES/REFUND/REIMBURSMT       100,585        128,540             186,999    1,250,000            120,000           100,000 SALE OF SHOULDER PATCHES ‐                                  20 ‐                      ‐                ‐                     ‐ HEALTH PREM CONTRIBUTION ‐                            5,845                  7,057            7,600                7,642                7,642 OTHER MISC REVENUES           5,906             8,407               14,676            5,000              15,928                6,000 DONATIONS               210 ‐                                  1,666 ‐                ‐                     ‐ SUB‐TOTAL       106,701        142,812             210,398    1,262,600            143,570           113,642 TOTAL INFLOW | GENERAL FUND   5,594,698     6,071,889         7,170,618    7,927,200        8,613,537       8,959,119 June 14, 2022 Regular Meeting of the Lindsay City Council

101‐GENERAL FUND | OUTFLOW | CITY ATTORNEY

ACTUAL ACTUAL AUDITED ADOPTED PROJECTED PROPOSED
CLASSIFICATION FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2023 PROFESSIONAL SERVICES         36,820           50,883               89,366          75,000              85,800             90,000 TOTAL OUTFLOW | CITY ATTORNEY         36,820          50,883               89,366         75,000              85,800             90,000 101‐GENERAL FUND | OUTFLOW | CITY COUNCIL

ACTUAL ACTUAL AUDITED ADOPTED PROJECTED PROPOSED
CLASSIFICATION FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2023 STIPEND           3,350             3,300                  3,025            3,300                3,300             18,000 MEETINGS & TRAVEL           4,537             3,040                     349            5,000              12,500             12,500 SPECIAL DEPT SUPPLIES           1,009             1,386                  2,372            1,500                6,000                2,500 CONTINGENCY COSTS ‐                 ‐                 ‐                               25,000                5,000             25,000 COUNCIL PUBLIC OUTREACH               552 ‐                                     782               600                2,000                2,000 JPA DUES           6,128             6,858                  6,308            6,100                6,500                9,000 TOTAL OUTFLOW | CITY COUNCIL         15,576          14,583               12,835         41,500              35,300             69,000 101‐GENERAL FUND | OUTFLOW | CITY MANAGER / HUMAN RESOURCES

ACTUAL ACTUAL AUDITED ADOPTED PROJECTED PROPOSED
CLASSIFICATION FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2023

WAGES/BENEFITS/INSURANCES
AD'L SALARY:PAGER/FICA/K9               462                588                  1,099 ‐                               1,501 ‐ SALARIES ‐ FULL TIME         94,297           56,714               80,594       109,500            126,484             84,710 SALARIES ‐ PART TIME ‐                            3,031                     602 ‐                ‐                     ‐ BENEFITS               753                134 ‐                      ‐                ‐                     ‐ FICA/MEDICARE CITY PAID           7,144             4,327                  5,975 ‐                               9,315 ‐ PERS ‐ EPMC           2,285                386 ‐                      ‐                ‐                     ‐ PERS ‐ EMPLOYER CONTRIBT         10,589             4,820                ‐                12,718                9,026 ‐ WORKER'S COMPENSATION           8,360             4,580                  6,731 ‐                             10,024 ‐ HEALTH/LIFE/DISAB INSURNC         10,204             5,934                  7,556 ‐                             18,692 ‐ DEFERRED COMP BENEFIT           5,609             2,743                   ‐                3,543                 ‐                    5,971 PERS UNFUNDED LIABILITY         26,101           14,101               10,554          18,400              18,400             23,700 CONTINGENCY COSTS ‐                 ‐                 ‐                               25,000              25,000             25,000 DUES, SUBSCRIPTIONS               253             3,250                  5,475            8,000              16,000             16,000 ADV/PRINT/COPY/SHIPPING ‐                ‐                                     597               500                    500                   500 RECRUITING COSTS ‐                ‐                                     310            5,000 ‐                                 10,000 STAFF TRAINING & MEETINGS ‐                ‐                 ‐                                 1,000 ‐                                 20,000 MEETINGS & TRAVEL           1,799             3,402                  1,127            3,000              20,000             16,000 PHONE & VOICE ‐                            3,525                  5,650            2,250                6,500                2,300 SOFTWARE ‐                ‐                 ‐                      ‐                ‐                     ‐ OFFICE EQUIPMENT MAINT           4,758           10,210                  9,211            6,000                6,000                6,000 LIABILITY INSURANCE ‐                            1,116 ‐                      ‐                ‐                     ‐ SUPPLIES/EQUIPMENT ‐                ‐                 ‐                      ‐                ‐                     ‐ OFFICE SUPPLIES               160                676                  3,338               700                1,000 ‐ DEPART OPERATING SUPPLIES ‐                ‐                                  2,874            8,400                8,400             10,000 CITY CLERK EXPENSE ‐                ‐                                     695 ‐                ‐                     ‐ VEHICLE REPAIR & MAINT                  ‐                 11 ‐                      ‐                ‐                     ‐ TOTAL OUTFLOW | CITY MANAGER       172,785        119,538             158,649       187,750           282,812           214,210 June 14, 2022 Regular Meeting of the Lindsay City Council

101‐GENERAL FUND | OUTFLOW | FINANCE

ACTUAL ACTUAL AUDITED ADOPTED PROJECTED PROPOSED
CLASSIFICATION FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2023

WAGES/BENEFITS/INSURANCES
AD'L SALARY:PAGER/FICA/K9           1,440             2,382                  2,425 ‐                               2,863 ‐ SALARIES ‐ FULL TIME         71,714        105,001               86,952       116,400            116,028             93,893 SALARIES ‐ PART TIME         16,319           16,722               11,195 ‐                               3,008 ‐ SALARIES ‐ OVERTIME ‐                ‐                                       68 ‐                                   132 ‐ BENEFITS               269                   59                           ‐                7 ‐                     ‐ FICA/MEDICARE CITY PAID           5,799             8,319                  6,801 ‐                               8,086                    ‐ PERS ‐ EPMC ‐               ‐                 ‐                      ‐                ‐                     ‐ PERS ‐ EMPLOYER CONTRIBT           6,461             8,821                ‐                16,038               ‐                    11,728 WORKER'S COMPENSATION           6,814             8,997                  7,279 ‐                             10,154 ‐ STATE UNEMPLOYMENT BENEFT                  ‐                 28 ‐                      ‐                ‐                     ‐ HEALTH/LIFE/DISAB INSURNC         20,132           19,321               14,662 ‐                             20,107 ‐ DEFERRED COMP BENEFIT           3,204             4,553                   ‐                4,034                 ‐                    4,297 PERS UNFUNDED LIABILITY         50,136           38,136                  9,345          49,700              49,700             48,100 PROFESSIONAL/CONTRACT SRV ‐                ‐                 ‐                      ‐                ‐                     ‐ PROFESSIONAL SERVICES           2,090             2,336               92,078          42,800              44,763                3,000 AUDIT SERVICES         24,617           24,661               37,880          27,100              27,080             30,000 PERMIT RENEWAL            ‐                 4,564                      ‐                207 ‐                     ‐ OTHER SERVICES & CHARGES         16,089           22,741               17,371          18,000              18,000             18,000 OFFICE EQUIPMENT MAINT           6,156           10,562                  7,431          16,500              16,500             16,500 SUPPLIES/EQUIPMENT ‐                ‐                 ‐                      ‐                ‐                     ‐ OFFICE SUPPLIES               984             1,257                  2,199            3,200                3,272 ‐ DEPART OPERATING SUPPLIES           2,191             2,265                  3,253 ‐                               4,730             15,000 SPECIAL DEPT SUPPLIES               696                231                     129            5,000                5,000 ‐ PHONE & VOICE           3,481             8,539                  6,840            7,500                7,500                7,500 SOFTWARE ‐                 ‐                 ‐                      ‐                ‐                     ‐ TRAINING/TRAVEL/MEETINGS ‐                ‐                 ‐                      ‐                ‐                     ‐ TRAINING & SEMINARS               186                196                     300            1,800                8,753                5,000 MEETINGS & TRAVEL           2,052             1,205                       95            2,600                2,560             15,000 DUES, SUBSCRIPTIONS               827             1,485                     210            2,000                2,000                2,000 ADV/PRINT/COPY/SHIPPING           1,158                192 ‐                      ‐                ‐                                       400 TOTAL OUTFLOW | FINANCE       247,405        287,980             326,800       292,600           366,260           254,393 101‐GENERAL FUND | OUTFLOW | NON‐DEPARTMENTAL

ACTUAL ACTUAL AUDITED ADOPTED PROJECTED PROPOSED
CLASSIFICATION FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2023

WAGES/BENEFITS/INSURANCES
BENEFITS           1,633                571 ‐                      ‐                ‐                     ‐ STATE UNEMPLOYMENT BENEFT         37,138             7,661               16,319          15,000              15,000             15,000 OPEB EXPENSE         23,712           27,733               30,040          46,000              46,000             46,000 LIABILITY INSURANCE         23,117           55,404             145,629       122,200            252,200           128,300 OTHER SERVICES/CHARGES ‐                ‐                 ‐                      ‐                ‐                     ‐ OTHER SERVICES & CHARGES         31,227           29,264               29,819          22,300 ‐                                 22,255 FINANCE CHARGE           4,727             1,826                  1,481            1,800 ‐                                    1,800 COUNTY PROPTX ADMIN FEE           8,434             8,726                  8,288            8,800 ‐                                    8,825 PROFESSIONAL SERVICES         33,640            6,966                  9,750          33,000                9,000             83,000 COMMUNITY EVENTS ‐                ‐                 ‐                      ‐                ‐                                 30,000 DUES, SUBSCRIPTIONS               473             6,737               14,180          12,000                3,000             12,000 SOFTWARE ‐                 ‐                 ‐                      ‐                ‐                     ‐ CLEANING/SANITATION SERV ‐                ‐                 ‐                      ‐                ‐                     ‐ TOTAL OUTFLOW | NON‐DEPARTMENTAL       164,099        144,889             255,506       261,100           325,200           347,180 June 14, 2022 Regular Meeting of the Lindsay City Council

305 ‐ COVID‐19 EMERGENCY FUND | OUTFLOW | COVID‐19 EMERGENCY FUND

ACTUAL ACTUAL AUDITED ADOPTED PROJECTED PROPOSED
CLASSIFICATION FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2023

WAGES/BENEFITS/INSURANCES
SALARIES ‐ FULL TIME ‐                          13,322                  2,784 ‐                               1,389 ‐ SALARIES ‐ PART TIME ‐                            8,403                     572 ‐                ‐                     ‐ SALARIES ‐ OVERTIME ‐                               187 ‐                      ‐                ‐                     ‐ FICA/MEDICARE CITY PAID ‐                            1,313                     199 ‐                                     73 ‐ PERS ‐ EPMC ‐                                  39 ‐                      ‐                ‐                     ‐ PERS ‐ EMPLOYER CONTRIBT ‐                           (2,730)                      ‐                561                     ‐                    188 WORKER'S COMPENSATION ‐                            1,864                     301 ‐                                   122 ‐ HEALTH/LIFE/DISAB INSURNC ‐                            2,800                     351 ‐                                   277 ‐ DEFERRED COMP BENEFIT ‐                               179                      ‐                114                       ‐                    43 SUPPLIES/EQUIPMENT ‐                ‐                 ‐                      ‐                ‐                     ‐ OFFICE SUPPLIES/MATERIALS ‐                          16,065               13,213 ‐                               2,203 ‐ SMALL TOOLS & EQUIPMENT ‐                            4,083                  3,410 ‐                                   130 ‐ ADV/PRINT/COPY/SHIPPING ‐                ‐                 ‐                      ‐                ‐                     ‐ PROFESSIONAL SERVICES ‐                          15,692               49,576 ‐                             13,407 ‐ TOTAL OUTFLOW | COVID‐19 EMERGENCY FUND ‐                         61,215               71,082 ‐                             17,832 ‐ 305‐4305 COVID‐19 ADMIN SALARY | OUTFLOW | COVID‐19 ADMIN SALARY

ACTUAL ACTUAL AUDITED ADOPTED PROJECTED PROPOSED
CLASSIFICATION FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2023

WAGES/BENEFITS/INSURANCES
SALARIES ‐ FULL TIME ‐                    20,565.84          35,977.71 ‐                             206.00 ‐ FICA/MEDICARE CITY PAID ‐                      1,231.46            2,231.00 ‐                               11.47 ‐ PERS ‐ EPMC ‐                            78.09               534.67 ‐                ‐                     ‐ PERS ‐ EMPLOYER CONTRIBT ‐                   (12,352.92)             ‐                9,264.55                 ‐                    26.24 WORKER'S COMPENSATION ‐                      1,774.76            3,252.16 ‐                               18.03 ‐ HEALTH/LIFE/DISAB INSURNC ‐                      2,437.10            3,197.33 ‐                               33.03 ‐ DEFERRED COMP BENEFIT ‐                          884.67             ‐                1,905.22                 ‐                    11.00 TOTAL OUTFLOW | COVID‐19 ADMIN SALARY ‐                         14,619                ‐                56,363                     ‐                    306 306 − COVID−19 ARPA FUND | OUTFLOW | COVID−19 ARPA FUND

ACTUAL ACTUAL AUDITED ADOPTED PROJECTED PROPOSED
CLASSIFICATION FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2023

WAGES/BENEFITS/INSURANCES
SALARIES ‐ FULL TIME ‐                ‐                 ‐                      ‐                ‐                            86,629.00 PROFESSIONAL SERVICES ‐                ‐                 ‐                      ‐                     151,333.33 ‐ ADV/PRINT/COPY/SHIPPING ‐                ‐                 ‐                      ‐                             148.72 ‐ TOTAL OUTFLOW | COVID−19 ARPA FUND ‐                ‐                 ‐                      ‐                     151,482.05       86,629.00 June 14, 2022 Regular Meeting of the Lindsay City Council

101‐GENERAL FUND | OUTFLOW | PUBLIC SAFETY

ACTUAL ACTUAL AUDITED ADOPTED PROJECTED PROPOSED
CLASSIFICATION FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2023

WAGES/BENEFITS/INSURANCES
AD'L SALARY:PAGER/FICA/K9         22,964           39,633               42,411 ‐                             49,724 ‐ SALARIES ‐ FULL TIME   1,097,931     1,349,971          1,417,809    2,230,100        1,696,582        2,616,152 SALARIES ‐ PART TIME         20,673             1,024                  1,299 ‐                               8,480 ‐ SALARIES ‐ OVERTIME         37,508           32,377               12,275 ‐                             31,767 ‐ TEMPS ‐                ‐                                  5,001 ‐                               7,408 ‐ BENEFITS         11,068         (15,001)               75,305 ‐                             72,020 ‐ FICA/MEDICARE CITY PAID         90,772        101,637              ‐                106,389             ‐                    124,319 PERS ‐ EPMC         45,482             7,464                  4,688 ‐                               4,255 ‐ PERS ‐ EMPLOYER CONTRIBT       185,882        234,877              ‐                248,824             ‐                    270,270 WORKER'S COMPENSATION       113,805        124,945             135,529 ‐                           153,280 ‐ STATE UNEMPLOYMENT BENEFT         23,174             3,635                   ‐                1,034 ‐                     ‐ HEALTH/LIFE/DISAB INSURNC       206,773        235,423             230,290 ‐                           278,408 ‐ DEFERRED COMP BENEFIT         28,779           33,960                ‐                33,584               ‐                    35,394 UNIFORMS&PERSONAL EQUIP           2,626             3,080               11,085 ‐                               7,764 ‐ UNIFORM ALLOWANCE ‐ PSO         14,018           16,619               16,169 ‐                             19,255 ‐ PERS UNFUNDED LIABILITY       288,787        235,226             273,000       330,400            330,400           382,300 LIABILITY INSURANCE         33,843           34,412               19,375       183,900              32,600             34,200 SCHOOL RESOURCE OFFICER         54,789           98,180               57,956          96,800              96,800           160,200 FIREFIGHTER GEAR/EQUIP ‐                          10,745 ‐                      ‐                             80,000           104,400 DEBT SERVICE (FIRE TRUCK) ‐               ‐                 ‐                      ‐                ‐                     ‐ DEBT SERVICE ‐ LEASE PAY         59,425           62,021               64,732          67,500              67,560             70,513 DEBT SERVICE ‐ LEASE PAY ‐ INTEREST         31,718           29,121               26,411          23,600              23,583             20,630 PROFESSIONAL/CONTRACT SRV ‐                ‐                 ‐                      ‐                ‐                     ‐ ANIMAL CONTROL SERVICES ‐                               780                     165          50,000 ‐                     ‐ PROFESSIONAL SERVICES           1,716             5,059               18,575            3,100              12,314             12,314 CENTRAL DISPATCH         59,151           88,570               75,738          68,900              68,850             78,850 CDF DISPATCH ‐                ‐                 ‐                      ‐                ‐                               100,000 ANIMAL CONTROL CHARGES           8,141             8,683                  4,082            8,700                8,660                8,660 VOLUNTEER FIRE PROGRAM ‐                ‐                 ‐                      ‐                ‐                                 10,000 VEHICLE FUEL/MAINTENANCE ‐                ‐                 ‐                      ‐                ‐                     ‐ VEHICLE FUEL AND OIL         59,493           49,026               35,696          27,600              47,649             47,649 VEHICLE REPAIR & MAINT         53,227           44,243               46,732          42,100              42,103             10,000 MISCELLANEOUS ‐                ‐                 ‐                      ‐                ‐                     ‐ THUNDERBOLT OFFICER           4,158 ‐                 ‐                      ‐                ‐                     ‐ RADIO REPAIR/MAINTENANCE           1,951           15,965               10,441            1,900                1,930                1,930 DMV AUTO THEFT ‐                            2,667 ‐                                 3,500                3,500                3,500 LIVE SCAN           7,680           18,037                  3,876            4,000                4,000                4,000 HOMELAND SECURITY EQUIP         12,808           10,165 ‐                                 4,000                3,990                3,990 DUES, SUBSCRIPTIONS         14,988           22,667               19,254          19,000              15,000             19,000 SOFTWARE ‐                ‐                 ‐                      ‐                ‐                     ‐ June 14, 2022 Regular Meeting of the Lindsay City Council

SUPPLIES/EQUIPMENT ‐                ‐                 ‐                      ‐                ‐                     ‐ OFFICE SUPPLIES           2,746             3,471                  3,966            3,500                3,500 ‐ DEPART OPERATING SUPPLIES           2,072             5,123                  7,488            6,000              13,258             35,000 REPAIR & MAINT SUPPLIES           2,468             2,057                     589            2,000                2,942                3,000 RADIO REPAIR/MAINTENANCE           1,951           15,965               10,441            1,900                1,930                1,930 SPECIAL DEPT SUPPLIES           7,221             9,775               10,704            8,200              15,544 ‐ SMALL TOOLS & EQUIPMENT               325                276                       96 ‐                                   330                   330 K‐9 SUPPLIES & EQUIP.               840             2,502                     592            2,200                2,200 ‐ DOJ VEST GRANT         14,763 ‐                 ‐                      ‐                ‐                     ‐ TRAINING/TRAVEL/MEETINGS ‐                ‐                 ‐                      ‐                ‐                     ‐ TRAINING & SEMINARS           7,959             4,167                  2,898          12,000              12,000             12,000 MEETINGS & TRAVEL           5,285             2,343                     961            3,000                3,000                6,000 UTILITIES ‐                ‐                 ‐                      ‐                ‐                     ‐ UTILITIES‐SCE         11,768           12,036               10,505          11,400              11,420             11,420 UTILITIES‐GAS           1,174             1,894                  2,170            1,900                1,900                1,900 PHONE & VOICE         17,264           13,447               18,784          18,500              18,500             18,500 OFFICE EQUIPMENT MAINT         16,139           15,897               10,124          16,700              16,660             16,660 OTHER SERVICES/CHARGES ‐                ‐                 ‐                      ‐                ‐                     ‐ OTHER SERVICES & CHARGES           4,003             5,960               10,262            6,200              23,912             25,834 DUI TRUST FUND & LAB FEES           4,548             5,409                  3,064            4,800                4,800                4,800 TU COUNTY SLESF       117,748 ‐                 ‐                      ‐                ‐                     ‐ ASSET FORFEITURE PROJECTS           3,249             1,434 ‐                      ‐                ‐                     ‐ NEW VEHICLE EQUIPMENT               276             3,059                  1,500            3,200            110,300                3,200 ASSET FORFEITURE ‐ OP EXP                 20 ‐                 ‐                      ‐                ‐                     ‐ TOTAL OUTFLOW | PUBLIC SAFETY   2,815,131     3,010,025         3,091,868    3,266,600        3,840,061       3,828,862 June 14, 2022 Regular Meeting of the Lindsay City Council

101‐GENERAL FUND | OUTFLOW | CITY SERVICES

ACTUAL ACTUAL AUDITED ADOPTED PROJECTED PROPOSED
CLASSIFICATION FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2023

WAGES/BENEFITS/INSURANCES
AD'L SALARY:PAGER/FICA/K9           3,319             3,133                  3,912 ‐                               6,756 ‐ SALARIES ‐ FULL TIME       163,789        175,506             241,380       224,900            332,564           245,150 SALARIES ‐ PART TIME           3,099             8,588               16,199 ‐                             51,208 ‐ SALARIES ‐ OVERTIME           2,892             1,311                  2,268 ‐                               9,422 ‐ TEMPS         12,853           12,730               17,015 ‐                             22,830 ‐ BENEFITS           1,390                104 ‐                      ‐                ‐                     ‐ FICA/MEDICARE CITY PAID        11,467           12,625               17,632 ‐                             26,631 ‐ PERS ‐ EPMC           1,104             1,123                  1,204 ‐                                   696 ‐ PERS ‐ EMPLOYER CONTRIBT         17,389           10,683                ‐                29,314               ‐                    33,282 WORKER'S COMPENSATION         15,723           15,411               21,021 ‐                             27,858 ‐ HEALTH/LIFE/DISAB INSURNC         37,447           41,690               47,504 ‐                             77,428 ‐ BOOT ALLOWANCE ‐                               108                     136 ‐                                   292 ‐ DEFERRED COMP BENEFIT           4,271             4,239                   ‐                4,911                 ‐                    6,161 PERS UNFUNDED LIABILITY       103,044           79,462               24,967       103,600            103,600           100,200 PROFESSIONAL SERVICES         51,989           42,971               80,432       110,000            110,000           110,000 ENGINEERING ‐                ‐                 ‐                      ‐                           110,000           110,000 MATLS/SUP/REPAIRS/MAINT ‐                ‐                 ‐                      ‐                ‐                     ‐ SHOP SUPPLIES                 43 ‐                 ‐                                    300                    290 ‐ OFFICE EQUIPMENT MAINT           8,696           12,206                  6,316          14,900              14,875             14,875 MACH ‐EQUIP SRV MCD         27,068           20,886               10,447          13,000              13,010             13,010 SUPPLIES/EQUIPMENT ‐                ‐                 ‐                      ‐                ‐                     ‐ OFFICE SUPPLIES           2,812             3,500                  6,510            2,600                5,272 ‐ WEED ABATEMENT           3,714             4,850                (2,574)            4,000                7,000                4,000 DEPART OPERATING SUPPLIES         23,795           17,242               17,154          15,800              15,800             21,500 REPAIR & MAINT SUPPLIES           1,358                451                     228            1,500                1,550                1,550 UTILITIES ‐                ‐                 ‐                      ‐                ‐                     ‐ UTILITIES‐SCE         20,333           15,802               16,532          14,500              14,514             14,514 UTILITIES‐GAS           3,104             3,874                  4,943            4,300                4,300               4,300 PHONE & VOICE         12,792             9,532                  9,474            8,400                8,400                8,400 LIABILITY INSURANCE           4,423             4,955                  7,800          10,700              10,700             11,200 VEHICLE FUEL/MAINTENANCE ‐                ‐                 ‐                      ‐                ‐                     ‐ VEHICLE FUEL AND OIL           5,780             4,139                  3,551            3,100                5,254                5,254 VEHICLE REPAIR & MAINT         11,040             5,148                     596            7,100                7,050                7,050 OTHER SERVICES & CHARGES           3,851           11,900                  6,487          10,000              10,000             10,000 DUES, SUBSCRIPTIONS               285             3,479                     955            3,000                3,000                3,000 MEETINGS & TRAVEL               649                757                     186            1,000                1,000                6,000 ADV/PRINT/COPY/SHIPPING ‐                               233 ‐                                    400                1,200                   400 TOTAL OUTFLOW | CITY SERVICES       559,518        528,640             596,500       553,100        1,041,942           690,403 June 14, 2022 Regular Meeting of the Lindsay City Council

101‐GENERAL FUND | OUTFLOW | COM DEV

ACTUAL ACTUAL AUDITED ADOPTED PROJECTED PROPOSED
CLASSIFICATION FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2023

WAGES/BENEFITS/INSURANCES
AD'L SALARY:PAGER/FICA/K9 ‐                ‐                 ‐                      ‐                                   152 ‐ SALARIES ‐ FULL TIME           8,539                   81                  2,749       113,200              19,893           352,715 SALARIES ‐ PART TIME         16,522           16,284                  7,080 ‐                               1,155 ‐ SALARIES ‐ OVERTIME                 62 ‐                                       60 ‐                                   108 ‐ BENEFITS ‐                ‐                 ‐                      ‐                ‐                     ‐ FICA/MEDICARE CITY PAID           1,862             1,252                     755 ‐                               1,563 ‐ PERS ‐ EPMC        14,497 ‐                 ‐                      ‐                ‐                     ‐ PERS ‐ EMPLOYER CONTRIBT         41,857                     3                        ‐                59                 ‐                    1,637 WORKER'S COMPENSATION               964                   88                     330 ‐                               1,706 ‐ HEALTH/LIFE/DISAB INSURNC           1,021                     4                     355 ‐                               3,001 ‐ DEFERRED COMP BENEFIT               192                     1                      ‐                175                     ‐                    823 PERS UNFUNDED LIABILITY         23,856           11,856                  7,335          15,500              15,500             14,900 PROFESSIONAL SERVICES         87,123           78,348               54,003          26,200              37,200             26,200 DUES/SUBSCRIPTIONS ‐                ‐                 ‐                      ‐                ‐                     ‐ DUES, SUBSCRIPTIONS               124 ‐                 ‐                                    100                    125                   125 JPA DUES           4,995             5,108                  5,002            5,100                5,120                5,120 TCEDC & TCAG DUES               879             4,211 ‐                                 4,500                4,500                4,500 LIABILITY INSURANCE ‐                               497 ‐                      ‐                ‐                                        ‐ ADV/PRINT/COPY/SHIPPING           3,723             2,056                  8,208            2,900                2,900                2,900 MATLS/SUP/REPAIRS/MAINT ‐                ‐                 ‐                      ‐                ‐                     ‐ MEETINGS & TRAVEL                  ‐                 14 ‐                      ‐                ‐                                    6,000 OFFICE SUPPLIES ‐                ‐                 ‐                      ‐                ‐                     ‐ PHONE & VOICE ‐                ‐                 ‐                      ‐                ‐                     ‐ OTHER SERVICES & CHARGES ‐                            4,577                  1,914            5,000                5,000                5,000 TOTAL OUTFLOW | COM DEV       206,230        124,367               88,026       172,500           100,382           417,460 June 14, 2022 Regular Meeting of the Lindsay City Council

101‐GENERAL FUND | OUTFLOW | PARKS

ACTUAL ACTUAL AUDITED ADOPTED PROJECTED PROPOSED
CLASSIFICATION FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2023

WAGES/BENEFITS/INSURANCES
SALARIES ‐ FULL TIME         22,483           36,584               37,075          90,100              47,236           140,591 SALARIES ‐ PART TIME ‐                               494                     867 ‐                               1,006 ‐ SALARIES ‐ OVERTIME           1,397             1,289                     575 ‐                               1,837 ‐ TEMPS         13,372           12,941               16,187 ‐                             22,830 ‐ BENEFITS           7,061 ‐                 ‐                      ‐                ‐                     ‐ FICA/MEDICARE CITY PAID           1,668             2,768                  2,832 ‐                               3,675 ‐ PERS ‐ EPMC                    ‐                 5 ‐                      ‐                ‐                     ‐ PERS ‐ EMPLOYER CONTRIBT           2,401             5,385                   ‐                4,781                 ‐                    4,680 WORKER'S COMPENSATION           3,223             2,818                  3,121 ‐                               4,119 ‐ HEALTH/LIFE/DISAB INSURNC           9,453           11,198                  9,854 ‐                             11,895 ‐ BOOT ALLOWANCE                 97                141                     136 ‐                                   292 ‐ DEFERRED COMP BENEFIT             (678)                314                     360 ‐                                   747 ‐ PERS UNFUNDED LIABILITY         17,092           16,872               22,614          22,000              22,000             21,300 PROFESSIONAL/CONTRACT SRV ‐                ‐                 ‐                      ‐                ‐                     ‐ LANDSCAPE MAINTENANCE           5,173             9,603                  7,825          34,300              34,270             12,054 GOLF COURSE CONTRACT SRVS               500 ‐                 ‐                      ‐                                   300 ‐ PROFESSIONAL SERVICES               575                668                     435            1,000                2,766                2,766 GRAFFITI/LITTER REMOVAL ‐                               377                     153               500                    500                   500 SUPPLIES/EQUIPMENT ‐                ‐                 ‐                      ‐                ‐                     ‐ DEPART OPERATING SUPPLIES         50,256           24,327               21,631          25,000              25,000             25,000 SMALL TOOLS & EQUIPMENT               557             1,002                  1,782            1,500                1,500                1,500 UTILITIES ‐                ‐                 ‐                      ‐                ‐                     ‐ UTILITIES‐SCE         22,366           14,042               10,673          11,900              11,875             11,875 UTILITIES‐GAS               114                127                     177               100                    130                   130 PHONE & VOICE           6,846                213                     679               500                    500                   500 MATLS/SUP/REPAIRS/MAINT ‐                ‐                 ‐                      ‐                ‐                     ‐ OTHER EQUIP MAINTENANCE           6,678             9,544                  7,949            8,000                8,000                8,000 EQUIPMENT RENTALS           2,037             3,603                  1,070            3,200                3,200                3,200 VEHICLE FUEL/MAINTENANCE ‐                ‐                 ‐                      ‐                ‐                     ‐ VEHICLE FUEL AND OIL           5,742             4,056                  4,136            3,200                5,254                5,254 VEHICLE REPAIR & MAINT         17,554             7,675                  4,307            7,000                7,000                7,000 TOTAL OUTFLOW | PARKS       195,972        166,039             159,219       208,300           220,612           239,669 June 14, 2022 Regular Meeting of the Lindsay City Council