Agenda packet — Mountain House City Council, August 26, 2026 (part 10 of 11)

QUALIFICATIONS
Knowledge of:
• Receptionist and telephone techniques.
• Principles and procedures of record keeping and reporting. • Basic fee collection.
• Basic principles and practices of public relations.
• Safe work practices.

Ability to:
• Understand and carry out oral and written directions. • Maintain accurate records involving recreation programs. • Deal effectively with the public.
• Operate cash register, count money, and make change accurately. • Read and interpret rules and regulations.
• Perform arithmetic calculations accurately; identify and reconcile errors. • Operate modern office equipment, including computer equipment and specialized software applications programs.
• Use English effectively to communicate in person, over the telephone, and in writing. • Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.
• Establish and maintain effective working relationships with those contacted in the course of the work.

Education and Experience:

AND
• Experience working with the public in some capacity is desirable.

Licenses and Certifications:
• Possession of a valid California Class C Driver's License with a satisfactory driving record may be required.
• Possession of CPR and First Aid Certificates at the time of appointment may be required.
• Sexual Harassment and Mandated Reporter certification within the first month of employment may be required.

Fingerprint Check: California state law requires all public recreation program employees to submit to fingerprinting for the purpose of obtaining a summary of criminal convictions.

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PHYSICAL CONDITIONS
Incumbents must be physically able to perform the required duties, including the mobility to work in a standard office or recreational facility setting and use standard office or recreation equipment, including a computer; the ability to operate a motor vehicle and to visit various City sites and attend off-site meetings; vision to read printed materials and a computer screen; hearing and speech to communicate in person, before groups, and over the telephone; possess the physical stamina to lift and move tables and chairs, and arrange facilities for community events and meetings; finger dexterity to access, enter, and retrieve data using a computer keyboard or calculator and operate standard office equipment; ability to bend, stoop, kneel, reach, climb, and walk on uneven surfaces; push and pull drawers open and closed to retrieve and file information; and occasionally lift, carry, push, and pull materials, equipment and objects weighing up to 50 pounds. Reasonable accommodation will be made for individuals on a case-by-case basis.

ENVIRONMENTAL CONDITIONS
Employees may work in the field and are occasionally exposed to loud noise levels, cold or hot temperatures, vibration, confining workspace, chemicals, mechanical and/or electrical hazards.

Employees may be exposed to blood and body fluids rendering First Aid and CPR and are required to wear appropriate attire for the recreation activity to which they are assigned.

Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures.

WORKING CONDITIONS
Employees may be required to work evenings, weekends, and holidays, and participate in after-hours, on-call assignments.
.

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RECREATION COORDINATOR

DEFINITION
Under general direction, performs a variety of responsible and complex recreation programming and development duties; oversees assigned recreation and social activities, implements and evaluates programs, programming; plans, organizes, implements, and evaluates a variety of recreational and social activities at City facilities and other recreation sites; designs programs to meet community needs; organizes events, coordinates resources, ensures participant safety, and fosters an inclusive environment that meets the diverse interests and needs of the community; and performs other duties as required.

DISTINGUISHING CHARACTERISTICS
Recreation Coordinator is the advanced journey/lead level classification in the Recreation series. Incumbents perform the full range of duties, possess special technical or functional expertise, and are assigned specialized, complex recreation planning, development, and programming work. If assigned to provide lead supervision, duties involve planning, organizing, and reviewing the work of staff executing various support duties in the assigned area of work. Successful performance of the work requires an extensive knowledge of recreation programming, practices, administration, implementation, and outreach. It is distinguished for the Recreation Manager, in that the latter has responsibility for the management of the recreation unit and has broad administrative oversight of various recreation program activities.

SUPERVISION RECEIVED AND EXERCISED
Receives general supervision from the Recreation Manager or their designee. Exercises functional supervision over assigned recreation staff.

EXAMPLES OF DUTIES:

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• Participates in outreach to community organizations, schools, and businesses to enhance program offerings; fosters relationships with stakeholders to secure additional resources, sponsorships, donations, or funding.
• Orders supplies and materials for projects and activities; assists in developing budget figures for specified areas; monitors expenditures and revenues. • Plans, staffs, supervises, and implements assigned special events, including overseeing the permitting process and implementing public relations plans. • Participates in ensuring compliance with relevant health, safety, permitting, and licensing laws and guidelines.
• Travels to program sites to monitor program activities. • Oversees the maintenance and operation of recreational indoor and outdoor facilities to ensure safety and accessibility; monitors the proper and safe use of facilities; creates work orders for maintenance and repair.
• Prepares complex reports and correspondence, and other documents based on data collection and analysis for presentation to management, various members, and media outlets in the community.
• Participates in the selection of outside consultants, vendors, and outside resources. • Researches and maintains awareness of current and proposed state and local regulations, ordinances, and legislation as it relates to departmental programs, services, and customer and community relations.
• Creates marketing materials and communications for recreation programs, classes, and events, including newsletters and promotional material. • Manages and monitors the department’s social media strategy by expanding its presence and increasing visibility, awareness, and traffic across all platforms. • Maintains accurate records of services and activities, including incident reports, accidents, and vandalism.
• Trains, oversees, assigns, reviews, and evaluates the work of assigned staff. • Performs other related duties as required.

QUALIFICATIONS
Knowledge of:
• Basic principles of employee and volunteer supervision and training. • Principles, practices, and service delivery needs related to assigned program area(s). • Principles and practices of recreation program development, implementation, review, and evaluation.
• Recreational, cultural, age-specific, and social needs of the community. • Principles and practices of program administration, including budgeting and purchasing. • Basic first aid and cardiopulmonary resuscitation (CPR) methods. • Safety practices and procedures related to the work.
• Principles and practices of public relations and communications techniques. • Principles and practices of social media platforms and their strategic use. • Modern office procedures, methods, computer software, and hardware. • Principles and procedures of record-keeping.
• Correct English usage, including spelling, grammar, and punctuation.

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Ability to:
• Plan, oversee, coordinate, review, and evaluate recreation program operations and activities, as well as staff, contractors, and volunteers. • Design engaging recreational activities that meet the needs of the community served; plan and prepare recreational activity schedules, staffing schedules, and other related program materials.
• Recruit and train staff.
• Assist in developing and implementing goals, objectives, practices, policies, procedures, and work standards.
• Interpret, apply, explain, and ensure compliance with applicable federal, state, and local policies, procedures, laws, and regulations.
• Handle medical emergencies and injuries in a calm and effective manner; provide basic first aid or cardiopulmonary resuscitation (CPR).
• Effectively explain complex policies and objectives to various audiences. • Develop effective public and community outreach strategies and campaigns. • Work effectively with groups of diverse ages, abilities, and various socio-economic backgrounds.
• Utilize computers to prepare and maintain accurate records, newsletters, and other promotional materials
• Speak publicly before large and small groups of individuals in a positive, inclusive, and motivational manner.
• Prepare clear and concise correspondence, reports, and other written materials; maintain accurate logs and records.
• Operate modern office equipment, including computer equipment and software programs.
• Make accurate business arithmetic computations.
• Establish and maintain effective working relationships with those contacted in the course of the work.

Education and Experience:

Any combination of training and experience that would provide the knowledge, skills, and abilities necessary to perform the duties of the position. A typical way to obtain the knowledge and abilities would be:
• Equivalent to the completion of a two-year degree or equivalent education from an accredited educational institution with major coursework in recreation, leisure activities, or a related field. Graduation from an accredited four-year college or university is desirable.

AND
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• Two (2) years of progressively responsible experience in the development and coordination of recreation programs, services, activities, and events, preferably in a public sector setting. Previous lead or supervisory experience is highly desirable.

Fingerprint Check: California state law requires all public recreation program employees to submit to fingerprinting for the purpose of obtaining a summary of criminal convictions.

PHYSICAL CONDITIONS
Incumbents must be physically able to perform the required duties, including the mobility to work in a standard office or recreational facility setting and use standard office or recreation equipment, including a computer; the ability to operate a motor vehicle and to visit various City sites and attend off-site meetings; vision to read printed materials and a computer screen; hearing and speech to communicate in person, before groups, and over the telephone; possess the physical stamina to lift and move tables and chairs, and arrange facilities for community events and meetings; finger dexterity to access, enter, and retrieve data using a computer keyboard or calculator and operate standard office equipment; ability to bend, stoop, kneel, reach, climb, and walk on uneven surfaces; push and pull drawers open and closed to retrieve and file information; and occasionally lift, carry, push, and pull materials, equipment and objects weighing up to 50 pounds. Reasonable accommodations will be made for individuals on a case-by-case basis.

Employees may be exposed to blood and body fluids while rendering First Aid and CPR and are required to wear appropriate attire for the recreation activity to which they are assigned.

Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures.

WORKING CONDITIONS
Employees may be required to work evenings, weekends, and holidays, and participate in after-hours, on-call assignments.

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RECREATION LEADER

DEFINITION
Under general supervision, performs recreation activities in program areas such as youth programs, senior activities, volunteer functions, leisure enrichment classes, and special events; performs administrative support and customer service, oversees community recreational facilities; and performs related duties as required.

DISTINGUISHING CHARACTERISTICS
This is the full journey level class in the Recreation series. Incumbents within this class perform the full range of duties as assigned, working independently, applying well-developed knowledge, and exercising judgment and initiative. Incumbents at this level receive only occasional instruction or assistance as new or unusual situations arise and are fully aware of the operating procedures and policies of the work unit. This class is distinguished from the Recreation Coordinator in that the latter oversees all aspects of recreation programming.

SUPERVISION RECEIVED AND EXERCISED
Receives general supervision from the Recreation Manager or designee. Exercises no supervision over other staff.

EXAMPLES OF DUTIES:

Below is a descriptive list of the range of duties performed by employees in this classification. These examples are not intended to reflect all duties performed within the job, and not all duties listed are necessarily performed by each individual.
• Assist in planning and conducting community events, recreation programs, and facility rentals; register participants into programs; assist in creating displays and advertisements for events; assist in the setup and take down of tables, chairs, and equipment for programs, activities, events, and meetings.
• Provide on-site functional supervision of assigned program areas and volunteers. • Assists with administrative tasks, including the maintenance of records, files, and other data.
• Completes inventory of necessary program supplies.
• Provides information to the public regarding recreational activities, facilities, parks, and sports rentals; processes rental applications; processes activity and rental reports. • Monitors facilities, parks, and patrons during the duration of scheduled rental periods, scheduled classes, or city programs; ensures compliance with all facility rules and regulations, and anticipates and resolves issues quickly. • Assists renters, visitors, and instructors with equipment setup and general service requests, including tables, chairs, equipment, and supply setup for programs or scheduled activities.

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• Opens, closes, and secures facilities to ensure a safe environment for both staff and patrons.
• Performs other related duties as required.

QUALIFICATIONS
Knowledge of:
• General recreation programming and activities for all ages. • Rules and skills involved in one or more recreation activities. • Techniques for providing a high level of customer service to the public, vendors, volunteers, and staff.
• Basic mathematics and record-keeping techniques.
• Modern office procedures, methods, and computer software. • Correct English usage, including spelling, grammar, and punctuation.

Ability to:
• Develop and implement an effective program curriculum. • Lead and organize groups in activities.
• Communicate clearly and concisely, both verbally and in writing. • Explain and enforce rules, regulations, procedures, and program objectives. • Understand and follow oral and written directions
• Monitor assigned area and note any signs of danger.
• Maintain records and logs
• Work independently and demonstrate sound judgement.
• Operate a computer and standard business software programs and databases related to the area of assignment.
• Establish and maintain effective working relationships with those contacted in the course of work, including people of all ages and diversity.

Education and Experience:

Any combination of training and experience that would provide the knowledge, skills, and abilities necessary to perform the duties of the position. A typical way to obtain the knowledge and abilities would be:
• Equivalent to completion of the twelfth (12th) grade. Some college-level work in recreation, leisure services, or a related field is desirable.

AND
• One (1) year of experience working with the public in a structured or supervised recreational program.

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• Sexual Harassment and Mandated Reporter certification within the first month of employment may be required.

Fingerprint Check: California state law requires all public recreation programs to submit to fingerprinting for the purpose of obtaining a summary of criminal convictions.

Employees may be exposed to blood and body fluids while rendering First Aid and CPR, and are required to wear appropriate attire for the recreation activity to which they are assigned.

Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures.

WORKING CONDITIONS
Employees may be required to work evenings, weekends, and holidays, and participate in after-hours, on-call assignments.

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SENIOR ACCOUNTANT

DEFINITION
Under general direction, performs complex professional accounting work by recording and reporting financial transactions; performing budgetary control; reviewing fiscal records; preparing financial reports, statements, audit reviews, analyses, and annual work papers; and performs related duties as required.

DISTINGUISHING CHARACTERISTICS
Senior Accountant is the advanced journey/lead level classification in the Accountant series.

Incumbents perform the full range of duties, possess special technical or functional expertise, and are assigned specialized, complex accounting and financial record-keeping functions. If assigned to provide lead supervision, duties involve planning, organizing, and reviewing the work of staff executing various support duties in the assigned area of work. Successful performance of the work requires extensive knowledge of governmental accounting practices and procedures, fund accounting, and fiscal management. This class differs from the Accounting Manager, which has responsibility for the management of the accounting/fiscal unit and has broad oversight of various fiscal activities.

SUPERVISION RECEIVED AND EXERCISED
Receives general direction from the Accounting Manager or their designee. Exercises functional and technical supervision over assigned accounting staff.

EXAMPLES OF DUTIES:

Below is a descriptive list of the range of duties performed by employees in this classification. These examples are not intended to reflect all duties performed within the job, and not all duties listed are necessarily performed by each individual.
• Supervises and participates in professional and technical accounting and auditing work in accordance with prescribed standards and systems.
• Performs complex accounting work, including determining cost allocation methods, managing funds, and calculating billing rates.
• Provides information for and prepares periodic accounting and fiscal reports to internal units, federal, state, and local agencies, and private auditing firms as required. • Performs monthly cash reconciliation of bank accounts; identifies and resolves bank adjustments and discrepancies with city departments and the bank. • Obtains information from departments to compile the activity and year-end balances for various governmental funds; performs analytical review of activity in each fund. • Provides accounting and tax reporting services by reconciling, recording, monitoring, and accounting for major tax revenues, fines, and fees; calculates, prepares, and records regular transfers of certain taxes and fees between funds. • Substantiates or resolves complex financial transactions by analyzing and auditing materials, revenue streams, transactions, and documents; reconciles statements and transactions.

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• Assists, advises, and communicates with city departments on accounting, financial, and budget concerns; reviews and approves accounting transactions, including payment vouchers, material receiving reports, and journal vouchers. • Prepares complex financial, statistical, informational, and staff reports and correspondence by collecting, analyzing, and summarizing accounting, fiscal, and other information and trends from a variety of documents and sources.
• Works on the annual audit and budget by performing tasks, communicating with external auditors, and coordinating the work of accounting staff. • Answers complex accounting procedure questions by researching, interpreting, and explaining accounting policies and regulations.
• Reviews and approves accounts payable check runs; and payable, payment, and journal entry registers; reviews and approves city credit card statements and enters into system. • Trains, supervises, motivates, and directs the work of assigned staff; evaluates and reviews their work.
• Performs related duties as required.

QUALIFICATIONS
Knowledge of:
• Generally Accepted Accounting Procedures (GAAP).
• Government Accounting Standards Board (GASB) criteria. • Principles and practices of municipal government accounting, auditing, and budgeting. • Principles and practices of automated financial systems; basic billing and collection procedures.
• Principles and practices of business organization and public administration. • Research and reporting methods, techniques, and procedures. • Applicable federal, state, and local laws, regulatory codes, ordinances, and procedures relevant to the area of assignment.
• Principles and practices of employee supervision, including work planning, assignment, review and evaluation, and training of staff in work procedures. • Modern office procedures, methods, computer software, and hardware. • Principles and practices of sound business communication; correct English usage, including spelling, grammar, and punctuation.

Ability to:
• Independently perform the most difficult professional accounting assignments. • Examine and verify financial documents and reports.
• Identify and implement adequate internal controls.
• Manage multiple projects simultaneously and be sensitive to changing priorities and deadlines.
• Plan and organize work to meet changing priorities and deadlines. • Maintain the integrity of work by taking responsibility and accountability for the completion of work.
• Analyze, interpret, summarize, and present complex financial information in an effective and accurate manner.
• Interpret and apply applicable federal, state, and local policies, laws, and regulations.

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• Communicate clearly and concisely, both orally and in writing. • Prepare clear, concise, and comprehensive correspondence, reports, studies, and other written materials.
• Plan, organize, and coordinate the work of assigned staff; provide training, leadership, and work direction.
• Operate a computer and standard business software programs and databases related to the area of assignment.
• Establish and maintain effective working relationships with those contacted in the course of the work.

Education and Experience:

Any combination of training and experience that would provide the knowledge, skills, and abilities necessary to perform the duties of the position. A typical way to obtain the knowledge and abilities would be:
• Equivalent to a bachelor’s degree from an accredited college or university with coursework in accounting, finance, business, or public administration, or a closely related field.

AND
• Four (4) years of increasingly responsible professional accounting experience in a municipal setting.

Licenses and Certifications:
• Possession of a valid California Class C Driver's License with a satisfactory driving record may be required.

PHYSICAL CONDITIONS
Incumbents must be physically able to perform the required duties, including the mobility to work in a standard office setting and use standard office equipment, including a computer; the ability to operate a motor vehicle and to visit various City sites and attend off-site meetings; vision to read printed materials and a computer screen; hearing and speech to communicate in person, before groups, and over the telephone; finger dexterity to access, enter, and retrieve data using a computer keyboard, typewriter keyboard, or calculator and to operate standard office equipment; ability to bend, stoop, kneel, reach, and push and pull drawers open and closed to retrieve and file information; and occasionally lift and carry reports and records that typically weigh less than 20 pounds. Reasonable accommodations will be made for individuals on a case-by-case basis.

ENVIRONMENTAL CONDITIONS
Employees work in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances. The employee may interact with upset staff and/or public representatives in interpreting and enforcing departmental policies and procedures.

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WORKING CONDITIONS
Employees may be required to work evenings, weekends, and holidays, and participate in after-hours, on-call assignments.

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SENIOR ENGINEER

DEFINITION
Under general direction, plans, schedules, assigns, and reviews the work of professional engineering staff within the City’s Public Works or Community Development Department; serves as project manager for complex professional engineering activities including capital improvements, environmental compliance, land development, traffic and transportation, and water resources systems, and other programs; ensures that functions meet all applicable laws, regulations, and policies; provides complex staff assistance to departmental management in areas of expertise; and performs related duties as required.

DISTINGUISHING CHARACTERISTICS
This is the supervisory-level classification in the professional engineering series. Incumbents are responsible for planning, organizing, supervising, reviewing, and evaluating the work of professional engineering staff as well as providing complex professional-level support to assigned management staff in a variety of areas of expertise. Performance of the work requires the use of considerable independence, initiative, and discretion within established guidelines. This class is distinguished from the Principal Engineer by its focus on technical project management, staff supervision, and program execution rather than department-wide policy direction or division management.

SUPERVISION RECEIVED AND EXERCISED
Receives general direction from the Development Services Manager or designee. Exercises direct and general supervision over professional, technical, and administrative staff, as well as oversight of consulting engineers and contractors.

EXAMPLES OF DUTIES:

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appropriate justifications, as required; maintains a variety of records and prepares routine reports of work performance.
• Oversees the development, advertising, and bid process of consultant requests for proposal (RFPs) for professional engineering, construction, and related services; evaluates proposals and recommends project award; negotiates and administers contracts after award; ensures contractor compliance with the City standards and specifications, time and budget estimates; analyzes and resolves complex problems that may arise; recommends and approves field changes as required.
• Conducts Capital Improvement Program (CIP) planning activities; provides oversight and input into conceptual designs of engineering projects; investigates and resolves problems with the scope of work or cost issues of major facility upgrade and replacement projects; ensures that projects are completed on time and within budget. • Analyzes civil engineering plan design, specifications, and consultant and staff comments in accordance with design requirements and municipal and intergovernmental standards and regulations; recommends approval or additional engineering conditions and changes. • Meets and confers with contractors, engineers, developers, architects, a variety of outside agencies, and the general public in acquiring information and coordinating engineering matters; provides information regarding City development requirements. • Responds to and resolves various issues with residents, other department representatives, and outside agencies in a professional manner; identifies and reports findings and takes necessary corrective action.
• Serves as a liaison for an assigned functional area with other City departments, divisions, and outside agencies; attends meetings, as necessary; participates on a variety of boards, commissions, committees, and task forces; attends and participates in professional groups; stays abreast of new trends and innovations.
• Oversees grant preparation, funding compliance, utility master plan updates, and emergency response planning
• Utilizes and promotes modern engineering technologies such as GIS and asset management systems to enhance infrastructure analysis, design efficiency, and long-term planning.
• Develops and maintains project tracking dashboards such as Work Master Plan and performance metrics to monitor progress, evaluate outcomes, and provide clear, datadriven reports to management and the City Council. • Conducts a variety of organizational studies, investigations, and operational studies; assists in developing policies and procedures such as procedure guidelines, design standards, and standard plans and specifications while ensuring that operation and maintenance, financial, regulatory, and legal requirements are met.
• Provides oversight and assistance with preparation of technical reports, staff reports, and agenda materials to the City Council, Planning Commission (if applicable), and other boards and committees.
• Provides work coordination and project direction to engineering staff and contract consultants.
• Performs related duties as required

QUALIFICATIONS

Knowledge of:

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• Principles and practices of civil engineering and traffic engineering as applied to the planning, design, construction, and inspection of municipal public works and land development projects.
• Principles and practices of employee supervision, training, and performance evaluation. • Methods, materials, and techniques used in the construction of public works projects. • Principles and practices of project, grant, and contract management, including scope, schedule, and budget control.
• Federal, state, and local laws, regulations, and permitting requirements related to public works, land development, stormwater, and transportation systems. • Environmental review and permitting processes, including CEQA and NPDES compliance.
• Principles of public administration, budgeting, and capital project planning. • Modern office procedures, methods, and computer applications related to engineering.

Effective communication techniques, including report writing and public presentation. • Safety principles and practices related to construction inspection and field work. • Techniques for effectively representing the City in contacts with governmental agencies, community groups, various business, professional, educational, and regulatory organizations, and with property owners, developers, contractors, and the public. • Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff
Ability to:
• Assist in developing and implementing goals, objectives, practices, policies, procedures, and work standards.
• Supervise, train, plan, organize, schedule, assign, review, and evaluate the work of staff.
• Conduct complex civil engineering research projects, evaluate alternatives, make sound recommendations, and prepare effective technical reports. • Analyze and interpret engineering plans and specifications in accordance with design requirements and applicable standards and regulations.
• Manage and monitor complex projects on time and within budget. • Research, analyze, and evaluate CIP and other new service delivery methods, procedures, and techniques; conduct consultant oversight and quality assurance/quality control (QA/QC) review.
• Prepare and present clear, concise, and logical written and oral reports, correspondence, policies, procedures, legal descriptions, and other written materials. • Analyze, interpret, summarize, and present administrative and technical information and data in an effective manner.
• Interpret, apply, explain, and ensure compliance with federal, state, and local policies, procedures, laws, and regulations, technical written material, and City engineering policies and procedures.
• Conduct complex research projects, evaluate alternatives, make sound recommendations, and prepare effective technical staff reports. • Effectively represent the department and the department and City in meetings with governmental agencies, community groups, and various businesses, professional, and regulatory organizations, and in meetings with individuals.

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• Establish and maintain a variety of filing, record-keeping, and tracking systems. • Organize and prioritize a variety of projects and multiple tasks in an effective and timely manner; organize own work, set priorities, and meet critical time deadlines. • Operate modern office equipment, including computer equipment and specialized software applications programs.
• Use English effectively to communicate in person, over the telephone, and in writing. • Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
• Establish and maintain effective working relationships with those contacted in the course of the work.

Education and Experience:

Any combination of training and experience that would provide the knowledge, skills, and abilities necessary to perform the duties of the position. A typical way to obtain the knowledge and abilities would be:
• Equivalent to a bachelor’s degree from an accredited four-year college or university with major course work in civil engineering, or a closely related field.

AND
• Five (5) years of responsible experience in civil engineering with emphasis on public works capital improvement projects.
• Licenses and Certifications:
• Possession of a valid California Class C Driver's License with a satisfactory record may be required.
• Possess and maintain a Registered Professional Civil Engineer license in the State of California.
• Qualified Storm Water Pollution Prevention Plan (SWPPP) Designer and Practitioner (QDS/QSP) certification from the California State Water Resources Control Board is desirable.

PHYSICAL CONDITIONS
Incumbents must be physically able to perform the required duties, including the mobility to work in a standard office setting and use standard office equipment, including a computer; the ability to operate a motor vehicle and to visit various City sites and attend off-site meetings; vision to read printed materials and a computer screen; hearing and speech to communicate in person, before groups, and over the telephone; finger dexterity to access, enter, and retrieve data using a computer keyboard, typewriter keyboard, or calculator and to operate standard office equipment; ability to bend, stoop, kneel, reach, and push and pull drawers open and closed to retrieve and file information; and occasionally lift and carry reports and records that typically weigh less than 25 pounds. Reasonable accommodations will be made for individuals on a case-by-case basis.

ENVIRONMENTAL CONDITIONS
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conditions, and no direct exposure to hazardous physical substances. Employees may work in the field and occasionally be exposed to loud noise levels, cold and hot temperatures, inclement weather conditions, road hazards, vibration, mechanical and/or electrical hazards, and hazardous physical substances and fumes. Employees may interact with upset staff and/or public representatives in interpreting and enforcing departmental policies and procedures.

WORKING CONDITIONS
Employees may be required to work evenings, weekends, and holidays, and participate in after-hours, on-call assignments.

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SENIOR INSPECTION AND CODE ENFORCEMENT OFFICER

DEFINITION
Under general direction, plans, organizes, assigns and oversees the work of lower-level Inspection and Code Enforcement staff; performs a variety of routine to complex technical and public contact duties related to the City’s code compliance program, including the identification, investigation, and correction of violations of the City’s municipal, zoning, housing, development, CC&R and signage codes; investigates citizen complaints of public nuisances and quality of life issues and seeks voluntary compliance or issues citations and initiates abatement procedures; and performs related duties as required.

DISTINGUISHING CHARACTERISTICS
This is the lead level classification in the Inspection and Code Enforcement Officer series.

Incumbents perform duties involving planning, organizing, and reviewing the work of staff, and executing various support duties in the assigned area of work. Successful performance of the work requires extensive knowledge of state and county code requirements, and code enforcement practices and procedures. Performance of the work requires the use of considerable independence, initiative, tact, and discretion within established guidelines. This is the highest level in this classification

SUPERVISION RECEIVED AND EXERCISED
Receives general direction from assigned management staff or their designee. Exercises functional and technical supervision over assigned staff.

EXAMPLES OF DUTIES:

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• Initiates contacts with residents, business representatives, and other parties to explain the nature of issued violations and to encourage compliance with District codes, ordinances, and community standards; initiates abatement of dangerous properties and vector control issues of vacant properties; provides confirmation regarding code regulations to the public by telephone and in person.
• Conducts drive-by or on-site inspections of residential, industrial, and/or commercial areas; notes possible at other property sites during the course of field investigations • Prepares and issues notices of violation or noncompliance, final notices, misdemeanor and parking citations, and other correspondence according to applicable codes and regulations; issues letters to property owners notifying them of violations; as appropriate, affixes a notice of violation on property to abate fire and public safety hazards and nuisances. • Meets with City planning, building, engineering, police, and public works staff and legal counsel regarding complaints; coordinates activities with other code compliance personnel and departments.
• Coordinates and conducts follow-up abatement procedures, including the preparation of additional correspondence, site visits, and communication with property owners and attorneys; conducts follow-up investigations to ensure compliance with applicable codes and ordinances; prepares non-compliance cases for legal action; presents testimony at hearings.
• Provides information to violators, the general public, the business community, and other government agencies regarding codes, laws, and ordinances; responds to questions, complaints, and inquiries.
• Participates in recommending, developing, and administering policies, procedures, and projects to ensure efficient and effective code enforcement activities in compliance with District guidelines, standards, goals, and objectives.
• Interprets and clarifies state and county code and ordinance requirements, mitigation measures and conditions relative to the California Environmental Quality Act (CEQA), for projects, penalty and other fee requirements, abatement, project review hearing procedures and permit application and inspection procedures.
• Performs a variety of public relations and outreach work related to assigned activities. • Maintains files, databases, and records related to citations and violations; prepares a variety of written reports, memoranda, and correspondence. • Inspect building activities and low voltage wiring in the home building process, driveway construction, landscape installations and all other building related activities as it relates to City requirements; coordinates all activities with home builders and tracks their bonds and completion of acceptance and warranty work.
• Provides Storm permit and policy related compliance inspections, citations, and enforcements; provides permit issuance process for various types of permits by the City. • Performs other related duties as required.

QUALIFICATIONS
Knowledge of:
• Knowledge of and familiarity with City’s Master restrictions. • Principles, practices, methods, and techniques of code violation investigation and compliance.

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• Methods and procedures used in code compliance, including citation issuance procedures; methods used to obtain various types of inspection warrants; and principles used to prepare legal documents.
• Practices for documenting inspections, correcting violations, and carrying through on court procedures.
• Basic principles of employee supervision and training • Methods of planning and organizing work for oneself and others. • Basic requirements of zoning and related codes, City standards, ordinances, and regulations.
• Applicable federal, state, and local laws, rules, regulations, ordinances, and organizational policies and procedures relevant to assigned area of responsibility. • Legal descriptions and boundary maps of real property and legal terminology as used in code compliance.
• Occupational hazards and standard safety practices necessary in the area of code compliance.
• Principles of CEQA relative to public projects.
• Research and reporting methods, techniques, and procedures. • Principles and procedures of record-keeping, technical report writing, and preparation of correspondence, including staff reports, and presentations. • Safety equipment and practices related to the work, including safe driving rules and practices.
• Modern office practices, methods, computer equipment and applications related to the work.
• Correct English usage, spelling, vocabulary, grammar, and punctuation. • Techniques for effectively representing the City in contacts with governmental agencies, community groups, various business, professional, educational and regulatory organizations, and with property owners, developers, contractors, and the public. • Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.
• Principles, standards, and low voltage wiring requirements in order to inspect home building activities as they relate to City requirements, driveway construction, landscaping, signage, striping, and frontage improvements installations. • Requirements for issuing various permits.

Ability to:
• Explain codes and regulations to property owners, residents, and others. • Interpret, apply, explain, and ensure compliance with applicable federal, state, and local laws, rules, regulations, policies, and procedures.
• Understand and explain occupational hazards and standard safety practices related to code compliance.
• Identify and respond to issues and concerns of management, City government, various professional groups, commissions, committees, and the general public. • Effectively represent the department and the City in meetings with governmental agencies, community groups, and various businesses, professional, and regulatory organizations, and in meetings with individuals.

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• Assign, direct, train, and monitor the work of others. • Evaluate and establish priorities for self and others. • Respond to inquiries, complaints, and requests for service in a fair, tactful, and timely manner.
• Prepare clear and concise reports, correspondence, and other written materials. • Maintain accurate logs, records, and basic written records of work performed. • Make accurate arithmetic, financial, and statistical computations. • Organize own work, set priorities, and meet critical time deadlines. • Operate office equipment and computer applications related to the work. • Use English effectively to communicate in person, over the telephone, and in writing. • Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
• Analyze, interpret, and enforce ordinances.
• Prepare staff reports and make presentations before the City Council and at public meetings.
• Establish and maintain effective working relationships with those contacted in the course of the work.

Education and Experience:

Any combination of training and experience that would provide the knowledge, skills, and abilities necessary to perform the duties of the position. A typical way to obtain the knowledge and abilities would be:
• Equivalent to the completion of the twelfth (12th) grade. Completion of sixty (60) semester units from an accredited college or university with major coursework in the social or behavioral sciences or related field is desirable.

AND
• Four (4) years of increasingly responsible municipal code compliance experience with one (1) year performing lead duties.

Licenses and Certifications:
• Possession of a valid California Class C Driver's License with a satisfactory driving record may be required.
• Possess of a valid California PC832 certificate
• Possession of or ability to obtain an Enforcement Officer Certificate issued by the California Code Enforcement Corporation within eighteen (18) months of employment

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standing and walking between work areas is required; must possess the ability to operate a motor vehicle and to visit various City sites and attend off-site meetings; vision to read printed materials, computer screen, and make inspections; hearing and speech to communicate in person, before groups, and over the telephone; finger dexterity to access, enter, and retrieve data using a computer keyboard, typewriter keyboard, or calculator and to operate standard office equipment; ability to bend, stoop, kneel, reach, and push and pull drawers open and closed to retrieve and file information; and occasionally lift, carry, push, and pull materials and objects weighing up to 100 pounds. Reasonable accommodations will be made for individuals on a case-by-case basis

ENVIRONMENTAL CONDITIONS
Incumbents work in an office environment with moderate noise levels, controlled conditions, and no direct exposure to hazardous physical substances. Employees also work in the field and are occasionally exposed to loud noise levels, cold or hot temperatures, inclement weather conditions, road hazards, vibration, confining workspace, chemicals, hazardous physical substances, and fumes; mechanical and/or electrical hazards.

WORKING CONDITIONS
Employees may be required to work evenings, weekends, and holidays, and participate in after-hours, on-call assignments.

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SENIOR MAINTENANCE WORKER

DEFINITION
Under general supervision, performs routine to complex maintenance and repair work, including streets, traffic controls and structures, buildings and facilities, fleet maintenance, and parks and landscapes; provides lead direction to assigned maintenance staff; sets priorities and directs the work of assigned staff on a project or day-to-day basis; provides direction to contract service providers performing maintenance work for the City; and performs related duties as required.

DISTINGUISHING CHARACTERISTICS
Senior Maintenance Worker is the advanced journey/lead level classification in the Maintenance Worker series. Incumbents serve as working leads and are expected to both monitor and coordinate job site activities while also performing skilled physical work. They are responsible for ensuring that City infrastructure, systems, and facilities are maintained in a safe and effective working condition and that the highest level of public safety is provided.

Incumbents exercise discretion and independent judgment in performing the full range of routine to complex maintenance functions. The role requires the ability to work with minimal supervision and make non-technical decisions on procedural and contractual issues in alignment with established policies, guidelines, and direction from management. Successful performance of the work requires extensive knowledge of maintenance principles, practices, tools, materials, and power equipment. This classification is distinguished from the Maintenance Worker II in that the former performs the most technical and complex maintenance work and exercises functional or technical supervision of staff

SUPERVISION RECEIVED AND EXERCISED
Receives general supervision from assigned supervisor or manager. Exercises functional supervision over assigned maintenance staff.

EXAMPLES OF DUTIES:

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• Assists in development of bid invitations and solicitations, formal and informal bids, requests for qualifications/ quotes/proposals; participates in ensuring legal and contractual provisions are included to protect the City’s interests. • Inspects work in progress and completed work of assigned employees and contractors for accuracy, proper work methods, techniques, and compliance with applicable standards and specifications; monitors the work of contractors as needed. • Coordinates with contractors in providing landscaping, janitorial, graffiti removal, and vandalism maintenance services; issues work requests and provides direction to the City’s contract personnel to implement ongoing preventative maintenance programs. • Coordinates maintenance and repair of City vehicles, including mechanical issues, car washes, tire changes, wiper blade replacement, oil changes, and refueling of vehicles. • Oversees compliance with the City’s preventative maintenance schedules and submits reports to supervisory or management staff.
• Ensures compliance with contract provisions, develops contract amendments and extensions as needed; monitors contractor performance and takes or recommends necessary remedial action to enforce compliance with provisions; researches and resolves contract discrepancies.
• Orders supplies and equipment for work projects; maintains records of purchase orders; assists in developing maintenance budget figures.
• Trains, supervises, motivates, and directs the work of assigned staff; evaluates and reviews their work.
• Investigates public complaints and provides resolution to service requests by initiating work orders; monitors and ensures satisfactory completion of the service order. • Performs all duties of the Maintenance Worker I and II. • Understands and follows City safety policies, procedures, and training requirements to prevent accidents and ensure a safe working environment for employees, contractors, and the schedules and conducts safety meetings with staff.
• Responds to complaints and answers questions from the public or escalates to supervisory staff as necessary.
• Performs emergency repairs as necessary.
• Performs minor adjustments on service equipment; maintains tools and equipment in working order.
• May assist contractors on water, wastewater, storm water, and solid waste systems and facilities.
• Maintains logs of daily activities.
• Performs related duties as required.

QUALIFICATIONS
Knowledge of:
• Principles, practices, tools, and materials for installing, maintaining, and repairing assigned City infrastructure, systems, and facilities, including streets, traffic controls and structures, buildings, parks, and landscapes.
• Basic principles, practices, and regulations related to occupational safety in the maintenance and construction field.

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• The operation and minor maintenance of a variety of hand and power tools, vehicles, and power equipment.
• Traffic control procedures and traffic sign regulations. • Shop arithmetic.
• Safety equipment and practices related to the work, including the handling of hazardous chemicals.
• Safe driving rules and practices.
• Basic supervisory principles and practices, including work planning, assignment, review and evaluation, and training of staff in work procedures. • Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and city staff.
• Applicable federal, state, and local laws, regulatory codes, ordinances, and procedures relevant to the area of assignment.
• Modern office procedures, methods, computer software, and hardware. • Principles and practices of sound business communication; correct English usage, including spelling, grammar, and punctuation.

Ability to:
• Oversee and participate in public works maintenance and related projects. • Perform construction, modification, maintenance, and repair work on City streets, facilities, equipment, parks, landscapes, athletic fields, playgrounds, stormwater, water, and sewer systems.
• Operate an assortment of power tools, landscape power equipment, skid steers, scissor lifts, and trailers safely and efficiently.
• Set up and operate traffic area construction zones, including cones, barricades, and flagging.
• Troubleshoot maintenance problems and determine materials and supplies required for repair.
• Effectively coordinate the work of the assigned department with other city departments as needed.
• Train maintenance staff in safe work practices and procedures. • Inspect the work of others and maintain established quality control standards. • Read and interpret construction drawings and specifications. • Make accurate arithmetic calculations.
• Apply safe work methods when operating tools, equipment, and vehicles and identify and report hazardous conditions.
• Use appropriate personal protective equipment (PPE) whenever required. • Perform routine equipment maintenance.
• Take initiative and responsibility in performing assigned tasks associated with department program needs.
• Understand the scope of authority in making independent decisions. • Understand and follow complex oral and written instructions. • Organize and maintain accurate logs, files, records, and databases for the work performed.
• Compose correspondence and reports independently or from brief instructions. • Interpret and apply applicable federal, state, and local policies, laws, and regulations.

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• Communicate clearly and concisely, both orally and in writing. • Operate a computer and standard business software programs and databases related to the area of assignment.
• Establish and maintain effective working relationships with those contacted in the course of the work.

Education and Experience:

Any combination of training and experience that would provide the knowledge, skills, and abilities necessary to perform the duties of the position. A typical way to obtain the knowledge and abilities would be:
• Equivalent to the completion of the twelfth (12th) grade, supplemented by college-level coursework in public works maintenance and repair or a related field.

AND
• Three (3) years of increasingly responsible experience in construction and public works maintenance.

OR
• Two (2) years of full-time work experience equivalent to the City’s Maintenance Worker II.

Licenses and Certifications:
• Possession of a valid California Class C Driver's License with a satisfactory driving record may be required.
• Ability to obtain a Qualified Applicator Certificate issued by the State of California Department of Pesticide Regulation may be required.
• Certified Playground Safety Inspector (CPSI) certification is desirable.

PHYSICAL CONDITIONS
This is a partially sedentary office and partially field operations classification. Incumbents must be physically able to perform the required duties, including the mobility to work in a standard office setting and use standard office equipment, the finger dexterity to access, enter, and retrieve data using a computer keyboard or calculator; the hearing and speech to communicate in person, before groups, over the telephone, and the radio; the mobility to work in the field; vision to read printed materials and a computer screen, and near, far, and color vision when performing work and operating assigned equipment; the ability to operate a motor vehicle and to visit various City sites; the strength, stamina and mobility to perform medium to heavy physical work, to work in confined spaces, around noise producing machines, to climb and descend ladders, and to operate varied hand and power tools and construction equipment; the ability to perform frequent walking in operational areas to identify problems or hazards.

Employees must possess the ability to sit, stand, walk on level and slippery surfaces, bend, stoop, kneel, twist, crouch, reach, grasp, make repetitive hand movement; and to lift, carry, push, and pull tools, equipment, supplies, materials and objects weighing 100 pounds or more with the use of proper equipment when necessary to perform job functions. The incumbent EXHIBIT 2
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may be exposed to pesticides, herbicides, petroleum products, cleaning and lubrication chemicals, fumes, dust and air contaminants. Reasonable accommodations will be made for individuals on a case-by-case basis.

ENVIRONMENTAL CONDITIONS
Incumbents work in both an office environment with moderate noise levels and controlled temperature conditions, and in the field with exposure to loud noise levels, cold and hot temperatures, inclement weather conditions, road hazards, vibration, confining workspace, chemicals, mechanical and/or electrical hazards, and hazardous physical substances and fumes. The employee may interact with upset staff and/or public and private representatives, and contractors in interpreting and enforcing departmental policies and procedures.

WORKING CONDITIONS
Employees may be required to work evenings, weekends, and holidays, and participate in after-hours, on-call assignments.

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SENIOR MANAGEMENT ANALYST

DEFINITION
Under general direction, performs a variety of responsible and complex administrative and analytical duties; oversees assigned administrative processes, procedures, and programs; performs complex budgetary, financial, and administrative analyses; and performs related duties as required.

DISTINGUISHING CHARACTERISTICS
Senior Management Analyst is the advanced journey/lead level classification in the Management Analyst series. Incumbents perform the full range of duties, possess special technical or functional expertise, and are assigned specialized, complex administrative/analytical work. If assigned to provide lead supervision, duties involve planning, organizing, and reviewing the work of staff executing various support duties in the assigned area of work. Successful performance of the work requires an extensive professional background as well as the ability to coordinate departmental work with that of other departments. It is distinguished from the Management Analyst, as the latter performs the journey-level professional support and initially receives some supervision in the performance of their duties.

SUPERVISION RECEIVED AND EXERCISED
Receives general direction from assigned management or supervisory staff. Exercises technical and functional direction over and provides training to assigned staff.

EXAMPLES OF DUTIES:

Below is a descriptive list of the range of duties performed by employees in this classification. These examples are not intended to reflect all duties performed within the job, and not all duties listed are necessarily performed by each individual.
• Participates in the preparation and administration of assigned budget(s); maintains and monitors appropriate budgeting controls; and prepares various financial reports as required. • Coordinates department activities with those of other departments and outside agencies and organizations.
• Answers procedural questions by researching, interpreting, and explaining complex policies and regulations.
• Maintains internal and external customer relations by using tact and diplomacy in all interactions with customers; responds to public inquiries in a courteous manner; provides information within the area of assignment; resolves complaints in an efficient and timely manner.
• Conducts and prepares difficult and complex reports and management studies, including productivity and efficiency studies, performance audits, management reviews, fiscal analysis, and administrative analysis of organizational systems and procedures. • Performs analytical and technical work in a variety of program areas, including payroll, purchasing, business licenses and building permits, grants, and utility billing.

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• Collects, compiles, and analyzes information from various sources on a variety of specialized topics related to assigned programs; prepares reports which present and interpret data and identifies alternatives; makes and justifies recommendations. • Provides training in a variety of areas to department and city staff as required. • Prepares grants, including writing, investigating, monitoring, and reporting of grants. • Assists in the preparation of ordinances and other supporting program documents; prepares and monitors program contracts and related proposals; monitors compliance with applicable contractual agreements.
• Coordinates activities with other city departments, the public, and outside agencies. • Trains and motivates assigned staff; oversees and directs the work of assigned staff; evaluates and reviews their work.
• Performs related duties as required.

QUALIFICATIONS
Knowledge of:
• Advanced principles, practices, and techniques of public administration and public policy.
• Advanced principles, methods, and practices of municipal finance, budgeting, and accounting.
• Advanced principles and practices of organizational, financial, and policy analysis. • Principles and practices of organizational development, management, and team building.
• Grant writing, administration, monitoring, billing, and management. • Advanced research and analytical methods, techniques, and procedures. • Advanced principles and practices of project management. • Methods of determining the study/project/program objectives, methods, scope, time frames, resource requirements, and fact-finding.
• Methods of researching requested information and determining appropriate alternatives and resolutions.
• Techniques in researching, interpreting, and explaining complex policies and regulations.
• Assist with the annual audit and budget by performing tasks assigned. • Principles and applications of critical thinking and analysis. • Principles and practices of employee supervision, including work planning, assignment, review and evaluation, and training of staff in work procedures. • Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and city staff.
• Modern office procedures, methods, computer software, and hardware. • Principles and practices of sound business communication; correct English usage, including spelling, grammar, and punctuation.

Ability to:
• Understand the organization and operation of the city, assigned programs, and of outside agencies as necessary to assume assigned responsibilities.

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• Develop and implement goals, objectives, practices, policies, procedures, and work standards related to areas of assignment.
• Apply advanced principles and practices of public administration, including finance, budgeting, and procurement methods.
• Conduct complex research studies and special projects. • Establish and maintain various data collection, record keeping, tracking, filing, and reporting systems.
• Perform a range of professional analytical, programmatic, and administrative duties involving independent judgment and personal initiative. • Research, manage, and monitor contracts and agreements. • Analyze systems and administrative and management practices and identify opportunities for improvement.
• Interpret and apply applicable federal, state, and local policies, laws, and regulations. • Communicate clearly and concisely, both orally and in writing. • Prepare clear, concise, and comprehensive correspondence, reports, studies, and other written materials.
• Operate a computer and standard business software programs and databases related to the area of assignment.
• Establish and maintain effective working relationships with those contacted in the course of the work.

Education and Experience:

Any combination of training and experience that would provide the knowledge, skills, and abilities necessary to perform the duties of the position. A typical way to obtain the knowledge and abilities would be:
• Equivalent to a bachelor’s degree from an accredited four-year college or university with coursework in finance, accounting, human resources, public or business administration, or a closely related field.

AND
• Four (4) years of increasingly responsible administrative, financial, or budgetary experience, including one year of lead or supervisory experience.

Licenses and Certifications:
• Possession of a valid California Class C Driver's License with a satisfactory driving record may be required.

PHYSICAL CONDITIONS
Incumbents must be physically able to perform the required duties, including the mobility to work in a standard office setting and use standard office equipment, including a computer; the ability to operate a motor vehicle and to visit various City sites and attend off-site meetings; vision to read printed materials and a computer screen; hearing and speech to communicate in person, before groups, and over the telephone; finger dexterity to access, enter, and retrieve data using a computer keyboard, typewriter keyboard, or calculator and to operate standard office equipment; ability to bend, stoop, kneel, reach, and push and pull drawers open and EXHIBIT 2
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closed to retrieve and file information; and occasionally lift and carry reports and records that typically weigh less than 20 pounds. Reasonable accommodations will be made for individuals on a case-by-case basis.

WORKING CONDITIONS
Employees may be required to work evenings, weekends, and holidays, and participate in after-hours, on-call assignments.

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SENIOR PLANNER

DEFINITION
Under general direction, performs complex current and advance planning activities; serves as project manager in land use, zoning, urban design, demographics, environmental impact projects and other programs; ensures that functions meet all applicable laws, regulations, and policies related to the City’s General Plan; provides complex staff assistance to departmental management in areas of expertise; plans, schedules, assigns, and reviews the work of professional planning staff; and performs related duties as required.

DISTINGUISHING CHARACTERISTICS
This is the supervisory-level class in the professional Planner series. Incumbents are responsible for planning, organizing, supervising, reviewing, and evaluating the work of professional planning staff as well as providing professional-level support to assigned management staff in a variety of areas of expertise. Successful performance of the work requires extensive knowledge of long-range planning practices and procedures, community planning, general plan, and environmental impact ordinances, policies, and procedures. This class is distinguished from the Principal Planner in that the latter has management responsibility for the Planning Division, participates in special projects, and performs the most difficult technical planning.

SUPERVISION RECEIVED AND EXERCISED
Receives general direction from assigned management staff or their designee. Exercises direct or general supervision over assigned staff.

EXAMPLES OF DUTIES:

Below is a descriptive list of the range of duties performed by employees in this classification. These examples are not intended to reflect all duties performed within the job, and not all duties listed are necessarily performed by each individual.
• Serves as project manager for multiple complex current and/or long-range planning projects and special planning studies; maintains, updates, and analyzes data required for community planning; participates in the review, development, revision, and maintenance of general plan elements, environmental impact reports, plans, ordinances, and other policies and procedures
• Plans, organizes, assigns, supervises, and reviews the work of professional planning staff; trains staff in work procedures; evaluates employee performance, counsels employees, and effectively recommends initial disciplinary action; assists in selection and promotion. • Monitors activities of the work unit; recommends improvements and modifications and prepares various reports on activities and projects; assists in the implementation of goals and objectives; implements policies and procedures.
• Determines and recommends staffing needs for assigned activities and projects; participates in the annual budget preparation; prepares detailed cost estimates with EXHIBIT 2
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appropriate justifications, as required; maintains a variety of records and prepares routine reports of work performance.
• Monitors project compliance with environmental document mitigation measures and conditions of approval (COA).
• Evaluates the conclusions of initial studies, mitigated negative declarations, and environmental impact reports, and uses the evaluation to formulate a recommendation on projects
• Manages general plan consistency review and specific plan review & amendment. • Prepares Request for Proposals (RFPs), manages consultant selection, oversees deliverables, and ensures adherence to City standards.
• Manages multiple concurrent complex projects explicitly, including timelines, deliverables, and interdepartmental coordination
• Maintains, updates, and analyzes data required for community planning; participates in the review, development, revision, and maintenance of general plan elements, environmental impact reports, plans, ordinances, and other policies and procedures. • Reviews and processes various plans and applications for subdivision, housing, and commercial developments; reviews and processes variances, use permits, and business licenses; determines conformity with laws, regulations, policies, and procedures; recommends approval; identifies problems and analyzes alternatives; conducts project site checks.
• Provides oversight and assistance with preparation of meeting agendas for various boards, commissions, and community groups, including reviewing draft materials and preparing comments; organizes meetings and work sessions, ensuring timely notification of appropriate parties; represents the City and prepares materials and presents oral reports at public meetings and hearings, including the City Council, Planning Commission, and community groups.
• Provides work coordination and project direction to planning staff and contract consultants. • Performs related duties as required.

QUALIFICATIONS

Knowledge of:
• Principles and practices of employee supervision, including work planning, assignment, review and evaluation, discipline, and the training of staff in work procedures. • Principles and practices of budget development, administration, and accountability. • Modern principles, practices and techniques of current and advanced planning. • Land use, physical design, demographic, environmental, economic, and social concepts as applied to municipal planning.
• Methods, materials, and techniques used in the municipal planning process of community development projects.
• Modern principles, practices, and techniques of current and advanced planning. • Land use, physical design, demographic, environmental, economic and social concepts as applied to municipal planning.
• Practices of researching housing, commercial development, variances, permit and licensing issues, and evaluating alternatives, making sound recommendations, and preparing and presenting effective staff reports.

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• Statistical methods, analysis, and research techniques applicable to the preparation of reports and municipal planning studies.
• Applicable federal, state and local laws, codes and regulations, including the City’s Municipal Code, the California Environmental Quality Act and California laws relating to subdivisions, annexations, zoning and land use.
• Occupational hazards and standard safety principles and practices. • Safety principles and practices.
• Record keeping principles and procedures.
• Modern office practices, methods, computer equipment, and applications related to the work.
• Correct English usage, including spelling, grammar, and punctuation. • Techniques for effectively representing the City in contacts with governmental agencies, community groups, various business, professional, educational, and regulatory organizations, and with property owners, developers, contractors, and the public. • Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff
Ability to:
• Assist in developing and implementing goals, objectives, practices, policies, procedures, and work standards.
• Supervise, train, plan, organize, schedule, assign, review, and evaluate the work of staff.
• Manage, monitor, and ensure complex projects are completed on time and within budget.
• Manage and monitor a diverse range of planning and development projects, and ensure projects are completed on time and within budget.
• Pursues and develops grant proposals and interagency partnerships. • Implement project management of complex entitlement applications, manage CEQA/NEPA documentation, and coordinate community engagement. • Evaluate architectural proposals and urban design & site plans. • Research, analyze, and evaluate new service delivery methods, procedures, and techniques.
• Prepare and present clear, concise, and logical written and oral reports, correspondence, policies, procedures, legal descriptions, and other written materials. • Analyze, interpret, summarize, and present administrative and technical information and data in an effective manner.
• Interpret, apply, explain, and ensure compliance with federal, state, and local policies, procedures, laws, and regulations, technical written material, and City planning policies and procedures.
• Effectively represent the department and City in meetings with governmental agencies, community groups, and various businesses, professionals, and regulatory organizations, and in meetings with individuals.
• Establish and maintain a variety of filing, record-keeping, and tracking systems. • Organize and prioritize a variety of projects and multiple tasks in an effective and timely manner; organize own work, set priorities, and meet critical time deadlines.

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• Operate modern office equipment including computer equipment and specialized software applications programs.
• Use English effectively to communicate in person, over the telephone, and in writing. • Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
• Establish and maintain effective working relationships with those contacted in the course of the work.

Education and Experience:

Any combination of training and experience that would provide the knowledge, skills, and abilities necessary to perform the duties of the position. A typical way to obtain the knowledge and abilities would be:
• Equivalent to a bachelor’s degree from an accredited four-year college or university with major course work in urban planning, or a closely related field. • Four (4) years of professional planning experience.

Licenses and Certifications:
• Possession of a valid California Class C Driver's License with a satisfactory driving record may be required.

PHYSICAL CONDITIONS
Incumbents must be physically able to perform the required duties, including the mobility to work in a standard office setting and use standard office equipment, including a computer; the ability to operate a motor vehicle and to visit various City sites and attend off-site meetings; vision to read printed materials and a computer screen; hearing and speech to communicate in person, before groups, and over the telephone; finger dexterity to access, enter, and retrieve data using a computer keyboard, typewriter keyboard, or calculator and to operate standard office equipment; ability to bend, stoop, kneel, reach, and push and pull drawers open and closed to retrieve and file information; and occasionally lift and carry reports and records that typically weigh less than 25 pounds. Reasonable accommodations will be made for individuals on a case-by-case basis.

ENVIRONMENTAL CONDITIONS
Incumbents work in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances. Employees may work in the field and occasionally be exposed to loud noise levels, cold and hot temperatures, inclement weather conditions, road hazards, vibration, mechanical and/or electrical hazards, and hazardous physical substances and fumes. Employees may interact with upset staff and/or public representatives in interpreting and enforcing departmental policies and procedures.

WORKING CONDITIONS
Employees may be required to work evenings, weekends, and holidays, and participate in after-hours, on-call assignments.

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SENIOR PUBLIC WORKS INSPECTOR

DEFINITION
Under general supervision, performs complex field inspections of public works, capital improvement, and land-development projects to ensure compliance with approved plans, specifications, standards, and codes. Leads and coordinates the work of assigned inspection staff and consultants; reviews materials, testing, and documentation; enforces public worksrelated permit conditions; conducts stormwater/NPDES compliance inspections; tracks bond and warranty obligations; and performs related duties as required.

DISTINGUISHING CHARACTERISTICS
Senior Public Works Inspector is the advanced journey/lead level classification in the Inspector series. The position serves as the City’s lead field representative for construction inspection and documentation of public works and development projects. Work involves substantial independent judgment and responsibility for ensuring adherence to approved engineering plans, construction standards, and safety and environmental regulations. This class is distinguished from the Construction Manager in that it focuses on daily field oversight and technical inspection rather than overall program management

SUPERVISION RECEIVED AND EXERCISED
Receives general supervision from the Construction Manager or designee. Exercises functional supervision over assigned staff and manages consultants and contractors.

EXAMPLES OF DUTIES:

Below is a descriptive list of the range of duties performed by employees in this classification. These examples are not intended to reflect all duties performed within the job, and not all duties listed are necessarily performed by each individual.
• Conducts field inspections of capital improvement and private-development projects to verify compliance with approved plans, specifications, permits, and City standards. • Reviews and approves encroachment, grading, and traffic control permits, and coordinates required field inspections.
• Monitors and documents earthwork, trenching, compaction, paving, concrete placement, underground utilities, drainage, and surface improvements for compliance with City and Caltrans standards.
• Conducts pre-construction, progress, punch-list, and warranty inspections; coordinates bond release and project acceptance upon satisfactory completion. • Reviews grading operations for conformance with approved plans, stormwater pollution prevention measures, erosion and sediment control, and safety standards. • Conducts stormwater/NPDES compliance inspections; verifies BMP installation and maintenance; ensures adherence to SWPPP requirements and prepares corresponding documentation.

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• Oversees and coordinates consultants providing inspection or construction-management services; reviews daily reports, resolves field conflicts, and ensures consistent inspection standards.
• Enforces compliance with safety, environmental, and permit conditions; issues notices of non-compliance and recommends corrective action.
• Reviews as-built drawings, redlines, materials testing results, and closeout documentation for completeness and accuracy.
• Prepares detailed daily inspection logs, photographic records, and correspondence; assists in developing standard operating procedures for consistent inspection practices. • Provides technical support to engineering staff regarding constructability, field changes, and materials performance.
• Assists in developing and maintaining City standard details, specifications, and construction checklists.
• Performs related duties as assigned.

QUALIFICATIONS
Knowledge of:
• Principles, methods, and materials of public works construction, including grading, earthwork, paving, utilities, concrete, and drainage systems. • Caltrans Standard Specifications and Plans, MUTCD standards, and City standard details.
• Construction documentation, inspection reporting, and materials testing procedures. • Stormwater/NPDES compliance, BMP installation, and SWPPP implementation. • Safety and traffic-control standards for construction zones. • Principles and techniques for interpreting civil plans, profiles, cross-sections, and specifications.
• Contract administration, project documentation, and change-order processes. • Principles of supervision, training, and performance monitoring. • Modern office procedures, methods, and computer software, including project management systems.
• Techniques for providing a high level of customer service to the public, contractors, and City staff.
• Principles and practices of sound business communication; correct English usage, including spelling, grammar, and punctuation.

Ability to:
• Read and interpret complex civil engineering plans, specifications, and contract documents.
• Inspect and document a wide variety of public works construction activities for compliance with approved standards.
• Identify field issues and recommend corrective actions. • Coordinate and review the work of consultants, testing agencies, and assigned inspection staff.

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• Prepare clear, concise, and detailed daily reports, photographic logs, and correspondence.
• Interpret and enforce applicable codes, standards, and safety requirements. • Communicate effectively and professionally, both orally and in writing. • Exercise sound judgment and initiative in the field with minimal supervision. • Train and mentor inspection staff and ensure adherence to standard inspection practices.
• Organize, prioritize, and manage multiple inspection assignments and meet critical deadlines.
• Operate a computer and standard business software related to project inspection and documentation.
• Use English effectively to communicate in person, over the telephone, and in writing. • Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
• Establish, maintain, and foster positive and effective working relationships with contractors, consultants, developers and others contacted in the course of work.

Education and Experience:

Any combination of training and experience that would provide the knowledge, skills, and abilities necessary to perform the duties of the position. A typical way to obtain the knowledge and abilities would be:
• Equivalent to the completion of the twelfth (12th) grade, supplemented by college-level coursework or technical training in code compliance, building inspection, or a related field.

AND
• Four (4) years of increasingly responsible experience in municipal code compliance and enforcement, and public works and building inspections, including capital projects and residential, commercial, and industrial development construction, with two (2) years of lead or supervisory experience.

Licenses and Certifications:
• Possession of a valid California Class C Driver's License with a satisfactory driving record may be required.
• Possession of an inspection certification through APWA or other Construction Management certifications.

PHYSICAL CONDITIONS
This is a partially sedentary office and partially field operations classification. Incumbents must be physically able to perform the required duties, including the mobility to work in a standard office setting and use standard office equipment, the finger dexterity to access, enter, and retrieve data using a computer keyboard or calculator; the hearing and speech to communicate in person, before groups, over the telephone, and the radio; the mobility to work in the field; vision to read printed materials and a computer screen, and near, far, and color vision when performing work and operating assigned equipment; the ability to operate a motor vehicle and EXHIBIT 2
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to visit various City sites; the strength, stamina and mobility to perform medium to heavy physical work, to work in confined spaces, around noise producing machines, to climb and descend ladders, and to operate varied hand and power tools and construction equipment; the ability to perform frequent walking in operational areas to identify problems or hazards.

Employees must possess the ability to sit, stand, walk on level and slippery surfaces, bend, stoop, kneel, twist, crouch, reach, grasp, make repetitive hand movement; and to lift, carry, push, and pull tools, equipment, supplies, materials and objects weighing 70 pounds or more with the use of proper equipment when necessary to perform job functions. The incumbent may be exposed to pesticides, herbicides, petroleum products, cleaning and lubrication chemicals, fumes, dust and air contaminants. Reasonable accommodations will be made for individuals on a case-by-case basis.

WORKING CONDITIONS
Employees may be required to work evenings, weekends, and holidays, and participate in after-hours, on-call assignments.

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UTILITIES MANAGER

DEFINITION
Under general direction, plans, organizes, coordinates, and directs the operations and maintenance of the City’s utility systems, facilities, and appurtenances related to water treatment, water distribution, sewer collection, recycled water, storm drainage, and solid waste, organics, and recycling collection programs, in compliance with state and federal requirements; provides direction to contract service providers performing utilities maintenance for the City; may conduct inspections of plant and equipment; prepares a variety of maintenance records and reports including water analysis and lab work; and performs related duties as assigned

DISTINGUISHING CHARACTERISTICS
Utilities Manager is a single-position management classification responsible for the full range of the City’s utility operations, including water, wastewater, stormwater, and solid waste programs. The position manages multiple contract service providers, regulatory reporting, and environmental compliance functions, exercising considerable independence and judgment within established policy and regulatory frameworks. The incumbent serves as the City’s primary technical and administrative liaison for all utility-related programs and services.

SUPERVISION RECEIVED AND EXERCISED
Receives general direction from the Deputy City Manager. Provides oversight and management of contract service providers responsible for utilities operations, maintenance, and solid waste collection. May exercise functional supervision over assigned maintenance and/or administrative staff.

EXAMPLES OF DUTIES:

Below is a descriptive list of the range of duties performed by employees in this classification. These examples are not intended to reflect all duties performed within the job, and not all duties listed are necessarily performed by each individual.
• Oversees routine to complex maintenance, operation, repair, and installation of the City’s systems, facilities, and appurtenances related to water treatment, water distribution, sewer collection, recycled water, and storm drainage, and solid waste, organics, and recycling collection services.
• Oversees hazardous waste and hazardous material regulatory compliance, monitoring, training, and reporting.
• Responsible for support of water distribution systems, including meeting water demands, monitoring water pressures, ensuring availability of fire flows, and providing desired and minimum chlorine residuals.
• Identifies opportunities for improving service delivery methods and procedures; provides recommendations concerning process changes; reviews with appropriate management staff.

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• Coordinates the work of contractors to maximize the utilization of available staff and resources; resolves work problems; monitors contractor performance and enforces compliance with contract provisions.
• Ensures that contractors provide a high degree of service to both internal and external customers to support the City’s mission, objectives, and values. • Oversees the preparation and reviews, submits, and maintains a variety of regulatory sampling, reporting, and related documentation.
• Oversees daily monitoring of water operations using SCADA; reviews field data, laboratory water quality results, water operation reports, and checklists generated by City staff and/or contractors to ensure compliance with all permit conditions. • Responsible for installation, inspection, and repair of water lines, sewer lines, lift stations, and storm drains; ensures regular monitoring of all well sites, booster pumps, and lift stations; oversees and monitors operation of construction and maintenance equipment and/or machinery, including construction vehicles, power tools, and related equipment. • Acts as site supervisor for the City’s recycled water supply system. • Oversees inspections of distribution and treatment facilities and systems; evaluates plant conditions; identifies and determines maintenance requirements. • Oversees, reviews, and initiates corrective measures as needed for work performed by contractors on City utility systems.
• Responsible for the sewer collection system and the wastewater treatment plant operations, with emphasis on ensuring the plant meets all regulatory requirements. • Administers and monitors the City’s franchised waste collection and recycling programs, including contract performance, service levels, customer concerns, and compliance with SB 1383 and other state mandates.
• Assists in developing bid invitations and solicitations, formal and informal bids, requests for qualifications/quotes/proposals; participates in ensuring legal and contractual provisions are included to protect the City’s interests.
• Ensures compliance with contract provisions, develops contract amendments and extensions as needed; assists with the selection of consultants, contract administration, and contract compliance; monitors contractor performance and takes or recommends necessary remedial action to enforce compliance with provisions; researches and resolves discrepancies.
• Coordinates water deliveries with Byron Bethany Irrigation District. • Educates and enforces compliance with department, local, state, and federal policies, procedures, regulatory requirements, and safety practices. • Represents the City in interactions with regulatory agencies, contractors, and the public regarding utilities operations, solid waste, and environmental compliance issues. • Monitors and ensures facilities, systems, and equipment are safely and properly maintained in accordance with applicable regulatory requirements.
• Plans, schedules, and prioritizes maintenance and repair work; communicates status of repairs to appropriate personnel; works cooperatively to schedule repairs in accordance with established and special operational priorities; instructs City staff and/or contractors in work procedures.
• Observes and assesses operational practices; recommends and implements changes necessary to improve operational effectiveness and/or efficiency.

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• Participates in the development of the utility maintenance budget; assists in monitoring the approved budget; coordinates with outside vendors for various supplies and services; oversees and maintains the inventory, maintenance, and operating condition of departmental tools, equipment, and supplies; requisitions and orders needed materials, parts, and equipment.
• Addresses and responds to questions, inquiries, and concerns from the public, outside agencies, service providers, and City staff; investigates public complaints; establishes and maintains a customer service orientation.
• When assigned, provides technical and functional direction to City staff; reviews and controls quality of work; assists in completing employee evaluations. • When assigned, plans, schedules, prioritizes, and assigns maintenance and repair work for City staff; communicates status of repairs to appropriate personnel; works cooperatively to schedule installation and repairs in accordance with established and special operational priorities; instructs staff in work procedures.
• Trains assigned staff; supervises, motivates, and directs the work of assigned staff; evaluates and reviews their work.
• Establishes positive working relationships with representatives of community organizations, state/local agencies and associations, City management and staff, and the public. • Performs related duties as required.

QUALIFICATIONS
Knowledge of:
• Practices, techniques, and materials used in the operation, maintenance, and repair of water distribution, recycled water distribution, backflow cross-connection, sewer collection, and storm drain systems.
• Practices, techniques, and materials used in the operation, maintenance, and repair of wastewater treatment plants.
• Practices, techniques, and materials used in the operation, maintenance, and repair of water treatment plants.
• Basic principles and practices of project development, budget, cost estimating, and capital improvement program administration and accountability. • Principles and practices of contract administration and evaluation. • Safety requirements for operation, maintenance, and repair of water treatment, water distribution, wastewater, and storm drain systems.
• English usage, spelling, vocabulary, grammar, and punctuation. • Applicable federal, state, and local laws, regulatory codes, and environmental regulations, including those enforced by the State Water Resources Control Board, Regional Water Quality Control Board, CalRecycle, and the California Air Resources Board.
• Regulatory and operational requirements related to SB 1383 compliance, solid waste diversion, organics processing, and recycling program management. • Principles and practices of employee and/or contractor direction, including work planning, assignment, review and evaluation, and training of staff and/or contractors in work procedures.
• Modern office procedures, methods, computer software and hardware.

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• Techniques for providing a high level of customer service for the public, vendors, contractors, and City staff, over the telephone and in person. • Principles and practices of sound business communication; correct English usage, including spelling, grammar, and punctuation.

Ability to:
• Oversee maintenance, repair and operational work in water distribution, recycled water distribution, sewer collection, wastewater treatment, storm drainage, street systems, and backflow cross-connection systems.
• Assist in developing and implementing goals, objectives, practices, policies, procedures, and work standards relevant to the area of assignment.
• Oversee, organize, implement, and direct assigned maintenance and operations activities.
• Plan, organize, and coordinate the work of contractors, assigned staff, and other repair personnel.
• Interpret, apply, explain, and ensure compliance with applicable federal, state, and local policies, procedures, laws, and regulations.
• Understand, interpret, and successfully communicate, both orally and in writing, pertinent department policies and procedures.
• Train City staff and/or contractors in safe work practices and procedures. • Identify problems, research and analyze relevant information, and develop and present recommendations and justifications for solutions.
• Develop cost estimates for supplies and equipment; estimate time and materials for completion of projects.
• Research, analyze, and evaluate new service delivery methods, procedures, and techniques.
• Make sound decisions within established guidelines.
• Organize own work, set priorities, and meet critical time deadlines and changing priorities.
• Prepare clear, concise, and comprehensive correspondence, reports, studies, and other written materials.
• Establish and maintain a variety of manual and computerized files, record-keeping, and project management systems.
• Oversee the operation of a variety of light and heavy-duty equipment used in maintenance and construction, as needed.
• Inspect the work of others and maintain established quality control standards. • Respond to after-hours emergencies as needed.
• Organize and prioritize a variety of projects and multiple tasks in an effective and timely manner to meet critical deadlines.
• Operate modern office equipment, including computer equipment and software programs. • Use English effectively to communicate in person, over the telephone, and in writing. • Use tact, initiative, prudence, sound decision-making, and independent judgment within general policy, procedural, and legal guidelines.
• Establish, maintain, and foster positive working relationships with those contacted in the course of work.

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• May need to safely and effectively operate a variety of maintenance equipment, tools, and materials.
• Operate a computer and standard business software programs and databases related to the area of assignment.
• Establish and maintain effective working relationships with those contacted in the course of the work.

Education and Experience:

Any combination of training and experience that would provide the knowledge, skills, and abilities necessary to perform the duties of the position. A typical way to obtain the knowledge and abilities would be:
• Equivalent to a bachelor’s degree from an accredited four-year college or university with major coursework in water treatment, water distribution, wastewater, recycled water, or a related field.

AND
• Three (3) years of increasingly responsible experience overseeing maintenance of wastewater treatment and collection systems, water treatment and/or water distribution systems, including two (2) years of lead or supervisory experience of staff and/or contractors. Additional years of experience, as described above, may be substituted for the required degree on a year for year basis.

Licenses and Certifications:
• Possession of a valid California Class C Driver's License with a satisfactory driving record may be required.

PHYSICAL CONDITIONS
This is primarily a sedentary office classification. Incumbents must be physically able to perform the required duties, including the mobility to work in a standard office setting and use standard office equipment, finger dexterity to access, enter, and retrieve data using a computer keyboard or calculator; the hearing and speech to communicate in person, before groups, and over the telephone; vision to read printed materials and a computer screen. If incumbents need to be in the field, far and color vision to inspect work; the ability to operate a motor vehicle and to visit various City sites; the strength, stamina and mobility to perform light to medium physical work, enter confined spaces, around noise producing machines, climb and descend ladders, operate varied hand and power tools and construction equipment, and walk in operational areas to identify problems or hazards. Employees must possess the ability to sit, stand, walk on level and slippery surfaces, bend, stoop, kneel, twist, crouch, reach, grasp, make repetitive hand movements, and lift, carry, push, and pull supplies, materials, and objects weighing 25 pounds or more. The incumbent may be exposed to chemicals, fumes, dust, and air contaminants. Reasonable accommodations will be made for individuals on a case-by-case basis.

ENVIRONMENTAL CONDITIONS
Employees primarily work in an office environment with moderate noise levels and controlled temperature conditions, although occasional exposure to hot and cold temperatures, inclement weather conditions, noise, dust, vibration, and potentially hazardous materials may occur when EXHIBIT 2
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inspecting City infrastructure, development, field operations, and work sites. The employee may interact with upset staff and/or public and private representatives, and contractors in interpreting and enforcing departmental policies and procedures.

WORKING CONDITIONS
Employees may be required to work evenings, weekends, and holidays, and participate in after-hours on-call assignments.

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UTILITY BILLING CLERK I/II

DEFINITION
Under general supervision, performs a variety of office, clerical, and utility billing support duties; performs receptionist, filing, data entry, billing, recordkeeping, telephone, and customer service duties; and performs related duties as required.

DISTINGUISHING CHARACTERISTICS
Utility Billing Clerk I is the entry-level class in the Utility Billing Clerk series. Incumbents at this level are not expected to function with the same amount of program knowledge or skill level as those allocated to the Utility Billing Clerk II level and exercise less independent discretion and judgment in matters related to work procedures and methods. Work is usually supervised.

This class is alternately staffed with Utility Billing Clerk II, and based on operational needs, incumbents may advance to the higher level after gaining experience and demonstrating a level of proficiency that meets the qualifications of the higher-level class.

Utility Billing Clerk II is the full journey level class in the Utility Billing Clerk series. Incumbents within this class perform the full range of duties as assigned, working independently, applying well-developed knowledge, and exercising judgment and initiative, including in the preparation of billing statements and service requests in accordance with departmental policies and procedures. Incumbents at this level receive only occasional instruction or assistance as new or unusual situations arise and are fully aware of the operating procedures and policies of the work unit.

SUPERVISION RECEIVED AND EXERCISED
Receives general supervision from assigned management or their designee. Exercises no supervision over other staff.

EXAMPLES OF DUTIES:

Below is a descriptive list of the range of duties performed by employees in this classification. These examples are not intended to reflect all duties performed within the job, and not all duties listed are necessarily performed by each individual.
• Acts as a receptionist, screens calls, greets visitors, and represents the city to the public in a professional manner.
• Responds to customer inquiries and complaints.
• Interprets policies and procedures regarding utility billing and rates; conducts research to resolve unusual billing issues.
• Performs a variety of general office duties in support of the Utility Billing unit.Receives, codes, logs, schedules, and distributes service requests and work orders. • Sets up and maintains a variety of customer, account, and category files, sorts and files documents and records.

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• Receives and processes service requests; activates or terminates utility services; determines and collects necessary charges; and secures legal documents regarding property descriptions and ownership.
• Performs accounts receivable functions; processes and maintains financial transactions in compliance with all applicable rules, regulations, and ordinances; performs cashiering functions for the receipt of funds for utility services. • Coordinates with other departments and/or outside agencies to resolve billing discrepancies; ensures accurate billing information.
• Operates computer billing systems; edits, prepares, and sends bills; maintains and reconciles a variety of customer billing records; estimates proper billing amounts and makes appropriate adjustments, ensuring proper billing codes. • Prepares and reviews delinquent item reports; generates delinquent notices; initiates, monitors, and follows up on delinquent account collections process. • Coordinates billing arrangements for delinquent accounts; arranges shut-off or reconnection of service; prepares closing bills for canceled service. • Assists in the preparation of special reports related to customer billing and customer service activities.
• Organizes, coordinates, maintains, and updates departmental record systems. • Operates standard office equipment, including job-related computer hardware and software applications including billing and meter reading software applications. • Performs other related duties as required.

QUALIFICATIONS
Knowledge of:
• Principles and procedures of record keeping and reporting. • Basic accounting principles and practices.
• City, government, and organizational unit policies, rules, and regulations. • Federal, state, county, and local codes and ordinances related to public utility billings, fee establishment, collections, penalizing, and lien filing. • Basic programs and services of the organization relating to service fees, billing, and account maintenance.
• Modern office procedures, methods, and equipment, including computers and supporting software, word processing, and spreadsheet applications. • Principles and practices of sound business communication; correct English usage, including spelling, grammar, and punctuation.

Ability to:
• Perform routine office support, assistance, and utility billing work. • Learn, interpret, and apply utility billing and customer services office methods, rules and polices.
• Understand and carry out oral and written directions. • Maintain accurate records involving complex file systems. • Perform arithmetic calculations accurately; identify and reconcile errors.

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• Operate modern office equipment, including computer equipment and specialized software applications programs.
• Use English effectively to communicate in person, over the telephone, and in writing. • Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.

Education and Experience:

AND
• Utility Billing Clerk I: One year of clerical accounting, financial record keeping, or related work experience.
• Utility Billing Clerk II: Two (2) years of utility billing and office support experience.

Licenses and Certifications:
• Possession of a valid California Class C Driver's License with a satisfactory driving record may be required.

PHYSICAL CONDITIONS
Incumbents must be physically able to perform the required duties, including the mobility to work in a standard office setting and use standard office equipment, including a computer; vision to read printed materials and a computer screen; and hearing and speech to communicate in person, before groups, and over the telephone. This is primarily a sedentary office classification, although standing and walking between work areas may be required.

Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push, and pull drawers open and closed to retrieve and file information. Employees must possess the ability to lift, carry, push, and pull materials and objects weighing up to 25 pounds. Reasonable accommodations will be made for individuals on a case-by-case basis.

ENVIRONMENTAL CONDITIONS
Incumbents work in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances. The employee may interact with upset staff and/or public representatives in interpreting and enforcing departmental policies and procedures.

WORKING CONDITIONS
Employees may be required to work evenings, weekends, and holidays, and participate in after-hours, on-call assignments.

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Mountain House Page 1804 of 1946

UTILITY BILLING SUPERVISOR

DEFINITION
Under general direction, oversees all aspects of utility billing, payment collection, cash balancing, and customer relations; develops and maintains utility billing procedures; coordinates activities with other departments and the public; and performs related duties as required.

DISTINGUISHING CHARACTERISTICS
Utility Billing Supervisor is the full supervisory level classification within the utility billing division and exercises considerable independent judgment in supervising, coordinating, and monitoring the work of assigned staff. The incumbent is expected to ensure work quality and accuracy and oversee the maintenance of appropriate accounting and customer records.

SUPERVISION RECEIVED AND EXERCISED
Receives general direction from the Accounting Manager or their designee. Exercises direct supervision over assigned staff.

EXAMPLES OF DUTIES:

Below is a descriptive list of the range of duties performed by employees in this classification. These examples are not intended to reflect all duties performed within the job, and not all duties listed are necessarily performed by each individual.
• Plans, organizes, and directs the activities of the utility billing division; oversees and participates in all aspects of billing, payment collection, cash balancing, and customer relations work.
• Supervises and participates in the establishment of division goals, objectives, policies, and procedures; reviews and evaluates work methods and procedures for improving division performance and meeting goals.
• Performs the more difficult and complex billing duties, including resolution of customer complaints, interpreting administrative policies, and resolving payment and service issues; coordinates the division’s activities with other departments and the public. • Responds to citizen complaints and requests for information; presents information and provides superior customer service to the public.
• Reviews delinquent accounts and recommends appropriate action, grants payment options in accordance with city policy.
• Manages daily accounting and safekeeping of the city’s revenue and cash collection; instructs staff on cash handling procedures and guidelines; manages outgoing and incoming processes that affect the status of utility accounts. • Identifies opportunities for improving service delivery methods and procedures; reviews with appropriate management staff; implements improvements as appropriate. • Researches and reviews accounts for accuracy; prepares reports and processes orders to discontinue utility service according to established policies and procedures.

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• Performs the work of customer service staff as needed to accomplish work goals. • Oversees and manages the work of the billing and collection contractor. • Trains, supervises, motivates, and directs the work of assigned staff; evaluates and reviews their work.
• Performs related duties as required.

QUALIFICATIONS
Knowledge of:
• Modern principles and practices of accounting related to revenue collection and utility billing.
• Basic principles and practices of the maintenance of financial records. • Generally accepted accounting and auditing principles and practices. • Basic business data processing principles applicable to the utility billing function. • Applicable federal, state, and local laws, regulatory codes, ordinances, and procedures relevant to the area of assignment.
• Techniques for providing a high level of customer service to the public and city staff, in person and over the telephone.
• Principles and practices of employee supervision, including work planning, assignment, review and evaluation, and training of staff in work procedures. • Modern office procedures, methods, computer software, and hardware. • Principles and practices of sound business communication; correct English usage, including spelling, grammar, and punctuation.

Ability to:
• Plan, assign, supervise, and participate in the work of staff involved in utility billing and collections activities.
• Make accurate arithmetic, financial, and statistical computations. • Enter and retrieve data from a computer with sufficient speed and accuracy to perform assigned work.
• Independently organize work, set priorities, meet critical deadlines, and follow up on assignments.
• Establish and maintain a variety of filing, record keeping, and tracking systems. • Analyze problems, identify alternative solutions, project consequences of proposed actions, and implement recommendations in support of goals. • Understand and carry out oral and written directions. • Interpret and apply applicable federal, state, and local policies, laws, and regulations. • Communicate clearly and concisely, both orally and in writing. • Prepare clear, concise, and comprehensive correspondence, reports, studies, and other written materials.
• Plan, organize, and coordinate the work of assigned staff; provide training, leadership, and work direction.
• Operate a computer and standard business software programs and databases related to the area of assignment.
• Establish and maintain effective working relationships with those contacted in the course of the work.

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Education and Experience:

AND
• Five (5) years of billing or accounting experience, including two (2) years in a lead or supervisory capacity.

Licenses and Certifications:
• Possession of a valid California Class C Driver's License with a satisfactory driving record may be required.

WORKING CONDITIONS
Employees may be required to work evenings, weekends, and holidays, and participate in after-hours, on-call assignments.

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MEMORANDUM OF UNDERSTANDING

GENERAL

BARGAINING UNIT

1.0 PREAMBLE:

This memorandum of Understanding, hereinafter referred to as “Memorandum”, is made by and between the City of Mountain House and the Service Employees International Union, hereinafter referred to as “SEIU” or “Union”, representing employees who are members of the General bargaining unit. This Memorandum of Understanding constitutes the result of meeting and conferring in good faith pursuant to the California Government Code and the City of Mountain House Employer-Employee Relations Policy.

The bargaining unit shall include all full time and part-time employees as agreed to by the parties effective July 1, 2026 including:

Accounting Technician I/II
Administrative Assistant I/II
Administrative Secretary
Assistant Engineer
Associate Engineer
Associate Civil Engineer
Assistant Planner
Associate Planner
Community Preservation Officer
Engineer I, II, III
Inspection and Code Enforcement Officer
Maintenance Worker I, II
Office Assistant I/II
Recreation and Communications Coordinator
Recreation Coordinator
Permit Technician
Part-time Recreation Leader
Utility Billing Clerk
DURATION:

This Memorandum shall be in effect from the date of adoption by the City Council through June 30, 2030. 30, 2030.

1.1 Management Rights
SEIU and the City of Mountain House (City) recognize that it is the exclusive right of the City, except as otherwise provided in this Memorandum of Understanding, or the Employee Relations Policy, to make all decisions of a managerial or administrative character, including but not limited to:

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a. a. To manage and direct its business and personnel.
b. b. To manage, control, and determine the mission, its departments, building facilities and operations.
c. c. To create, change, combine or abolish jobs, policies, departments and facilities in whole or in part.
d. d. To subcontract or discontinue work for economic or operational reasons. e. e. To specify or assign work requirements and require overtime.

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f. g. To adopt rules of conduct and penalties for violation thereof. g. h. To take whatever action necessary to prepare for and to operate in an emergency. h. i. To hire, promote, transfer, assign, classify positions, retain employees, and to suspend, demote, discharge or take disciplinary action against employees. i. j. To layoff, demote or furlough employees from duties because of lack of funds, in the interest of the economy, or other legitimate reasons. The Mountain House City Manager may determine the order of layoff and those employees who will be demoted based on the operational needs of the City.
j. k. To determine the policies, standards, procedures, methods, means and personnel by which operations are to be conducted.

Nothing in these policies and procedures shall be construed to interfere with the City’s right to manage its operations in the most economical and efficient manner consistent with the best interests of all the citizens of the City.

1.2 Joint Labor – Management Committees
SEIU and the City agree to establish a joint committee comprised of two (2) labor and (2) management representatives to deal with specific areas of concern which may arise from time to time. The Joint Labor Management Committee shall meet at least three (3) times each calendar year. Either party may initiate a joint labor management committee meeting by making a written request to the other; requests to the union shall be made to the SEIU worksite organizer and requests to the City shall be made to the City Manager. Both parties agree to exchange agenda issues at least five (5) days in advance of a scheduled meeting.

1.3 Employees’ Rights – Employer-Employee Relations
SEIU and the City recognize that each employee shall have the following rights which he/she may exercise in accordance with this Memorandum, Employer-Employee Relations Policy, applicable law, ordinances and rules and regulations:
a. The right to form, join, and participate in the activities of any labor organization of his/her own choosing for the purpose of representation on all matters within the scope of representation.
b. The right to be free from interference, intimidation, restraint, coercion, discrimination, or reprisal on the part of the City, other employees or employee organizations, with respect to his/her membership or non-membership in any employee organization or with respect to any lawful activity. c. The right to refuse to join or participate in the activities of any employee organization.
d. The right to represent himself/herself individually in his/her employee relations with the City.

1.4 Discrimination in Employment Prohibited
No employee shall be discriminated against in any aspect of employment because of age, ancestry, color, creed, marital status, medical condition (cancer or genetic characteristics), national origin, physical or mental disability, political affiliation or belief, pregnancy, race, religion, sex, or

ATTACHMENT D
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Mountain House Page 1810 of 1946 [4]
sexual orientation.

Any employee who believes he or she has been harassed or discriminated against because of any of the above reasons, may bring the matter to the attention of the supervisor. The initial contact should be made as soon as possible, but no later than 60 days after the alleged act of discrimination or harassment occurred. Employees are encouraged to process discrimination complaints in accordance with Section 14 of the City Personnel Policies and Procedures, Equal Employment Opportunity Program, when they believe they are experiencing discrimination.

1.5 SEIU Rights
SEIU shall have the following rights:

A. Representation: Upon request, to meet and confer in good faith with appropriate levels of the City of Mountain House management regarding matters within the scope of representation.

B. Advance Notice: Except in cases of emergency, SEIU shall be given reasonable advance written notice of any ordinance, resolution, rule or regulation, proposal or other action directly relating to matters within the scope of representation proposed to be adopted by the City of Mountain House and shall be given the opportunity to meet and confer in good faith with management prior to its adoption. Written notice shall customarily be provided by furnishing SEIU with advance copies of the agenda of the City Council meetings.

C. Representatives – Meeting Attendance: SEIU may have a reasonable number of employees who serve as official representatives released from work without loss of compensation when meeting and conferring with management representatives where matters within the scope of representation are being considered. SEIU shall submit a request for such release and shall include therewith a listing of such employees, including their titles and departments, to the management representative and departments concerned in advance of the meeting. The use of City time for this purpose shall be reasonable, and shall not interfere with the performance of City services as determined by the City. The number of such employees shall be preapproved by City management.

D. Representatives Access to Employees:

1. Authorized representatives of SEIU shall be allowed reasonable access to employees of the unit at their work locations during the working hours of the employees concerned for the purpose of discussing matters within the scope of representation, including but not limited to the processing of grievances and complaints and distributing materials and information provided that the work of the employee and the service to the public are not unduly impaired. The authorized representative shall give advance notice to the department head when contacting departmental employees during their duty period in accordance with (c) above.

2. Reasonable solicitation for membership or other internal Union business or

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campaigning shall be conducted only during the non-duty hours of all employees concerned, so long as normal work functions of City are not interfered with.

3. A SEIU Field Representative or designee will be allowed up to 30ten minutes during each scheduled new employee orientation to present information about the Union to employees who are in bargaining units represented by SEIU. The City of Mountain House will provide timely notice to SEIU regarding the orientation schedule by providing the Union with a calendar of orientation dates. The Union will be allowed release time for up to 2 members per orientation to present Union information during these orientatons.

E. Shop Stewards: Shop Stewards employed and recognized by the City of Mountain House may assist employees in resolving complaints and grievances at the lowest possible administrative level of review. Shop Stewards will be authorized up to three hours release time per case at the 1st and 2nd levels of the grievance and complaint process. Stewards may also be present during “right to representation” discussions, if requested by the employee. The right to representation is established by the Supreme Court’s 1975 Weingarten decision. Once it is determined that a right to representation exists, shop stewards may then represent employees using no more than three hours per case. However, the SEIU may only have two (2) Stewards when meeting with Management.

A request for release time for the purposes outlined above shall be made prior to taking the release time. Such a request shall not be unreasonably denied.

Number of Stewards: The City of Mountain House authorizes up to 42 shop stewards for the SEIU represented units. (2 General Unit & 2 Supervisory and Confidential Unit)unit. If the number of represented employees increases to more than 30 employees, the number of shop stewards will increase by 1 for each additional 15 employees. The Union shall provide the name of the designated shop stewards to the City at the beginning of each calendar year and whenever there is a change in the list of Stewards. The list shall show the employee name, classification, department and work location and normal area to be covered. No steward shall be recognized as such by the City without written authorization from SEIU.

F. SEIU – City Use: City facilities shall be available to SEIU as follows:

1. City Buildings: SEIU may be granted the use of City facilities for meetings composed of City employees within the bargaining unit provided space can be made available without interfering with City needs. SEIU shall obtain the permission of the designated City official for the use of such facilities.

2. Bulletin Boards: SEIU has the right to the reasonable use of existing bulletin board space in each building or department at a location agreed upon by the Union and the department, under the following conditions:

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Mountain House Page 1812 of 1946 [6]
a. Material shall be posted on space as designated.
b. Posted material shall bear the name of the Union.
c. Posted material shall not be misleading, contain any deliberate misstatements or violate any Federal, State or County laws. d. Material shall be neatly displayed and shall be removed when no longer timely.
e. The City may remove any material that does not comply with the provisions (a-d) above.

G. Employee Payroll Deductions: SEIU shall have the right to payroll deduction for its members in this unit including regular dues and employee benefit program costs.

Regular dues and employee benefit program costs may be deducted from the employee’s individual paycheck. Except as otherwise provided in this Memorandum, payroll deductions shall be made only upon the revocable written authorization of the individual employee.

Requests to authorize the start of or change to dues or other deductions covered in this section, or to change status regarding such dues or other deductions, shall be directed to the Union designee rather than to the City. The City shall not process any dues, COPE, or other change requests that may come directly from an employee in the bargaining unit but agrees to forward such request to the Union designee.

A continuation of SEIU payroll deductions, without resigning a payroll deduction card, shall be allowed after an employee returns from a leave of absence.

1.6 SEIU Officer Release Time
One (1) specified bargaining unit employee elected to union-wide office within SEIU 1021 may be afforded reasonable release time to travel to and attend meetings which are required due to the duties of their union-wide office. Reasonable release time will be dependent upon the operational needs of the individual department to which the employee is assigned and shall not exceed 14 days per calendar year.

Upon the signing of this Agreement the Union agrees to provide the City Manager or designee with a copy of the SEIU constitution and by-laws which shall include the duties of each union wide officer.

The Union shall reimburse the City for all costs associated with the release time of the specified union wide officers. Reimbursement for all costs associated with the release time of the specified union wide officers shall be made to the City within thirty (30) calendar days of such release time absence.

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Item 9.3
Mountain House Page 1813 of 1946 [7]

2.0 INSURANCE

2.1 Effective Date of Coverage
The effective date of coverage for new employee members in the health, dental, and vision insurance plans provided employees shall be the first day of the first bi-weekly pay period next following the date of appointment to employment as a regular employee or as a regular part- time employee.

2.2 Health Insurance Options
The City shall continue to provide an option for health insurance coverage for eligible employees and dependents in one of several plans. The DistrictCity shall offer health, dental, vision and life insurance plans.

2.3 Health Insurance Premiums
The District City shall pay 80% of the premium and the employee shall pay 20% of the premium for all plans with the exception of Kaiser. For Kaiser plans only, the City shall pay 80% 85% of the premium for employees and the employee shall pay 15% 20% of the premium. At such time as the Sutter family rate equals or exceeds the Kaiser family rate, the City contribution will increase to 85% and the employee contribution will decrease to 15%.

If on Leave of Absence Without Pay – Refer to Section 2.12 – Continuation of Insurance Benefits While On Leave.

While On Leave.

2.4 Coverage for Surviving Dependents
Consistent with the Federal Consolidated Omnibus Budget Reconciliation Act of 1986 (COBRA), any employee who is covered by City-offered health insurance and who dies while employed, whether in paid or unpaid status, their surviving dependents shall be allowed to retain their dependents’ coverage, provided that the dependents elect COBRA coverage and pay their applicable premiums by the due date.

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Mountain House Page 1814 of 1946 [8]

2.65 Dental Insurance
The City shall provide an option for dental insurance coverage for eligible employees and dependents.

The City shall pay the employee-only premium and any increases thereof for the term of this memorandum. Dependent dental coverage shall be available at the employee’s expense.

2.7 Vision Insurance
The City shall provide vision insurance coverage for eligible employees. The City shall pay the employee-only premium and any increases thereof for the term of this memorandum. Dependent dentalvision coverage shall be available at the employee’s cost. expense.

2.7 Vision Insurance
The City shall provide vision insurance coverage for eligible employees. The City shall pay the employee-only premium and any increases thereof for the term of this memorandum. Dependent vision coverage shall be available at the employee’s cost.

2.8 Life Insurance
The City shall provide each eligible employee with life insurance coverage of $10,000 effective after their first full month of employment.

2.9 Additional Life Insurance
Eligible employees in this unit shall have the option to purchase additional term life insurance in increments of $10,000 from $30,000 to a maximum of $200,000 at the City’s rate.

Additional life insurance can be purchased for Spouses, domestic partners and children in increments of $5,000 from $15,000 to a maximum of $50,000 at the City’s rate.

2.10 State Disability Insurance
Employees in this bargaining unit shall purchase at the employee’s expense State Disability Insurance.

State Disability Insurance provides weekly benefits in the event an employee is unable to work due to an illness or injury that is not job-related. Employees receiving benefits from State Disability Insurance and supplementing those benefits with accrued leave time to receive a full paycheck shall receive the City’s contribution to their health, dental, vision, life insurance and retirement, if applicable.

2.11 Flexible Benefits
Employees in this bargaining unit shall have the option to participate in a flexible benefit program (as allowed and prescribed by Section 125 of the Internal Revenue Code and applicable IRAC sections and regulations) which permits the pre-taxing of insurance premiums, reimbursement of eligible dependent care costs, and un-reimbursed healthcare expenses with pre-tax dollars.

2.12 Continuation of Insurance Benefits While on Leave of Absence

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Mountain House Page 1815 of 1946 [9]
When an employee is on an authorized leave of absence without pay, or receives insufficient pay to cover their share of the premium cost, the employee shall be allowed at the employee’s own expense to remain under the health, dental, vision, and life insurance coverage for up to twenty-six (26) biweekly pay periods provided that such employee shall pay the applicable premiums at least two (2) weeks prior to the premium due date. Specific arrangements for such coverage shall be made with the City Manager or designee.

3.0 AUTHORIZED LEAVE
A. General Policy: The City provides employees with paid and unpaid time off and leave options to cover illness, vacation, family emergencies, and other occurrences requiring time away from the job. City policy is designed to encourage planned leave which can be more productively managed than unplanned leave. Unless otherwise provided by law, all leave is granted at the discretion of the City Manager.

B. Vacation: Full-time employees (2,080 hours) accrue vacation at the rate shown below.

Regular part-time employees accrue vacation for each straight-time hour on payroll on a pro-rated basis, based upon the following chart. Vacation time shall accrue as follows:

Length of
Service
Pay Period
Accrual Per
Hour
Worked
Bi-weekly
Accrual (FullTime
Employees)
Annual
Vacation
(Full-Time
Employees)
Maximum
Hours
Accrual
Maximum
Accrual in
Weeks
Less than
Three (3)
Years (Less
than 78)
.03846 3.0769 80 160 4 Weeks
3 Years, Less
than 10
Years (Less
than 260) .0577 4.616 120 240 6 Weeks
10 Years,
Less than 20
(Less than
520 Hours) .0770 6.160 160 320 8 Weeks
Over 20
Years (520
Hours or
more)
.0885 7.080 184 368 9 Weeks
01 thru 36 months of full & continuous service = 80 hours annually with a max accrual of 160 hours 37 thru 120 months of full & continuous service = 120 hours annually with a max accrual of 240 hours 121 thru 240 months of full & continuous service = =160 hours annually with a max accrual of 320 hours

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Mountain House Page 1816 of 1946 [10
241 mos. & thereafter of full & continuous service = 184 hours annually with a max accrual of 368 hours

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Mountain House Page 1817 of 1946 [10]
Whenever a regular employee’s accumulation of vacation reaches the maximum as provided herein, any further vacation accrual shall be credited to such employee’s sick leave accumulation until such time as the employee’s vacation accumulation falls below the maximum allowed, unless the City Manager grants an exception to accumulate not more than one additional year of vacation for a clearly specified purpose. All vacation time must be approved by the Department Manager. Each Department must have adequate coverage at all times.

Leave without pay or disciplinary suspension shall delay the advancement to the next higher accrual rate until the employee has been on payroll the number of straight-time hoursmonths which equal the number of full, continuous, bi-weekly pay periodsmonths specified above.

Subject to the approval of the City Manager, each regular employee shall have the option of receiving cash payment in-lieu of using up to two (2) weeks’ vacation time once each calendar year from the employee’s accumulated vacation and will have the employee’s accumulated vacation balance reduced by said hours. Employees must have at least eighty (80) hours of vacation time remaining after vacation is reduced.

An employee may choose to use accrued vacation or compensatory time, if any, if the employee is absent beyond the limits of accumulated sick leave for reasons of illness, injury or quarantine or death in the immediate family as defined in this policy.

C. Holidays: Full-time and regular part-time employees become eligible for paid holidays after completing one full pay period and must be at work for a minimum of one hour the business day immediately preceding the holiday or the business day immediately following the holiday. When the holiday falls either within a regularly scheduled vacation or immediately preceding or following a day of other paid leave approved by the employee’s supervisor, the work requirement before or after the holiday need not be met to be eligible for the holiday allowance. Holiday pay for regular part-time employees is based on the average hours worked in the preceding five (5) pay periods.

Employees who work a regular holiday will be paid one-and-one-half (1-1/2) times the regular hourly rate for all hours worked on the holiday, in addition to receiving eight (8) hours of pay for the holiday. The following are regular holidays:
a) January 1, New Year’s Day
b) Third Monday in January, Martin Luther King Birthday c) Third Monday in February, Washington’s Birthday
d) Last Monday in May, Memorial Day
e) June 19, Juneteenth
f) July 4, Independence Day
g) First Monday in September, Labor Day
h) November 11, Veterans Day
i) Any November day designated as Thanksgiving
j) Friday following the day designated as Thanksgiving
k) December 24, Christmas Eve (effective 2024)
l) December 25, Christmas Day
m) December 31, New Year’s Eve (effective 2024)
n) All other holidays as may be proclaimed by the Governor of the State of California or the President of the United States and adopted by the City City Council

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When one of the above holidays falls on a Saturday, the preceding Friday shall be observed as a holiday but will be observed as a floating holiday if the City offices are not closed. When one of the above holidays falls on a Sunday, the following Monday shall be observed as a holiday but will be observed as a floating holiday if the City offices are not closed.

Employees will receive four (4) floating holidays (32 hours) the first pay period in January of each year. The floating holidays are to be taken any time in any increments as needed as a whole day throughout the year with the approval of the immediate supervisor. Employees will not be allowed to carry over floating holidays from one calendar year to the next. Floating holiday hours remaining at the end of the calendar year will be forfeited. The floating holidays cannot be cashed out in lieu of taking the day off.

Employees hired after January 1 of the calendar year will receive a pro-rated number of floating holidays as follows:
 Hired between January 1 and March 31 – 4 floating holidays (32 hours)  Hired between April 1 and June 30 – 3 floating holidays (24 hours)  Hired between July 1 and September 30 – 2 floating holidays (16 hours)  Hired after October 1 – 1 floating holiday (8 hours)

ATTACHMENT D
Item 9.3
Mountain House Page 1819 of 1946 [11]
D. Sick Leave: The use of sick leave with pay is a privilege and not a right. Regular employees eligible for benefits shall accrue .0462 hours of sick leave for each straight time hour on payroll not to exceed eighty (80) straight-time hours per pay period (annual accrual rate, approximately 96 hours). Any employee who was on the City payroll prior to August 27, 2001, and eligible for sick leave conversion as defined and described in the San Joaquin County Memorandum of Understanding and Resolutions in effect on June 14, 2004, for the employee’s classification shall be entitled to sick leave conversion as an City employee under the same terms and conditions as set for the in the appropriate Memorandum of Understanding and Resolutions referenced immediately above.

Sick leave for non-emergency medical, dental, or optical care during an authorized vacation or on a floating holiday period is not permitted. e) An amount sufficient which, when added to an employee’s disability indemnity under Workers’ Compensation, will result in a payment to the employee not more than the employees regular salary.
f) Care for a new adopted child (using up to a maximum of 40 hours sick leave) unless the use of additional time is approved by the City Manager.

No employee shall be entitled to sick leave because of:
a) Disability arising from any illness or injury purposely self-inflicted or caused by theemployee’s misconduct;the
employee’s misconduct;
b) Illness, injury, quarantine or disability while on leave without pay; An employee scheduled to work on a regular holiday who is absent on that holiday sue to illness, injury, or quarantine shall not be permitted to use sick leave but shall be deemed to have used the regular holiday.

Employees absent from work because of illness, injury, or quarantine, or for non-emergency medical, dental or optical care shall be paid only upon furnishing the City * For a domestic partnership to become official – and therefore enjoy the same rights that married couples have in California –a couple must register with the Domestic Partnership Registry. This is done by filing a Declaration of Domestic Partnership with the Secretary of State.

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Mountain House Page 1820 of 1946 [12]

ATTACHMENT D
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Mountain House Page 1821 of 1946 [12]
Manager or designee with satisfactory proof as may be required by the City Manager or designee that the absence was due to such cause. The requirement, need and form for such verification shall be made known to the employee in advance of any absence, but not later than the time the employee calls in sick. Employees may be required to provide a Doctor’s note after two (2) consecutive days of absence, or after the third (3) day per quarter.

A former employee, re-employed by City, shall not be entitled to accumulated sick leave benefits unless his or her return to City service is the result of reinstatement within one year of termination of employment or is the result of re-employment after a layoff due to lack of work, lack of funds, or in the interest of economy.

E. Bereavement Leave: Bereavement leave provides time to attend to funeral arrangements and other responsibilities associated with the death of an immediate family member.

Regular full-time and regular part-time employees may be allowed to be absent with pay for up to three (3) regularly scheduled work days or 24 hours, in the event of the death of each immediate family member. Immediate family members include parent, spouse, child, sibling, grandparent, great grandparent, grandchild or great grandchild of the employee, employee’s spouse or registered domestic partner. Bereavement leave is not granted automatically, and the City Manger or designee will balance operational needs with such factors as employee responsibility for arrangements, date and place of the service prior to approving a request. If an employee requires more than three (3) days or 24 hours away from the job, other leave time may be requested, pending approval by the Department Head or the City Manager.

F. Jury Duty: Employees must inform the supervisor when the initial notice or questionnaire is received for jury duty. Since time off with pay will be granted for such duty, the employee must remit to City the jury duty pay. If the employee chooses to keep the jury duty pay, personal leave must be used.

Because employees may be called for jury duty late in the morning or released early in the day, supervisors may require employees to work the remaining fraction of the workday. If employees do not comply with this obligation, they will not be paid their City salary for time not at work.

G. Witnesses: Employees subpoenaed as a witness in a civil or criminal trial or hearing must provide their supervisor with a copy of the court order requiring appearance prior to the date of the appearance. They must use personal leave for this time off unless the trial or hearing involves the City as determined by the City Manager and under these circumstances, the employee will be given paid time off for this appearance. Any witness fees received by the employee while receiving paid time off for such court appearance shall be to the City together with any mileage allowed if the employee uses City-provided transportation.

Other Court Related Appearances: Employees called as expert witnesses in a trial in which the City has no interest must use personal leave for the time off.

ATTACHMENT D
Item 9.3
Mountain House Page 1822 of 1946 [13]
If an employee is personally involved in a court case as a party such as the plaintiff or defendant, he or she must take personal leave to appear in court or to transact business associated with the case.

H. USEMilitary Leave: USE OF NEW POLICY
I. General Leaves of Absence: A leave of absence without pay provides a means for employees to take prolonged time off without terminating employment. Such leaves are granted only when there is an expectation that the employee will return to work.

Employees may request a leave of absence without pay for employee or family illness, maternity or paternity leave, adoption, education, or training which will benefit the City, military service, or urgent or substantial personal reasons. The City Manager will determine whether the leave can be granted based on urgency and workload requirements. No employee who has been granted a leave of absence without pay shall accrue any vacation, sick leave or holiday during the time of such leave. For an employee who has been granted an unpaid leave of absence, the City will only continue paying health, dental, vision and life insurance premiums through the end of the month in which such leave commenced. The City payment of health, dental, vision and life insurance premiums will resume beginning with the month in which the employee returns to paid status or as otherwise provided by any City insurance contractual requirements.

J. USE POLICY
K. State Family Leave: In accordance with State law, any employee with one (1) or more years of continuous service with the City and a minimum of 1,250 hours on payroll in the twelve (12) months prior to the start date of the leave, may take a family care leave of up to twelve (12) weeks in a twelve-month period. The City elects to use a rolling twelve month period to determine eligibility for leave. An employee who takes such family care leave shall be returned to employment in the same or comparable position upon return from said leave.

ATTACHMENT D
Item 9.3
Mountain House Page 1823 of 1946 [14]
serious health condition. For the purposes of this Section, the terms “employment in the same or a comparable position”, “child”, “parent”, and “serious health condition” are as defined in Section 12945.2 of the Government Code. The reasonable advanced notice, scheduling and certification requirements of 12945.2 (g), (h), and (i) shall also apply.

An employee who takes family care leave shall be required to use accrued vacation, compensatory time, floating holiday, and regular holiday time during such leave. In accordance with the City regulations governing the use of sick leave, the employee may also use accrued sick leave time.

For an employee covered under the City’s medical, dental, vision and life insurance, the City shall make premium payments as though the employee were in paid status for the duration of the leave. An employee who takes family care leave in an unpaid status shall be eligible for all other fringe benefit on the same terms as an employee on any other unpaid leave of absence.

J. Pregnancy Disability Leave: . The City will comply with the Pregnancy Disability Leave – refer to New POLICY
K. State Family Leave: The City will comply with State Family Leave - NEW POLICY L. Federal Family Leave Act: The City will comply with the Family Leave Act, maintaining all rights of restrictions which are permitted by the Act. NEW POLICY M. School Activities: The City shall comply with any federal or state law requiring an employer to grant time off to participate in a child’s school activities. Current state law provides that parents may take up to forty (40) hours per year, but not more than eight (8) hours per month, to participate in their children’s school activities. An employee may take unpaid leave or may use accrued vacation, compensatory leave, or a floating holiday to the extent that this is consistent with the Fair Labor Standards Act. NEW POLICY N. Unpaid Medical Leave: Employees physically unable to work and under a doctor’s care who have exhausted all sick leave and other accrued leave such as vacation or compensatory time may be granted unpaid medical leave until the attending physician releases the employee to return to work. Supervisors may request a doctor’s verification of the employee’s physical condition. Leaves of absence for disability related to pregnancy are governed by the California Fair Employment and Housing Act, Government Code Section 12945. Leaves may also be governed by the California Family Rights Act or Federal Family and Medical Leave Act. Additional unpaid medical leave may be granted by the City City Manager beyond that required under PDL, CFRA, and FMLA at the discretion of the City City Manager.

O. Unpaid Leave, Non-Medical: This covers leave for non-medical, urgent, or substantial personal reasons for needing time off from the job.\. All personal leave must be used before an unpaid leave of absence will be granted.

P. Leave of Absence Without Pay/Benefits: While an employee is on an unpaid leave of absence, except as may otherwise be provided in this policy, no vacation or sick leave will be earned, no seniority will be accrued, and no holidays will be paid. Employees using a combination of leave credits and disability insurance payments will accrue leave credits and holidays on a prorated basis. Granting of unpaid leave status allows the employee to return to this or her

ATTACHMENT D
Item 9.3
Mountain House Page 1824 of 1946 [15]
former position or a comparable position to which he or she otherwise would have been allowed had he or she not been on leave.

ATTACHMENT D
Item 9.3
Mountain House Page 1825 of 1946 [15]
Employees may continue participating in health, dental, and life insurance plans by paying the appropriate premium during the period of time in which such premiums are not paid by City.

Q. Administrative Leave: Administrative Leave is paid time off granted by the City Manager for circumstances not defined in other paid leave categories that the Manager considers justifiably payable
The following members will receive 80 hours of Administrative Leave each calendar year, credited in the pay period that includes January 1, with no carry-over provisions and no cash out provision.

Community Preservation Officer
R. Abuse of Leave:

1. Expiration of Leave: Failure to return to work upon the expiration of leave constitutes an automatic resignation.

2. Inappropriate Use of Leave: If an employee uses leave for purposes other than for which it was granted, it may be terminated, employment with the City may be terminated, and pay for the leave may need to be reimbursed to the City, as determined by the City Manager.

3. Unauthorized Leave: Absence without approved leave, voluntary or involuntary, for five (5) consecutive workdays constitutes resignation from the City on the last day worked.

RS. Time off to vote: The City is willing to accommodate employees who need to take time off to participate in public elections. Generally, employees are able to find time to vote before or after their regular work schedule. If an employee is unable to vote in an election during nonworking hours, the City will grant up to two (2) hours of unpaid time off to vote.

ST. Leave During Job Action: No employee shall be eligible for paid leave as a result of, or while participating in or engaged in, any concerted work action.

TU. Catastrophic Leave Program
At the discretion of the City Manager, employees will be permitted to transfer eligible leave credits to a time bank to be used by an employee when a non-work related catastrophic illness or injury occurs. The Catastrophic Lave Program, makes it possible for employees to donate from their leave bank to help their coworkers. An employee may donate a minimum of four (4) hours per pay period. Employees may donate up to a maximum of sixteen (16) hours of leave per pay period. Employees must have at least eighty (80) hours on the books after you donate time if you are a full time employee.

Catastrophic illness or injury is defined as a non-work related illness or injury which is expected to incapacitate an employee and which creates a financial hardship because the employee has exhausted all of this/her sick leave and other paid time off.

ATTACHMENT D
Item 9.3
Mountain House Page 1826 of 1946 [16]
A time bank is one or more hours of leave credit donated by one or more employees to another employee who has been incapacitated by a catastrophic illness or injury.

A time bank for catastrophic illness or injury may be established:

1. Upon the request of an employee;

2. Upon determination by the City Manager that the employee in the City is unable to work due to the employee’s catastrophic illness or injury; and

3. That the employee has exhausted all paid leave credit.

If a time bank is established, any employee may, upon written notice to the City Manager, donate eligible leave credits in one-hour increments, up to a maximum of forty (40) hours in a one year period, to the time bank. Donations will be reflected as an hour for hour deduction from the leave balance of the donating employee. When transferring leave credits into a time bank, the City will assure that only credits that may be needed are transferred.

In order to receive time from the time bank, an employee must provide appropriate verification of illness or injury as determined by the City. The employee for whom the time bank is established will have any time which is donated to the time bank transferred to his/her account in one hour increments for use as sick leave only. Donated credits will be reflected as an hour-for-hour addition to the leave balance of the receiving employee. The total amount of leave credits donated may not exceed an amount sufficient to insure the continuance of regular compensation. An employee who receives time through this program shall use any leave credits he continues to accrue on a monthly basis prior to receiving time from the time bank.

Use of time from the time bank may not be used to augment benefits received due to a work-related injury or illness.

All donations are confidential, voluntary and IRREVOCABLE.

4.0 SALARIES AND OTHER ASSOCIATED COMPENSATION AND REIMBURSEMENTS

4.1 Establishment of Job Classifications and Salary Schedules The City Council shall establish classes (also may be referred to as job codes) for positions in the City and shall establish salary ranges (also may be referred to as salary grades) for such classes.

When the City plans to establish a new classification covered by the terms of this MOU, the City will notify the union of the proposed salary of the proposed new class and will meet and confer with the union regarding the salary of the class if the union requests to meet and confer. Such request by the union shall be made to the City Manager, in writing.

4.2 Salary Steps
The City has a five-step pay range for each class with approximately five percent (5%) between steps. Initial appointment shall be at the first step of the range adopted; however, the Board may authorize advanced step hiring by the City Manager when recruiting difficultiesexist.difficulties

ATTACHMENT D
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exist. The City Manager may authorize that an allocated position be filled at a step above the minimum of the range commensurate with the qualifications of the prospective appointee which are above the minimum requirements set forth in the class specifications.

Annually, on an employee’s anniversary date of employment with City, a regular full-time employee may be granted a merit step increase if performance is at least satisfactory and advancement is recommended by the supervisor. If an employee promotes to a higher class within the City, the effective date of the promotion shall become the employee’s new anniversary date.

Annually, on an employee’s anniversary date of employment, a regular full-time or part-time employee may be granted a merit step increase if performance is at least satisfactory and advancement is recommended by the supervisor after the employee has worked 1,840 hours at their present step. Step increases are not automatic and may not result in a base pay rate exceeding the fifth step of the employee’s classification. If an employee promotes to a higher class within the City, the effective date of the promotion shall become the employee’s new anniversary date.

Whenever an allocated position is filled above the entry step, the City Manager may, at his/her discretion, direct that all incumbents of allocated positions who have qualifications above the minimum set forth in the class specification in the same class and who are earning less than the step in the salary range at which the new employee enters may be raised to the step in the range that will retain the appropriate interrelationship between the classes/positions.

Any step increase withheld because of administrative oversight or inadvertence shall be made retroactive to the normal effective date of the step increase. If the step increase is made retroactive to the normal effective date of the step increase, the employee shall retain the employee’s current anniversary date as of the normal effective date of the step increase.

An employee is eligible for an additional step adjustment of five percent (5%) of salary following the completion of ten (10) years of continuous service to the City and the completion of a successful performance evaluation as provided in this section.

4.3 Salary Upon Promotion
Upon promotion, an employee appointed to a position with a higher salary range shall have his or her salary adjusted to the first step of the new range or to the step in the new range which is at least 5% higher than the salary the employee was receiving prior to the promotion, whichever is greater, provided that the new salary is within the new range. Any pay supplements being received by the employee and which are a percentage of base salary (except above class pay and special assignment pay) shall be added to the pre-promotion base salary prior to determining the appropriate step in the new range.

4.4 Y Rating of Salary
Whenever an employee accepts a demotion for reasons other than disciplinary action to a class or position having a lower salary range, the City Manager may direct that the capital letter

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“Y” be set opposite the position to which the employee was demoted in the department budget and all payroll and other personnel records. Whenever the effect of a reclassification is to place the incumbent in a class having a lower salary range, the City City Manager may direct that the capital letter “Y” be set opposite the reclassified position in the department budget and all payroll and other personnel records.

Whenever the “Y” is set opposite a position, the incumbent shall continue to receive his or her previously authorized salary until termination of employment in the position, or until a higher rate of pay may be authorized, whichever comes first.

4.5 Salary Upon Demotion
If an employee demotes, other than voluntary demotion, through no fault of the employee, the employee shall be “Y-rated” at the employee’s current salary and remain at that salary until the salary falls within the range for the employee’s demoted class. If an employee voluntarily demotes, the employee shall be placed at the highest step of the range that represents a reduction in pay. If an employee is demoted for failure to complete expected tasks following a promotion, the employee shall return to the step of the range the employee held prior to promotion, but may be granted any merit step increases that would have occurred had the employee not accepted a promotion. If an employee is demoted for causes as a result of a disciplinary action, the employee shall be placed at the step of the range stated in the order of discipline.

4.6 Special Assignment Supplement
The City Manager may authorize a 5% salary increase to any employee designated by the City Manager to be on special assignment.

4.7 Receipt of Supplemental Pay
No employee shall receive supplemental pay when on vacation, sick leave, sick leave in conjunction with the receipt of State Disability Insurance or Workers’ Compensation temporary disability payments, compensatory time off, holiday, or paid military leave unless such employee shall have been performing duties for a period of not less than four (4) full bi-weekly pay periods or such supplemental duties are scheduled, upon assignment, to last not less than four (4) full bi-weekly pay periods.

4.8 Standby Pay
The City Manager or designee may assign employees to be in a stand-by status and must do so in writing. An employee who is on standby status must be at a location where the employee can be reached at all times and upon being called, shall return to work immediately. An employee who is recalled to work shall be deemed to be off standby status. While on standby status, non-exempt employees shall be compensated at 20% of their regular hourly rate. Exempt employees shall receive no additional compensation for being on stand-by status.

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4.9 Work Above Class
The City Manager or designee may temporarily assign any employee to perform duties normally assigned to a classification with a higher salary without changing the salary of such employee provided the temporary assignment concludes at the end of the fiscal year and does not exceed twenty (20) work days in a one hundred and eighty (180) calendar day period. If an employee is assigned to a classification with a higher salary range for a period of time exceeding this, the employee shall be compensated, beginning with the 21st work day of such above-class assignment, at an amount equal to what the employee would receive if promoted to the higher class or 5% if no class exists. Employees who are being paid for working in a higher classification are not eligible for merit increases in the higher classification. Whenever an employee working in a higher classification receives a merit increase in the employee’s regular classification or the employee’s regular salary is otherwise increased or decreased, the employee’s pay for working above class shall be adjusted so that the employee continues to be compensated at the rate specified above.

4.10 License/Certificate Fee
The City shall pay the cost of renewing state required licenses or certifications that are necessary for the employee, as determined by the City Manager, to fulfill the requirements of the job classification or the tasks assigned to the employee. The City Manager may also authorize the payment of professional organization dues or membership fees if the City Manager considers it in the best interest of employee development that may benefit the City.

4.11 Paycheck Exceptions
A paycheck exception is defined as the incorrect reporting of payroll or failure to process the following payroll actions, causing an employee to receive less than the pay to which he or she is entitled for that pay period with regard to step increase, supplemental pay, and overtime. Paycheck exceptions shall normally be paid no later than the following paycheck.

All payroll errors resulting in either gross or net salary overpayment must be repaid to the City.

Employees shall be allowed, at employee’s option, to use accrued annual and holiday leave and compensatory time to repay the City in cases of payroll error resulting in gross salary overpayment as determined by the City Manager. Such errors may result from use of an incorrect salary rate, reporting the wrong number of hours worked, or misclassification of hours worked.

4.12 Negotiated Salary Adjustments

4.12.1 During the term of this MOU the following negotiated general adjustments shall take place:
a. a. Effective July 1, 2026 all employees shall receive a 4.0% increase. b. b. Effective July 1, 2027 all employees shall receive a 4.0% increase. c. Effective July 1, 2028 all employees shall receive a 4.0% increase. d. Effective July 1, 2029 all employees shall receive a 4.0% increase.

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4.13 Bilingual Pay
Employees shall receive bilingual pay at 41 cents per hour only if they meet all of the following criteria:
a. Have demonstrated a bilingual proficiency in a designated language other than English, and
b. Have been approved by the City Manager or designee, and c. Have been designated by the City Manager in a position requiring bilingual skills at least 20% of the time.

4.14 Travel
Mileage reimbursement for the use of personal vehicles on City business shall be paid according to the rates allowed by the Internal Revenue Service. Meals and lodging shall be authorized and paid in accordance with the policy for reimbursement for City travel and expenses as adopted by the City Council.

5.0 DAYS AND HOURS OF WORK AND OVERTIME
A. Work Hours: The City shall establish regular work hours for each employee. The City Manager may change working hours of individual employees to accommodate functional needs of the City. Alternate work schedules may be authorized by the City City Manager provided the alternate schedule does not disrupt or interfere with business operations and service to clients. Employees on alternate work schedules may be required to alter such schedule to cover for absences of other staff members. When possible, one-week advance notice shall be provided for change in working hours. All work schedules of employees hired effective the first pay period following adoption of the MOU by the City Council shall be assigned to a 5/8/40 or 9/80 work schedule as provided in (D) below.

B. All employees who have been previously approved to work a 9/80 work schedule prior to the adoption of the MOU will retain their 9/80 work schedule unless they voluntarily offer to relinquish that work schedule.

An employee may, with supervisory approval, flex hours worked within a workweek only for special events or City Council meetings. The employee’s supervisor is required to approve such a request in advance. This section will not apply to medical or personal appointments. Absences from work during the employee’s normal work shift for medical or personal appointments shall be handled by taking vacation or sick leave as provided by the leave provisions of this MOU.

C. Work Week: The work week is Sunday through Saturday, except that the City Manager may specify an alternate work week period for any employee. The base compensation for employees shall be deemed to be compensation per bi-weekly pay period and is predicated upon a forty (40) hour work week for full-time employees. A biweekly pay period shall consist of eighty (80) working hours for full-time employees and the base compensation provided shall be payment in full for all services rendered to the

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City except as otherwise provided. If an alternate work schedule is approved pursuant to Section 4.A, the work week and pay period may not coincide.

D. Workplace Assignment: The place of work and department or division to which an employee is assigned shall be determined by the City Manager or designee, who may also reassign the employee at any time to a different workplace, department or division. The City Manager may also designate employees whose response time to the workplace in emergency situations is critical and may specify for these employees the maximum response time between their place of residence and the workplace. This information must be supplied to the employee prior to their acceptance of a job offer with City.

E. Work Site Closure: If the City Manager or designee closes a work site because it is unsafe or because work operations cannot be carried out, regular full time and regular part-time employees who are scheduled to work and who are not reassigned to alternate work sites and are subsequently sent home, shall receive administrative pay for the remainder of the scheduled work day. Other regularly scheduled employees who are sent home may be paid, at the discretion of the City Manager, for the balance of their scheduled workday. Employees who are sent home and who are receiving administrative pay shall remain available to return to the work site for the duration of their scheduled shift.

F. Paydays: The City has a bi-weekly pay period.

G. Advances: Advances in pay are not permitted.

H. Break and Lunch Time: To promote maximum productivity and morale, it is the policy of the City, when City operations permit, to allow employees two (2) rest periods not exceeding fifteen (15) minutes each, during a regular eight (8) hour shift. When City operations permit, such rest periods are to be taken as nearly as possible in the middle of each four (4) hour segment of each employee’s workday. Time allowed for rest periods may not be accumulated from one half of the workday to another, nor may rest periods be used to alter an employee’s normal work hours and meal periods. Lunch breaks are unpaid and may be thirty (30) or sixty (60) minutes depending on the employee’s work schedule. While every effort will be made to schedule breaks and lunch breaks during the middle of each work period, employees may be required to stagger such breaks to ensure adequate levels of customer service.

I. Wages: Employees will be paid bi-weekly based on the hours recorded on time cards, or other manner as required by the City Manager.

J. Overtime: There are certain periods where overtime may be required. If, in the judgment of the City Manager or designee, work beyond an employee’s normal work day or work week is required, the City Manager or designee may order such overtime work.

All employees are expected to work overtime when deemed necessary, but may not work overtime without the specific authorization of the City Manager or designee.

Hours of work, for purposes of determining overtime eligibility, means only those hours that an employee is at their assigned place of work, being compensated for these hours by City and performing their assigned duties at the direction of the City Manager or designee.

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Hours of work for purposes of determining overtime eligibility does not include any compensated or uncompensated leave time, including holidays.

An employee whose normal work week is five (5) scheduled eight (8) hour days in a calendar week of seven (7) days works more than forty (40) hours in five (5) days in a calendar week;
d. An employee who, because of shift changes, works two (2) or more shifts in any twenty-four (24) hour period and is off duty less than eight (8) hours between shifts.

In such case, the employee shall be compensated for any additional shift(s) in the same manner as for other overtime notwithstanding (b) and (c) above; FLSA nonexempt employees whose normal work week varies from the normal five (5) days in a calendar week of seven (7) days shall not be eligible for overtime compensation except as described in (a), (b) and (d) above.

6.0 CLASSES OF EMPLOYMENT
Definitions of classes of employment shall be as follows:

A. Regular FullA. Regular Full-Time Employee: An employee who is appointed to a regular allocated position, regularly scheduled to work eight (80) hours per bi-weekly pay period.

B. Regular Part-Time Employee: An employee who is appointed to a regular allocated position, regularly scheduled to work eight (80) hours per bi-weekly pay period.

B. Regular Part-Time Employee: An employee who is appointed to a regular allocated position, regularly scheduled to work at least thirty (30) hours per bi-weekly pay period, but not more than 1,599664 hours per calendar year and whose employment is anticipated to exceed 7 months in duration.

C. Part-Time Employee: An employee who is appointed to a position to work less than thirty (30) hours per bi-weekly pay period and whose employment is anticipated to exceed 7 months in duration. Such employees do not receive any leave, health insurance, or other benefits except those required by law.

D. Temporary Employee: An employee who is appointed to a position which is either seasonal in nature (not to exceed seven months in a calendar year) and recurs year to

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year, or who covers peak workloads, regular employee absences, or a vacant position for a period not to exceed nine months. Such employees do not receive any leave, health insurance, or other benefits except those required by law.

7.0 RETIREMENT
Unless otherwise stated, all statutory references in this section of this Memorandum of Understanding are in reference to the California Government Code as well as with City of Mountain House City Council Resolution 2024-09, Resolution of the City Council of the City of Mountain House Reaffirming Inclusion of the City of Mountain House in the San Joaquin County Employees’ Retirement Association.

7.1 Benefit Tiers and Eligibility
SJCERA Tier I – Employees who established and maintain membership in the San Joaquin County Employees’ Retirement Association (SJCERA) prior to January 1, 2013, and other eligible employees as defined by law, participate in the defined benefit formula that was in place before January 1, 2013, hereinafter “SJCERA Tier I.”
SJCERA Tier II – Employees who meet the definition of “new member” and establish membership in SJCERA on or after January 1, 2013, who are subject to the provisions of the Public Employees’ Pension Reform Act of 2013 (Article 4 (commencing with Section 7522, et seq.) of Chapter 21 of Division 7 of Title 1 of the Government Code), hereinafter “PEPRA, participate in the defined benefit formula prescribed by PEPRA for these employees, hereinafter “SJCERA Tier II.” SJCERA Tier IIb – Employees who meet the definition of “new member” and establish membership in SJCERA on or after January 1, 2022, who are subject to the provisions of the Public Employees’ Pension Reform Act of 2022 whose retirement benefits are calculated using only “base pay”, excluding special pays.

7.2 Retirement Formula
The City shall maintain the defined benefit retirement formula specified in Section 31676.14 (2% at age 55 ½) for General Members of SJCERA Tier I.

General Members of SJCERA Tier II participate in the defined benefit formula prescribed by Section 7522.20 of PEPRA (2.0% at age 62).

An annual cost of living adjustment of up to three percent (3%) shall be maintained in accordance with Section 31780.1 for monthly benefits payable by SJCERA to retired members (Tiers I, II, and IIb) or their beneficiaries.

7.3 Retirement Age and Service
The provisions of Section 31672 permitting service retirement for members of SJCERA Tier I at age seventy (70) years, or at age fifty (50) years with the completion of ten (10) years of service, as adopted by County Resolution R-72-1245, or with thirty (30) or more years of service regardless of age shall be maintained for employees who are members of SJCERA Tier I.

Section 7522.20 permits service retirement for General Members of SJCERA Tier II and IIb after five

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(5) years of service and upon reaching fifty-two (52) years of age.

As required by Section 7522.32, for employees who are members of SJCERA Tier II and Tier IIb, final compensation shall mean the highest average annual pensionable compensation earned by the member during a period of thirty-six (36) consecutive months designated by the member or, if not designated, immediately preceding the member’s retirement or last separation from service if earlier.

7.4 Retirement Contributions
Tier 1 member contributions as determined annually by the plan actuary pursuant to Section 31621.3 for General Members of SJCERA Tier 1, and expressed as a percentage of payroll shall be known as the “Basic Member Contribution Rate”. Effective the first full pay period following approval by the City Council of this MOU amendment, employees who are members of SJCERA Tier 1 shall pay the Basic Member Contribution Rate applicable to their member category plus the increase in that rate as specified in Government Code Section 31631.5 (a) (1), not to exceed 50% of the normal cost of benefits.

Employees who are members of SJCERA Tier II shall pay member contributions pursuant to Section 7522.30, which shall be at least 50% of normal cost as determined annually by the plan actuary and expressed as a percentage of payroll. The City shall not pay any of the required member contribution. The member contribution rate shall not be adjusted unless the normal cost rate increases or decreases by more than 1%.

Employees’ retirement contributions to SJCERA shall be made on a pre-tax basis.

7.4.1 Retirement COLA Cost Share
Effective January 1, 2012, the County modified Resolution R-75-1592 whereby it agreed to pay the costs of the contributions which would otherwise be assessed to individual members of SJCERA for their cost of living contributions. In accordance with Section 31873, the contributions required for the normal cost of post-retirement cost-of-living adjustments shall be shared equally between the City and employees who are members of SJCERA.

7.5 Retirement Death Benefits
The death benefits provisions of Section 31789.3 shall be maintained for qualified employees who are members of SJCERA.

7.6 Retirement Information

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Employees nearing retirement age who desire to discuss their retirement with SJCERA shall be allowed to do so on City time.

7.7 Purchase of Additional Retirement Service Credit
Any employees who are a member of SJCERA and eligible to purchase additional retirement service credit may elect to purchase such service credit in accordance with the provisions of the County Employees’ Retirement Law, the SJCERA Bylaws, and the policies and procedures applicable to SJCERA members. Any required contributions paid by a member of SJCERA for additional service credit shall become part of the member’s accumulated contributions with SJCERA. Any additional liability assumed by or contributions paid by the City because of an employee’s purchase of additional service credit shall not become part of the employee’s accumulated contributions and shall not be considered compensation for purposes of contributions to or benefits from SJCERA.

8.0 TRAINING AND EDUCATION

8.1 In-service and Job Related Training
Employees who participate in City-mandated supplemental education programs shall either be assigned to such programs during their regular working hours or be compensated for each hour spent participating in such programs at the applicable overtime rate in accordance with this memorandum. Travel time for City-authorized training shall be computed in accordance with FLSA procedures.

8.2 Educational Reimbursement Program
City employers who are employed in an allocated budgeted position shall be reimbursed for career-related course work taken on the employee’s own time, but not to exceed a maximum reimbursement for each fiscal year of $850; however an employee enrolled in an approved degree program may be reimbursed up to $800 per semester for a maximum of $1,600 per fiscal year and may include reimbursement for educational materials. Reimbursement is subject to approval by the City Manager upon satisfaction that the course work is career- related and an acceptable form of a receipt is provided.

9.0 WORKERS’ COMPENSATION AND EMPLOYEE SAFETY

9.1 Workers’ Compensation
Under the Workers’ Compensation Act, provisions are made for benefit payments if an employee is disabled in the course of employment and misses work as a result of the disabling condition. The Workers’ Compensation Act also provides free medical and hospital service, if necessary, for the disabling condition. In order to meet the requirements of the act, the City shall carry Workers’ Compensation Insurance. For the employee’s protection, it is mandatory that any injury, no matter how slight, be reported immediately to the employee’s supervisor. If medical attention is needed, the employee will arrange for a visit to a local doctor.

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Employees who are receiving temporary disability indemnity payments under Division 4 or Division

4.5 of the Labor Code shall accumulate vacation, holidays and sick leave during such period of time that they are drawing such temporary disability indemnity. The City shall continue to provide health, dental, vision, and life insurance plan coverage for such employees as if they were on payroll as employees.

Employee’s disabled in the course of employment and eligible for Workers’ Compensation Benefits shall be on paid administrative leave until the effective date of temporary disability indemnity payments to the employee or until it is determined that recovery from disability is sufficient to release the employee to return to work, whichever occurs sooner. With the commencement of temporary disability payments, the employee may use accrued leave in an amount such that the combination of leave time and temporary disability payments equals the employee’s regular salary. When and if leave time is exhausted, the employee shall be on unpaid leave until it is determined that recovery from disability is sufficient to release the employee to return to work or it is determined that the employee’s disability is permanent and the employee will not be able to return to work.

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9.2 Safety Equipment
The City shall provide employees with safety prescription glasses (glasses only, not prescription examination) whenever safety glasses are required by the CAL/OSHA or other State or Federal regulation. The City will not provide for broken lenses or frames unless such breakage is the result of an on-the-job accident.

The MHCSD City agrees to maintain a program for reimbursement of City required safety shoes. The City will reimburse the employee for actual and reasonable costs fo r replacement of, or repair to, the shoes up to a maximum of ($250) two hundred fifty dollars per employee once per fiscal year.

The City shall provide employees with safety shoes as specified by the MHCSD General Manager City Manager whenever such shoes are required by the CAL/OSHA or other State of Federal regulations. Employees who work outside an office/in the field in the following classifications shall be eligible for this benefit:
 Community Preservation Officer
 Inspection and Code Enforcement Officer
 Senior Inspection and Code Enforcement Officer
 Maintenance Worker I/II
 Senior Maintenance Worker  Construction Manager
 Operations & Maintenance Superintendent
 Landscape Supervisor
 Landscape Project Supervisor
 Senior Public Works Inspector
 Engineer I-IV
 Assistant Engineer
 Associate Engineer
 Associate Civil Engineer
 Senior Planner
 Facilities Supervisor
 Senior Civil Engineer
Safety boots that are no longer functional as protective gear due to wear or damage, through no fault of the employee, will be replaced by the City. Employees who lose or intentionally damage boots so that the boots are no longer safe will be responsible for the full cost of replacing the boots.

9.3 Physical Examinations
Employees required to take physical examinations to maintain licenses or employment with City shall be given physical examinations at a medical facility of the City’s choosing at no cost to the employee.

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10.0 EVALUATIONS AND PERSONNEL FILES

10.1 Employee Performance Evaluations
The City and the union agree that regular evaluations are a constructive way to provide employees with regular feedback, to recognize exemplary performance, and to correct “needs improvement” performance if necessary.
a. Probationary employees. Probationary employees shall be provided evaluations following three (3), six (6) and nine (9) months of service. Any employee performance evaluation shall be prepared by the employee’s supervisor who has the responsibility and authority to prepare such reports. b. Regular employees. Regular full-time employees. Regular full-time employees shall be evaluated annually.

Employee performance evaluation reports shall be discussed with the employee prior to finalization of each category of the report.

An employee will receive an appointment with his/her department’s reviewing officer to discuss the evaluation by signing the evaluation form in the space provided. Each department shall make a reasonable effort to ensure that the reviewing officer for this purpose has not been a party to the preparation of the evaluation. In no case shall the reviewing officer sign the evaluation form until a review has occurred.

Any regular or special evaluation with a rating of “needs improvement” shall include plans for employee development. Except in cases of termination, release from probation, or leave of absence, employees who receive a “needs improvement”an unsatisfactory performance evaluation must receive a follow-up evaluation. The follow-up evaluation shall cover a period of time no greater than ninety (90) calendar days from the date of the final review of the initial “needs improvement”unsatisfactory evaluation.

An employee shall have the right to submit written comments regarding any evaluation and to have such comments included in his/her personnel file along with the evaluation.

Any proposed change to the established evaluation form shall be subject to negotiations.

10.2 Probationary Evaluations – Notice
For the purposes of the initial probationary period only, an employee who fails to complete probation and is released from probationary status within two weeks of the end of the probationary period may be paid regular salary for the hours the employee would have been scheduled between the release date and the end of the probationary period.

10.2.1 Probationary Period
All employees hired by the City will serve an initial probationary period of one (1) year from their date of hire. Upon successful completion of the initial probationary period the employee will gain permanent status. Any employee who subsequently promotes shall serve a six (6) month probationary period. If the employee does not complete the six months

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satisfactorily, that employee will be returned to their former position in the City.

10.3 Employee Personnel Files
Employees shall have the right to review and at their own expenses obtain copies of their City, department and division personnel files. An employee’s representative may inspect the contents of an employee’s personnel files upon signed, dated authorization by the employee.

Authorization shall be valid for sixty (60) calendar days from the date of signature.

The City reserves the right to withhold from employee review reports of an employee’s preemployment physical examination, medical files, records of an employee relating to investigation of possible criminal offense or other legally privileged records.

Employees shall be given an opportunity to read and initial any report to be added to their personnel files, but an employee shall not be required to sign any such report. An employee’s signature on a report shall be understood to be acknowledgment of receipt and shall not be construed as agreement or disagreement with its content. If the employee refuses to sign any report, a notation to that effect may be entered on the document. A copy will be provided to the employee upon request. Any information that the City attempts to use in any disciplinary or other derogatory way against an employee and does not contain either the employee’s signature or a notation of refusal to sign shall be disqualified from being used.

An employee shall have the right to submit written comments regarding any document in his/her personnel file and to have such comments included in his/her personnel file along with the document.

10.4 Letters of Reprimand
A letter of reprimand shall be removed from the employee’s personnel file if three years have elapsed from the date of reprimand and there has been no recurrence of the issue contained in the reprimand. The employee or employee representative must make the request in writing for it to be removed.

If the reprimand is in the department or division personnel file, the request must be directed to the department head or designee. If the reprimand is in the central Human Resources files, the request must be directed to the City Manager.

11.0 LAYOFFS

11.1 Notice
Any permanent City employee (over one year of service with the City) who is to be laid off or dismissed for other than disciplinary reasons shall be given ten (10) working days’ notice. This provision does not apply to probationary employees. Nothing contained herein shall be deemed to require the City to pay an employee except for services rendered.

11.1.1 Seniority
Layoffs shall be in the inverse order of hire date within the classification.

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11.1.2 Meet and Confer
Ten (10) working days prior to issuing any layoff notices, the City shall notify the Union in writing of the proposed layoffs. Such notice will identify the proposed layoffs by department and by classification. Upon the request of the Union in writing, the City will meet and confer with the Union regarding the effects of the proposed layoffs and will consider any proposals advanced by the Union regarding the effects of the proposed layoffs.

11.1.3 Mitigation
In order to attempt to mitigate the effect of lay-offs, the City will provide employees identified for layoff with the opportunity to participate in an orientation program. The City will make all reasonable efforts to place employees who have been placed on any resulting layoff list. The City shall also provide a monthly mailing of the City Employment Bulletin and any other information deemed relevant by the City to all employees who remain on the layoff list.

11.1.4 Benefits
Employees who are provided a notice of layoff pursuant to section 11.1 of this Agreement shall have their eligibility for employee benefits extended for one pay period beyond the date coverage would have terminated due to the notice of layoff. In such situation the City will make payment for benefits as provided in section 2.3.1 of this Agreement.

12.0 GRIEVANCE PROCEDURE

12.1 Definitions
Grievance: An alleged violation of the Mountain House Community Services City Personnel Policies and Procedures, or the Memorandum of Understanding (MOU).

12.2 Purpose/Rights

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It is the intention of this procedure to resolve all issues at the lowest supervisory level possible.

The employee has the right to representation at any and/or all steps of the procedure.

SEIU may file and process grievances on behalf of employees, but the employee must be identified by name if necessary to the processing of the grievance.

12.3 Filing Deadline
Grievances filed under this Section should be initiated within twenty (20) days from the time the employee knew or had reason to know of the facts giving rise to the grievance. For the purpose of this section days shall be work days.

12.4 Grievance Processing
STEP 1: Any grievance shall be discussed with the employee’s immediate supervisor. If the issue is not resolved at the supervisor’s level within fifteen (15) days from the day of presentation, the issue may be processed to the second step. If the department head is the immediate supervisor, the grievance shall be in writing and contain the information specified in Step 2 below.

STEP 2: If the grievance is not resolved at Step 1 of this procedure, then the grievance may be filed with the City Manager or designee. The grievance must be in writing and must be filed within fifteen (15) days of the response from Step 1 or from the date when such response was due. The grievance must state: (1) the specific MOU provision or policy or procedure which is alleged to have been violated; (2) the statement of facts comprising the violation; (3) the requested remedy.

The City Manager, or designee shall have fifteen (15) working days in which to investigate the issues and respond in writing to the grievance. NOTE: If grievance is against the City Manager or caused by actions of the City Manager, the process shall start at Step 2 with a filing, in writing, to the City Manager.

STEP 3: If the grievance is not resolved at Step 2 of this procedure following the City Manager’s response at Step 2, the employee or representative may then, within fifteen (15) days request Mediation with the State Mediation and Conciliation Services (SMCS) in accordance with Section 10 (A-D) of the City Labor Relations Policy. The Union would be responsible for notifying the City Manager of the intent, contact SMCS with a copy to the City. The request shall spell out what is in dispute.

The parties shall meet with the mediator in a timely manner in an effort to resolve the grievance. The mediator’s recommendations regarding the resolution of the grievance shall be shared with the Union and the City Manager in writing following the completion of mediation. The mediator’s recommendations shall be advisory to the City Manager, whose decision shall be final and binding.

All grievances shall be represented and acted upon in a timely manner. However, with the mutual consent of the parties, the time limitation for any step may be extended.

The City and the Union shall be responsible for all their sides costs associated with the SMCS.

13. DISCIPLINARY ACTIONS

ATTACHMENT D
Item 9.3
Mountain House Page 1843 of 1946 [36]

13.1 Notice of Proposed Disciplinary Action
When the City proposes to initiate disciplinary action against a non-probationary bargaining unit employee, the City Manager or designee must submit to the employee a written notice of intent to take disciplinary action. The notice must state specifically the reason(s) for the action and explain the employee's "Skelly" rights of appeal. When applying discipline, the concept of progressive discipline shall generally apply.

13.2 Request for Hearing
The employee may appeal the proposed action and request a hearing by responding in writing to the appointing authority within seven (7) business days of receipt of the notice. Upon receipt of a timely response, the City Manager or designee and the Union shall schedule a mutually agreed upon date and time to conduct a "Skelly" hearing as soon as possible, but no later than seven (7) business days after receiving such notice. In the event the parties cannot meet with seven (7) business days the employee may submit a written rebuttal directly to the City Manager.

13.3 Rights of Access
The employee shall be given access to copies of all materials upon which the City relied in taking the proposed action and shall be provided with copies upon request.

13.4 Representation
The employee may be represented at the hearing by a representative of the employee's choice.

13.5 Conduct of Skelly Hearing
The City Manager or his/her designee shall be the hearing officer at the informal "Skelly" hearing.

Upon consideration of all materials and discussions presented at the hearing, the City Manager or his/her designee may uphold, modify, or revoke the proposed disciplinary action.

13.6 Final Order of Disciplinary Action
If the employee does not respond to the notice of intent within the prescribed time limits, or if, after hearing, the City Manager or his/her designee upholds or modifies the proposed discipline, the City Manager or designee shall submit to the employee a written final order of disciplinary action. The order shall state the proposed action, the reasons for the action, and the employee's rights of appeal.

No discipline shall be effective until the date of order.

13.7 Appeal of Final Order of Disciplinary Action
In the event the employee wishes to appeal the Final Order of Discipline, he she/may do so by filing a written appeal to the City Manager within seven (7) business days following receipt. If the discipline involves a termination or a suspension of 10 days or more, the employee, in making the appeal, shall designate in writing his/her request that the matter be heard by a neutral arbitrator. Other disciplines, are not subject to the arbitration clause of this section but may be appealed to the City Manager who shall meet with the employee within ten (10) business days. The decision of the City Manager shall be final.

ATTACHMENT D
Item 9.3
Mountain House Page 1844 of 1946 [37]

13.8 Arbitration
When an employee appeals the final order of termination to arbitration the timing and procedure of such arbitration shall be established by agreement of the City and the Union. Unless agreed otherwise, the arbitrator shall be selected from a list of five (5) names provided by the State Mediation and Conciliation Service (SMCS). In selecting the arbitrator the parties shall alternately strike two names from the list, with the City striking the first name. Absent an agreement otherwise, the final name remaining shall be the arbitrator.

The arbitrator shall render his/her decision in writing by no later than forty-five (45) calendar days, following the conclusion of the hearing, unless mutually extended in writing by the parties. The costs of the arbitration shall be borne equally by the City and the Union. The decision of the arbitrator shall be binding on the parties.

14.0 ENTIRE AGREEMENT
Except as otherwise specifically provided herein, the Memorandum of Understanding (MOU) fully and completely incorporates the understanding of the parties hereto regarding the provisions contained in this MOU. The parties, for the term of this Agreement, do not waive the obligation to negotiate with respect to any practice, subject, or matter within the scope of bargaining not specifically referred to or covered in this Agreement. In the event the City proposes a change in any practice, subject, or matter which is within the scope of bargaining and is not covered by this Agreement, the City will give the Union advance written notice of the proposal and will, upon request of the Union, negotiate in good faith with the Union concerning the proposal.

ATTACHMENT D
Item 9.3
Mountain House Page 1845 of 1946 [38]
The parties attest to this Memorandum of Understanding (MOU} which has been entered into between the Mountain House Community Services City (City) and SEIU Local1021 (Union - General Unit.)
For SEIU Local1021 For Mountain House CSD
________________________________
Cheryl Harris
Field Representative & Chief Negotiator
__________________________________
Steven J. Pinkerton
City Manager
________________________________
David Canham
SEIU Executive Director
__________________________________
Joe Kriskovich
Chief Negotiator
________________________________
Jamie Jamie
Negotiations Committee Member
__________________________________
Nicole Adamo
Human Resources Manager
________________________________
Valerie Watts
Negotiations Committee Member

ATTACHMENT D
Item 9.3
Mountain House Page 1846 of 1946 [36]

ATTACHMENT D
Item 9.3
Mountain House Page 1847 of 1946

ATTACHMENT H

MEMORANDUM OF UNDERSTANDING

SUPERVISORY AND CONFIDENTIAL BARGAINING UNIT

1.0 PREAMBLE:

This memorandum of Understanding, hereinafter referred to as “Memorandum”, is made by and between the City of Mountain House Community Services DistrictCity City of Mountain House and the Service Employees International Union, hereinafter referred to as “SEIU” or “Union”, representing employees who are members of the Supervisory and Confidential Bargaining Unit. This Memorandum of Understanding constitutes the result of meeting and conferring in good faith pursuant to the California Government Code and the City of Mountain House Community Services DistrictCity City of Mountain House EmployerEmployee Relations Policy.

The bargaining unit shall include all full time and part-time employees as agreed to by the parties effective July 1, 2022 2026 including:

Facilities Supervisor
Management Analyst
Engineer IV
Accountant I/II
Landscape Supervisor
Landscape Project Supervisor
Senior Public Works Inspector
Customer Service Supervisor
Utility Billing Supervisor
Senior Civil Engineer
Senior Inspection and Code Enforcement Officer
Senior Maintenance Worker
Senior Planner
DURATION:

This Memorandum shall be in effect from July 1, 2022 the date of adoption through June 30, 2026 2030.

Either party may request a reopener on the subject of Salary by sending the other party a written request to reopen negotiations no later than March 1, 2021. The only Article of the MOU which will be subject to the reopener shall be Salary, unless mutually agreed otherwise by the parties.

1.1 Management Rights
SEIU and the Mountain House Community Services DistrictCity City of Mountain Houserecognize that it is the exclusive right of the DistrictCity, except as otherwise provided in this Memorandum of Understanding, or the Employee Relations Policy, to make all decisions of a managerial or administrative character, including but not limited to:
a. To manage and direct its business and personnel.
b. To manage, control, and determine the mission, its departments, building facilities and operations.

Item 9.3
Mountain House Page 1848 of 1946

ATTACHMENT H
c. To create, change, combine or abolish jobs, policies, departments and facilities in whole or in part.
d. To subcontract or discontinue work for economic or operational reasons. e. To specify or assign work requirements and require overtime. f. To schedule working hours and shifts.
g. To adopt rules of conduct and penalties for violation thereof.

Item 9.3
Mountain House Page 1849 of 1946

ATTACHMENT H
h. To take whatever action necessary to prepare for and to operate in an emergency. i. To hire, promote, transfer, assign, classify positions, retain employees, and to suspend, demote, discharge or take disciplinary action against employees. j. To layoff, demote or furlough employees from duties because of lack of funds, in the interest of the economy, or other legitimate reasons. The MHCSDMOUNTAIN HOUSE Mountain House General Manager City ManagerCity Manager may determine the order of layoff and those employees who will be demoted based on the operational needs of the DistrictCity.
k. To determine the policies, standards, procedures, methods, means and personnel by which MHCSDMOUNTAIN HOUSEMountain House operations are to be conducted.

Nothing in these policies and procedures shall be construed to interfere with the MHCSDMOUNTAIN HOUSEMountain House’s right to manage its operations in the most economical and efficient manner consistent with the best interests of all the citizens of MHCSDMOUNTAIN HOUSEMountain House.

1.2 Joint Labor – Management Committees
SEIU and the Mountain House Community Services DistrictCity City of Mountain House agree to establish a joint committee comprised of two (2) labor and (2) management representatives to deal with specific areas of concern which may arise from time to time. The Joint Labor Management Committee shall meet at least three (3) times each calendar year. Either party may initiate a joint labor management committee meeting by making a written request to the other; requests to the union shall be made to the SEIU worksite organizer and requests to the MHCSDMOUNTAIN HOUSEMountain House shall be made to the CityGeneral Manager. Both parties agree to exchange agenda issues at least five (5) days in advance of a scheduled meeting.

1.3 Employees’ Rights – Employer-Employee Relations
SEIU and the Mountain House Community Services DistrictCity City of Mountain House recognize that each employee shall have the following rights which he/she may exercise in accordance with this Memorandum, Employer-Employee Relations Policy, applicable law, ordinances and rules and regulations:
a. The right to form, join, and participate in the activities of any labor organization of his/her own choosing for the purpose of representation on all matters within the scope of representation.
b. The right to be free from interference, intimidation, restraint, coercion, discrimination, or reprisal on the part of the DistrictCity, other employees or employee organizations, with respect to his/her membership or non-membership in any employee organization or with respect to any lawful activity. c. The right to refuse to join or participate in the activities of any employee organization. d. The right to represent himself/herself individually in his/her employee relations with the DistrictCity.

1.4 Discrimination in Employment Prohibited
No employee shall be discriminated against in any aspect of employment because of age, ancestry, Item 9.3
Mountain House Page 1850 of 1946

ATTACHMENT H
color, creed, marital status, medical condition (cancer or genetic characteristics) national origin, physical or mental disability, political affiliation or belief, pregnancy, race, religion, sex, or sexual orientation.

Item 9.3
Mountain House Page 1851 of 1946

ATTACHMENT H
Any employee who believes he or she has been harassed or discriminated against because of any of the above reasons, may bring the matter to the attention of the supervisor. The initial contact should be made as soon as possible, but no later than 60 days after the alleged act of discrimination or harassment occurred. Employees are encouraged to process discrimination complaints in accordance with Section 14 of the MHCSDMOUNTAIN HOUSEMountain House Personnel Policies and Procedures, Equal Employment Opportunity Program, when they believe they are experiencing discrimination.

1.5 SEIU Rights
SEIU shall have the following rights:

A. Representation: Upon request, to meet and confer in good faith with appropriate levels of the Mountain House Community Services District City of Mountain House management regarding matters within the scope of representation.

B. Advance Notice: Except in cases of emergency, SEIU shall be given reasonable advance written notice of any ordinance, resolution, rule or regulation, proposal or other action directly relating to matters within the scope of representation proposed to be adopted by the Mountain House Community Services District City of Mountain House and shall be given the opportunity to meet and confer in good faith with management prior to its adoption. Written notice shall customarily be provided by furnishing SEIU with advance copies of the agenda of the Board of DirectorsCity Council meetings.

C. Representatives – Meeting Attendance: SEIU may have a reasonable number of employees who serve as official representatives released from work without loss of compensation when meeting and conferring with management representatives where matters within the scope of representation are being considered. SEIU shall submit a request for such release and shall include therewith a listing of such employees including their titles and departments to the management representative and departments concerned in advance of the meeting. The use of DistrictCity time for this purpose shall be reasonable, and shall not interfere with the performance of DistrictCity services as determined by the DistrictCity. The number of such employees shall be pre-approved by DistrictCity management.

D. Representatives Access to Employees:

The authorized representative shall give advance notice to the department head when contacting departmental employees during their duty period in accordance with (c) above.

Item 9.3
Mountain House Page 1852 of 1946

ATTACHMENT H

2. Reasonable solicitation for membership or other internal Union business or campaigning shall be conducted only during the non-duty hours of all employees concerned, so long as normal work functions of District the City are not interfered with.

3. A SEIU Field Representative or designee will be allowed ten up to 30 minutes during
each scheduled new employee orientation to present information about the Union to employees who are in bargaining units represented by SEIU. The Mountain House Community Services District City of Mountain House will provide timely notice to SEIU regarding the orientation schedule by providing the Union with a calendar of orientation dates. The Union will be allowed release time for up to 2 members per orientation to present Union information during these orientations.

E. Shop Stewards: Shop Stewards employed and recognized by the Mountain House Community Services District City of Mountain House may assist employees in resolving complaints and grievances at the lowest possible administrative level of review. Shop Stewards will be authorized up to three hours release time per case at the 1st and 2nd levels of the grievance and complaint process. Stewards may also be present during “right to representation” discussions, if requested by the employee. The right to representation is established by the Supreme Court’s 1975 Weingarten decision. Once it is determined that a right to representation exists, shop stewards may then represent employees using no more than three hours per case. However, the SEIU may only have two (2) Stewards when meeting with Management.

A request for release time for the purposes outlined above shall be made prior to taking the release time. Such a request shall not be unreasonably denied.

Number of Stewards: The Mountain House Community Services District City of Mountain House authorizes up to 2 4 shop stewards for the SEIU represented unit. (2 General Unit & 2 Supervisory and Confidential Unit). If the number of represented employees increases to more than 30 employees, the number of shop stewards will increase by 1 for each additional 15 employees. The Union shall provide the name of the designated shop stewards to the DistrictCity at the beginning of each calendar year and whenever there is a change in the list of Stewards. The list shall show the employee name, classification, department and work location and normal area to be covered. No steward shall be recognized as such by the DistrictCity without written authorization from SEIU.

F. SEIU – DistrictCity Use: DistrictCity facilities shall be available to SEIU as follows:

1. DistrictCity Buildings: SEIU may be granted the use of DistrictCity facilities for meetings composed of DistrictCity employees within the bargaining unit provided space can be made available without interfering with DistrictCity needs. SEIU shall obtain the permission of the designated DistrictCity official for the use of such facilities.

Item 9.3
Mountain House Page 1853 of 1946

ATTACHMENT H
a. Material shall be posted on space as designated.
b. Posted material shall bear the name of the Union.

Item 9.3
Mountain House Page 1854 of 1946

ATTACHMENT H
c. Posted material shall not be misleading, contain any deliberate misstatements or violate any Federal, State or County laws. d. Material shall be neatly displayed and shall be removed when no longer timely.
e. The DistrictCity may remove any material that does not comply with
the provisions (a-d) above.

G. Employee Payroll Deductions: SEIU shall have the right to payroll deduction for its members in this unit including regular dues and employee benefit program costs.

Requests to authorize the start of or change to dues or other deductions covered in this section, or to change status regarding such dues or other deductions, shall be directed to the Union designee rather than to the City. The City shall not process any dues, COPE, or other change request that may come directly from an employee in the bargaining unit but agrees to forward such requests to the Union designee.

A continuation of SEIU payroll deductions, without resigning a payroll deduction card, shall be allowed after an employee returns from a leave of absence.

1.5.1 Financial Report
Annually, SEIU shall provide the Mountain House Community Services District City of Mountain Housewith copies of the financial report required pursuant to the Labor Management Disclosure Act of
1959. Such report shall be available to covered employees. Failure to provide such a report within sixty (60) days after December 31 of each calendar year shall result in the termination of all fair share fee deductions without jeopardy to any employee, until said report is filed.

Upon the signing of this Agreement the Union agrees to provide the General Manager City Manager or designee with a copy of the SEIU constitution and by-laws which shall include the duties of each union wide officer.

The Union shall reimburse the DistrictCity for all costs associated with the release time of the specified union wideunion-wide officers. Reimbursement for all costs associated Item 9.3
Mountain House Page 1855 of 1946

ATTACHMENT H
with the release time of the specified union- wide officers shall be made to the Mountain House Community Services District City of Mountain House within thirty (30) calendar days of such release time absence.

2.0 INSURANCE

2.1 Effective Date of Coverage
Item 9.3
Mountain House Page 1856 of 1946

ATTACHMENT H
The effective date of coverage for new employee members in the health, dental, and vision insurance plans provided employees shall be the first day of the first bi-weekly pay period next following the date of appointment to employment as a regular employee or as a regular part-time employee.

2.2 Health Insurance Options
The DistrictCity shall continue to provide an option for health insurance coverage for eligible employees and dependents in one of several plans. The DistrictCity shall offer the same health, dental, vision and life insurance plans. made available to the Office and Office Technical Bargaining Unit of San Joaquin County. The coverage, providers, insurance brokers, and annual benefits shall be the same as made available to the Office and Office Technical Bargaining Unit of San Joaquin County.

The District agrees to grandfather the current incumbent working in the class of Deputy Secretary of the Board with the current Cafeteria Plan benefits, with the only changes being the year to year premium rates as set by their plan of choice. If either or both of the incumbents vacate their current position the new incumbents will not be eligible for the Cafeteria Plan.

If on Leave of Absence Without Pay – Refer to Section 2.12 – Continuation of Insurance Benefits While On Leave.

The DistrictCity shall pay 80% of the employee-only premium for employees and the employee shall pay 20% of the premium. For employees electing dependent coverage the DistrictCity shall contribute
80% of the premium and the employee shall pay 20% of the premium.

If on Leave of Absence Without Pay – Refer to Section 2.12 – Continuation of Insurance Benefits While On Leave.

2.4 Coverage for Surviving Dependents
Consistent with the Federal Consolidated Omnibus Budget Reconciliation Act of 1986 (COBRA), any employee who is covered by DistrictCity-offered health insurance and who dies while employed, whether in paid or unpaid status, their surviving dependents shall be allowed to retain their dependents’ coverage, provided that the dependents elect COBRA coverage and pay their applicable premiums by the due date.

2.5 Health Plan Information
The District shall offer the same health, dental, vision and life insurance plans made available to the Item 9.3
Mountain House Page 1857 of 1946

ATTACHMENT H
Office and Office Technical Bargaining Unit of San Joaquin County. The coverage, providers, insurance brokers, and annual benefits shall be the same as made available to the Office and Office Technical Bargaining Unit of San Joaquin County.

2.65 Dental Insurance
The DistrictCity shall provide an option for dental insurance coverage for eligible employees and dependents. in a plan made available to the Office and Office Technical Bargaining Unit of San Item 9.3
Mountain House Page 1858 of 1946

ATTACHMENT H
Joaquin County. The DistrictCity shall pay the employee-only premium and any increases thereof for the term of this memorandum. Dependent dental coverage shall be available at the employee’s expense. in accordance with the plans offered to the Office and Office Technical Bargaining Unit of San Joaquin County.

2.76 Vision Insurance
The DistrictCity shall provide vision insurance coverage for eligible employees. in a plan made available to the Office and Office Technical Bargaining Unit of San Joaquin County. The DistrictCity shall pay the employee-only premium and any increases thereof for the term of this memorandum.

Dependent vision coverage shall be available at the employee’s expense. in accordance with the plans offered to the Office and Office Technical Bargaining Unit of San Joaquin County.

2.8 7 Life
Insurance
The DistrictCity shall provide each eligible employee with life insurance coverage as follows:
a. At least one but less than three continuous years of service -- $1,000. b. Three but less than five continuous years of service -- $3,000. c. Five but less than ten continuous years of service -- $5,000. d. Ten continuous years of service or more -- $10,000.of $10,000 effective after their full month of employment.

For the purposes of this subsection only, a year is defined as twelve (12) consecutive calendar months of employment.

2.9 Additional Life Insurance
Eligible employees in this unit shall have the option to purchase additional term life insurance in increments of $25,00010,000 from $30,000 to a maximum of $200,000 at the DistrictCity’s rate.

Additional life insurance can be purchased for spouses, domestic partners and children in increments of $5,000 from $15,000 to a maximum of $50,000 at the City’s rate.

2.10 State Disability Insurance
Employees in this bargaining unit shall purchase at the employee’s expense State Disability Insurance. State Disability Insurance provides weekly benefits in the event an employee is unable to work due to an illness or injury that is not job-related. Employees receiving benefits from State Disability Insurance and supplementing those benefits with accrued leave time to receive a full paycheck shall receive the DistrictCity’s contribution to their health, dental, vision, life insurance and retirement, if applicable.

Item 9.3
Mountain House Page 1859 of 1946

ATTACHMENT H

2.12 Continuation of Insurance Benefits While on Leave of Absence Item 9.3
Mountain House Page 1860 of 1946

ATTACHMENT H
When an employee is on an authorized leave of absence without pay, or receives insufficient pay to cover their share of the premium cost, the employee shall be allowed at the employee’s own expense to remain under the health, dental, vision, and life insurance coverage for up to twentysix (26) bi-weekly pay periods provided that such employee shall pay the applicable premiums at least two (2) weeks prior to the premium due date. Specific arrangements for such coverage shall be made with the General Manager City Manager or designee.

3.0 AUTHORIZED LEAVE
A. General Policy: The MHCSDCity of Mountain House provides employees with paid and unpaid time off and leave options to cover illness, vacation, family emergencies, and other occurrences requiring time away from the job. MHCSDThe City policy is designed to encourage planned leave which can be more productively managed than unplanned leave. Unless otherwise provided by law, all leave is granted at the discretion of the MHCSDMOUNTAIN HOUSE CityGeneral Manager.

B. Vacation: Full-time employees (2,080 hours) accrue vacation at the rate shown below.

Regular part-time employees accrue vacation for each straight-time hour on payroll on a prorated basis, based upon the following chart. Vacation time shall accrue as follows:

FOR EMPLOYEES HIRED ON OR AFTER JULY 1, 2020
Length of
Service
Pay Period
Accrual Per
Hour
Worked
Bi-weekly
Accrual (FullTime
Employees)
Annual
Vacation
(Full-Time
Employees)
Maximum
Hours
Accrual
Maximum
Accrual in
Weeks
Less than
three (3)
years (less
than (78) 0.03846 3.0769 80 160 4 Weeks
Three (3)
years, Less
than 10
Years (Less
than 260) .0577 4.616 120 240 6 Weeks
10 Years,
Less than 20
(Less than
520 Hours) .0770 6.160 160 320 8 Weeks
Over 20
Years (520
Hours or
more) .0885 7.080 184 368 9 Weeks
Item 9.3
Mountain House Page 1861 of 1946

ATTACHMENT H
FOR EMPLOYEES HIRED BEFORE JULY 1, 2020
Length of
Service
Pay Period
Accrual Per
Hour Worked
Bi-weekly
Accrual (FullTime
Employees)
Annual
Vacation (FullTime
Employees)
Maximum
Hours Accrual
Maximum
Accrual in
Weeks
Less than 10
Years (Less
than 260)
.0577 4.616 120 240 6 Weeks
10 Years,
Less than 20
(Less than
520 Hours)
.0770 6.160 160 320 8 Weeks
Over 20
Years (520
Hours or
more)
01 thru 36 months of full & continuous service = 80 hours annually (3.0769 hours per pay period) .0885 7.080 184 368 9 Weeks with a max accrual of 160 hours
37 thru 120 months of full & continuous service =120 hours annually (4.616 hours per pay period) with a max accrual of 240 hours
121 thru 240 months of full & continuous service=160 hours annually (6.160 hours per pay period) with a max accrual of 320 hours
241 mos. & thereafter of full & continuous service =184 hours annually (7.080 hours per pay period) with a max accrual of 368 hours
Whenever a regular employee’s accumulation of vacation reaches the maximum as provided herein, any further vacation accrual shall be credited to such employee’s sick leave accumulation until such time as the employee’s vacation accumulation falls below the maximum allowed, unless the MHCSDMOUNTAIN HOUSE Mountain House General Manager City Manager grants an exception to accumulate not more than one additional year of vacation for a clearly specified purpose. All vacation time must be approved by the Department Manager. Each Department must have adequate coverage at all times.

Leave without pay or disciplinary suspension shall delay the advancement to the next higher accrual rate until the employee has been on payroll the number of straight-time hours which equal the number of full, continuous, bi-weekly pay periods specified above.

Subject to the approval of the MHCSDMOUNTAIN HOUSEMountain House CityGeneral Manager, each regular employee shall have the option of receiving cash payment in-lieu of using up to two (2) weeks’ vacation time once each calendar year from the employee’s accumulated vacation and will have the employee’s accumulated vacation balance reduced by said hours. Employees must have at least eighty (80) hours of vacation time remaining after vacation is reduced.

Item 9.3
Mountain House Page 1862 of 1946

ATTACHMENT H
C. Holidays: Full-time and regular part-time employees become eligible for paid holidays after completing one full pay period and must be at work for a minimum of one hour the business day immediately preceding the holiday or the business day immediately following the holiday.

When the holiday falls either within a regularly scheduled vacation or immediately preceding or following a day of other paid leave approved by the employee’s supervisor, the work requirement before or after the holiday need not be met to be eligible for the holiday allowance. Holiday pay for regular part-time employees is based on the average hours worked in the preceding five (5) pay periods.

Item 9.3
Mountain House Page 1863 of 1946 [17]
Employees who work a regular holiday will be paid one-and-one-half (1-1/2) times the regular hourly rate for all hours worked on the holiday, in addition to receiving eight (8) hours of pay for the holiday. The following are regular holidays:
a) January 1, New Year’s Day
b) Third Monday in January, Martin Luther King Birthday c) Third Monday in February, Washington’s Birthday
d) Last Monday in May, Memorial Day
e) June 19, Juneteenth
f) July 4, Independence Day
g) First Monday in September, Labor Day
h) November 11, Veterans Day
i) Any November day designated as Thanksgiving
j) Friday following the day designated as Thanksgiving
k) December 24, Christmas Eve (effective 2024)
l) December 25, Christmas Day
m) December 31, New Year’s Eve (effective 2024)
n) All other holidays as may be proclaimed by the Governor of the State of California or the President of the United States and adopted by the MHCSDMOUNTAIN HOUSEountain House City Council Board of Directors
When one of the above holidays falls on a Saturday, the preceding Friday shall be observed as a holiday but will be observed as a floating holiday if the MHCSDMOUNTAIN HOUSE City offices are not closed. When one of the above holidays falls on a Sunday, the following Monday shall be observed as a holiday but will be observed as a floating holiday if the MHCSDMOUNTAIN HOUSE City offices are not closed.

Employee will receive four (4) floating holidays (32 hours) the first pay period in January of each year. The floating holidays are to be taken any time as a whole day throughout the year with the approval of the immediate supervisor. Employees will not be allowed to carry over floating holidays from one calendar year to the next. Floating holiday hours remaining at the end of the calendar year will be forfeited. The floating holidays cannot be cashed out in lieu of taking the day off.

Employees hired after January 1 of the calendar year will receive a pro-rated number of floating holidays as follows:
• Hired between January 1 and March 31 – 4 floating holidays (32 hours) • Hired between April 1 and June 30 – 3 floating holidays (24 hours) • Hired between July 1 and September 30 – 2 floating holidays (16 hours) • Hired after October 1 – 1 floating holiday (8 hours)
In addition to floating holidays as defined above, the following days are established as floating holidays for regular full-time and regular part-time employees:

February 12, Lincoln’s Birthday
September 9, Admissions Day
The second Monday in October, Columbus Day
Item 9.3
Mountain House Page 1864 of 1946 [18]
Employee’s Birthday
Regular full-time employees and those regular part-time employees scheduled to work on the floating holiday and eligible to receive benefits may individually, with the approval of MHCSDMOUNTAIN HOUSE General Manager City Manageror designee, take such holiday:
 On the date of the holiday
 On the day preceding the holiday in the case of holidays which fall on a Saturday  On the day following the holiday in the case of holidays which fall on a Sunday  On some deferred date not later than twelve months following the date of the floating holiday. Such deferred date must be approved and taken at the discretion of the MHCSDMOUNTAIN HOUSE General Manager City Manageror designee.

If the MHCSDMOUNTAIN HOUSE offices and departments shall remain open for business on any day deemed to be a floating holiday, employees who elect to defer taking the holiday time shall receive regular compensation for working on the floating holiday. Any regular full-time employee whose regularly scheduled day off falls on a floating holiday may defer taking the holiday time, as approved. Regular part-time employees who are eligible for benefits and whose regularly scheduled day off falls on a floating holiday may defer taking the holiday time on a prorated basis.

Employees must use all accumulated Floating Holiday’s and Regular Holiday’s within one year of the date earned. All Administrative Leave must be used within the Fiscal Year it was granted unless the MHCSDMOUNTAIN HOUSE General Manager City Managergrants an exception.

D. Sick Leave: The use of sick leave with pay is a privilege and not a right. Regular employees eligible for benefits shall accrue .0462 hours of sick leave for each straight time hour on payroll not to exceed eighty (80) straight-time hours per pay period (annual accrual rate, approximately 96 hours). Any employee who was on the MHCSDMOUNTAIN HOUSE City’s payroll prior to August 27,
2001, and eligible for sick leave conversion as defined and described in the San Joaquin County Memorandum of Understanding and Resolutions in effect on June 14, 2004, for the employee’s classification shall be entitled to sick leave conversion as an MHCSDMOUNTAIN HOUSECity employee under the same terms and conditions as set for the in the appropriate Memorandum of Understanding and Resolutions referenced immediately above.

Sick leave may be authorized for any of the following reasons:
a) Illness, injury or quarantine of the employee;
b) Medical, dental or optical care of the employee;
c) Illness, injury or quarantine of a member of the employee’s immediate family which requires the employee to tend, care for, or otherwise provide for the care of such person, up to a maximum of 64 hours in a fiscal year. Immediate family means the spouse, registered domestic partner*, child, parent, sibling, grandparent, grandchild, great grandparent, great grandchild of the employee; or the child, parent, sibling, grandparent, grandchild, great grandparent or great grandchild of the employee’s spouse or registered domestic partner;
d) Illness, injury or quarantine during an authorized vacation or on a floating holiday as evidenced by satisfactory proof attesting to the nature and length of the disability. Sick leave for non-emergency medical, dental, or optical care during an authorized vacation Item 9.3
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or on a floating holiday period is not permitted.
e) An amount sufficient which, when added to an employee’s disability indemnity under Workers’ Compensation, will result in a payment to the employee not more than the employee’s regular salary.
f) Care for a new adopted child (using up to a maximum of 40 hours sick leave) unless the use of additional time is approved by the MHCSDMOUNTAIN HOUSE General City Manager.

No employee shall be entitled to sick leave because of:
a) Disability arising from any illness or injury purposely self-inflicted or caused by the employee’s misconduct;
b) Illness, injury, quarantine or disability while on leave without pay; c)
* For a domestic partnership to become official – and therefore enjoy the same rights that married couples have in California –a couple must register with the Domestic Partnership Registry. This is done by filing a Declaration of Domestic Partnership with the Secretary of State.

Item 9.3
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An employee scheduled to work on a regular holiday who is absent on that holiday due to illness, injury, or quarantine shall not be permitted to use sick leave but shall be deemed to have used the regular holiday.

Employees absent from work because of illness, injury, or quarantine, or for non-emergency medical, dental or optical care shall be paid only upon furnishing the MHCSDMOUNTAIN HOUSE General Manager City Manager or designee with satisfactory proof as may be required by the MHCSDMOUNTAIN HOUSE General Manager City Manager or designee that the absence was due to such cause. The requirement, need and form for such verification shall be made known to the employee in advance of any absence, but not later than the time the employee calls in sick.

Employees may be required to provide a Doctor’s note after two (2) consecutive days of absence, or after the third (3) day per quarter.

A former employee, re-employed by MHCSD the City of Mountain House, shall not be entitled to accumulated sick leave benefits unless his or her return to MHCSD the City of Mountain House service is the result of reinstatement within one year of termination of employment OR is the result of re-employment after a layoff due to lack of work, lack of funds, or in the interest of economy.

E. Bereavement Leave: Bereavement leave provides time to attend to funeral arrangements and other responsibilities associated with the death of an immediate family member. Regular full-time and regular part-time employees may be allowed to be absent with pay for up to three (3) regularly scheduled work days or 24 hours, in the event of the death of each immediate family member.

Immediate family members include parent, spouse, child, sibling, grandparent, great grandparent, grandchild or great grandchild of the employee, employee’s spouse or registered domestic partner.

Bereavement leave is not granted automatically, and the MHCSDCity General Manager or designee will balance operational needs with such factors as employee responsibility for arrangements, date and place of the service prior to approving a request. If an employee requires more than three (3) days or 24 hours away from the job, other leave time may be requested, pending approval by the Department Head or the General City Manager.

F. Jury Duty: Employees must inform the supervisor when the initial notice or questionnaire is received for jury duty. Since time off with pay will be granted for such duty, the employee must remit to MHCSD the City of Mountain House the jury duty pay. If the employee chooses to keep the jury duty pay, personal leave must be used.

G. Witnesses: Employees subpoenaed as a witness in a civil or criminal trial or hearing must provide their supervisor with a copy of the court order requiring appearance prior to the date of the appearance. They must use personal leave for this time off unless the trial or hearing involves the MHCSDthe City of MOUNTAIN HOUSEMountain House as determined by the MHCSDMOUNTAIN HOUSE General Manager City Manager and under these circumstances, the employee will be given paid time off for this appearance. Any witness fees received by the employee while receiving paid time off for such court appearance shall be to the MHCSDthe City of MOUNTAIN HOUSE tMountain House together with any mileage allowed if the employee uses MHCSDCity of MOUNTAIN HOUSEItem 9.3 Mountain House Page 1867 of 1946 [21]
Mountain House provided transportation.

Item 9.3
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Other Court Related Appearances: Employees called as expert witnesses in a trial in which the MHCSDCity of Mountain House has no interest must use personal leave for the time off.

If an employee is personally involved in a court case as a party such as the plaintiff or defendant, he or she must take personal leave to appear in court or to transact business associated with the case.

H. Military Leave: Military leave will be granted consistent with the California Military and Veterans Code and the MHCSD City will grant the difference between the military salary and the employee’s District City salary for a period not to exceed 26 pay periods for each military leave and the MHCSD City will continue medical, dental, vision and life insurance benefits on the same terms as if the employee were not on military leave. The time on military leave will count as time worked toward the calculation of the employee’s next step increase and for determining the accrual rate of vacation, except that the employee will not earn nor accrue sick leave or vacation while on military leave.

I. General Leaves of Absence: A leave of absence without pay provides a means for employees to take prolonged time off without terminating employment. Such leaves are granted only when there is an expectation that the employee will return to work. Employees may request a leave of absence without pay for employee or family illness, maternity or paternity leave, adoption, education, or training which will benefit the City of MHCSDMOUNTAIN HOUSEMountain House, military service, or urgent or substantial personal reasons. The MHCSDCity of MOUNTAIN HOUSE General Manager City Manager will determine whether the leave can be granted based on urgency and workload requirements. No employee who has been granted a leave of absence without pay shall accrue any vacation, sick leave or holiday during the time of such leave. For an employee who has been granted an unpaid leave of absence, the City of MHCSDMOUNTAIN HOUSE will only continue paying health, dental, vision and life insurance premiums through the end of the month in which such leave commenced. The MHCSDCity of MOUNTAIN HOUSEMountain House payment of health, dental, vision and life insurance premiums will resume beginning with the month in which the employee returns to paid status or as otherwise provided by any MHCSDCity of MOUNTAIN HOUSE insurance contractual requirements.

J. Pregnancy Disability Leave: Leave without pay shall be granted to temporary, part-time and regular employees in accordance with state and federal laws. Leave for medical reasons may be granted with a physician’s statement, and employees may use sick leave or other accrued leave.

Current law provides up to four (4) months leave for pregnancy disability. Employees may also be eligible for an additional twelve (12) weeks of leave under the California Family Rights Act (CFRA).

The MHCSD City will comply with any state or federal law and reserves any rights of restrictions.

K. State Family Leave: In accordance with State law, any employee with one (1) or more years of continuous service with the MHCSD City and a minimum of 1,250 hours on payroll in the twelve (12) months prior to the start date of the leave, may take a family care leave of up to twelve (12) weeks in a twelve-month period. The MHCSD City elects to use a rolling twelve month period to determine eligibility for leave. An employee who takes such family care leave shall be returned to employment in the same or comparable position upon return from said leave.

Family care leave may be utilized in conjunction with the birth of a child of the employee, the placement of a child with an employee in connection with the adoption of the child by the Item 9.3
Mountain House Page 1869 of 1946 [23]
employee, for the serious medical condition or illness of the employee, or to allow the employee to care for a parent, spouse, registered domestic partner, or child who has a serious health condition. For the purposes of this Section, the terms “employment in the same or a comparable position”, “child”, “parent”, and “serious health condition” are as defined in Section 12945.2 of the Government Code. The reasonable advanced notice, scheduling and certification requirements of 12945.2 (g), (h), and (i) shall also apply.

An employee who takes family care leave shall be required to use accrued vacation, compensatory time, floating holiday, and regular holiday time during such leave. In accordance with the MHCSD City regulations governing the use of sick leave, the employee may also use accrued sick leave time.

For an employee covered under the MHCSD’s City’s medical, dental, vision and life insurance, the MHCSD City shall make premium payments as though the employee were in paid status for the duration of the leave. An employee who takes family care leave in an unpaid status shall be eligible for all other fringe benefit on the same terms as an employee on any other unpaid leave of absence.

L. Federal Family Leave Act: The MHCSD City will comply with the Family Leave Act, maintaining all rights of restrictions which are permitted by the Act.

M. School Activities: The City of Mountain HouseMCHSD shall comply with any federal or state law requiring an employer to grant time off to participate in a child’s school activities. Current state law provides that parents may take up to forty (40) hours per year, but not more than eight (8) hours per month, to participate in their children’s school activities. An employee may take unpaid leave or may use accrued vacation, compensatory leave, or a floating holiday to the extent that this is consistent with the Fair Labor Standards Act.

N. Unpaid Medical Leave: Employees physically unable to work and under a doctor’s care who have exhausted all sick leave and other accrued leave such as vacation or compensatory time may be granted unpaid medical leave until the attending physician releases the employee to return to work. Supervisors may request a doctor’s verification of the employee’s physical condition. Leaves of absence for disability related to pregnancy are governed by the California Fair Employment and Housing Act, Government Code Section 12945. Leaves may also be governed by the California Family Rights Act or Federal Family and Medical Leave Act. Additional unpaid medical leave may be granted by the City MHCSDMOUNTAIN HOUSE General Manager City Manager beyond that required under PDL, CFRA, and FMLA at the discretion of the MHCSD CityGeneral Manager.

O. Unpaid Leave, Non-Medical: This covers leave for non-medical, urgent, or substantial personal reasons for needing time off from the job. All personal leave must be used before an unpaid leave of absence will be granted.

Granting of unpaid leave status allows the employee to return to this or her former position or a comparable position to which he or she otherwise would have been allowed had he or she not been on leave.

Item 9.3
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Employees may continue participating in health, dental, and life insurance plans by paying the appropriate premium during the period of time in which such premiums are not paid by MHCSDthe City of MOUNTAIN HOUSEMountain House.

Item 9.3
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Q. Administrative Leave: Administrative Leave is paid time off granted by the MHCSDCity of MOUNTAIN HOUSE General Manager City Manager for circumstances not defined in other paid leave categories that the Manager considers justifiably payable.

R. Abuse of Leave:

1. Expiration of Leave: Failure to return to work upon the expiration of leave constitutes an automatic resignation.

2. Inappropriate Use of Leave: If an employee uses leave for purposes other than for which it was granted, it may be terminated, employment with the City of MHCSDMOUNTAIN HOUSEMountain House may be terminated, and pay for the leave may need to be reimbursed to the City of MHCSDMOUNTAIN HOUSE, as determined by the City MHCSD General Manager.

3. Unauthorized Leave: Absence without approved leave, voluntary or involuntary, for five (5) consecutive workdays constitutes resignation from the City of MHCSDMOUNTAIN HOUSEMountain House on the last day worked.

S. Time Off to Vote: The City of MHCSDMOUNTAIN HOUSEMountain House is willing to accommodate employees who need to take time off to participate in public elections. Generally, employees are able to find time to vote before or after their regular work schedule. If an employee is unable to vote in an election during non-working hours, the MHCSDMOUNTAIN HOUSECity will grant up to two (2) hours of unpaid time off to vote. Should be a policy T. Leave During Job Action: No employee shall be eligible for paid leave as a result of, or while participating in or engaged in, any concerted work action.

U. Catastrophic Leave Program
At the discretion of the CityGeneral Manager, employees will be permitted to transfer eligible leave credits to a time bank to be used by an employee when a non-work related catastrophic illness or injury occurs. The Catastrophic Leave Program, makes it possible for employees to donate from their leave bank to help their coworkers. An employee may donate a minimum of four (4) hours per pay period. Employees may donate up to a maximum of sixteen (16) hours of leave per pay period. Employees must have at least eighty (80) hours on the books after you donate time if you are a full time employee.

A time bank is one or more hours of leave credit donated by one or more employees to another employee who has been incapacitated by a catastrophic illness or injury.

A time bank for catastrophic illness or injury may be established:

1. Upon the request of an employee;

2. Upon determination by the General Manager City Manager that the employee in the Item 9.3
Mountain House Page 1872 of 1946 [26]
DistrictCity is
unable to work due to the employee’s catastrophic illness or injury; and

3. That the employee has exhausted all paid leave credit.

Item 9.3
Mountain House Page 1873 of 1946 [27]
If a time bank is established, any employee may, upon written notice to the General City Manager, donate eligible leave credits in one-hour increments, up to a maximum of forty (40) hours in a one year period, to the time bank. Donations will be reflected as an hour for hour deduction from the leave balance of the donating employee. When transferring leave credits into a time bank, the DistrictCity will assure that only credits that may be needed are transferred.

In order to receive time from the time bank, an employee must provide appropriate verification of illness or injury as determined by the City of MHCSDMountain HouseMOUNTAIN HOUSE. The employee for whom the time bank is established will have any time which is donated to the time bank transferred to his/her account in one hour increments for use as sick leave only. Donated credits will be reflected as an hour-for-hour addition to the leave balance of the receiving employee. The total amount of leave credits donated may not exceed an amount sufficient to insure the continuance of regular compensation. An employee who receives time through this program shall use any leave credits he continues to accrue on a monthly basis prior to receiving time from the time bank.

Use of time from the time bank may not be used to augment benefits received due to a work- related injury or illness.

All donations are confidential, voluntary and IRREVOCABLE.

4.0 SALARIES AND OTHER ASSOCIATED COMPENSATION AND REIMBURSEMENTS

4.1 Establishment of Job Classifications and Salary Schedules The Board shall establish classes (also may be referred to as job codes) for positions in the City of MHCSDMOUNTAIN HOUSEMountain House and shall establish salary ranges (also may be referred to as salary grades) for such classes. When the districtCity plans to establish a new classification covered by the terms of this MOU, the districtCity will notify the union of the proposed salary of the proposed new class and will meet and confer with the union regarding the salary of the class if the union requests to meet and confer. Such request by the union shall be made to the General City Manager, in writing.

4.2 Salary Steps
The DistrictCity has a five-step pay range for each class with approximately five percent (5%) between steps. Initial appointment shall be at the first step of the range adopted; however, the Board may authorize advanced step hiring by the General Manager City Manager when recruiting difficulties exist. The General Manager City Manager may authorize that an allocated position be filled at a step above the minimum of the range commensurate with the qualifications of the prospective appointee which are above the minimum requirements set forth in the class specifications.

Annually, on an employee’s anniversary date of employment with the City of MHCSDMOUNTAIN HOUSEMountain House, a regular full-time employee may be granted a merit step increase if performance is at least satisfactory and advancement is recommended by the supervisor. If an employee promotes to a higher class within the City of MHCSDMOUNTAIN HOUSEMountain House, the effective date of the promotion shall become the employee’s new anniversary date.

Step increases are not automatic and may not result in a base pay rate exceeding the fifth step of the Item 9.3
Mountain House Page 1874 of 1946 [28]
employee’s classification. If an employee promotes to a higher class within the City of MHCSDMOUNTAIN HOUSEMountain House, the effective date of the promotion shall become the employee’s new anniversary date.

Whenever an allocated position is filled above the entry step, the General Manager City Manager may, at his/her discretion, direct that all incumbents of allocated positions who have qualifications above the minimum set forth in the class specification in the same class and who are earning less than the step in the salary range at which the new employee enters may be raised to the step in the range that will retain the appropriate interrelationship between the classes/positions.

An employee is eligible for an additional step adjustment of five percent (5%) of salary following the completion of ten (10) years of continuous service to the DistrictCity and the completion of a successful performance evaluation as provided in this section.

4.3 Salary Upon Promotion Upon promotion, an employee appointed to a position with a higher salary range shall have his or her salary adjusted to the first step of the new range or to the step in the new range which is at least 5% higher than the salary the employee was receiving prior to the promotion, whichever is greater, provided that the new salary is within the new range. Any pay supplements being received by the employee and which are a percentage of base salary (except above class pay and special assignment pay) shall be added to the pre-promotion base salary prior to determining the appropriate step in the new range.

4.4 Y Rating of Salary
Whenever an employee accepts a demotion for reasons other than disciplinary action to a class or position having a lower salary range, the General Manager City Manager may direct that the capital letter “Y” be set opposite the position to which the employee was demoted in the department budget and all payroll and other personnel records. Whenever the effect of a reclassification is to place the incumbent in a class having a lower salary range, the MHCSDMOUNTAIN HOUSE General Manager City Manager may direct that the capital letter “Y” be set opposite the reclassified position in the department budget and all payroll and other personnel records.

4.5 Salary Upon Demotion
If an employee demotes, other than voluntary demotion, through no fault of the employee, the employee shall be “Y-rated” at the employee’s current salary and remain at that salary until the salary falls within the range for the employee’s demoted class. If an employee voluntarily demotes, the employee shall be placed at the highest step of the range that represents a reduction in pay. If an employee is demoted for failure to complete expected tasks following a promotion, the employee shall return to the step of the range the employee held prior to promotion, but may be granted any merit step increases that would have occurred had the employee not accepted a promotion. If an employee Item 9.3
Mountain House Page 1875 of 1946 [29]
is demoted for causes as a result of a disciplinary action, the employee shall be placed at the step of the range stated in the order of discipline.

Item 9.3
Mountain House Page 1876 of 1946 [30]

4.6 Special Assignment Supplement
The General Manager City Manager may authorize a 5% salary increase to any employee designated by the
MHCSDMOUNTAIN HOUSE General Manager City Manager to be on special assignment.

4.8 Standby Pay
The General Manager City Manager or designee may assign employees to be in a stand-by status and must do so in writing. An employee who is on standby status must be at a location where the employee can be reached at all times and upon being called, shall return to work immediately. An employee who is recalled to work shall be deemed to be off standby status. While on standby status, non- exempt employees shall be compensated at 20% of their regular hourly rate. Exempt employees shall receive no additional compensation for being on stand-by status.

4.9 Work Above Class
The General Manager City Manager or designee may temporarily assign any employee to perform duties normally assigned to a classification with a higher salary without changing the salary of such employee provided the temporary assignment concludes at the end of the fiscal year and does not exceed twenty (20) work days in a one hundred and eighty (180) calendar day period. If an employee is assigned to a classification with a higher salary range for a period of time exceeding this, the employee shall be compensated, beginning with the 21st work day of such above-class assignment, at an amount equal to what the employee would receive if promoted to the higher class or 5% if no class exists. Employees who are being paid for working in a higher classification are not eligible for merit increases in the higher classification. Whenever an employee working in a higher classification receives a merit increase in the employee’s regular classification or the employee’s regular salary is otherwise increased or decreased, the employee’s pay for working above class shall be adjusted so that the employee continues to be compensated at the rate specified above.

4.10 License/Certificate Fee
The DistrictCity shall pay the cost of renewing state required licenses or certifications that are necessary for the employee, as determined by the CityGeneral Manager, to fulfill the requirements of the job classification or the tasks assigned to the employee. The General Manager City Manager may also authorize the payment of professional organization dues or membership fees if the General Manager City Manager considers it in the best interest of employee development that may benefit the DistrictCity.

Item 9.3
Mountain House Page 1877 of 1946 [31]

All payroll errors resulting in either gross or net salary overpayment must be repaid to the City of MHCSDMOUNTAIN HOUSEMountain House. Employees shall be allowed, at employee’s option, to use accrued annual and holiday leave and compensatory time to repay the City of MHCSDMOUNTAIN HOUSE in cases of payroll error resulting in gross salary overpayment as determined by the MHCSDMOUNTAIN HOUSE City General Manager. Such errors may result from use of an incorrect salary rate, reporting the wrong number of hours worked, or misclassification of hours worked.

4.12 Negotiated Salary Adjustments

4.12.1 During the term of this MOU the following negotiated general adjustments shall take place:
a. Effective July 1, 2022 2026 all employees shall receive a 4.54.0% increase plus any salary adjustment up to 5% as of July 1, 2022 as the result of the Salary Survey and the remaining % over 5% as the result of the Salary Survey will be payable Jan 1, 2023. b. Effective July 1, 2023 2027 all employees shall receive a 4.5.0% increase. c. Effective July 1, 20248 all employees shall receive a 4.0% increase. d. Effective July 1, 20259 all employees shall receive a 4.0% increase.

In the event that the District incorporates during the term of this MOU, either SEIU or the District may request to reopen negotiations related to wages to address any potential impact of incorporation.

4.12.2 Deferred Compensation Contribution
The MHCSDCity of MOUNTAIN HOUSE will contribute to deferred compensation accounts of the members of the Bargaining Unit. The amount of the contribution will be 1% of wages.

4.13 Total Compensation and Class Study (TCCS)
The District will commence with a TCCS at the start of year three of the MOU, July 2024. Any salary adjustments as the result of the TCCS will be payable up to 5% July 1, 2025 and any % above 5% will be payable January 2025. The District and Union agree to use the City of Lathrop, City of Manteca, City of Tracy, County of San Joaquin, City of Stockton, City of Lodi, City of Ripon, City of Escalon, and Town of Discovery Bay CSD, as the comparative jurisdictions.

4.14 13 Bilingual Pay
Employees shall receive bilingual pay at 41 cents per hour only if they meet all of the following criteria:
a. Have demonstrated a bilingual proficiency in a designated language other than Item 9.3
Mountain House Page 1878 of 1946 [32]
English, and
b. Have been approved by the General Manager City Manager or designee, and c. Have been designated by the General Manager City Manager in a position requiring bilingual skills at least 20% of the time.

4.15 14 Travel
Mileage reimbursement for the use of personal vehicles on City of MHCSDMOUNTAIN HOUSE business shall be paid according to the rates allowed by the Internal Revenue Service. Meals and lodging shall be authorized and paid in accordance with the policy for reimbursement for the City of MHCSDMOUNTAIN HOUSE travel and expenses as adopted by the MHCSDMOUNTAIN HOUSEountain House City Council.Board of Directors.
5 DAYS AND HOURS OF WORK AND OVERTIME
A. Work Hours: The MHCSDCity of MOUNTAIN HOUSEMountain House shall establish regular work hours for each employee. The General Manager City Manager may change working hours of individual employees to accommodate functional needs of the C i t y o f MHCSDMOUNTAIN HOUSE. Alternate work schedules may be authorized by the MHCSDMOUNTAIN HOUSE General Manager City Manager provided the alternate schedule does not disrupt or interfere with business operations and service to clients. Employees on alternate work schedules may be required to alter such schedule to cover for absences of other staff members. When possible, one-week advance notice shall be provided for change in working hours. All work schedules of employees hired effective the first pay period following adoption of the MOU by the City Council Board of Directors shall be assigned to a 5/8/40 or 9/80 work schedule as provided in (D) below.

An employee may, with supervisory approval, flex hours worked within a workweek only for special events or City CouncilBoard of Directors’ meetings. The employee’s supervisor is required to approve such a request in advance. This section will not apply to medical or personal appointments. Absences from work during the employee’s normal work shift for medical or personal appointments shall be handled by taking vacation or sick leave as provided by the leave provisions of this MOU.

C. Work Week: The work week is Sunday through Saturday, except that the City fo MHCSDMOUNTAIN HOUSE General Manager City Manager may specify an alternate work week period for any employee. The base compensation for employees shall be deemed to be compensation per bi-weekly pay period and is predicated upon a forty (40) hour work week for full-time employees. A bi- weekly pay period shall consist of eighty (80) working hours for fulltime employees and the base compensation provided shall be payment in full for all services rendered to the City of MHCSDMOUNTAIN HOUSE Mountain House except as otherwise provided. If an alternate work schedule is approved pursuant to Section 5.0.A, the work week and pay period may not coincide.

D. Workplace Assignment: The place of work and department or division to which an Item 9.3
Mountain House Page 1879 of 1946 [33]
employee is assigned shall be determined by the City of MHCSDMOUNTAIN HOUSE General Manager City Manager or designee, who may also reassign the employee at any time to a different workplace, department or division. The MHCSD General Manager City Manager may also designate employees whose response time to the workplace in emergency situations is critical and may specify for these employees the maximum response time between their place of residence and the workplace. This information must be supplied to the employee prior to their acceptance of a job offer with the City of MHCSDMOUNTAIN HOUSEMountain House.

E. Work Site Closure: If the City of MHCSDMOUNTAIN HOUSE General Manager City Manager or designee closes a work site because it is unsafe or because work operations cannot be carried out, regular full time and regular part-time employees who are scheduled to work and who are not reassigned to alternate work sites and are subsequently sent home, shall receive administrative pay for the remainder of the scheduled work day. Other regularly scheduled employees who are sent home may be paid, at the discretion of the MHCSDCity General Manager, for the balance of their scheduled workday. Employees who are sent home and who are receiving administrative pay shall remain available to return to the work site for the duration of their scheduled shift.

F. Paydays: The MHCSDCity of MOUNTAIN HOUSE Mountain House has a bi-weekly pay period.

G. Advances: Advances in pay are not permitted.

H. Break and Lunch Time: To promote maximum productivity and morale, it is the policy of the City of MHCSDMOUNTAIN HOUSEMountain House, when the City of MHCSDMOUNTAIN HOUSE City operations permit, to allow employees two (2) rest periods not exceeding fifteen (15) minutes each, during a regular eight (8) hour shift. When MHCSDthe City of MOUNTAIN HOUSE operations permit, such rest periods are to be taken as nearly as possible in the middle of each four (4) hour segment of each employee’s workday. Time allowed for rest periods may not be accumulated from one half of the workday to another, nor may rest periods be used to alter an employee’s normal work hours and meal periods. Lunch breaks are unpaid and may be thirty (30) or sixty (60) minutes depending on the employee’s work schedule.

While every effort will be made to schedule breaks and lunch breaks during the middle of each work period, employees may be required to stagger such breaks to ensure adequate levels of customer service.

I. Wages: Employees will be paid bi-weekly based on the hours recorded on time cardstimecards, or other manner as required by the MHCSDMOUNTAIN HOUSE CityGeneral Manager.

J. Overtime: There are certain periods where overtime may be required. If, in the judgment of the MHCSDMOUNTAIN HOUSE General Manager City Manager or designee, work beyond an employee’s normal work day or work week is required, the MHCSDMOUNTAIN HOUSE General manager City Manager or designee may order such overtime work. All employees are expected to work overtime when deemed necessary, but may not work overtime without the specific authorization of the MHCSDMOUNTAIN HOUSE General Manager City Manager or designee.

Hours of work, for purposes of determining overtime eligibility, means only those hours that an employee is at their assigned place of work, being compensated for these hours by the City of MHCSDMOUNTAIN HOUSEMountain House and performing their assigned duties at the Item 9.3
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direction of the MHCSDMOUNTAIN HOUSE General Manager City Manager or designee. Hours of work for purposes of determining overtime eligibility does not include any compensated or uncompensated leave time, including holidays.

All FLSA non-exempt employees shall be eligible for overtime compensation when:
a. A regular full time employee works in excess of the number of hours in his or her normal work day, provided that the employee has worked eight hours prior to the commencement of overtime; and any part-time employee shall not be eligible for overtime compensation until such employee works at least 12 hours in a day; b. An employee works in excess of eighty (80) hours in a bi-weekly pay period. c. An employee whose normal work week is five (5) scheduled eight (8) hour days in a calendar week of seven (7) days works more than forty (40) hours in five (5) days in a calendar week;
d. An employee who, because of shift changes, works two (2) or more shifts in any twenty-four (24) hour period and is off duty less than eight (8) hours between shifts.

Employees who are employed in classifications eligible for exemption from the overtime provisions of the Fair Labor Standards Act (FLSA) and designated by the City of MHCSDMOUNTAIN HOUSEMountain House City Council Board of Directors to be salaried are exempt from the overtime provisions of the FLSA. Since these employees may be required periodically or routinely to work long and irregular hours to fulfill the responsibilities of their positions and are not eligible for overtime compensation or compensatory time off, the City of MHCSDMOUNTAIN HOUSE will provide paid administrative leave as follows in recognition of the long and irregular hours that they may be required to work to accomplish program objectives:
a. Each fiscal year, the MHCSDMOUNTAIN HOUSE General City Manager shall grant ten days of administrative leave to employees in designated job classifications who are employed by the City of MHCSDMOUNTAIN HOUSEMountain House on January July 1 of that fiscal year. For eligible salaried employees whose first day of employment is after Jamuary July 1, the MHCSDMOUNTAIN HOUSE General Manager City Manager shall grant a pro-rata amount of the ten days, rounded up to the next whole day, based on the number of whole months remaining in the fiscal year.
b. The benefits provided by this program are not related to hours worked nor are they subject to accrual, and under normal circumstances, may not be carried over beyond the end of the fiscal year, except that the MHCSDMOUNTAIN HOUSE General manager City Manager may approve such carryover on a case by case basis.

Item 9.3
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Employees shall be compensated for overtime according to the following guidelines. Employees eligible for overtime shall be compensated for overtime by either cash payment at the rate of one and one-half (1-1/2) times the employee’s hourly salary (including any applicable supplements) or by the accrual of compensatory time at the rate of one and one-half (1-1/2) times the overtime hours worked. The maximum compensatory time accumulation shall be eighty (80) hours and any additional overtime worked shall be compensated by cash payment at the rate of one and one-half (1-1/2) times the employee’s hourly salary (including any applicable supplements).

Compensatory time, in lieu of cash payment, will be given based upon the determination of the MHCSDMOUNTAIN HOUSE General Manager City Manager or designee that the budgetary situation or work requirements of the City of MHCSDMOUNTAIN HOUSEMountain House allows latitude to confer either compensatory time off or overtime. Compensatory time shall be used at times mutually agreeable to the City of MHCSDMOUNTAIN HOUSE and employee.

6.0 CLASSES OF EMPLOYMENT
Definitions of classes of employment shall be as follows:

A. Regular Full-Time Employee: An employee who is appointed to a regular allocated position, regularly scheduled to work eight (80) hours per bi-weekly pay period.

B. Regular Part-Time Employee: An employee who is appointed to a regular allocated position, regularly scheduled to work at least thirty (30) hours per bi-weekly pay period, but not more than 1,664 1,599 hours per calendar year and whose employment is anticipated to exceed 7 months in duration.

D. Temporary Employee: An employee who is appointed to a position which is either seasonal in nature (not to exceed seven months in a calendar year) and recurs year to year, or who covers peak workloads, regular employee absences, or a vacant position for a period not to exceed nine months. Such employees do not receive any leave, health insurance, or other benefits except those required by law.

7.1 Benefit Tiers and Eligibility
SJCERA Tier I – Employees who established and maintain membership in the San Joaquin County Employees’ Retirement Association (SJCERA) prior to January 1, 2013, and other eligible employees as defined by law, participate in the defined benefit formula that was in place before January 1, 2013, hereinafter “SJCERA Tier I.”
Item 9.3
Mountain House Page 1882 of 1946 [36]
SJCERA Tier II – Employees who meet the definition of “new member” and establish membership in SJCERA on or after January 1, 2013, who are subject to the provisions of the Public Employees’ Pension Reform Act of 2013 (Article 4 (commencing with Section 7522, et seq.) of Chapter 21 of Division 7 of Title 1 of the Government Code), hereinafter “PEPRA, participate in the defined benefit formula prescribed by PEPRA for these employees, hereinafter “SJCERA Tier II.” SJCERA Tier IIb – Employees who meet the definition of “new member” and establish membership in SJCERA on or after January 1, 2022, who are subject to the provisions of the Public Employees’ Pension Reform Act of 2022 w h o s e r e t i r e m e n t b e n e f i t s a r e c a l c u l a t e d u s i n g o n l y “ b a s e p a y ” , e x c l u d i n g s p e c i a l p a y s .

7.2 Retirement Formula
The City shall maintain the defined benefit retirement formula specified in Section 31676.14 (2% at age 55 ½) for General Members of SJCERA Tier I.

General Members of SJCERA Tier II participate in the defined benefit formula prescribed by Section 7522.20 of PEPRA (2.0% at age 62).

Section 7522.20 permits service retirement for General Members of SJCERA Tier II and IIb after five (5) years of service and upon reaching fifty-two (52) years of age.

As required by Section 7522.32, for employees who are members of SJCERA Tier II, final compensation shall mean the highest average annual pensionable compensation earned by the member during a period of thirty-six (36) consecutive months designated by the member or, if not designated, immediately preceding the member’s retirement or last separation from service if earlier.

7.4 Retirement Contributions
Tier 1 member contributions as determined annually by the plan actuary pursuant to Section 31621.3 Item 9.3
Mountain House Page 1883 of 1946 [37]
for General Members of SJCERA Tier 1, and expressed as a percentage of payroll shall be known as the “Basic Member Contribution Rate”. Effective the first full pay period following approval by the City Council of this MOU amendment, employees who are members of SJCERA Tier 1 shall pay the Basic Member Contribution Rate applicable to their member category plus the increase in that rate as specified in Government Code Section 31631.5 (a) (1), not to exceed 50% of the normal cost of benefits.

The member contribution rate shall not be adjusted unless the normal cost rate increases or decreases by more than 1%.

Employees’ retirement contributions to SJCERA shall be made on a pre-tax basis.

7.5 Retirement Death Benefits
The death benefits provisions of Section 31789.3 shall be maintained for qualified employees who are members of SJCERA.

7.6 Retirement Information
Employees nearing retirement age who desire to discuss their retirement with SJCERA shall be allowed to do so on City time.

Unless otherwise stated, all statutory references in this section of this Memorandum of Understanding are to the California Government Code.

7.1 Benefit Tiers and Eligibility
SJCERA Tier I – Employees who established and maintain membership in the San Joaquin County Item 9.3
Mountain House Page 1884 of 1946 [38]
Employees’ Retirement Association (SJCERA) prior to January 1, 2013, and other eligible employees as defined by law, participate in the defined benefit formula that was in place before January 1, 2013, hereinafter “SJCERA Tier I.”
SJCERA Tier II – Employees who meet the definition of “new member” and establish membership in SJCERA on or after January 1, 2013, who are subject to the provisions of the Public Employees’ Pension Reform Act of 2013 (Article 4 (commencing with Section 7522, et seq.) of Chapter 21 of Division 7 of Title 1 of the Government Code), hereinafter “PEPRA, participate in the defined benefit formula prescribed by PEPRA for these employees, hereinafter “SJCERA Tier II.”

7.2 Retirement Formula
The DistrictCity shall maintain the defined benefit retirement formula specified in Section 31676.14 (2% at age 55 ½) for General Members of SJCERA Tier I. General Members of SJCERA Tier II participate in the defined benefit formula prescribed by Section 7522.20 of PEPRA (2.0% at age 62).

7.3 Retirement Age and Service
The provisions of Section 31672 permitting service retirement for members of SJCERA Tier I at age seventy (70) years, or at age fifty (50) years with the completion of ten (10) years of service, as adopted by County Resolution R-72-1245, or with 30 or more years of service regardless of age shall be maintained for employees who are members of SJCERA Tier I.

Section 7522.20 permits service retirement for General Members of SJCERA Tier II after five (5) years of service and upon reaching fifty-two (52) years of age.

7.3.1 Retirement Benefits – Final Compensation Calculation For employees who are members of SJCERA Tier I, final compensation shall, as authorized by County Resolution R-71-2161 pursuant to Section 31462.1, be the average annual compensation earnable by the member in the twelve consecutive months elected by the member or, if no election is made, immediately preceding the member’s retirement. We have a new City Resolution that we can add to this As required by Section 7522.32, for employees who are members of SJCERA Tier II, final compensation shall mean the highest average annual pensionable compensation earned by the member during a period of 36 consecutive months designated by the member or, if not designated, immediately preceding the member’s retirement or last separation from service if earlier.

7.4 Retirement Contributions
Item 9.3
Mountain House Page 1885 of 1946 [39]
Tier 1 members contributions as determined annually by the plan actuary pursuant to Section 31621.3 for General Members of SJCERA Tier 1, and expressed as a percentage of payroll shall be known as the “Basic Member Contribution Rate”. Effective the first full pay period following approval by the DistrictCity CouncilBoard of this MOU amendment, employees who are members of SJCERA Tier 1 shall pay the Basic Member Contribution Rate applicable to their member category plus the increase in that rate as specified in Government Code Section 31631.5 (a) (1), not to exceed 50% of the normal cost of benefits.

Employees who are members of SJCERA Tier II shall pay member contributions pursuant to Section 7522.30, which shall be at least 50% of normal cost as determined annually by the plan actuary and expressed as a percentage of payroll. The DistrictCity shall not pay any of the required member contribution. The member contribution rate shall not be adjusted unless the normal cost rate increases or decreases by more than 1%.

Employees’ retirement contributions to SJCERA shall be made on a pre-tax basis.

7.5 Retirement Death Benefits
The death benefits provisions of Section 31789.3 shall be maintained for qualified employees who are members of SJCERA.

7.6 Retirement Information
Employees nearing retirement age who desire to discuss their retirement with SJCERA shall be allowed to do so on DistrictCity time.

7.7 Purchase of Additional Retirement Service Credit
Any employees who are a member of SJCERA and eligible to purchase additional retirement service credit may elect to purchase such service credit in accordance with the provisions of the County Employees’ Retirement Law, the SJCERA Bylaws, and the policies and procedures applicable to SJCERA members. Any required contributions paid by a member of SJCERA for additional service credit shall become part of the member’s accumulated contributions with SJCERA. Any additional liability assumed by or contributions paid by the DistrictCity because of Item 9.3
Mountain House Page 1886 of 1946 [40]
an employee’s purchase of additional service credit shall not become part of the employee’s accumulated contributions and shall not be considered compensation for purposes of contributions to or benefits from SJCERA.

8.0 TRAINING AND EDUCATION

8.1 In-service and Job Related Training
Employees who participate in DistrictCity-mandated supplemental education programs shall either be assigned to such programs during their regular working hours or be compensated for each hour spent participating in such programs at the applicable overtime rate in accordance with this memorandum. Travel time for DistrictCity-authorized training shall be computed in accordance with FLSA procedures.

8.2 Educational Reimbursement Program
DistrictCity employers who are employed in an allocated budgeted position shall be reimbursed for career-related course work taken on the employee’s own time, but not to exceed a maximum reimbursement for each fiscal year of $850; however an employee enrolled in an approved degree program may be reimbursed up to $800 per semester for a maximum of $1,600 per fiscal year Item 9.3
Mountain House Page 1887 of 1946 [41]
and may include reimbursement for educational materials. Reimbursement is subject to approval by the MHCSDMOUNTAIN HOUSE General Manager City Manager upon satisfaction that the course work is career-related and an acceptable form of a receipt is provided.

9.0 WORKERS’ COMPENSATION AND EMPLOYEE SAFETY

The Workers’ Compensation Act also provides free medical and hospital service, if necessary, for the disabling condition. In order to meet the requirements of the act, the District City shall carry Workers’ Compensation Insurance. For the employee’s protection, it is mandatory that any injury, no matter how slight, be reported immediately to the employee’s supervisor. If medical attention is needed, the employee will arrange for a visit to a local doctor.

Employees who are receiving temporary disability indemnity payments under Division 4 or Division

4.5 of the Labor Code shall accumulate vacation, holidays and sick leave during such period of time that they are drawing such temporary disability indemnity. The District City shall continue to provide health, dental, vision, and life insurance plan coverage for such employees as if they were on payroll as employees.

9.2 Safety Equipment
The MHCSD City shall provide employees with safety prescription glasses (glasses only, not prescription examination) whenever safety glasses are required by the CAL/OSHA or other State or Federal regulation. The MHCSD City will not provide for broken lenses or frames unless such breakage is the result of an on-the-job accident.

The MHCSD City agrees to maintain a program for reimbursement of City required safety shoes.

The City will reimburse the employee for actual and reasonable costs for replacement of, or repair to, the shoes up to a maximum of ($250) two hundred fifty dollars per employee once per fiscal year.

T h e C i t y shall provide employees with safety shoes as specified by the MHCSD General Manager City Manager whenever such shoes are required by the CAL/OSHA or other State of Federal regulations. Employees who work outside an office/in the field in the following Item 9.3
Mountain House Page 1888 of 1946 [42]
classifications shall be eligible for this benefit:
• Public Safety CoordinatorCommunity Preservation Officer • Inspection and Code Enforcement Officer
• Senior Inspection and Code Enforcement Officer
• Maintenance Worker I/II
• Senior Maintenance Worker
• Landscape Supervisor
• Landscape Project Supervisor
• Senior Public Works Inspector
• Engineer I-IV
• Assistant Engineer
• Associate Engineer
• Associate Civil Engineer
• Senior Planner
• Facilities Supervisor
• Senior Civil Engineer
Safety boots that are no longer functional as protective gear due to wear or damage, through no fault of the employee, will be replaced by the City. Employees who lose or intentionally damage boots so that the boots are no longer safe will be responsible for the full cost of replacing the boots.

9.2 Safety Equipment
The City of MHCSDMOUNTAIN HOUSE shall provide employees with safety prescription glasses (glasses only not prescription examination) whenever safety glasses are required by the CAL/OSHA or other State or Federal regulation. The MHCSDCity of MOUNTAIN HOUSE will not provide for broken lenses or frames unless such breakage is the result of an on-the-job accident. The MHCSDCity of MOUNTAIN HOUSE shall provide employees with safety shoes as specified by the MHCSDMOUNTAIN HOUSE General Manager City Manager whenever such shoes are required by the CAL/OSHA or other State of Federal regulations.

9.3 Physical Examinations
Employees required to take physical examinations to maintain licenses or employment with DistrictCity shall be given physical examinations at a medical facility of the DistrictCity’s choosing at no cost to the employee.

10.0 EVALUATIONS AND PERSONNEL FILES
Item 9.3
Mountain House Page 1889 of 1946 [43]

10.1 Employee Performance Evaluations
The DistrictCity and the union agree that regular evaluations are a constructive way to provide employees with regular feedback, to recognize exemplary performance, and to correct unsatisfactory “needs improvement” performance if necessary. a. Probationary employees. Probationary employees shall be provided evaluations following three (3), six (6) and nine (9) months of service. Any employee performance evaluation shall be prepared by the employee’s supervisor who has the responsibility and authority to prepare such reports. b. Regular employees. Regular full-time employees. Regular full-time employees shall be evaluated annually.

Employee performance evaluation reports shall be discussed with the employee prior to finalization of each category of the report.

Any regular or special evaluation with a rating of “unsatisfactoryneeds improvement” shall include plans for employee development. Except in cases of termination, release from probation, or leave of absence, employees who receive an unsatisfactory “needs improvement” performance evaluation must receive a follow-up evaluation. The follow-up evaluation shall cover a period of time no greater than ninety (90) calendar days from the date of the final review of the initial unsatisfactory “needs improvement” evaluation.

An employee shall have the right to submit written comments regarding any evaluation and to have such comments included in his/her personnel file along with the evaluation.

Any proposed change to the established evaluation form shall be subject to negotiations.

10.2.1 Probationary Period
All employees hired by the DistrictCity will serve an initial probationary period of one (1) year from their date of hire. Upon successful completion of the initial probationary period the employee will gain permanent status. Any employee who subsequently promotes shall serve a six (6) month probationary period. If the employee does not complete the six
Item 9.3
Mountain House Page 1890 of 1946 [44]
months satisfactorily, that employee will be returned to their former position in the DistrictCity.

10.3 Employee Personnel Files
Employees shall have the right to review and at their own expenses obtain copies of their DistrictCity, department and division personnel files. An employee’s representative may inspect the contents of an employee’s personnel files upon signed, dated authorization by the employee.

Authorization shall be valid for sixty (60) calendar days from the date of signature.

The DistrictCity reserves the right to withhold from employee review reports of an employee’s pre- employment physical examination, medical files, records of an employee relating to investigation of possible criminal offense or other legally privileged records.

Employees shall be given an opportunity to read and initial any report to be added to their personnel files, but an employee shall not be required to sign any such report. An employee’s signature on a report shall be understood to be acknowledgment of receipt and shall not be construed as agreement or disagreement with its content. If the employee refuses to sign any report, a notation to that effect may be entered on the document. A copy will be provided to the employee upon request. Any information that the DistrictCity attempts to use in any disciplinary or other derogatory way against an employee and does not contain either the employee’s signature or a notation of refusal to sign shall be disqualified from being used.

An employee shall have the right to submit written comments regarding any document in his/her personnel file and to have such comments included in his/her personnel file along with the document.

11.0 LAYOFFS

11.1 Notice
Any permanent DistrictCity employee (over one year of service with the DistrictCity) who is to be laid off or dismissed for other than disciplinary reasons shall be given ten (10) working days’ notice.

This provision does not apply to probationary employees. Nothing contained herein shall be deemed to require the DistrictCity to pay an employee except for services rendered.

11.1.1 Seniority
Item 9.3
Mountain House Page 1891 of 1946 [45]
Layoffs shall be in the inverse order of hire date within the classification.

11.1.2 Meet and Confer
Ten (10) working days prior to issuing any layoff notices, the DistrictCity shall notify the Union in writing of the proposed layoffs. Such notice will identify the proposed layoffs by department and by classification. Upon the request of the Union in writing, the DistrictCity will meet and confer with the Union regarding the effects of the proposed layoffs and will consider any proposals advanced by the Union regarding the effects of the proposed layoffs.

11.1.3 Mitigation
In order to attempt to mitigate the effect of lay-offs, the DistrictCity will provide employees identified for layoff with the opportunity to participate in an orientation program. The DistrictCity will make all reasonable efforts to place employees who have been placed on any resulting layoff list. The DistrictCity shall also provide a monthly mailing of the DistrictCity Employment Bulletin and any other information deemed relevant by the DistrictCity to all employees who remain on the layoff list.

11.1.4 Benefits
Employees who are provided a notice of layoff pursuant to section 11.1 of this Agreement shall have their eligibility for employee benefits extended for one pay period beyond the date coverage would have terminated due to the notice of layoff. In such situation the DistrictCity will make payment for benefits as provided in section 2.3.1 of this Agreement.

12.0 GRIEVANCE PROCEDURE

12.1 Definitions
Grievance: An alleged violation of the Mountain House Community Services District City of Mountain House Personnel
Policies and Procedures, or the Memorandum of Understanding (MOU).

12.2 Purpose/Rights
It is the intention of this procedure to resolve all issues at the lowest supervisory level possible.

The employee has the right to representation at any and/or all steps of the procedure.

SEIU may file and process grievances on behalf of employees, but the employee must be identified by name if necessary to the processing of the grievance. In those circumstances where a grievance is filed alleging a grievance dispute between a member of the Supervisory and Confidential unit and a member of the General Bargaining Unit, SEIU will provide separate SEIU representatives to represent the interests of each SEIU member.

Item 9.3
Mountain House Page 1892 of 1946 [46]

STEP 2: If the grievance is not resolved at Step 1 of this procedure, then the grievance may be filed with the General Manager City Manager or designee. The grievance must be in writing and must be filed within fifteen (15) days of the response from Step 1 or from the date when such response was due. The grievance must state: (1) the specific MOU provision or policy or procedure which is alleged to have been violated; (2) the statement of facts comprising the violation; (3) the requested remedy. The CityGeneral Manager, or designee shall have fifteen (15) working days in which to investigate the issues and respond in writing to the grievance.

NOTE: If grievance is against the General Manager City Manager or caused by actions of the CityGeneral Manager, the process shall start at Step 2 with a filing, in writing, to the CityGeneral Manager.

STEP 3: If the grievance is not resolved at Step 2 of this procedure following the CityGeneral Manager’s response at Step 2, the employee or representative may then, within fifteen (15) days request Mediation with the State Mediation and Conciliation Services (SMCS) in accordance with Section 10 (A-D) of the DistrictCity Labor Relations Policy. The Union would be responsible for notifying the General Manager City Manager of the intent, contact SMCS with a copy to the DistrictCity. The request shall spell out what is in dispute.

The parties shall meet with the mediator in a timely manner in an effort to resolve the grievance.

The mediator’s recommendations regarding the resolution of the grievance shall be shared with the Union and the General Manager City Manager in writing following the completion of mediation. The mediator’s recommendations shall be advisory to the General City Manager, whose decision shall be final and binding.

All grievances shall be represented and acted upon in a timely manner. However, with the mutual consent of the parties, the time limitation for any step may be extended.

The DistrictCity and the Union shall be responsible for all their sides costs associated with the SMCS.

13. DISCIPLINARY ACTIONS

13.1 Notice of Proposed Disciplinary Action
When the districtCity proposes to initiate disciplinary action against a non-probationary bargaining unit employee, the General Manager City Manager or designee must submit to the employee a written notice of intent to take disciplinary action. The notice must state specifically the reason(s) Item 9.3
Mountain House Page 1893 of 1946 [47]
for the action
Item 9.3
Mountain House Page 1894 of 1946 [48]
and explain the employee's "Skelly" rights of appeal. When applying discipline, the concept of progressive discipline shall generally apply.

13.2 Request for Hearing
The employee may appeal the proposed action and request a hearing by responding in writing to the appointing authority within seven (7) business days of receipt of the notice. Upon receipt of a timely response, the General Manager City Manager or designee and the Union shall schedule a mutually agreed upon date and time to conduct a "Skelly" hearing as soon as possible, but no later than seven (7) business days after receiving such notice. In the event the parties cannot meet with seven (7) business days the employee may submit a written rebuttal directly to the CityGeneral Manager.

13.3 Rights of Access
The employee shall be given access to copies of all materials upon which the DistrictCity relied in taking the proposed action and shall be provided with copies upon request.

13.4 Representation
The employee may be represented at the hearing by a representative of the employee's choice.

13.5 Conduct of Skelly Hearing
The General Manager City Manager or his/her designee shall be the hearing officer at the informal "Skelly" hearing. Upon consideration of all materials and discussions presented at the hearing, the General Manager City Manager or his/her designee may uphold, modify, or revoke the proposed disciplinary action.

13.6 Final Order of Disciplinary Action
If the employee does not respond to the notice of intent within the prescribed time limits, or if, after hearing, the General Manager City Manager or his/her designee upholds or modifies the proposed discipline, the General Manager City Manager or designee shall submit to the employee a written final order of disciplinary action. The order shall state the proposed action, the reasons for the action, and the employee's rights of appeal. No discipline shall be effective until the date of order.

13.7 Appeal of Final Order of Disciplinary Action
In the event the employee wishes to appeal the Final Order of Discipline, he she/may do so by filing a written appeal to the General Manager City Manager within seven (7) business days following receipt.

If the discipline involves a termination, or a suspension of 10 days or more, the employee, in making the appeal, shall designate in writing his/her request that the matter be heard by a neutral arbitrator.

Other disciplines, are not subject to the arbitration clause of this section but may be appealed to the General Manager City Manager who shall meet with the employee within ten (10) business days. The decision of the General Manager City Manager shall be final.

Item 9.3
Mountain House Page 1895 of 1946 [49]

13.8 Arbitration
When an employee appeals the final order of termination to arbitration the timing and procedure of such arbitration shall be established by agreement of the DistrictCity and the Union. Unless agreed otherwise, the arbitrator shall be selected from a list of five (5) names provided by the State Mediation and Conciliation Service (SMCS). In selecting the arbitrator the parties shall alternately strike two names from the list, with the DistrictCity striking the first name. Absent an agreement otherwise, the final name remaining shall be the arbitrator.

The arbitrator shall render his/her decision in writing by no later than forty-five (45) calendar days, following the conclusion of the hearing, unless mutually extended in writing by the parties. The costs of the arbitration shall be borne equally by the DistrictCity and the Union. The decision of the arbitrator shall be binding on the parties.

14.0 ENTIRE AGREEMENT
Except as otherwise specifically provided herein, the Memorandum of Understanding (MOU) fully and completely incorporates the understanding of the parties hereto regarding the provisions contained in this MOU. The parties, for the term of this Agreement, do not waive the obligation to negotiate with respect to any practice, subject, or matter within the scope of bargaining not specifically referred to or covered in this Agreement. In the event the DistrictCity proposes a change in any practice, subject, or matter which is within the scope of bargaining and is not covered by this Agreement, the DistrictCity will give the Union advance written notice of the proposal and will, upon request of the Union, negotiate in good faith with the Union concerning the proposal.

Item 9.3
Mountain House                                               Page 1896 of 1946 [50]
The parties attest to this Memorandum of Understanding (MOU} which has been entered into between the Mountain House Community Services District City of Mountain House(DistrictCity) and SEIU Local 1021(Union
-Supervisory and Confidential Unit.)
For SEIU Local1021 For Mountain House CSD
________________________________
Reina Arroyo
Field Representative & Chief Negotiator
__________________________________
Steven J. Pinkerton
General Manager
________________________________
David Canham
SEIU Executive Director
__________________________________
Joe Kriskovich
Chief Negotiator
________________________________
Cedric Hathorn
Negotiations Committee Member
__________________________________
Nicole Adamo
District Clerk
For SEIU Local1021 For City of Mountain House
________________________________
Cheryl Harris
Field Representative & Chief Negotiator
__________________________________
Steven J. Pinkerton
City Manager
________________________________
David Canham
SEIU Executive Director
__________________________________
Joe Kriskovich
Chief Negotiator
________________________________
Anjali Kothari
Negotiations Committee Member
__________________________________
Nicole Adamo
Human Resources Manager
Item 9.3
Mountain House                                               Page 1897 of 1946 [51]
________________________________
Rogelio Alvarez
Negotiations Committee Member
Item 9.3
Mountain House                                               Page 1898 of 1946 TITLE: Designation of Voting Delegate for the 2026 League of California Cities Annual Conference and Expo
MEETING DATE: August 26, 2026
PREPARED BY: Steven J. Pinkerton, City Manager

RECOMMENDATION
Staff recommends that the City Council take the following actions:

1. Select one of its members to serve as the Voting Delegate for the 2026 League of California Cities Annual Conference and Expo and, if desired, select up to two Alternate Voting Delegates.

2. Adopt a Resolution designating the selected Council Member as the Voting Delegate and any alternates, if applicable.

3. Direct the City Clerk to submit the official designation to Cal Cities no later than September 1, 2026.

BACKGROUND
Cal Cities requires each member city to designate a Voting Delegate for the General Assembly held during the Annual Conference and Expo and allows the City to appoint up to two Alternate Voting Delegates by formal Council action.

The League of California Cities Annual Conference and Expo will be held in Anaheim, California, September 23 through 25, 2026. During the annual business meeting beginning Friday, September 25, 2026, at 8:30 a.m., Voting Delegates appointed by each member city consider and act on resolutions that establish Cal Cities policy.

Each member city is entitled to cast one vote on matters before the General Assembly. The Voting Delegate must be properly designated and registered to participate in voting.

DISCUSSION
The City's Voting Delegate designation must be submitted to Cal Cities no later than September 1, 2026.

Following Council action, the City Clerk will complete the required submission.

Item 9.4
Mountain House Page 1899 of 1946 The Voting Delegate and any alternates must register with the Credentials Committee in order to participate in voting at the General Assembly. The City's voting card may be transferred between the designated Voting Delegate and alternates but may not be transferred to another City official who has not been designated as a Voting Delegate or alternate.

Mayor Su, Vice Mayor Green, and Council Members Disko, and Tingle are each registered for the full conference.

Once Cal Cities distributes the resolutions packet in advance of the Annual Conference, it will be provided to the full City Council for review. There is currently one resolution anticipated for consideration by the General Assembly. Staff will bring the resolution to the City Council at its September 9, 2026 meeting for consideration of a City position.

FISCAL IMPACT
There is no fiscal impact associated with this action.

STRATEGIC PLAN
Not applicable.

CEQA
The proposed action is not a project subject to the California Environmental Quality Act (CEQA) because it is an organizational or administrative activity of government that will not result in direct or indirect physical changes in the environment.

ACTION FOLLOWING CITY COUNCIL APPROVAL
Following City Council selection of a Voting Delegate and any Alternate Voting Delegates, the City Clerk will submit the City's official designation to Cal Cities by the September 1, 2026 deadline.

ATTACHMENTS
Attachment A – Voting Delegate Packet
Attachment B – Proposed Resolution
Item 9.4
Mountain House Page 1900 of 1946 1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org General Assembly Voting Guidelines

1. One City One Vote. Each member city has a right to cast one vote on matters pertaining to Cal Cities policy.

2. Designating a City Voting Representative. Prior to the Cal Cities Annual Conference and Expo, each city council may designate a voting delegate and up to two alternates; these individuals are identified on the voting delegate form provided to the Cal Cities Credentials Committee.

3. Registering with the Credentials Committee. The voting delegate, or alternates, may pick up the city's voting card at the voting delegate desk in the conference registration area. Voting delegates and alternates must sign in at the voting delegate desk. Here they will receive a special sticker on their name badge and thus be admitted to the voting area at the General Assembly.

4. Signing Initiated Resolution Petitions. Only those individuals who are voting delegates (or alternates), and who have picked up their city’s voting card by providing a signature to the credentials committee at the voting delegate desk, may sign petitions to initiate a resolution.

5. Voting. To cast the city's vote, a city official must have in their possession the city's voting card and voting tool; and be registered with the credentials committee. The voting card may be transferred freely between the voting delegate and alternates but may not be transferred to another city official who is neither a voting delegate nor alternate.

6. Voting Area at General Assembly. At the General Assembly, individuals with a voting card will sit in a designated area. Admission to the voting area will be limited to the individual in possession of the voting card and with a special sticker on their name badge identifying them as a voting delegate.

7. Resolving Disputes. In case of dispute, the credentials committee will determine the validity of signatures on petitioned resolutions and the right of a city official to vote at the General Assembly.

ATTACHMENT A
Item 9.4
Mountain House Page 1901 of 1946 Sixty days before the
Annual Conference
and Expo, Cal Cities
members may submit
policy proposals on
issues of importance
to cities. The resolution must
have the concurrence of at least
five additional member cities or
individual members.

How it works: Cal Cities
Resolutions and the General Assembly
General Assembly
General Resolutions Policy Committees
Developing League of California Cities policy is a dynamic process that engages a wide range of members to ensure Cal Cities represents cities with one voice. These policies directly guide Cal Cities’ advocacy to promote local decision-making, and lobby against statewide policies that erode local control.

The resolutions process and General Assembly is one way that city officials can directly participate in the development of Cal Cities policy. If a resolution is approved at the General Assembly, it becomes official Cal Cities policy. Here’s how resolutions and the General Assembly work.

The petitioned
resolution is an
alternate method
to introduce policy
proposals during
the annual conference. The
petition must be signed by
voting delegates from 10% of
member cities, and submitted to
the Cal Cities President at least
24 hours before the beginning
of the General Assembly.

Petitioned Resolutions
The Cal Cities
President assigns
general resolutions
to policy committees
where members
review, debate, and recommend
positions for each policy proposal.

Recommendations are forwarded
to the Resolutions Committee.

Who’s who
The Resolutions Committee
includes representatives
from each Cal Cities
diversity caucus, regional
division, municipal
department, and policy
committee, as well as
individuals appointed by
the Cal Cities president.

Voting delegates
are appointed by each
member city; every city
has one voting delegate.

The General Assembly is a
meeting of the collective
body of all voting
delegates —one from
every member city.

Seven policy committees
meet throughout the year
to review and recommend
positions to take on bills
and regulatory proposals.

Policy committees include
members from each Cal
Cities diversity caucus,
regional division, and
municipal department,
as well as individuals
appointed by the Cal
Cities president.

During the General Assembly, voting delegates
debate and consider general and petitioned
resolutions forwarded by the Resolutions
Committee. Potential Cal Cities bylaws
amendments are also considered at this meeting.

Cal Cities policy
development is a memberinformed process,
grounded in the voices and
experiences of city officials
throughout the state.

For more information visit www.calcities.org/general-assembly Prior to the Annual Conference and Expo
Resolutions Committee
The Resolutions
Committee considers
all resolutions. General
Resolutions approved1 by
either a policy committee
or the Resolutions Committee are next
considered by the General Assembly.

General resolutions not approved, or
referred for further study by both a
policy committee and the Resolutions
Committee do not go to the General
Assembly. All Petitioned Resolutions
are considered by the General
Assembly, unless disqualified.2
During the Annual Conference and Expo
1 The Resolution Committee can amend a general resolution prior to sending it to the General Assembly. 2 Petitioned Resolutions may be disqualified by the Resolutions Committee according to Cal Cities Bylaws Article VI. Sec. 5(f).

ATTACHMENT A
Item 9.4
Mountain House Page 1902 of 1946

ATTACHMENT A
RESOLUTION NO. 2026-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MOUNTAIN HOUSE

DESIGNATING A VOTING DELEGATE AND ALTERNATE VOTING DELEGATES FOR THE 2026 LEAGUE OF CALIFORNIA CITIES ANNUAL CONFERENCE AND EXPO WHEREAS, the League of California Cities (Cal Cities) convenes its Annual Conference and Expo, which includes a General Assembly at which Voting Delegates from member cities consider and act on policy resolutions; and
WHEREAS, each member city is entitled to cast one vote in the General Assembly through a Voting Delegate designated by its City Council; and
WHEREAS, Cal Cities allows each member city to designate up to two Alternate Voting Delegates who may vote on behalf of the City when serving in place of the designated Voting Delegate; and WHEREAS, the City Council desires to designate its Voting Delegate and any Alternate Voting Delegates for the 2026 Cal Cities Annual Conference and Expo.

NOW, THEREFORE, BE IT RESOLVED THAT the City Council of the City of Mountain House does hereby designate:
• Voting Delegate: [Name of Council Member]
• Alternate No. 1 (if any): [Name]
• Alternate No. 2 (if any): [Name]
BE IT FURTHER RESOLVED that the City Clerk is directed to transmit this Resolution and complete the official Voting Delegate submission form with Cal Cities no later than September 1, 2026.

PASSED, APPROVED, AND ADOPTED, by the City Council of the City of Mountain House this 26th Day of August, 2026, by the following vote:

Item 9.4
Mountain House Page 1903 of 1946 TITLE: 2023–2031 City of Mountain House Housing Element: Draft Goals, Policies, and Programs
MEETING DATE: August 26, 2026
PREPARED BY: Jailah Smith, Contract Planner and PlaceWorks

RECOMMENDATION
Staff recommends that the City Council receive this report, review the draft Housing Element Goals, Policies, and Programs, and provide input and direction to staff.

BACKGROUND
State Housing Element Law (Government Code Sections 65580–65589.11) requires every city and county in California to adopt a Housing Element as part of its General Plan. The Housing Element is updated on an eight-year cycle and is subject to review by the California Department of Housing and Community Development (HCD).

The Housing Element establishes the City's goals, policies, programs, and quantified objectives for addressing housing needs during the planning period. These components establish both the City's overall housing priorities and the specific actions the City commits to implementing. A key requirement of the Housing Element is demonstrating how the City will accommodate its assigned Regional Housing Needs Allocation (RHNA).

Summary of each component:

Component What It Must Do
Goals Describe the City's broad, long-term housing objectives Policies Establish commitments that guide City decision-making Programs
Identify specific actions the City will undertake, including responsible agencies, funding sources, implementation timeframes, and measurable outcomes
Quantified Objectives Establish measurable targets for housing production, rehabilitation, preservation, assistance, and other program outcomes
The Housing Element also includes an Affirmatively Furthering Fair Housing (AFFH) component describing how individual programs support the City's fair housing obligations.

Item 10.1
Mountain House Page 1904 of 1946

DISCUSSION
The draft Goals, Policies, and Programs establish the City's proposed housing policy and implementation framework for the remainder of the 2023–2031 Housing Element planning period. The framework responds to housing needs identified through the Housing Element analysis, applicable State requirements, and concerns and priorities identified through public participation.

State Housing Element Requirements
State Housing Element Law requires jurisdictions to establish goals and policies that address identified housing needs and implementation programs that translate those policies into specific actions. Housing Element programs must identify the actions the City will undertake, responsible agencies or departments, anticipated funding sources, implementation timeframes, and measurable outcomes. The draft Housing Element follows this structure and also identifies quantified objectives and an Affirmatively Furthering Fair Housing (AFFH) component for individual programs.

Required Housing Element program areas generally include:

Program Category Requirement
California Government
Code Section(s)
Adequate Sites Rezoning if needed to meet RHNA, with firm deadlines.

Gov. Code § 65583(c)(1) & §
65583.2
Constraints Removal of zoning barriers, permit delays,
development standards, or fees. Gov. Code § 65583(c)(3) Affordability and
Production
Incentives, funding, density bonuses, and
partnerships.

Gov. Code § 65583(c)(2) (See
also Gov. Code § 65915)
Preservation of
Affordable Housing
Preventing loss of deed-restricted or naturally
affordable units.

Gov. Code § 65583(c)(4) & §
65583(a)(9)
Special Needs
Housing
Programs for seniors, persons with disabilities, large
households, farmworkers, extremely low-income
households, and people experiencing homelessness.

Gov. Code § 65583(a)(7) & §
65583(c)(2)
Fair Housing (AFFH) Actions to reduce segregation, increase access to opportunity, and address disparities.

Gov. Code § 65583(c)(5)
(Established under Assembly
Bill 686)
Public Participation
Ongoing engagement, especially with
underrepresented communities. Gov. Code § 65583(c)(9) & § 65583(c)(8)
Quantified
Objectives
Numerical targets for units to be built, rehabilitated, and preserved. Gov. Code § 65583(b)
Draft Housing Element Goals and Policies
Item 10.1
Mountain House Page 1905 of 1946 The City reviewed housing elements from surrounding jurisdictions and San Joaquin County and considered Mountain House's housing needs and community priorities in developing a framework tailored to the City. The draft Goals, Policies, and Programs are included as Attachment A for City Council review and direction.

The proposed Housing Element goals are:

Goal HE-1: Adequate Housing Supply
Goal HE-2: Housing Affordability
Goal HE-3: Special-Needs Housing
Goal HE-4: Remove Barriers to Housing Production
Goal HE-5: Fair Housing and Equity
Goal HE-6: Housing Preservation and Quality
Draft Housing Element Programs
The Housing Element update identifies the need to provide housing opportunities that serve households of different sizes, incomes, ages, and life stages. Community input also identified priorities related to housing affordability, special-needs populations, development constraints, housing choice, and coordination of housing growth with schools, transportation, and infrastructure.

The draft implementation programs translate the Housing Element goals and policies into specific City actions. The programs include implementation timeframes, responsible agencies, funding sources, quantified objectives, and AFFH components. These commitments will guide City implementation following adoption of the Housing Element and will be monitored throughout the planning period.

The programs include both ongoing activities and specific future actions and deadlines. For example, the draft includes programs addressing affordable housing development and partnerships, the Affordable Housing Fee Program, accessory dwelling units, first-time homebuyer assistance referrals, housing resources and assistance, fair housing outreach, and housing preservation.

City Council Review and Direction
The draft programs establish specific implementation commitments, timeframes, and measurable objectives that will guide City activities following adoption of the Housing Element. Accordingly, staff is seeking City Council input regarding whether the proposed goals and policies appropriately reflect the City's housing priorities and whether the proposed programs establish realistic and achievable implementation commitments.

City Council feedback will be incorporated into the Public Review Draft Housing Element prior to its release for public review.

Housing Element Implementation and Annual Reporting
Item 10.1
Mountain House Page 1906 of 1946 Following adoption, the City will be responsible for implementing and tracking the programs contained in the Housing Element. State law requires jurisdictions to report annually on Housing Element implementation through the Housing Element Annual Progress Report (APR). The APR documents residential permitting activity, progress toward meeting the City's RHNA, and the implementation status of Housing Element programs.

Because program implementation will be monitored and reported annually, the City's programs should establish commitments that are specific and measurable while remaining realistic and achievable within available staffing, funding, and operational capacity.

FISCAL IMPACT
There is no immediate fiscal impact associated with receiving this report and providing direction.

Implementation of individual Housing Element programs may require future staff resources, consultant services, or other expenditures. Any future expenditures requiring City Council authorization will be brought forward separately, as appropriate.

STRATEGIC PLAN
Preparation of the Housing Element supports the City's Strategic Plan, adopted April 9, 2025, by advancing the update of the City's first comprehensive General Plan and supporting long-term planning for housing and community development.

CEQA
The City Council's review of the draft Housing Element Goals, Policies, and Programs and provision of direction to staff does not constitute approval or adoption of the Housing Element. Environmental review pursuant to the California Environmental Quality Act (CEQA) will be completed in connection with the City's future consideration of the Housing Element and General Plan, as applicable.

ACTION FOLLOWING CITY COUNCIL APPROVAL
Based on City Council feedback and direction, staff will revise the draft Housing Element Goals, Policies, and Programs and finalize the Public Review Draft Housing Element for a 30-day public review period, currently anticipated to occur in September and October 2026.

ATTACHMENTS
Item 10.1
Mountain House Page 1907 of 1946 Attachment A – Draft Housing Element Goals, Policies, and Programs Item 10.1
Mountain House Page 1908 of 1946 Attachment A – Goals, Policies, and Programs

ATTACHMENT A
Item 10.1
Mountain House Page 1909 of 1946

ATTACHMENT A
Item 10.1
Mountain House Page 1910 of 1946 Mountain House Housing Element Page 1

8. GOALS, POLICIES, AND PROGRAMS
Under California law, the Housing Element must include the community’s goals, policies, programs, and quantified objectives, for the maintenance, improvement, and development of housing.

This Housing Element includes seven goal statements. Under each goal statement, the element sets out policies that amplify each goal statement. Programs are listed at the end of the corresponding group of policies and describe the proposed action, the City agencies or departments with primary responsibility for carrying out the program, the funding source, and the time frame for accomplishing the program. The programs also identify quantified objectives and a fair housing reference called the AFFH component that addresses Government Code § 65583(c)(10) requiring implementation programs or action items to affirmatively furthering fair housing.

The following definitions describe the nature of the statements of goals, policies, programs, quantified objectives, and AFFH component as they are used in the Housing Element policy document.

Goal: Ultimate purpose of an effort stated in a way that is general in nature and immeasurable.

Policy: Specific statement guiding action and implying clear commitment.

Program: An action, procedure, program, or technique that carries out policy. Programs also specify the primary responsibility for carrying out the action and an estimated time frame for its accomplishment.

The time frame indicates the fiscal year in which the activity is scheduled to be completed. In most cases, these time frames are general guidelines and may be adjusted based on City staffing and budgetary considerations.

Quantified Objective: The estimated number of housing units to be constructed, preserved, or rehabilitated, or households to be assisted through implementation of Housing Element programs during the planning period. Quantified objectives are based on anticipated market conditions, available resources, and program implementation actions. Each objective identifies the applicable outcome category (e.g., units, households, persons, meetings, or other) and will be monitored and reported annually through the City’s Housing Element Annual Progress Report (APR).

AFFH Component: The AFFH Component describes how each Housing Element program supports the City's obligation to affirmatively further fair housing under AB 686 (2018) by addressing fair housing issues, expanding housing opportunities, improving access to opportunity, and promoting equitable housing outcomes for all residents.

ATTACHMENT A
Item 10.1
Mountain House Page 1911 of 1946

GOALS, POLICIES, AND PROGRAMS

Page 2 ends

Mountain House City CouncilAugust 26, 2026

Mountain House City Council
August 26, 2026