City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 37 Table 20: Target Industry Sectors Summary, 2021
Industry
Rancho
Cucamonga
Jobs
Share of
Rancho
Cucamonga
Jobs
Rancho
Cucamonga/San
Bernardino
County LQ
Manufacturing Industries
Advanced Manufacturing 1,974 3.2% 2.7
Medical Manufacturing 1,955 3.2% 5.8
Food and Beverage Manufacturing 1,398 2.3% 1.3
Office Industries
Finance, Insurance, and Real Estate 5,789 9.4% 3.3
Professional Services 2,707 4.4% 2.7
Source: Data Axel, 2022; QCEW, 2021.
Comparable Market Areas
This section summarizes the analysis of neighboring communities and comparable Southern California jurisdictions to determine how Rancho Cucamonga might compete for retention and attraction of employers and service providers across land uses and industry sectors.
Table 21 summarizes key demographic and employment characteristics for Rancho Cucamonga and neighboring cities discussed in previous sections of the memo, and Table 22 shows these key characteristics indexed to Rancho Cucamonga’s characteristics.
Table 22 shows that Riverside, San Bernardino, and Ontario are larger than Rancho Cucamonga in population and total employment but have less educated residents with lower incomes. Fontana while having a larger resident population than Rancho Cucamonga has a smaller employment base. Fontana like Riverside, San Bernardino, and Ontario also has less educated residents and with lower incomes than Rancho Cucamonga. Redlands and Eastvale have smaller populations and employment bases than Rancho Cucamonga, but their residents are generally more educated and Eastvale’s residents have higher incomes. Redland and Eastvale have also experienced faster job growth from 2011 to 2019 than Rancho Cucamonga.
Tables 21 and 22 show that Rancho Cucamonga is highly competitive compared to its neighboring cities.
Rancho Cucamonga is balanced well by a relatively large employment base, highly educated residents, and residents with high incomes. Among the neighboring cities, Riverside and Fontana may be generally the most competitive with Rancho Cucamonga for attracting residents and employers. Riverside has a larger employment base and somewhat lower incomes of residents. While the share of residents with a bachelor's degree or higher is relatively low in Redlands, it is the highest among the neighboring cities with a larger employment base than Rancho Cucamonga. Fontana’s employment base is somewhat smaller than Rancho Cucamonga’s, but Fontana is adding jobs at a more significant rate. Fontana’s resident incomes are also only somewhat lower, but the concentration of highly educated residents is much lower than in Rancho Cucamonga. The cities of Redlands and Eastvale may be competitive with Rancho Cucamonga for attracting highly skilled workers, although the small employment base in both cities may disadvantage them.
Tables 23 and 24 show Rancho Cucamonga compared to Irvine and Pasadena. Rancho Cucamonga is currently less comparable to these cities than to its neighboring cities but still shares some notable characteristics. Irvine has a larger and faster growing resident population and employment base than
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 38 Rancho Cucamonga, and Irvine has a higher concentration of highly educated residents and higher incomes. Irvine’s employment base is also currently structured somewhat differently compared to Rancho Cucamonga. While Irvine also has a sizable manufacturing sector (13 percent of total jobs), 1 the city’s largest sector is in professional, scientific and technical services, which accounts for 17 percent of total jobs compared to approximately 5 percent of jobs in Rancho Cucamonga (Table 15). However, Rancho Cucamonga has an expanding professional, scientific and technical services industry, and like Irvine has high access to education and an airport.
2 Compared to Irvine, Rancho Cucamonga currently shares more in common with Pasadena. Incomes are slightly higher in Rancho Cucamonga than in Pasadena, and while Pasadena has a larger employment base, it is not growing as fast as Rancho Cucamonga. However, there is a larger share of higher-educated residents in Pasadena relative to Rancho Cucamonga. Like Irvine and Rancho Cucamonga, Pasadena has high access to higher education institutions and is relatively close to an airport (Burbank Airport).
Table 21: Neighboring Cities Attributes Summary
Total
Population
(2021)
Population
Growth
(2010-2021)
Bachelor's
Degree or
Higher
(2021)
Median
Income
(2021)
Total
Employment
(2019)
Job Growth
(2011-2019)
Rancho
Cucamonga 173,946 8.2% 37% $97,046 62,463 15%
Riverside 314,858 4.8% 24% $76,755 128,236 14%
San Bernardino 220,821 5.6% 22% $55,372 94,509 10%
Fontana 208,087 9.8% 20% $83,468 53,640 25%
Ontario 175,223 6.1% 19% $71,908 87,077 34%
Redlands 72,649 5.5% 44% $87,184 26,025 29%
Eastvale 68,539 39.5% 41% $141,827 14,486 197%
1 U.S. Census Bureau, LEHD 2019. 2 The City of Irvine is home to the University of California Irvine and is located near John Wayne Airport.
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 39 Table 22: Neighboring Cities Indexed to Rancho Cucamonga
Total
Population
(2021)
Population
Growth
(2010-2021)
Bachelor's
Degree or
Higher
(2021)
Median
Income
(2021)
Total
Employment
(2019)
Job Growth
(2011-2019)
Rancho
Cucamonga 100% 100% 100% 100% 100% 100%
Riverside 181% 58% 65% 79% 205% 92%
San Bernardino 127% 68% 60% 57% 151% 66%
Fontana 120% 120% 53% 86% 86% 167%
Ontario 101% 74% 51% 74% 139% 229%
Redlands 42% 67% 120% 90% 42% 196%
Eastvale 39% 482% 113% 146% 23% 1313%
Table 23: Southern California Comparable Cities Attributes Summary
Total
Population
(2021)
Population
Growth
(2010-2021)
Bachelor's
Degree or
Higher
(2021)
Median
Income
(2021)
Total
Employment
(2019)
Job Growth
(2011-2019)
Rancho
Cucamonga 173,946 8.2% 37% $97,046 62,463 15%
Irvine 297,868 49.6% 69% $114,027 257,836 25%
Pasadena 138,771 1.7% 53% $89,661 98,366 5%
Table 24: Southern California Comparable Cities Indexed to Rancho Cucamonga
Total
Population
(2021)
Population
Growth
(2010-2021)
Bachelor's
Degree or
Higher
(2021)
Median
Income
(2021)
Total
Employment
(2019)
Employment
Growth
(2011-2019)
Rancho
Cucamonga 100% 100% 100% 100% 100% 100%
Irvine 171% 606% 188% 117% 413% 166%
Pasadena 80% 21% 146% 92% 157% 31%
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 40 Retail Analysis
This section describes retail spending trends in Rancho Cucamonga and reviews categories of retail businesses and their potential “fit” for Rancho Cucamonga.
Restaurant and food and beverage sales are stronger in Rancho Cucamonga compared to the County overall. In 2021, estimated taxable sales per household for food services and driving and food and beverage services were higher in Rancho Cucamonga than in San Bernardino County. The City also had stronger sales in home furnishing and appliances and about the same performance of sales for general merchandise.
Sales were stronger in several categories in the County compared to Rancho Cucamonga including apparel, automotive-related parts and services, and other retail.
Figure 35: Taxable Sales per Household, 2021
Source: ACS, 5-Year Est, 2021; California Department of Tax and Fee Administration, 2021.
Retail Fit Analysis
This section reviews a select group of retail categories and the likelihood of businesses locating in Rancho Cucamonga based on the location preferences of the businesses. • Grocery Stores. Rancho Cucamonga is currently a strong fit for grocery stores specializing in products from Central and South America (Table 25). Northgate Market and Cardenas Market both target areas to locate with highly concentrated Hispanic and Latino populations. A large share of Rancho Cucamonga’s population identifies as Hispanic or Latino (Tables 3 and 4). The City is only a moderate fit for higher-end grocery stores such as Gelson’s and Whole Foods. These businesses typically prefer locations with higher population densities. $-
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
Taxable Sales Per Household
Rancho Cucamonga San Bernardino County
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 41 • Restaurants. Rancho Cucamonga is currently a strong fit for fast casual and mid-tier full-service restaurants but may have trouble attracting high-end full-service restaurants (Table 26). The relatively high incomes in Rancho Cucamonga are an attractive quality for restaurant businesses, and the City’s concentration of college-educated residents is particularly preferable to fast casual restaurants. High-end full-service restaurants generally prefer to locate near areas with strong office and hotel activity, and in areas with higher population density than currently in Rancho Cucamonga.
• Coffee Shops. Coffee shops in general prefer to locate in areas with high morning and daytime populations and areas with college-educated residents (Table 27). Rancho has a well-educated, relatively wealthy population, which is attractive for coffee businesses. Among the types of coffee shops, Rancho Cucamonga is a fit for mid-tier coffee shops (Table 25). Examples of these types of coffee shops include Dutch Bros. Coffee and Peet's Coffee & Tea. Higher-tier coffee businesses such as Blue Bottle Coffee, Philz, and Verve, prefer to locate in areas with higher population densities than found in Rancho Cucamonga such as Downtown Santa Monica and Downtown Pasadena, where some of these businesses are currently located. • Breweries. High to mid-tier breweries are likely to locate in Rancho Cucamonga (Table 28). The City’s demographics are generally a good fit, including the preferred age range for some breweries, which is between 34 to 54 years. However, some breweries may prefer locations with higher population densities than currently in Rancho Cucamonga.
Table 25: Retail Fit Grocery Stores Summary
Category
Rancho
Cucamonga
Existing Fit
Example
Businesses
Sf. Size
Requirements
Min.
Population
Within 1-3
Miles
Avg.
Household
Income
High-End Moderate
Gelson's Markets,
Bristol Farms, Whole
Foods Market 20,000 -
60,000
200,000 $75,000
Targeted Strong Northgate Market,
Cardenas Market - -
Retail Lease Trac, 2022.
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 42 Table 26: Retail Fit Restaurants Summary
Category
Rancho
Cucamonga
Existing Fit
Example
Businesses
Sf. Size
Requirements
Min.
Population
Within 1-3
Miles
Avg.
Household
Income
High-End
Full-Service Moderate
Morton's
Steakhouse, Il
Fornaio, Ocean
Prime Seafood
Steaks & Cocktails,
Truluck's, Nick's
Restaurants, Meat
On Ocean, Mastro's
Steakhouse
3,000 - 11,000 200,000 $75,000
Mid-Tier
Full-Service Strong
Mixt, Breakfast
Republic, The
Boiling Crab,
Bonefish Grill,
Eureka!, Wood
Ranch BBQ & Grill,
Sage Plant Based
Bistro & Brewery
2,000 - 6,500 35,000 $75,000
Fast
Casual Strong
Cava Grill, Einstein
Bros., Noah's
Bagels, Le Pain de
Quotidien,
Lemonade,
Mendocino Farms,
Salt and Straw,
Tender Greens,
Umami Burger
1,000 - 4,500 - $60,000
Retail Lease Trac, 2022.
Table 27: Retail Fit Coffee Shops Summary
Category
Rancho
Cucamonga
Existing Fit
Example
Businesses
Sf. Size
Requirements
Min.
Population
Within 1-3
Miles
Avg.
Household
Income
Top-Tier Moderate
Blue Bottle Coffee,
Philz Coffee, Verve
Coffee Roasters,
Intelligentsia
1,500 - 2,500 200,000 $60,000
Mid-Tier Strong
Dutch Bros. Coffee,
Peet's Coffee &
Tea, Better Buzz
Coffee, Urth Caffe
800 - 2,500 20,000 -
100,000 $50,000
Retail Lease Trac, 2022.
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 43 Table 28: Retail Fit Breweries Summary
Category
Rancho
Cucamonga
Existing Fit
Example
Businesses
Sf. Size
Requirements
Min.
Population
Within 1-3
Miles
Avg.
Household
Income
Mid-Tier Strong
Voodoo Brewing
Co., Granite City
Food & Brewery,
Board & Brew, BJ's
Restaurant &
Brewhouse
5,000 - 8,000 150,000 $60,000
Retail Lease Trac, 2022.
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 44 Appendix
Table A-1: Target Industry Definitions
NAICS Industry
Rancho
Cucamonga
Employment
(2021)
Food and Beverage Manufacturing 1,398
3118 Bakeries and Tortilla Manufacturing 82
3119 Other Food Manufacturing 145
3121 Beverage Manufacturing 458
4244 Grocery and Related Product Merchant Wholesalers 713 Medical Manufacturing 1,955
3254 Pharmaceutical and Medicine Manufacturing 1,771
3391 Medical Equipment and Supplies Manufacturing 91
4242 Drugs and Druggists' Sundries Merchant Wholesalers 25 423450 Medical, Dental, and Hospital Equipment and Supplies Merchant Wholesalers 68 Advanced Manufacturing 1,974
3241 Petroleum and Coal Products Manufacturing 13
3252 Resin, Synthetic Rubber, and Artificial and Synthetic Fibers/Filaments Manufacturing 62 3259 Other Chemical Product and Preparation Manufacturing 29 3271 Clay Product and Refractory Manufacturing 4
3311 Iron and Steel Mills and Ferroalloy Manufacturing 120 3313 Alumina and Aluminum Production and Processing 34
3315 Foundries 180
3331 Agriculture, Construction, and Mining Machinery Manufacturing 21 3332 Industrial Machinery Manufacturing 119
3333 Commercial and Service Industry Machinery Manufacturing 438 3336 Engine, Turbine, and Power Transmission Equipment Manufacturing 8 3339 Other General Purpose Machinery Manufacturing 23
3344 Semiconductor and Other Electronic Component Manufacturing 228 3345 Navigational, Measuring, Electromedical, and Control Instruments Manufacturing 48 3363 Motor Vehicle Parts Manufacturing 46
3364 Aerospace Product and Parts Manufacturing 227
3369 Other Transportation Equipment Manufacturing 10
3399 Other Miscellaneous Manufacturing 364
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 45 NAICS Industry
Rancho
Cucamonga
Employment
(2021)
Finance, Insurance, and Real Estate 6,389
5241 Insurance Carriers 2,110
5242 Agencies, Brokerages, and Other Insurance Related Activities 776 5221 Depository Credit Intermediation 448
5222 Nondepository Credit Intermediation 516
5223 Activities Related to Credit Intermediation 29
5231 Securities and Commodity Contracts Intermediation and Brokerage 4 5239 Other Financial Investment Activities 244
5259 Other Investment Pools and Funds 10
5311 Lessors of Real Estate 199
5312 Offices of Real Estate Agents and Brokers 1,392
5313 Activities Related to Real Estate 61
Professional Services 2,707
5411 Legal Services 683
5412 Accounting, Tax Preparation, Bookkeeping, and Payroll Services 533 5413 Architectural, Engineering, and Related Services 937 5414 Specialized Design Services 103
5418 Advertising, Public Relations, and Related Services 451 Source: Data Axel, 2022.
DATE: October 21, 2026
TO: President and Members of the Board of Directors
FROM: Elisa C. Cox, City Manager
INITIATED BY: Julie A. Sowles, Deputy City Manager
Robert Neiuber, Human Resources Director
Emily Nielsen, Deputy Director of Human Resources
SUBJECT: Consideration to Approve a Resolution Adopting Side Letter Agreement Between the Rancho Cucamonga Fire Protection District and the Fire Management Employees’ Bargaining Group. (RESOLUTION NO. FD 2026-025) (FIRE)
RECOMMENDATION:
Staff recommend the Fire Board adopt the attached resolution approving Side Letter Agreement between the Rancho Cucamonga Fire Protection District and Fire Management Employees’ Bargaining Group.
BACKGROUND:
The Fire Board previously approved a Memorandum of Understandings (MOU) between the Rancho Cucamonga Fire Protection District (District) and Fire Management Employees’ Bargaining Group (Fire MEG) effective July 1, 2026, through June 30, 2029.
In September of 2026, the District and Fire MEG met and conferred in good faith and agreed to update the MOU to replace annual performance evaluations with a professional development plan known as My Action Plan (MAP), and to update conversion factors for vacation, sick, and holiday leave.
ANALYSIS:
The agreed amendments to the Fire MEG MOU are as follows:
• Article II, Section 2: Professional Development Plan and Merit Increase - replacing the annual performance evaluations with a professional development plan known as My Action Plan (MAP). Additionally, adjusting the timeframe for eligible merit increases for new nonsworn District employees on a probationary period. • Article III, Section 5: Conversion Factor – Correcting the conversion factor for vacation, sick, and holiday leave accruals for employees transitioning from a forty (40) hour per week personnel to a fifty-six (56) hour per week personnel and from a fifty-six hour per week personnel to a forty (40) hour per week personnel.
This Side Letter Agreement shall be incorporated into the MOU. The MOU will remain in full force and effect except to the extent modified by this Side Letter Agreement.
Staff recommend the Fire Board adopt the attached resolution approving the Side Letter Agreement between the Rancho Cucamonga Fire Protection District and Fire MEG.
FISCAL IMPACT:
The fiscal impact is $10,282 for FY 2026-27.
COUNCIL MISSION / VISION / GOAL(S) ADDRESSED:
This item addresses the City Council’s core value of the relentless pursuit of improvement.
ATTACHMENTS:
Attachment 1 – Resolution FD 2026-025 – Side Letter Agreement
RESOLUTION NO. FD 2026-XXX
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT,
RANCHO CUCAMONGA, CALIFORNIA, APPROVING SIDE
LETTER AGREEMENTS BETWEEN RANCHO CUCAMONGA
FIRE PROTECTION DISTRICT AND FIRE MANAGEMENT
EMPLOYEES’ BARGAINING GROUP.
WHEREAS, representatives of the Rancho Cucamonga Fire Protection District (District) and Fire Management Employees’ Bargaining Group representatives have met and conferred pursuant to the provisions of Meyers-Milias-Brown Act (California Government Code §3500, et seq.) with regard to terms and conditions of employment; and WHEREAS, representatives of the District and Fire Management Employees’ Bargaining Group have agreed upon and presented to this Fire Board a Side Letter Agreement (see attached Side Letter Agreement), effective October 21, 2026; and
NOW, THEREFORE, THE FIRE BOARD OF THE RANCHO CUCAMONGA FIRE PROTECTION DISTRICT HEREBY RESOLVES that said Side Letter Agreement with Fire Management Employees’ Bargaining Group is hereby approved and the City Manager is hereby authorized to sign said Side Letter Agreement on behalf of the Rancho Cucamonga Fire Protection District, and the City Clerk to attest thereto.
PASSED, APROVED AND ADOPTED this ______ day of ___________, 2026.
ATTACHMENT 1
SIDE LETTER AGREEMENT
BETWEEN RANCHO CUCAMMONGA FIRE PROTECTION DISTRICT
AND FIRE MANAGEMENT EMPLOYEES’ GROUP
The Rancho Cucamonga Fire Protection District (''District''} and Fire Management Employees’ Group (collectively, the "Parties''} entered into a Memorandum of Understanding ("MOU'') that commenced on July 1, 2026 and expires on June 30, 2029.
The Parties met and conferred in good faith in August and September of 2026. The Parties agreed to amend MOU language to add Article II, §2. A. 2. Professional Development Plan and Merit Increase and amending Article II, §5 Conversion Factors for vacation, sick, and holiday leave to align with current District leave tables.
ARTICLE II – COMPENSATION
§ 2. Salary Plan
A. 2. Professional Development Plan and Merit Increases (All other parts under Article II §2 A would remain and be renumbered) The annual performance evaluation shall be replaced with a professional development plan known as My Action Plan (MAP) and at least two (2) coaching check-ins per year. This MOU Section supersedes any other conflicting MOU sections.
The Fire District will form a committee of representatives from the City Management Team, Human Resources, and all bargaining groups which have agreed to change from an annual performance review to a MAP, which includes the Fire Support Services Association, Fire Union Local 2274 (“Local 2274”), and the Fire Management Group. The committee will develop a MAP document that incorporates the District’s current performance and management competencies: Leadership, Work Relationships, Communication, Decision Making, Initiative & Dependability, and Professional Development. Training and sample forms will be provided to employees and supervisors to assist with the professional development plan and coaching check-ins. The District will review the form(s) and process with this committee at least every three (3) years to assure their usefulness for employees and supervisors.
New nonsworn District employees on or starting an initial probationary period and all current District employees starting a promotional probationary period after September 1, 2026, will be eligible to receive a merit increase at six months (5%) and an additional merit increase at twelve months (5%) or at the end of their probationary period, whichever occurs later. New Sworn District covered employees on or starting a probationary period after October 22, 2026, will be eligible to receive a merit increase (5%) upon completion of the Fire Academy and an additional merit increase (5%) twelve months later or at the end of their probationary period, whichever occurs later. Both would then be eligible for a merit increase in the next professional development plan cycle as long as the initial probationary period was completed before the end of November (e.g., an employee whose initial or promotional probationary
.
.
period ends during the months of March through November would be eligible for the increase the following February; an employee whose probationary period ends during the months of December through February would not be eligible for an additional increase until the February of the following year).
In November of each year, employees and their supervisors will work together to develop the employee’s MAP. The plan must be completed by the employee and the supervisor by the end of the second week of December each year.
My Action Plan Timeline:
• First week of October – MAP and MAP supporting documents are distributed to employees.
• First and Second week of November – Employees complete their MAPs. • Third and Fourth week of November – Employees and their supervisor work together on the MAP, and the supervisor reviews the plan with their Department Manager Team (as determined by the department). • Remainder of November through the second week of December – Supervisor finalizes the employee’s MAP taking into account the input of the Department Manager Team review. Supervisor goes over the MAP with the employee prior to submittal.
Upon submission of the completed MAP in December (as outlined in the timeline above), employees who are not at top step will receive a merit increase of five percent (5%), but no base salary shall exceed top step, which will be reflected in the first full pay period the following February. Employees at the top of their salary range will be eligible to receive a non-PERSable stipend of $500, paid in conjunction with the check from the first full pay period in February.
There shall be no retroactivity for MAPs where the employee portion is not timely submitted to the supervisor by the end of the second week of November. If, due to unforeseen circumstances, the employee is unable to submit the MAP by the end of the second week of November, the Department Head may agree to provide additional time and/or resources as necessary.
Employees on a Performance Improvement Plan (PIP) as of December will not be eligible for a MAP merit increase or a MAP stipend the following February. All Performance Improvement Plans will be reviewed in November by the Department Management Team.
Initial Transition
During the initial transition to MAPs in November of 2026, the following process will be followed:
.
.
• All employees not at top step whose evaluation due dates are prior to December 1, 2027, will receive the merit increase they are due as currently outlined in the MOU.
Supervisors are expected to timely complete these evaluations. • All employees not at top step and not on probation whose evaluation due dates are in February to November 2026, will complete their MAPs as outlined in the Timeline and receive a MAP increase the first full pay period in February 2027. • All employees that are expected to be at top step and not on probation as of the end of November 2026, will complete their MAPs as outlined in the Timeline (First two weeks in November 2026) and receive their MAP stipend the first full pay period in February 2027.
• All employees that are expected to complete their probation in December 2026, or January 2027, or non-probationary employees not at top step whose evaluation dates fall in that same period will complete their MAPs in 2026 as outlined in the Timeline (First two weeks in November 2026) and receive a MAP merit increase on their current evaluation date.
o These employees will continue to complete their future MAPs as outlined in the Timeline and receive their MAP increase on their current evaluation due date until they reach top step.
e.g., Eval due January 3, 2027 – Get MAP merit increase on January 3, 2027. This is the same time they would receive it if the MAP had not been put in place. If still not at top step. they would be eligible for another MAP merit increase on January 3, 2028.
e.g., Probation ends December 15, 2026, – Get evaluation merit increase on December 15, 2026. If still not at top step, they would be eligible for a MAP increase on December 15, 2027.
o These employees are eligible to receive their MAP stipend of $500 on the first full pay period in February following or in the month that they reach top step.
e.g., If employee is eligible for a MAP merit increase on January 3, 2028, that results in the employee now being at top step – Get MAP merit increase on January 3, 2028, and get map stipend the first full pay period in February 2028.
e.g., Reach top step after MAP merit increase in December 15, 2028, – Get MAP merit increase on December 15, 2028, and get MAP stipend the first full pay period in February 2029.
Once these employees all reach top step this “Initial Transition” section will be removed from the MOU.
.
.
ARTICLE III – LEAVES
§ 5. Conversion Factor
The factor used to convert the accruals for forty (40) hour per week personnel to fifty-six (56) hour per week personnel will be vacation, holiday, and sick leave:
Work Week Basis
Vacation 40 Hour 56 Hour Conversion
Factor
30 days-3 years 85.72 120 1.399906673
4-7 years 128.57 180 1.400015556
8-10 years 171.43 240 1.399988333
11-14 years 188.58 264 1.399936367
15-19 years
20-24 years
205.72
222.86
288
312
1.399961112
1.399982052
25+ years 240 336 1.4
Holiday 140 168 1.2
Sick 120 144 1.2
The following reciprocal factor will be used to convert the vacation, sick leave, and holiday accruals for fifty-six (56) hours per week personnel to forty (40) hours per week personnel as of January 2026:
Work Week Basis
Vacation 56 Hour 40 Hour Reciprocal
Factor
30 days-3 years 120 85.72 0.714333333
4-7 years 180 128.57 0.714277778
8-10 years 240 171.43 0.714291667
11-14 years
14-15 years
264
288
188.58
205.72
0.714318182
0.714305556
20-24 years 312 222.86 0.714294872
25+ years 336 240 0.714285714
Holiday 168 140 0.833333333
Sick 144 120 0.833333333
.
.
For the Fire Protection District For the Fire MEG
___________________________ _________________________________ Elisa C. Cox Chad Comeau
City Manager Fire MEG