City Council
Evan Hutson, Mayor
Richard Thomas, Vice Mayor
Gary Hansen, Council Member
Lorri Pride, Council Member
John Lowe, Council Member
City Manager
Marti Brown
City Clerk
Karleen Price
Willows City Council
Regular Meeting
October 13, 2026
Willows City Hall
4:30 PM – Closed Session
5:30 PM – Reception
6:00 PM – Regular Session 201 North Lassen Street
Willows, CA 95988
(530) 934-7041 Agenda
Watch the meeting via Zoom: https://us06web.zoom.us/j/88973456054 or visit CityofWillows.org and click on Live Meetings. Remote viewing of the City Council meeting for members of the public is provided for convenience only. In the event that the remote viewing connection malfunctions for any reason, the City Council reserves the right to conduct the meeting without remote viewing.
If you have documents you would like to submit to the Council, please deliver or mail them to the City Clerk at 201 N. Lassen St., Willows, CA 95988, or email [email protected].
1. CALL TO ORDER – 4:30 PM
2. PLEDGE OF ALLEGIANCE
3. ROLL CALL
4. CHANGES TO THE AGENDA
5. CLOSED SESSION – 4:30 PM
Pursuant to Government Code §54954.3, the public will have an opportunity to directly address the legislative body on the items below prior to the Council convening into closed session. Public Comments are generally restricted to three minutes.
a. Public Employee Performance Evaluation (§ 54957)
Title: City Attorney
b. Conference With Legal Counsel - Initiation of Litigation (§ 54956.9(d)(4)) (one case)
6. RECEPTION – 5:30 PM
Meet and Greet with Joe Gorton, Interim City Manager
7. RECONVENE IN OPEN SESSION – 6:00 PM
8. CEREMONIAL
a. Proclamation: National Farmer’s Day
b. Proclamation: National Wildlife Refuge Week
c. Willows Rotary Club Congratulates the City of Willows on 140 Years of Incorporation
9. PUBLIC COMMENT & CONSENT CALENDAR FORUM
All items on the Consent Calendar are considered routine and may be approved with a single vote unless removed for separate discussion by the Council or City Manager. Individuals wishing to speak on Consent items or matters not on the agenda are asked to complete a Speaker Card and submit it to the City Clerk. All remarks shall be directed to the Mayor and Councilmembers and are limited to three minutes. By law, the Council cannot discuss or take action on items not listed on the posted agenda. a. Register Approval
Recommended Action: Approve general checking, payroll, and direct deposit check registers.
Contact: Joei Harrison, Finance Director, [email protected] b. Minutes Approval
Recommended Action: Approve the minutes of the September 22, 2026, City Council Meeting.
Contact: Karleen Price, City Clerk, [email protected] c. Local Agency Investment Fund (LAIF) Designations
Recommended Action: Adopt a resolution designating the City Manager and Finance Director as authorized City officials to order the deposit and withdrawal of funds from the City’s Local Agency Investment Fund (LAIF) account.
Contact: Joei Harrison, Finance Director, [email protected] d. City Council and Planning Commission Compensation
Recommended Action: Introduce by title only and waive the full reading of the text of an ordinance amending Willows Municipal Code Sections 2.05.010 and 2.35.010 to increase monthly City Council compensation from $250 to $500 and monthly Planning Commission compensation from $50 to $100, beginning January 1, 2027; and direct staff to return the ordinance for consideration of adoption at the October 27, 2026, regular meeting.
Contact: Marti Brown, City Manager, [email protected] e. Glenn County Fire Mutual Aid Agreement
Recommended Action: Approve the Mutual Aid Agreement for all Glenn County Fire Departments Emergency Response (Attachment 1) and authorize the City Manager, or designee, to execute any and all documents necessary to implement the agreement on behalf of the City of Willows.
Contact: Nathan Monck, Fire Chief, [email protected]
10. DISCUSSION & ACTION CALENDAR
All matters on the Discussion & Action calendar will be discussed and acted on individually. Individuals wishing to speak on these items are asked to complete a Speaker Card and submit it to the City Clerk. Comments should be directed to the Mayor and Councilmembers and are limited to three minutes. By law, the Council cannot discuss or take action on items not listed on the posted agenda. a. New Park Project & Grant Application
Recommended Action: Provide direction to staff to: Continue preparing a Round 5 Statewide Park Development and Community Revitalization Program (SPP) application for a northern Willows park and recreation center, evaluating acquisition of approximately two to three acres,
as well as an existing park alternative; Return to Council on October 27, 2026, with a City Engineer task order to complete preliminary engineering for the proposed project and funding from applicable Development Impact Fees (DIF) and other sources for Council consideration; and Return to Council before grant submission with the required Council authorizing resolution and any other documents that require Council approval.
Contact: Joe Bettencourt, Community Development and Services Director, [email protected]
b. Finance & Measure I Oversight Committee
Recommended Action: Re-establish the Finance and Measure I Oversight Committee (FMIOC) as a meeting of the full Council on the first or third Tuesday of the month once per quarter.
Contact: Joei Harrison, Finance Director, [email protected] c. 2026 Executive & Mid-Management Benefits Summary & Handbook Recommended Action: Consider, discuss, and adopt the 2026 Executive and Mid-Management Benefits Summary & Handbook, with any amendments as directed by the City Council.
Contact: Joei Harrison, Finance Director, [email protected] d. 2026 Personnel Rules
Recommended Action: Consider, discuss, and adopt the 2026 Revised Personnel Rules, with any amendments as directed by the City Council.
Contact: Marti Brown, City Manager, [email protected]
11. COMMENTS & REPORTS
a. Council Correspondence
b. City Council Comments & Reports
c. City Manager’s Report
12. ADJOURNMENT
This agenda was posted on October 9, 2026.
______________________________
Karleen Price, City Clerk
A complete agenda packet, including staff reports and back-up information, is available for public inspection during normal work hours at City Hall at 201 North Lassen Street in Willows or on the City’s website at www.cityofwillows.org. In compliance with the Americans with Disabilities Act, the City of Willows will make available to members of the public any special assistance necessary to participate in this meeting. If requested, the agenda shall be made available in appropriate alternative formats to persons with a disability, as required by Section 202 of the Americans with Disabilities Act of 1990 (42 U.S.C. Sec. 12132). The public should contact the City Clerk’s office at (530) 934-7041 to make such a request.
Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting.
The City of Willows is an Equal Opportunity Provider.
CLOSED SESSION
RECEPTION
CEREMONIAL
MATTERS
Agenda Item #8a
City of Willows
Proclamation
National Farmer’s Day
WHEREAS, National Farmer’s Day provides an opportunity to recognize the farmers, ranchers, agricultural workers, and families whose hard work and dedication help feed and sustain our communities; and
WHEREAS, agriculture has long been an essential part of the history, economy, and character of the City of Willows and Glenn County, with generations of local families contributing to a strong and diverse agricultural community; and
WHEREAS, the farmers and ranchers of Glenn County demonstrate dedication, perseverance, and stewardship as they manage agricultural lands, care for livestock, produce crops, and respond to the many challenges facing modern agriculture; and WHEREAS, the Glenn County Farm Bureau serves as an important resource and advocate for the local agricultural community by supporting agricultural education, promoting awareness of issues affecting agriculture, and working to preserve and strengthen the agricultural heritage of Glenn County; and
WHEREAS, National Farmer’s Day provides an opportunity for the City of Willows to express its appreciation to the farmers, ranchers, agricultural workers, and organizations such as the Glenn County Farm Bureau that continue to support and advance agriculture in our community.
NOW, THEREFORE, BE IT RESOLVED, I, Evan Hutson, Mayor of the City of Willows and on behalf of the Willows City Council and the Citizens of Willows, do hereby proclaim October 12, 2026, as National Farmer’s Day in the City of Willows, and extend our appreciation to the farmers, ranchers, agricultural workers, and families whose dedication and contributions strengthen our community and preserve the agricultural heritage of Glenn County.
IN WITNESS WHEREOF, I have hereunto set my hand and official seal this 13th day of October, 2026.
____________________________
Evan Hutson, Mayor
Agenda Item #8b
City of Willows
Proclamation
National Wildlife Refuge Week
WHEREAS, National Wildlife Refuge Week is celebrated each October to recognize the importance of the National Wildlife Refuge System and the lands and waters protected for the benefit of wildlife, natural resources, and future generations; and WHEREAS, the City of Willows is fortunate to be located near the Sacramento National Wildlife Refuge Complex, an important part of the Sacramento Valley landscape that provides essential habitat for migratory birds, waterfowl, and numerous other species of wildlife; and WHEREAS, the wetlands, grasslands, and other habitats protected within the Refuge Complex play an important role in supporting the Pacific Flyway and provide seasonal habitat for millions of migratory birds traveling through California's Central Valley; and WHEREAS, the dedicated staff and volunteers at the Sacramento National Wildlife Refuge Complex demonstrate exemplary stewardship, environmental leadership, and community engagement from their Visitor Center and headquarters near the City of Willows; and WHEREAS, the second full week of October is designated as National Wildlife Refuge Week, celebrating the important role these refuges play in conserving our nation’s natural heritage and supporting local communities.
NOW, THEREFORE, BE IT RESOLVED, I, Evan Hutson, Mayor of the City of Willows and on behalf of the Willows City Council and the Citizens of Willows, do hereby proclaim October 10–17, 2026, as National Wildlife Refuge Week in the City of Willows, and encourage residents to learn more about, visit, and appreciate the Sacramento National Wildlife Refuge Complex and the important role wildlife refuges play in conserving our region's natural heritage.
IN WITNESS WHEREOF, I have hereunto set my hand and official seal this 13th day of October, 2026.
____________________________
Evan Hutson, Mayor
PUBLIC COMMENT &
CONSENT CALENDAR
FORUM
9/30/2026 11:03:46 AM Page 1 of 9
Payment Register
City of Willows APPKT00651 - CHECK RUN 9-25-26
-
Bank: Gen Chk - General Checking
Vendor Number
**Void**
Total Vendor Amount
0.00 Vendor Name
Payment Type Payment Number Payment Date Payment Amount **Void Check 57149 09/25/2026 0.00
**Void Check 57150 09/25/2026 0.00
**Void Check 57151 09/25/2026 0.00
**Void Check 57171 09/25/2026 0.00
**Void Check 57172 09/25/2026 0.00
**Void Check 57173 09/25/2026 0.00
1006
Vendor Number
A PLUS TOW & TRANSPORT
Total Vendor Amount
1,500.00
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57140 09/25/2026 1,500.00
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 0007280 S TEHAMA & GCID - CODE ENF - 2004 DODGE - FIRE 09/22/2026 09/22/2026 0.00 1,500.00 1008
Vendor Number
A.T.& T.
Total Vendor Amount
319.41
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57141 09/25/2026 319.41
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 000025860123 BAN - 9391061616 - 8-19-26 TO 9-18-26 SERVICE 09/24/2026 09/24/2026 0.00 290.65 000025860128 BAN - 9391061624 08-19-26 TO 9-18-26 SERVICE 09/24/2026 09/24/2026 0.00 28.76 2496
Vendor Number
ALLIANT INSURANCE SERVICE
Total Vendor Amount
11,774.00
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57142 09/25/2026 11,774.00
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 3699273 BUSINESS AUTO INSURANCE - FY26-27 - CW 09/21/2026 09/21/2026 0.00 11,774.00 1052
Vendor Number
AMAZON CAPITAL SERVICES
Total Vendor Amount
180.06
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57143 09/25/2026 180.06
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 1NC7-DY3P-GLY7 JULY/AUGUST BOOK ORDER - LIBRARY 09/23/2026 09/23/2026 0.00 143.57 1XWH-VDRH-RTND LIBRARY MATERIALS #3 - LIBRARY 09/23/2026 09/23/2026 0.00 36.49 1068
Vendor Number
ANDY HEATH FINANCIAL SERV
Total Vendor Amount
4,445.00
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57144 09/25/2026 4,445.00
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 26-06 FINANCIAL CONSULTING 8-24-26 TO 9-22-26 - FIN 09/23/2026 09/23/2026 0.00 4,445.00 Agenda Item #9a
Payment Register APPKT00651 - CHECK RUN 9-25-26
9/30/2026 11:03:46 AM Page 2 of 9
1172
Vendor Number
CALIFORNIA WATER SERVICE
Total Vendor Amount
125.41
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57145 09/25/2026 125.41
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 1053836442-090926 SERVICE TO 9-9-26 - LLAD ZONE C 09/21/2026 09/21/2026 0.00 125.41 1200
Vendor Number
CALPERS
Total Vendor Amount
790.00
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57146 09/25/2026 790.00
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 100000018414296 SOCIAL SECURITY ADMIN 218 FEE- ID #3142143032 - CW 09/21/2026 09/21/2026 0.00 90.00 100000018423967 GASB - 68 REPORTS & SCHED - CALPERS #3142143032-CW09/21/2026 09/21/2026 0.00 700.00 1255
Vendor Number
COASTLAND DCCM
Total Vendor Amount
21,223.25
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57147 09/25/2026 21,223.25
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 65169 CIVIC CENTER ADA UPGRADES CM 09/21/2026 09/21/2026 0.00 3,825.00 65170 725531 - LLAD FY 2026-27 09/21/2026 09/21/2026 0.00 367.50 65202 72-4441 -130 N BUTTE ST - PERMIT #5508 - ADA RAMP 09/21/2026 09/21/2026 0.00 1,092.50 65203 72-4441- 101 HARVEST DR -PERMIT 5568 -MSTR GLRY FD 09/21/2026 09/21/2026 0.00 127.50 65209 72-4441-125 W WILLOW ST-PERMIT #5457-METAL COM W/K09/21/2026 09/21/2026 0.00 510.00 65239 72-5456 - FY 25-26 PAVEMENT REHAB 09/21/2026 09/21/2026 0.00 2,360.00 65246 725024 ENCROACHMENT PERMITS 09/21/2026 09/21/2026 0.00 3,327.50 65247 725158 - SYCAMORE PARK CCLGP FUNDED PROJECT 09/21/2026 09/21/2026 0.00 3,945.00 65248 72-5495 TRAVEL PLAZA - CHEVRON DR25-05 & LM25-01 09/21/2026 09/21/2026 0.00 1,602.00 65249 72-5599 - CITY ENGINEERING FY26-27 09/21/2026 09/21/2026 0.00 4,005.00 65250 725133 - CITY HALL ADA DOOOR UPGRADES 09/21/2026 09/21/2026 0.00 61.25 2484
Vendor Number
COLUMBIA BANK COMMERCIAL CARD - Bin #480725
Total Vendor Amount
9,707.02
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57148 09/25/2026 9,707.02
Payable Number Description Payable Date Due Date Discount Amount Payable Amount BETTENCOURT083126-01 TAVELOCITY - BOOKING FEE - PLANNING 09/24/2026 09/24/2026 0.00 4.39 BETTENCOURT083126-02 TAVELOCITY - HOTEL - ICSC - PLANNING 09/24/2026 09/24/2026 0.00 1,606.24 BETTENCOURT083126-03 TAVELOCITY - SOUTHWEST - FLIGHT - ICSC - PLANNING 09/24/2026 09/24/2026 0.00 156.80 BETTENCOURT083126-04 TAVELOCITY - SOUTHWEST - FLIGHT - ICSC - PLANNING 09/24/2026 09/24/2026 0.00 156.80 ENOS083126-01 PAPA MURPHY'S - FOOD - FIRE 09/24/2026 09/24/2026 0.00 162.11 FUENTES083126-01 O'REILY AUTO PARTS - COOLANT CAP - FIRE 09/24/2026 09/24/2026 0.00 5.20 FUENTES083126-02 TRACTOR SUPPLY - BLOW GUN - FIRE 09/24/2026 09/24/2026 0.00 23.42 FUENTES083126-03 CHEVRON - FUEL - FIRE 09/24/2026 09/24/2026 0.00 169.53 FUENTES083126-04 TEMPLETON MERCANTILE - FOOD - FIRE 09/24/2026 09/24/2026 0.00 100.00 FUENTES083126-05 CARLS JR - FOOD - FIRE 09/24/2026 09/24/2026 0.00 45.10 FUENTES083126-06 CARLS JR - FOOD - FIRE 09/24/2026 09/24/2026 0.00 4.34 FUENTES083126-07 SPRINGHILL SUITES - HOTEL - FIRE 09/24/2026 09/24/2026 0.00 172.44 FUENTES083126-08 SPRINGHILL SUITES - HOTEL - FIRE 09/24/2026 09/24/2026 0.00 172.44 HARRIS083126-01 CASCADE FIRE EQUIPMENT - ENGINE #12 - FIRE 09/24/2026 09/24/2026 0.00 17.40 HARRIS083126-02 PONCI'S WELDING - TILT DECK TRAILER #48 - PW 09/24/2026 09/24/2026 0.00 90.23 HARRIS083126-03 HOME DEPOT - TILT DECK TRAILER #48 - PW 09/24/2026 09/24/2026 0.00 373.95 HARRIS083126-04 LES SCHWAB TIRE - ALIGNMENT FD #8 - FIRE 09/24/2026 09/24/2026 0.00 119.99 HARRIS083126-05 ORLAND SAW & MR-RBLD WATER PUMP WATER TRUCK #15-PW 09/24/2026 09/24/2026 0.00 385.14 HARRISON083126-01 BLOOM - RATE METHODOLOGY - SEWER 09/24/2026 09/24/2026 0.00 91.06 HARRISON083126-02 GFOA - CITY GFOA REGISTRATION - CW 09/24/2026 09/24/2026 0.00 250.00 HARRISON083126-03 CMTA - ANNUAL FEE - SEWER 09/24/2026 09/24/2026 0.00 62.50 HARRISON083126-04 CMTA - ANNUAL FEE - CW 09/24/2026 09/24/2026 0.00 62.50 HARRISON083126-05 GFOA - CITY BUDGET FEE - CW 09/24/2026 09/24/2026 0.00 380.00 HARRISON083126-06 TRAINING - EXCEL - FIN 09/24/2026 09/24/2026 0.00 149.00 HARRISON083126-07 CMTA - CCMT ENROLLMENT - FIN 09/24/2026 09/24/2026 0.00 625.00
Payment Register APPKT00651 - CHECK RUN 9-25-26
9/30/2026 11:03:46 AM Page 3 of 9
HARRISON083126-08 CMTA - CCMT ENROLLMENT - CW 09/24/2026 09/24/2026 0.00 625.00 LOMBARD083126-01 TRACTOR SUPPLY - SAFE - FIRE 09/24/2026 09/24/2026 0.00 1,087.49 LOMBARD083126-02 AMAZON - FLASHLIGHTS - FIRE 09/24/2026 09/24/2026 0.00 348.87 LOMBARD083126-03 CHEVRON - FUEL - FIRE 09/24/2026 09/24/2026 0.00 105.39 LOMBARD083126-04 AMAZON - DIABETES TESTING DEVICE - FIRE 09/24/2026 09/24/2026 0.00 29.35 LOMBARD083126-05 SPRINGHILL SUITES - FOOD - FIRE 09/24/2026 09/24/2026 0.00 40.00 LOMBARD083126-06 CARLS JR - FOOD - FIRE 09/24/2026 09/24/2026 0.00 17.72 LOMBARD083126-07 AMAZON - SECURITY TAGS & DSF WIPES - FIRE 09/24/2026 09/24/2026 0.00 119.89 LOMBARD083126-08 SAFEWAY - FUEL - FIRE 09/24/2026 09/24/2026 0.00 20.00 LOMBARD083126-09 7-ELEVEN - FUEL - NV-TMFX-030739 - FIRE 09/24/2026 09/24/2026 0.00 209.61 LOMBARD083126-10 SHELL OIL - FUEL - NV-TMFX-030739 - FIRE 09/24/2026 09/24/2026 0.00 145.34 LOMBARD083126-11 SILVER LEGACY - HOTEL - NV-TMFX-030739 - FIRE 09/24/2026 09/24/2026 0.00 112.37 LOMBARD083126-12 SILVER LEGACY - HOTEL - NV-TMFX-030739 - FIRE 09/24/2026 09/24/2026 0.00 101.02 LOMBARD083126-13 GRAND SIERRA RESORT - NV-TMFX-030739 - FIRE 09/24/2026 09/24/2026 0.00 3.99 LOMBARD083126-14 GRAND SIERRA RESORT - NV-TMFX-030739 - FIRE 09/24/2026 09/24/2026 0.00 3.99 PRICE083126-01 AMAZON - BINDERS - CW 09/24/2026 09/24/2026 0.00 51.77 PRICE083126-02 AMAZON - CARBONLESS PAPER & LAPTOP STAND-CW 09/24/2026 09/24/2026 0.00 170.45 PRICE083126-03 AMAZON - BINDERS - CW 09/24/2026 09/24/2026 0.00 34.99 PRICE083126-04 ENVELOPS & WATER BALLOONS - CW & CM 09/24/2026 09/24/2026 0.00 77.54 PRICE083126-05 CROWN AWARDS - WATER FEST AWARDS - CM 09/24/2026 09/24/2026 0.00 231.50 WATSON083126-01 AMAZON - CABINET REFINISHING MATERIAL - LIBRARY 09/24/2026 09/24/2026 0.00 15.21 WATSON083126-02 AMAZON - STORAGE CLEANING, & TOOL - LIBRARY 09/24/2026 09/24/2026 0.00 189.41 WATSON083126-03 AMAZON - REFUND - BAR CODE SCANNER - LIBRARY 09/24/2026 09/24/2026 0.00 -107.66 WATSON083126-04 AMAZON - STORAGE FOR 3D FILAMENT - LIBRARY 09/24/2026 09/24/2026 0.00 137.00 WATSON083126-05 AMAZON - WORKTOP REFINISHING MATERIALS - LIBRARY 09/24/2026 09/24/2026 0.00 253.81 WATSON083126-06 AMAZON - CARRYING CASE SEWING MACHINES - LIBRARY 09/24/2026 09/24/2026 0.00 130.48 WATSON083126-07 LIGHTBURN - LASER CUTTER SOFTWARE - LIBRARY 09/24/2026 09/24/2026 0.00 99.00 WATSON083126-08 LIGHTBURN - REFUND- LASER CUTTER SOFTWARE -LIBRARY09/24/2026 09/24/2026 0.00 -99.00 WATSON083126-09 DONOR RECOGNITIONS - ENGRAVED LEAVES - LIBRARY 09/24/2026 09/24/2026 0.00 166.91 1277
Vendor Number
CORNING LUMBER WILLOWS
Total Vendor Amount
49.52 Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57152 09/25/2026 49.52
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 2609-217344 6 QUIKRETE - WAYFINDER SIGNS - CW 09/21/2026 09/21/2026 0.00 49.52 2390
Vendor Number
CULLIGAN QUENCH USA, INC
Total Vendor Amount
140.31
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57153 09/25/2026 140.31
Payable Number Description Payable Date Due Date Discount Amount Payable Amount INV11533045 OCTOBER 2026 SERVICE - CW 09/22/2026 09/22/2026 0.00 140.31 1415
Vendor Number
EWING IRRIG. PRODUCTS,INC
Total Vendor Amount
641.40
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57154 09/25/2026 641.40
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 31942157 WIRE - JENSEN SOFTABLL - PARKS 09/25/2026 09/25/2026 0.00 641.40 1467
Vendor Number
GAYNOR TELESYSTEMS, INC.
Total Vendor Amount
470.18
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57155 09/25/2026 470.18
Payable Number Description Payable Date Due Date Discount Amount Payable Amount SUB4245.0926 SEPTEMBER 2026 SERVICE - CW 09/21/2026 09/21/2026 0.00 470.18
Payment Register APPKT00651 - CHECK RUN 9-25-26
9/30/2026 11:03:46 AM Page 4 of 9
1498
Vendor Number
GLENN CO. OFFICE OF EDUCATION - LIVESCAN
Total Vendor Amount
104.00
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57156 09/25/2026 104.00
Payable Number Description Payable Date Due Date Discount Amount Payable Amount INV27-00232 LIVESCAN - NEW EMPLOYEES 09/21/2026 09/21/2026 0.00 104.00 1539
Vendor Number
HINDERLITER DELLAMAS & AS
Total Vendor Amount
6,450.00
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57157 09/25/2026 6,450.00
Payable Number Description Payable Date Due Date Discount Amount Payable Amount SIN064266 MAY SERVICES CANNABIS MANAGEMENT PROGRAM 09/21/2026 09/21/2026 0.00 5,550.00 SIN068077 TRANSACTION TAX - TOT - JULY - SEPT 2026 - FIN 09/22/2026 09/22/2026 0.00 900.00 2415
Vendor Number
JAIME FUENTES
Total Vendor Amount
203.00
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57158 09/25/2026 203.00
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 092526JF TRAINING EXPENSE REIMBURSEMENT - FIRE 09/25/2026 09/25/2026 0.00 203.00 2587
Vendor Number
LEROY ROBINETTE
Total Vendor Amount
3,888.00
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57159 09/25/2026 3,888.00
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 092526LR PEMHCA - JANUARY - SEPTEMBER 2026 - CW 09/25/2026 09/25/2026 0.00 3,888.00 2576
Vendor Number
MALONEY CONSULTING & INVESTIGATION SOLUTIONS
Total Vendor Amount
4,839.90
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57160 09/25/2026 4,839.90
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 092526MC&IS CONSULTING - RE-ESTABLISH POLICE DEPT - LE 09/21/2026 09/21/2026 0.00 4,839.90 1760
Vendor Number
MATSON & ISOM TECHNOLOGY
Total Vendor Amount
20,813.97
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57161 09/25/2026 20,813.97
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 104559 SEPTEMBER 2026 IT SERVICE - IT 09/21/2026 09/21/2026 0.00 5,999.00 104664 NEW LAPTOP - CM - CW 09/21/2026 09/21/2026 0.00 2,901.09 104675 ORDER #845 - LIBRARY INTERGRATION NETWORK - IT 09/22/2026 09/22/2026 0.00 1,288.63 104677 38 MICROSOFT 365 BUSINESS PREM LIC - ANNUAL - CW 09/22/2026 09/22/2026 0.00 10,032.00 104678 MICROSOFT 365 - LIBRARY EMPLOYEES & BOARD MEMB- IT09/22/2026 09/22/2026 0.00 593.25 1763
Vendor Number
MAXIMUM SECURITY SYSTEMS
Total Vendor Amount
60.00 Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57162 09/25/2026 60.00
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 00036614 QUARTERLY MONITORING SERV- OCT, NOV, DEC 2026 - PW09/21/2026 09/21/2026 0.00 60.00 2586
Vendor Number
MICHAEL MISTROT
Total Vendor Amount
3,888.00
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57163 09/25/2026 3,888.00
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 092526MM PEMHCA - JANUARY - SEPTEMBER 2026 - CW 09/25/2026 09/25/2026 0.00 3,888.00
Payment Register APPKT00651 - CHECK RUN 9-25-26
9/30/2026 11:03:46 AM Page 5 of 9
1778
Vendor Number
MIDAMERICA ADMIN & RETIRE
Total Vendor Amount
399.00
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57164 09/25/2026 399.00
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 0377198 2Q26 ADMIN/PLATFORM FEE (ER) - CW 09/23/2026 09/23/2026 0.00 399.00 2312
Vendor Number
NAPA AUTO PARTS
Total Vendor Amount
997.25
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57165 09/25/2026 997.25
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 732755 OIL - TREE TRUCK # 29 - PUBLIC WORKS 09/22/2026 09/22/2026 0.00 283.74 732945 CABIN AIR FILTER - ENGINE #5 - FIRE 09/21/2026 09/21/2026 0.00 50.61 733502 POWERSTEERING FLUID - SHOP - PW 09/25/2026 09/25/2026 0.00 25.00 733898 CABIN AIR FILTER - F250 #U-8 - FIRE 09/22/2026 09/22/2026 0.00 57.49 734271 BATTERY - GRADER #13 - PW 09/25/2026 09/25/2026 0.00 551.53 734297 4 DIESEL DECALS - SHOP - PW 09/25/2026 09/25/2026 0.00 28.88 1820
Vendor Number
NATHANIAL MONCK
Total Vendor Amount
203.00
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57166 09/25/2026 203.00
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 092526NM TRAINING EXPENSE REIMBURSEMENT - FIRE 09/25/2026 09/25/2026 0.00 203.00 2521
Vendor Number
PAPE' KENWORTH
Total Vendor Amount
9,190.01
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57167 09/25/2026 9,190.01
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 16335794 GEARBOX & CORE - DUMP TRUCK #12 - PW 09/22/2026 10/10/2026 0.00 2,285.38 16355068 CORE RETURN - DUMP TRUCK #12 - PW 09/22/2026 10/10/2026 0.00 -1,177.76 781753 REPAIRS - JET/ VAC TRUCK #10 - SEWER 09/22/2026 10/10/2026 0.00 8,082.39 1896
Vendor Number
PAPE' MACHINERY JOHN DEERE
Total Vendor Amount
318.82
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57168 09/25/2026 318.82
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 17175225 SENSORS - JOHN DEERE MOWER #31 - PW 09/24/2026 09/24/2026 0.00 318.82 1143
Vendor Number
PEDRO BOBADILLA
Total Vendor Amount
576.92
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57169 09/25/2026 576.92
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 092526PB RECREATIONAL SERVICES 9-12-26 TO 9-25-26 - REC 09/22/2026 09/22/2026 0.00 576.92 1917
Vendor Number
PG & E
Total Vendor Amount
14,401.12
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57170 09/25/2026 14,401.12
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 0939281537-0-09132026 SERVICE TO 9-23-26 - CW 09/23/2026 09/23/2026 0.00 14,401.12
Payment Register APPKT00651 - CHECK RUN 9-25-26
9/30/2026 11:03:46 AM Page 6 of 9
2041
Vendor Number
SACRAMENTO VALLEY MIRROR
Total Vendor Amount
121.20
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57174 09/25/2026 121.20
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 4562 LEGAL AD - RE-ESPT POLICE DEPT RESOLUTION 39-2026 09/22/2026 09/22/2026 0.00 121.20 2585
Vendor Number
SAN DIEGO POLICE EQUIPMENT CO, INC
Total Vendor Amount
1,716.08
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57175 09/25/2026 1,716.08
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 669383 SAFETY GEAR - FIRE 09/24/2026 09/24/2026 0.00 1,716.08 2079
Vendor Number
SIGNCO
Total Vendor Amount
244.69
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57176 09/25/2026 244.69
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 092526S HOURS SIGNS - CIVIC CENTER 09/23/2026 09/23/2026 0.00 244.69 2447
Vendor Number
TOP NOTCH COMMERCIAL CLEANING
Total Vendor Amount
1,100.00
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57177 09/25/2026 1,100.00
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 13423 SEPTEMBER 2026 JANITORIAL SERVICES - CIVIC CENTER 09/24/2026 09/24/2026 0.00 1,100.00 2207
Vendor Number
TYLER TECHNOLOGIES, INC
Total Vendor Amount
65,312.27
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57178 09/25/2026 65,312.27
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 025-563118 UTILITIES TESTING - SEWER 09/24/2026 09/24/2026 0.00 3,625.00 025-564142 UTILITIES - GO LIVE ASSISTANCE - SEWER 09/24/2026 09/24/2026 0.00 3,770.00 CI100-00316228 ANNUAL SOFTWARE FEES - CW 09/24/2026 09/24/2026 0.00 54,470.85 CI100-00317572 PARKS & RECREATION SOFTWARE RENEWAL - REC 09/24/2026 09/24/2026 0.00 3,446.42 2211
Vendor Number
ULINE
Total Vendor Amount
847.15
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57179 09/25/2026 847.15
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 213280763 50 BOXES NITRILE GLOVES - FIRE 09/24/2026 09/24/2026 0.00 847.15 2433
Vendor Number
VESTIS
Total Vendor Amount
372.98
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57180 09/25/2026 372.98
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 5067225791 UNIFORM SERVICE - PUBLIC WORKS 09/24/2026 09/24/2026 0.00 186.49 5067230594 UNIFORM SERVICE - PUBLIC WORKS 09/24/2026 09/24/2026 0.00 186.49 2295
Vendor Number
WILLOWS ACE HARDWARE
Total Vendor Amount
429.90
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57181 09/25/2026 429.90
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 142527 FASTENERS - WAYFINDER SIGNS - CW 09/24/2026 09/24/2026 0.00 7.40 142750 LEVEL, SHIMS & GREAT STUFF -WAYFINDER SIGNS - CW 09/24/2026 09/24/2026 0.00 36.50 142784 ENGINE OIL - GARAGE SUPPLIES - PW 09/24/2026 09/24/2026 0.00 39.08 142795 RIVETS & MARKER - WAYFINDER SIGNS - CW 09/24/2026 09/24/2026 0.00 23.19
Payment Register APPKT00651 - CHECK RUN 9-25-26
9/30/2026 11:03:46 AM Page 7 of 9
142824 GFCI OUTLET - 2030 PARK - PARKS 09/24/2026 09/24/2026 0.00 26.09 142825 RIVETS & MARKER - WAYFINDER SIGNS - CW 09/24/2026 09/24/2026 0.00 23.46 142956 TAPE & MARKER - PW 09/25/2026 09/25/2026 0.00 9.77 142979 CONDUIT - JENSEN PARK - PARKS 09/25/2026 09/25/2026 0.00 59.76 143001 SPADE - JENSEN PARK - PARKS 09/25/2026 09/25/2026 0.00 34.79 143056 PARTS - JENSEN PARK REPAIR - PARKS 09/25/2026 09/25/2026 0.00 122.85 143065 COUPLINGS - JENSEN PARK REPAIR - PARKS 09/25/2026 09/25/2026 0.00 12.72 143088 WASP & HORNET SPRAY - SHOP - PW 09/25/2026 09/25/2026 0.00 36.47 143253 MARKING PAINT - SEWER 09/25/2026 09/25/2026 0.00 10.86 J45332 RETURN - JENSEN PARK - PARKS 09/25/2026 09/25/2026 0.00 -13.04 2282
Vendor Number
WILLOWS HARDWARE, INC.
Total Vendor Amount
23.36 Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57182 09/25/2026 23.36
Payable Number Description Payable Date Due Date Discount Amount Payable Amount 378726 FITTINGS - MALL AREA 09/24/2026 09/24/2026 0.00 3.36 382018 REPAIR - HEDGE TRIMMER - PW 09/24/2026 09/24/2026 0.00 20.00
Payment Register APPKT00651 - CHECK RUN 9-25-26
9/30/2026 11:03:46 AM Page 8 of 9
Payment Summary
Type
Payment
Count Discount Payment
Payable
Bank Code Count
Gen Chk Voided **Void Check 0 1 0.00 0.00
Gen Chk Check 98 22 0.00 126,313.33
Gen Chk Voided **Void Check 0 5 0.00 0.00
Gen Chk Check 35 15 0.00 61,552.85
Packet Totals: 133 43 0.00 187,866.18
Payment Register APPKT00651 - CHECK RUN 9-25-26
9/30/2026 11:03:46 AM Page 9 of 9
Cash Fund Summary
Fund Name Amount
999 CASH CLEARING -187,866.18
Packet Totals: -187,866.18
9/30/2026 10:58:01 AM Page 1 of 4
Payment Register
City of Willows APPKT00648 - SEPTEMBER 2026 MONTHLY VENDORS -
Bank: Gen Chk - General Checking
Vendor Number
**Void**
Total Vendor Amount
0.00 Vendor Name
Payment Type Payment Number Payment Date Payment Amount **Void Check 57136 09/25/2026 0.00
1029
Vendor Number
AFLAC- FLEX ONE
Total Vendor Amount
770.38
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57134 09/25/2026 770.38
Payable Number Description Payable Date Due Date Discount Amount Payable Amount INV0002038 AFLAC DENTAL 08/28/2026 08/31/2026 0.00 84.90 INV0002039 AFLAC CANCER 08/28/2026 08/31/2026 0.00 113.63 INV0002040 AFLAC ACCIDENT 08/28/2026 08/28/2026 0.00 114.54 INV0002041 AFLAC STD 08/28/2026 08/31/2026 0.00 17.94
INV0002042 AFLAC EVENT/CRITICAL 08/28/2026 08/31/2026 0.00 54.18 INV0002068 AFLAC DENTAL 09/11/2026 09/30/2026 0.00 84.90 INV0002069 AFLAC CANCER 09/11/2026 09/30/2026 0.00 113.63 INV0002070 AFLAC ACCIDENT 09/11/2026 09/11/2026 0.00 114.54 INV0002071 AFLAC STD 09/11/2026 09/30/2026 0.00 17.94
INV0002072 AFLAC EVENT/CRITICAL 09/11/2026 09/30/2026 0.00 54.18 2527
Vendor Number
ANTHEM BLUE CROSS OF CALIFORNIA
Total Vendor Amount
21,077.43
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57135 09/25/2026 21,077.43
Payable Number Description Payable Date Due Date Discount Amount Payable Amount INV0002076 MEDICAL INSURANCE PREMIUM 09/11/2026 09/30/2026 0.00 415.13 INV0002077 MEDICAL INSURANCE PREMIUM 09/11/2026 09/30/2026 0.00 845.52 INV0002078 MEDICAL INSURANCE PREMIUM 09/11/2026 09/30/2026 0.00 1,019.93 INV0002079 MEDICAL INSURANCE PREMIUM 09/11/2026 09/30/2026 0.00 376.47 INV0002080 MEDICAL INSURANCE PREMIUM 09/11/2026 09/30/2026 0.00 634.67 INV0002081 MEDICAL INSURANCE PREMIUM 09/11/2026 09/30/2026 0.00 1,446.81 INV0002082 MEDICAL INSURANCE PREMIUM 09/11/2026 09/30/2026 0.00 515.34 INV0002083 MEDICAL INSURANCE PREMIUM 09/11/2026 09/30/2026 0.00 881.25 INV0002084 MEDICAL INSURANCE PREMIUM 09/11/2026 09/30/2026 0.00 1,914.52 INV0002085 MEDICAL INSURANCE PREMIUM 09/11/2026 09/30/2026 0.00 791.60 INV0002086 MEDICAL INSURANCE PREMIUM 09/11/2026 09/30/2026 0.00 498.57 INV0002087 MEDICAL INSURANCE PREMIUM 09/11/2026 09/30/2026 0.00 453.78 INV0002088 MEDICAL INSURANCE PREMIUM 09/11/2026 09/30/2026 0.00 340.42 INV0002089 MEDICAL INSURANCE PREMIUM 09/11/2026 09/30/2026 0.00 404.73 INV0002106 MEDICAL INSURANCE PREMIUM 09/25/2026 09/30/2026 0.00 415.12 INV0002107 MEDICAL INSURANCE PREMIUM 09/25/2026 09/30/2026 0.00 845.52 INV0002108 MEDICAL INSURANCE PREMIUM 09/25/2026 09/30/2026 0.00 1,019.92 INV0002109 MEDICAL INSURANCE PREMIUM 09/25/2026 09/30/2026 0.00 376.47 INV0002110 MEDICAL INSURANCE PREMIUM 09/25/2026 09/30/2026 0.00 634.66 INV0002111 MEDICAL INSURANCE PREMIUM 09/25/2026 09/30/2026 0.00 1,446.80 INV0002112 MEDICAL INSURANCE PREMIUM 09/25/2026 09/30/2026 0.00 515.33 INV0002113 MEDICAL INSURANCE PREMIUM 09/25/2026 09/30/2026 0.00 881.25 INV0002114 MEDICAL INSURANCE PREMIUM 09/25/2026 09/30/2026 0.00 1,914.52 INV0002115 MEDICAL INSURANCE PREMIUM 09/25/2026 09/30/2026 0.00 791.60 INV0002116 MEDICAL INSURANCE PREMIUM 09/25/2026 09/30/2026 0.00 498.57 INV0002117 MEDICAL INSURANCE PREMIUM 09/25/2026 09/30/2026 0.00 453.78 INV0002118 MEDICAL INSURANCE PREMIUM 09/25/2026 09/30/2026 0.00 340.42
Payment Register APPKT00648 - SEPTEMBER 2026 MONTHLY VENDORS 9/30/2026 10:58:01 AM Page 2 of 4
INV0002119 MEDICAL INSURANCE PREMIUM 09/25/2026 09/30/2026 0.00 404.73 1194
Vendor Number
CALIFORNIA STATE DISBURSE
Total Vendor Amount
162.92
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57137 09/25/2026 162.92
Payable Number Description Payable Date Due Date Discount Amount Payable Amount INV0002103 CHILD SUPPORT 09/25/2026 09/25/2026 0.00 162.92 1551
Vendor Number
HUMANA DENTAL/VISION
Total Vendor Amount
1,816.07
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57138 09/25/2026 1,816.07
Payable Number Description Payable Date Due Date Discount Amount Payable Amount INV0002044 DENTAL 08/28/2026 08/31/2026 0.00 385.32
INV0002045 DENTAL 08/28/2026 08/31/2026 0.00 431.15
INV0002061 VISION 08/28/2026 08/31/2026 0.00 48.20
INV0002062 VISION 08/28/2026 08/31/2026 0.00 43.34
INV0002074 DENTAL 09/11/2026 09/30/2026 0.00 385.36
INV0002075 DENTAL 09/11/2026 09/30/2026 0.00 431.15
INV0002091 VISION 09/11/2026 09/30/2026 0.00 48.21
INV0002092 VISION 09/11/2026 09/30/2026 0.00 43.34
2223
Vendor Number
UNITED PUBLIC EMPLOYEES A
Total Vendor Amount
266.53
Vendor Name
Payment Type Payment Number Payment Date Payment Amount Check 57139 09/25/2026 266.53
Payable Number Description Payable Date Due Date Discount Amount Payable Amount INV0002120 UPEC DUES 09/25/2026 09/30/2026 0.00 266.53
Payment Register APPKT00648 - SEPTEMBER 2026 MONTHLY VENDORS 9/30/2026 10:58:01 AM Page 3 of 4
Payment Summary
Type
Payment
Count Discount Payment
Payable
Bank Code Count
Gen Chk Voided **Void Check 0 1 0.00 0.00
Gen Chk Check 48 5 0.00 24,093.33
Packet Totals: 48 6 0.00 24,093.33
Payment Register APPKT00648 - SEPTEMBER 2026 MONTHLY VENDORS 9/30/2026 10:58:01 AM Page 4 of 4
Cash Fund Summary
Fund Name Amount
999 CASH CLEARING -24,093.33
Packet Totals: -24,093.33
9/24/2026 11:29:05 AM Page 1 of 4
Payroll Check Register
City of Willows Checks
Pay Period: 9/7/2026-9/20/2026
Employee Employee # Check Type Date Amount Number
Packet: PYPKT00732 - PAYROLL 9-7-26 TO 9-20-26 PAY DATE 9-25-26 Payroll Set: Payroll Set 01 - 01
*** No Checks Created In This Packet ***
9/24/2026 11:29:05 AM Page 2 of 4
Payroll Check Register
City of Willows Direct Deposits
Pay Period: 9/7/2026-9/20/2026
Employee Employee # Date Amount Number
Packet: PYPKT00732 - PAYROLL 9-7-26 TO 9-20-26 PAY DATE 9-25-26 Payroll Set: Payroll Set 01 - 01
BROWN, MARTHA BRO01 09/25/2026 4,048.61 2492
PRICE, KARLEEN PRI01 09/25/2026 1,787.28 2493
HARRISON, JOEI HAR01 09/25/2026 2,228.92 2494
HAZLETT, ROBIN HAZ01 09/25/2026 1,571.02 2495
RICHARDSON, TARYN RIC00 09/25/2026 1,371.98 2496
RUSTENHOVEN, TARA L RUS01 09/25/2026 1,857.09 2497
GAMBOA, YADIRA GAM00 09/25/2026 449.66 2498
LUNA-SARINAS, CRISTINA LUN00 09/25/2026 453.56 2499
MYERS, KEVIN M MYE00 09/25/2026 449.14 2500
RUBALCAVA-TORRES, VIANKA RUB01 09/25/2026 1,369.08 2501 WATKINS, COLLEEN WAT00 09/25/2026 377.97 2502
WATSON, CHRISTINE WAT01 09/25/2026 2,712.88 2503
CONNELLY, WILLIAM CON00 09/25/2026 1,165.52 2504
CHAPMAN, JUSTIN CHA03 09/25/2026 1,882.71 2505
CHAPMAN, LOREN CHA02 09/25/2026 426.46 2506
ENOS, KYLE ENO00 09/25/2026 3,715.54 2507
FUENTES, JAIME FUE01 09/25/2026 2,699.26 2508
LOMBARD, TYLER JOSEPH LOM00 09/25/2026 2,039.11 2509
LOPEZ, MATTHEW LOP03 09/25/2026 1,787.75 2510
PERRY, HUNTER PER01 09/25/2026 2,087.88 2511
SANDOVAL, CONNER SAN01 09/25/2026 1,345.73 2512
MINGS, MICHAEL E MIN00 09/25/2026 1,679.51 2513
RANDOLPH, MATTHEW RAN01 09/25/2026 1,604.08 2514
REED, JOSHUA REE00 09/25/2026 1,603.12 2515
VASQUEZ, PEDRO CEASAR VAS01 09/25/2026 2,038.73 2516
ZOLLER-HARRIS, TRAVIS ZOL00 09/25/2026 2,141.46 2517
BETTENCOURT, JOSEPH BET01 09/25/2026 3,625.29 2518
MONCK, NATHANIAL T MON00 09/25/2026 4,614.78 2519
MONCK, NATHANIAL T MON00 09/25/2026 1,000.00 2519
PFYL, NATISA N PFY00 09/25/2026 2,247.94 2520
9/24/2026 11:29:05 AM Page 3 of 4
Payroll Check Register
City of Willows Employee Pay Summary
Pay Period: 9/7/2026-9/20/2026
Packet: PYPKT00732 - PAYROLL 9-7-26 TO 9-20-26 PAY DATE 9-25-26 Payroll Set: Payroll Set 01 - 01
Employee Employee # Payment Date Number Earnings Deductions Taxes Net BETTENCOURT, JOSEPH BET01 09/25/2026 2518 4,952.08 396.17 930.62 3,625.29 BROWN, MARTHA BRO01 09/25/2026 2492 6,738.08 940.67 1,748.80 4,048.61 CHAPMAN, JUSTIN CHA03 09/25/2026 2505 2,138.82 0.00 256.11 1,882.71 CHAPMAN, LOREN CHA02 09/25/2026 2506 468.38 0.00 41.92 426.46 CONNELLY, WILLIAM CON00 09/25/2026 2504 1,400.00 0.00 234.48 1,165.52 ENOS, KYLE ENO00 09/25/2026 2507 5,193.10 629.90 847.66 3,715.54 FUENTES, JAIME FUE01 09/25/2026 2508 3,373.60 371.65 302.69 2,699.26 GAMBOA, YADIRA GAM00 09/25/2026 2498 516.60 0.00 66.94 449.66 HARRISON, JOEI HAR01 09/25/2026 2494 4,759.08 1,884.75 645.41 2,228.92 HAZLETT, ROBIN HAZ01 09/25/2026 2495 2,088.33 337.07 180.24 1,571.02 LOMBARD, TYLER JOSEPH LOM00 09/25/2026 2509 3,128.40 869.93 219.36 2,039.11 LOPEZ, MATTHEW LOP03 09/25/2026 2510 2,246.28 0.00 458.53 1,787.75 LUNA-SARINAS, CRISTINA LUN00 09/25/2026 2499 498.15 0.00 44.59 453.56 MINGS, MICHAEL E MIN00 09/25/2026 2513 2,673.47 513.10 480.86 1,679.51 MONCK, NATHANIAL T MON00 09/25/2026 2519 9,357.75 739.22 3,003.75 5,614.78 MYERS, KEVIN M MYE00 09/25/2026 2500 498.16 0.00 49.02 449.14 PERRY, HUNTER PER01 09/25/2026 2511 2,685.96 0.00 598.08 2,087.88 PFYL, NATISA N PFY00 09/25/2026 2520 3,623.86 547.54 828.38 2,247.94 PRICE, KARLEEN PRI01 09/25/2026 2493 2,508.91 271.24 450.39 1,787.28 RANDOLPH, MATTHEW RAN01 09/25/2026 2514 2,279.41 257.31 418.02 1,604.08 REED, JOSHUA REE00 09/25/2026 2515 2,254.08 426.47 224.49 1,603.12 RICHARDSON, TARYN RIC00 09/25/2026 2496 1,914.40 207.60 334.82 1,371.98 RUBALCAVA-TORRES, VIANKARUB01 09/25/2026 2501 1,867.20 168.94 329.18 1,369.08 RUSTENHOVEN, TARA L RUS01 09/25/2026 2497 2,561.47 347.42 356.96 1,857.09 SANDOVAL, CONNER SAN01 09/25/2026 2512 1,641.42 0.00 295.69 1,345.73 VASQUEZ, PEDRO CEASAR VAS01 09/25/2026 2516 2,919.07 417.22 463.12 2,038.73 WATKINS, COLLEEN WAT00 09/25/2026 2502 415.13 0.00 37.16 377.97 WATSON, CHRISTINE WAT01 09/25/2026 2503 4,107.20 318.31 1,076.01 2,712.88 ZOLLER-HARRIS, TRAVIS ZOL00 09/25/2026 2517 2,870.69 276.79 452.44 2,141.46 Totals: 81,679.08 9,921.30 15,375.72 56,382.06
9/24/2026 11:29:05 AM Page 4 of 4
Payroll Check Register
City of Willows Report Summary
Pay Period: 9/7/2026-9/20/2026
Packet: PYPKT00732 - PAYROLL 9-7-26 TO 9-20-26 PAY DATE 9-25-26 Payroll Set: Payroll Set 01 - 01
Type
0 Count
0 0.00
0.00 Regular Checks
Manual Checks
0 0.00
0 0.00
Amount
30 56,382.06
Total 30 56,382.06
Reversals
Voided Checks
Direct Deposits
City Council
Evan Hutson, Mayor
Richard Thomas, Vice Mayor
Gary Hansen, Council Member
Lorri Pride, Council Member
John Lowe, Council Member
City Manager
Marti Brown
City Clerk
Karleen Price
Willows City Council
Regular Meeting
Action Minutes
September 22, 2026
Willows City Hall
6:00 PM
201 North Lassen Street
Willows, CA 95988
(530) 934-7041
1. CALL TO ORDER – 6:01 PM
2. PLEDGE OF ALLEGIANCE
3. ROLL CALL
Councilmembers Present: Mayor Hutson, Vice Mayor Thomas, Councilmember Hansen, Councilmember Pride, and Councilmember Lowe
Councilmembers Absent: None
4. CHANGES TO THE AGENDA
Item #8c was moved to be heard immediately prior to item #8b.
5. CEREMONIAL
a. Proclamation: Breast Cancer Awareness Month
b. Proclamation: Fire Prevention Week – received by Fire Chief Nathan Monck c. Proclamation: Global War on Terrorism/Desert Storm Veterans Appreciation Day – received by Carol Lemenager
6. PRESENTATION
a. Annual Library Presentation
Action: Received the annual Library Presentation from City Librarian Christine Watson.
7. PUBLIC COMMENT & CONSENT CALENDAR FORUM
Councilmember Pride pulled Item #7d for discussion
Public Comments
Public Comment #1: Carol Lemenager
a. Register Approval
Action: Approved general checking, payroll, and direct deposit check registers. b. Minutes Approval
Action: Approved the minutes of the September 8, 2026, City Council Meeting.
Agenda Item #9b
2 c. Northern California Cities Self Insurance Fund Board of Director Appointments Action: Adopted Resolution 43-2026 approving the appointment of the Finance Director to the Northern California Cities Self Insurance Fund (NCCSIF) Board of Directors to represent the City’s insurance interests, and the City Manager as the Alternate.
Motion to approve the consent calendar items #7a, 7b, and 7c.
Moved/Seconded: Vice Mayor Thomas/Councilmember Hansen
Yes: Mayor Hutson, Vice Mayor Thomas, Councilmember Hansen, Councilmember Pride, Councilmember Lowe
No: None
Absent: None
d. Commercial Sewage Utility Billing
Public Comments
Public Comment #1: Joyce Ksander
Public Comment #2: Maria Ehorn
Motion to accept California Water Service Company’s letter terminating sewer billing services on behalf of the City of Willows and approve the staff recommendation to use the Tyler Utility Module for in-house commercial sewer billing on a quarterly basis.
Moved/Seconded: Vice Mayor Thomas/Councilmember Lowe
Yes: Mayor Hutson, Vice Mayor Thomas, Councilmember Hansen, Councilmember Lowe No: Councilmember Pride
Absent: None
8. DISCUSSION & ACTION CALENDAR
a. Cannabis Dispensaries - Hours of Operation
Public Comments
Public Comment #1: Margaret Sharkey, WWCRS
Public Comment #2: Stefan Crespo, WWCRS
Public Comment #3: Melissa Wight, CaliLove - written comment read by Mayor Hutson Public Comment #4: Michelle Knight
Public Comment #5: Maria Ehorn
Public Comment #6: Tom Kelly
No motion was made; no action was taken
c. Permanent City Manager Recruitment (Moved to be heard prior to #8b) Public Comments
Public Comment #1: Michelle Knight
Public Comment #2: Maria Ehorn
3 Motion to authorize the City Manager and City Attorney to execute a contract with Bob Murray & Associates executive recruiting firm to recruit for the permanent City Manager position in an amount not to exceed $30,000.
Moved/Seconded: Councilmember Hansen/Vice Mayor Thomas
Yes: Mayor Hutson, Vice Mayor Thomas, Councilmember Hansen, Councilmember Pride, Councilmember Lowe
No: None
Absent: None
b. Interim City Manager Appointment
Public Comments
Public Comment #1: Maria Ehorn
Motion to appoint Joseph Gorton as Interim City Manager effective Monday, October 19, 2026, and authorize the City Attorney and City Manager to execute an employment agreement in an amount not to exceed $80,000 for FY 2026-27, as amended to require Mr. Gorton to work in the City office at least two days per week and to correct the cited code sections in the employment agreement.
Moved/Seconded: Councilmember Pride/Vice Mayor Thomas
Yes: Mayor Hutson, Vice Mayor Thomas, Councilmember Hansen, Councilmember Pride, Councilmember Lowe
No: None
Absent: None
d. 2026 Personnel Rules
Action: Mayor Hutson continued the item to the October 13, 2026, City Council Meeting. e. 2026 Executive and Mid-Management Handbook
Action: Mayor Hutson continued the item to the October 13, 2026, City Council Meeting. f. City of Willows Donation Policy
Motion to adopt Resolution 44-2026 approving the City of Willows Donations Policy, as amended to require that restricted donations be tracked, establishing uniform procedures for the acceptance, administration, and recognition of donations made to the City.
Moved/Seconded: Vice Mayor Thomas/Councilmember Hansen
Yes: Mayor Hutson, Vice Mayor Thomas, Councilmember Hansen, Councilmember Pride, Councilmember Lowe
No: None
Absent: None
4 g. Community Facilities District to Fund Rebuilding the Police Department Motion to terminate the contracts relating to establishing a Community Facilities District to fund the re-establishment of the Willows Police Department while the City explores alternative funding options.
Moved/Seconded: Councilmember Hansen/Councilmember Lowe Yes: Mayor Hutson, Vice Mayor Thomas, Councilmember Hansen, Councilmember Pride, Councilmember Lowe
No: None
Absent: None
9. COMMENTS AND REPORTS
a. Council Correspondence
b. City Council Comments & Reports
Councilmembers reported on various community events and meetings attended.
Councilmember Pride announced a Willows Community Yard Sale on October 3, 2026.
Councilmember Lowe reported that he met with City department staff.
Mayor Hutson requested that staff investigate grant opportunities to fund a school resource officer and consider developing a job description for the position. Hutson also requested that staff replenish the mulch in the City-owned park playgrounds as a safety precaution. c. City Manager’s Report
City Manager Marti Brown reported that incoming Interim City Manager Joe Gorton would attend the October 13, 2026, City Council meeting.
Councilmember Pride requested a meet-and-greet reception with Joe Gorton to be held prior to October 13, 2026, Council Meeting.
10. ADJOURNMENT – 9:05 PM
______________________________
Karleen Price, City Clerk
Agenda Item #9c
_____________________________________________________________________ Date: October 13, 2026
To: Honorable Mayor and Councilmembers
From: Joei Harrison, Finance Director
Marti Brown, City Manager
Subject: Local Agency Investment Fund (LAIF) Resolution Recommendation:
Adopt a resolution designating the City Manager and Finance Director as authorized City officials to order the deposit and withdrawal of funds from the City’s Local Agency Investment Fund (LAIF) account.
Rationale for Recommendation:
Adoption of the resolution will update the City’s authorized LAIF officials to reflect the City’s current organizational structure and ensure that the appropriate positions have authority to manage deposits and withdrawals of funds held in the City’s LAIF account.
Background:
The Local Agency Investment Fund (LAIF) is an investment program administered by the California State Treasurer’s Office that provides local agencies with an investment option for funds not required for immediate use.
The City Council previously adopted a resolution in 2018 identifying the City officials authorized to order deposits and withdrawals of City funds from LAIF. Since that time, the City’s organizational structure and personnel have changed, making it necessary to update the authorization designation.
Discussion & Analysis:
The attached resolution (Attachment 1) designates the City Manager and Finance Director, or their successors in office, as the City officials authorized to order the deposit and withdrawal of City funds in LAIF and to execute documents necessary to carry out those transactions.
Designating positions rather than individual employees allows the authorization to remain applicable when personnel changes occur, provided the authorized positions remain unchanged. The resolution will remain in effect until rescinded by the City Council and notice of the rescission is provided to the State Treasurer’s Office.
Please note that, although the State requires the City to adopt the attached Resolution reaffirming the City Council’s authorization to invest in the Local Agency Investment Fund (LAIF), the City of Willows has been investing in LAIF for several years. The proposed Resolution does not authorize a new investment activity; rather, its purpose is to update the City employees authorized to deposit and withdraw funds on the City’s behalf.
Consistency with Council Priorities and Goals:
This action is consistent with the City Council’s Financial Stability priority by supporting responsible stewardship of City funds and maintaining appropriate financial controls for the investment and management of public funds.
Fiscal Impact:
There is no direct fiscal impact associated with adoption of the resolution.
Attachment:
Attachment 1: Resolution
Attachment 1
City of Willows
Resolution xx-2026
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WILLOWS AUTHORIZING INVESTMENT
OF MONIES IN THE LOCAL AGENCY INVESTMENT FUND
WHEREAS, the Local Agency Investment Fund is established in the State Treasury under Government Code Section 16429.1 et. seq. for the deposit of money of a local agency for purposes of investment by the State Treasurer; and
WHEREAS, the City Council of the City of Willows hereby finds that the deposit and withdrawal of money in the Local Agency Investment Fund in accordance with Government Code section 16429.1 et. seq. for the purpose of investment as provided therein is in the best interests of the City of Willows.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Willows hereby authorizes the deposit and withdrawal of City of Willows monies in the Local Agency Investment Fund in the State Treasury in accordance with Government Code Section 16429.1 et. seq. for the purpose of investment as provided therein.
BE IT FURTHER RESOLVED as follows:
Section 1. The following City of Willows offices holding the title(s) specified therein below, or their successors in office, are each hereby authorized to order the deposit or withdrawal of monies in the Local Agency Investment Fund and may execute and deliver any and all documents necessary or advisable in order to effectuate the purposes of this resolution and the transactions contemplated hereby:
City Manager Finance Director
__________________ __________________
__________________ __________________
Section 2. This resolution shall remain in full force and effect until rescinded by the City Council of the City of Willows by resolution and a copy of the resolution rescinding this resolution is filed with the State Treasurer’s Office.
PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council on this 13th day of October, 2026, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
APPROVED: ATTESTED:
__________________________________ ____________________________________ Evan Hutson, Mayor Karleen Price, City Clerk
Agenda Item #9d
_____________________________________________________________________ Date: October 13, 2026
To: Honorable Mayor and Councilmembers
From: Gretchen Stuhr, City Attorney
Marti Brown, City Manager
Subject: City Council and Planning Commission Compensation Recommendation:
Introduce by title only and waive the full reading of the text of an ordinance amending Willows Municipal Code Sections 2.05.010 and 2.35.010 to increase monthly City Council compensation from $250 to $500 and monthly Planning Commission compensation from $50 to $100, beginning January 1, 2027; and direct staff to return the ordinance for consideration of adoption at the October 27, 2026, regular meeting.
Rationale for Recommendation:
The proposed compensation adjustments recognize the time, effort, and responsibilities of City Councilmembers and Planning Commissioners serving the Willows community by updating compensation levels that have remained unchanged since 2018.
Background:
The Willows Municipal Code establishes monthly compensation for members of the City Council and Planning Commission.
Willows Municipal Code Section 2.05.010 currently provides that each member of the City Council shall receive a salary of $250 per month. The current compensation level was established by Ordinance No. 737-2018, adopted in March 2018.
Willows Municipal Code Section 2.35.010 currently provides that each member of the Planning Commission shall receive a salary of $50 per month for service on the Commission. This compensation level was also established by Ordinance No. 737-2018, and adopted in 2018.
The proposed ordinance would amend these sections to increase compensation as follows:
City Council: from $250 to $500 per month, and
Planning Commission: from $50 to $100 per month.
If approved, the proposed compensation increases would take effect January 1, 2027.
Discussion & Analysis:
Members of the City Council and Planning Commission devote substantial time to City business, including preparing for and attending meetings, reviewing agenda materials, participating in special meetings and workshops, and carrying out other responsibilities associated with their respective offices.
The proposed compensation adjustments recognize the time and responsibilities associated with public service and update compensation levels that have remained unchanged since 2018.
California Government Code Section 36516 authorizes a city council to establish compensation for its members by ordinance, subject to the limitations established by state law. For cities with populations of 35,000 or less, the statute currently authorizes monthly compensation of up to $950. The proposed monthly Council compensation of $500 is within this statutory amount.
Government Code Section 36516 also requires an ordinance increasing City Council compensation to be considered in open session at a minimum of two regular City Council meetings. At the first meeting, the proposed ordinance must be presented along with findings demonstrating the need for the increased compensation, and the ordinance may not be adopted at that meeting. Seven days later, the City Council may consider adoption of the ordinance at a second regular meeting.
Willows Municipal Code Section 2.05.020 and Government Code Section 36516.5 provide that a change in compensation does not apply to a Councilmember during the Councilmember's current term of office. However, for a council serving staggered terms, the compensation of all Councilmembers may be adjusted when one or more Councilmembers become eligible for the increase by beginning a new term of office. Following the November 2026 General Municipal Election, Councilmembers elected to new terms will begin those terms on December 8, 2026. Accordingly, the proposed compensation increase would take effect for all Councilmembers on January 1, 2027.
Planning Commission compensation is established locally by Willows Municipal Code Section 2.35.010.
The proposed ordinance would amend that section to increase the monthly compensation from $50 to $100.
Once introduced at the October 13, 2026, regular meeting, the ordinance would return to the City Council for consideration and adoption at the October 27, 2026, regular meeting. The ordinance would become effective in accordance with applicable law, with the compensation increases beginning January 1, 2027.
Fiscal Impact:
Increasing City Council compensation from $250 to $500 per month would result in an additional annual cost of approximately $15,000 for five Councilmembers.
Increasing Planning Commission compensation from $50 to $100 per month would result in an additional annual cost of approximately $3,000 for five Planning Commissioners.
The combined additional annual cost would be approximately $18,000, plus any applicable payrollrelated costs.
The increase in compensation for the City Council would be derived from both the General Fund and Sewage Fund. The Planning Commission’s increased compensation would be expended from the General Fund.
Attachment:
Attachment 1: Proposed Ordinance Amending Willows Municipal Code Sections 2.05.010 and
2.35.010
Attachment 2: Current Municipal Code Sections 2.05.010 and 2.35.010
purpose
City of Willows
Ordinance XX-2026
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF WILLOWS AMENDING SECTIONS 2.05.010 AND 2.35.010 OF THE WILLOWS MUNICIPAL CODE REGARDING
CITY COUNCIL AND PLANNING COMMISSION COMPENSATION
WHEREAS, Willows Municipal Code Section 2.05.010 establishes compensation for members of the Willows City Council; and
WHEREAS, Willows Municipal Code Section 2.35.010 establishes compensation for members of the Willows Planning Commission; and
WHEREAS, compensation for City Councilmembers and Planning Commissioners has remained unchanged since 2018; and
WHEREAS, the City Council desires to update compensation to recognize the time and responsibilities associated with service on the City Council and Planning Commission; and WHEREAS, California Government Code Section 36516 authorizes the City Council to establish compensation for its members by ordinance, subject to the requirements and limitations of state law; and
WHEREAS, Government Code Section 36516 requires an ordinance increasing City Council compensation to be considered in open session at a minimum of two regular meetings of the City Council, with the proposed ordinance and findings demonstrating the need for increased compensation presented at the first meeting; and
WHEREAS, Government Code Section 36516.5 and Willows Municipal Code Section 2.05.020 govern when an increase in City Council compensation may become applicable to members of the City Council; and
WHEREAS, Councilmembers elected to new terms following the November 3, 2026 General Municipal Election will begin those terms on December 8, 2026, and the City Council desires that the compensation established by this Ordinance commence January 1, 2027.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF WILLOWS DOES ORDAIN AS FOLLOWS:
Attachment 1
SECTION 1. FINDINGS.
The City Council finds that:
A. Compensation for members of the City Council and Planning Commission has remained unchanged since 2018.
B. Members of the City Council and Planning Commission devote time to preparing for and attending meetings, reviewing agenda materials, participating in special meetings and workshops, and performing other responsibilities associated with their respective offices.
C. Updating compensation recognizes the time and responsibilities associated with service on the City Council and Planning Commission.
D. The City Council compensation established by this Ordinance is within the amount authorized by Government Code Section 36516.
SECTION 2. AMENDMENT TO SECTION 2.05.010.
Section 2.05.010 of the Willows Municipal Code is hereby amended to read as follows:
2.05.010 Salary.
Each member of the City Council shall receive a salary of five hundred dollars ($500.00) per month, which shall be payable at the same time and in the same manner as the salaries are paid to other officers and employees of the City.
SECTION 3. AMENDMENT TO SECTION 2.35.010.
Subsection (4) of Section 2.35.010 of the Willows Municipal Code is hereby amended to read as follows:
(4) Each member of the Planning Commission shall receive a salary of one hundred dollars ($100.00) per month for his or her services on the Commission, which salary shall be payable at the same time and in the same manner as salaries are paid to other officers and employees of the City.
SECTION 4. SEVERABILITY.
If any section, subsection, sentence, clause, phrase, or portion of this Ordinance is for any reason held to be invalid or unconstitutional by a court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have adopted this Ordinance and each section, subsection, sentence, clause, phrase, or portion thereof irrespective of the fact that any one or more sections, subsections, sentences, clauses, phrases, or portions be declared invalid or unconstitutional.
SECTION 5. EFFECTIVE DATE.
This Ordinance shall take effect thirty (30) days after its adoption. The compensation established by Sections 2 and 3 of this Ordinance shall commence January 1, 2027.
SECTION 6. PUBLICATION.
The City Clerk shall cause this Ordinance, or a summary thereof, to be published in accordance with applicable law.
INTRODUCED first reading on the 13th day of October 2026.
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Willows this 27th day of October 2026, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
APPROVED:
ATTESTED:
___________________________ ___________________________ Evan Hutson, Mayor Karleen Price, City Clerk
§ 2.05.010 Council members' salaries.
Each member of the council shall receive as salary the sum of $250.00 per month, which shall be payable at the same time and in the same manner as the salaries are paid to other officers and employees of the city.
Attachment 2
Agenda Item #9e
_____________________________________________________________________ Date: October 13, 2026
To: Honorable Mayor and Councilmembers
From: Nathan Monck, Fire Chief
Marti Brown, City Manager
Subject: Glenn County Fire Mutual Aid Agreement
Recommendation:
Approve the Mutual Aid Agreement for all Glenn County Fire Departments Emergency Response (Attachment 1) and authorize the City Manager, or designee, to execute any and all documents necessary to implement the agreement on behalf of the City of Willows.
Rationale for Recommendation:
Approval of the updated agreement will formalize the City of Willows' continued participation in the countywide fire mutual aid system and provide a current, comprehensive framework for requesting and providing emergency assistance between Glenn County fire agencies. The agreement preserves the City's ability to maintain adequate resources within its own jurisdiction while allowing participating agencies to share personnel and equipment during significant incidents.
Background:
Fire agencies throughout Glenn County have historically relied upon mutual aid to provide additional personnel, apparatus, and resources during fires, medical emergencies, rescues, hazardous materials incidents, and other emergencies that exceed the capabilities of a single jurisdiction.
The previous Glenn County Agreement for Mutual Aid was executed on July 15, 2010 (Attachment 2).
That agreement established a countywide framework for fire agencies to furnish personnel, equipment, materials, supplies, and temporary emergency services to one another while preserving each agency's ability to maintain its own emergency protection resources. The 2010 agreement was established for a ten-year period and allowed an agency to terminate its participation with 30 days' written notice.
The Glenn County fire agencies have now developed an updated Mutual Aid Agreement dated August 19, 2026. The agreement includes the City of Willows Fire Department along with the municipal and fire protection districts throughout Glenn County and updates the countywide mutual aid framework to reflect current emergency response practices.
Discussion & Analysis:
The purpose of the updated agreement (Attachment 1) is to provide mutual aid for fire control, fire prevention, fire investigation, emergency medical services, hazardous materials control, water rescue, technical rescue, and other emergency support. The agreement establishes that participating agencies
will cooperatively provide appropriate, consistent, and efficient emergency services without regard to jurisdictional boundaries.
Participating agencies are expected to provide mutual aid when requested; however, a responding agency's obligation is expressly subject to staffing and equipment availability, financial limitations, and existing emergency conditions within its own jurisdiction. Each responding agency retains sole discretion to determine whether its resources are available, and a mutual aid response cannot interfere with that agency's responsibility or ability to respond to emergencies within its own jurisdiction.
The updated agreement also establishes provisions addressing incident communications and safety, public information, liability and indemnification, workers' compensation, insurance, training standards, command responsibilities, and the return of personnel and equipment following an incident. Each agency remains responsible for the wages and compensation of its own personnel.
The agreement becomes effective for each participating agency upon execution and remains effective until participation is withdrawn or terminated. A participating agency may withdraw for any reason by providing 30 calendar days' written notice. The agreement is to be administratively reviewed every five years. Minor clerical or terminology revisions may be made by the Fire Chiefs or their designees when agreed upon by all parties, while substantive changes require approval by the respective governing bodies.
Adoption of the updated agreement will replace the City's reliance on the outdated and expired 2010 mutual aid agreement and formalize the City's continued participation in the countywide mutual aid system.
Consistency with Council Priorities and Goals:
Approval of the agreement is consistent with the City Council's priorities of maintaining public safety, strengthening regional partnerships, and providing efficient municipal services. Countywide mutual aid provides the City access to additional emergency personnel and equipment during significant incidents while allowing the City to assist neighboring jurisdictions when adequate City resources remain available.
Fiscal Impact:
There is no direct fiscal impact associated with approval of the agreement. Each participating agency remains responsible for the wages and other compensation of its own personnel and for maintaining its required insurance or self-insurance coverage. Mutual aid responses may result in ordinary personnel, fuel, equipment, and apparatus costs; however, these costs are consistent with the Fire Department's existing mutual aid operations.
Attachments:
Attachment 1: Mutual Aid Agreement for All County of Glenn Fire Departments Emergency Response, dated August 19, 2026
Attachment 2: Glenn County Agreement for Mutual Aid, dated July 15, 2010 (reference)
Mutual Aide Agreement GCFCA - (8-19-2026) Final
MUTUAL AID AGREEMENT FOR ALL COUNTY OF GLENN FIRE DEPARTMENTS
EMERGENCY RESPONSE
THIS MUTUAL AID AGREEMENT (“Agreement”) is dated this 19th day of August, 2026, by and between the following public agencies of the State of California located within the County of Glenn:
Artois Fire Protection District Bear Valley-Indian Fire District Elk Creek Fire Protection District Glenn Codora Fire District Glenn Colusa Fire Protection District Hamilton City Fire Protection District Bayliss Fire Protection District Kanawha Fire Protection District Ord Fire Protection District Orland City Fire Department Orland Rural Fire District Willows Rural Fire Protection District Willows City Fire Department
Capay Fire Protection District
Each of the above agencies may be referred to in this Agreement as a “Party” and collectively as the “Parties” or “Agencies.”
RECITALS
WHEREAS, each Party has a statutory or mandated responsibility to suppress uncontrolled fires and/or to respond to medical emergencies within the jurisdictional boundaries of the County of Glenn, State of California; and
WHEREAS, each Party has an interest in achieving mutual aid assistance in response to emergency incidents and more specifically the control of fire, fire prevention, fire investigation, emergency medical services, hazardous materials control, water rescue, technical rescue, and other emergency support; and
WHEREAS, each Party owns and maintains equipment and retains personnel who are trained to respond and provide services in the control of fire, fire prevention, fire investigation, emergency medical response, hazardous materials control, water rescue, technical rescue, or other emergency support; and
WHEREAS, each Party is recognized as having the necessary equipment and personnel available to enable it to provide such services to the other Parties in the event of such major fire, disaster, or other emergency; and
Attachment 1
Mutual Aide Agreement GCFCA - (8-19-2026) Final
WHEREAS, the jurisdictions of each Party are located in such a manner as to allow each Party to render mutual assistance to the other Parties in accordance with Section 13863 and 13877 of the Health and Safety Code and Section 55632 of the Government Code; and WHEREAS, each Party has determined that it is in the best interests of each Party to set forth an agreement and guidelines for providing mutual assistance in the case of a major fire, disaster, or other emergency when such aid is necessary; and
WHEREAS, each Party wishes to provide mutual aid pursuant to the terms and conditions contained in this Agreement.
DEFINITIONS
The following definitions are included to assist in the interpretation and implementation of this Agreement:
1. “Agency Representative” is defined as the representative of each Party for the performance of this Agreement, as provided in Section 13 of this Agreement.
2. “Emergency” is defined as a potentially life-threatening or property-damaging event, including, but not limited to, structure fires, vegetation fires, vehicle fires, basic and advanced life support, rescues, hazardous material releases, aircraft emergencies, and other types of incidents that the agencies respond to when dispatched.
3. “I.C.S.” refers to the California Incident Command System, which is a standardized onscene, all-hazard incident management system covering all California State agencies and its political subdivisions.
4. “Mutual Aid” refers to the California Disaster and Civil Defense Master Mutual Aid Agreement, made and entered into by and between the State of California, its various departments and agencies, and the various political subdivisions of the state to facilitate implementation of the purposes of Section 8668 of the California Emergency Services Act, being California Government Code section 8550 through 8668.
5. “Requesting Party” is defined as the Party requesting Mutual Aid in a particular incident.
6. “Responding Party” is defined as any Party providing Mutual Aid in a particular incident.
7. “S.E.M.S.” refers to the California Standardized Emergency Management System, which is the foundation of California’s emergency response system and the fundamental structure for the response phase of emergency management.
TERMS
Mutual Aide Agreement GCFCA - (8-19-2026) Final
1. PURPOSE
The stated purpose of the Agreement is to provide Mutual Aid assistance to the Parties for control of fire, fire prevention, fire investigation, emergency medical services, hazardous materials control, water rescue, technical rescue, or other emergency support in the event of a major fire, disaster, or other emergency. Pursuant to the terms and conditions set forth below, the Parties agree to cooperatively provide appropriate, consistent, and efficient emergency services without regard to jurisdictional boundaries.
2. MUTUAL AID PROVISION
All Parties to this Agreement shall provide Mutual Aid when requested by a Party. All Responding Parties shall provide appropriate staffing and equipment to assist the Requesting Party with fires of all types and other emergencies of all types within the jurisdiction of the Requesting Party. All Mutual Aid shall be provided within the limits of the County of Glenn and any lands that are within the jurisdiction of any of the Parties.
3. LIMITATION ON RESPONSES
The Responding Party’s obligation to provide Mutual Aid shall be subject to and contingent upon its staffing and equipment availability and financial limitations, as well as existing fire or emergency conditions within the jurisdiction of the Responding Parties, as determined in the Responding Party's sole and absolute discretion. Each Party’s response under this Agreement shall not interfere with the Responding Party’s responsibility or ability to respond to emergencies or other calls within its own jurisdiction. Each Party shall endeavor to notify the other Parties in advance when it knows that its equipment or staffing will not be available to respond within the jurisdiction of the other Parties.
4. DISPATCH
Any Party wishing to request Mutual Aid shall communicate its request to the Glenn County dispatch or by telephone. The Requesting Party shall describe the nature of the emergency and the anticipated additional personnel or equipment requested.
5. COMMAND RESPONSIBILITIES AT EMERGENCY SCENE
Whenever a Responding Party provides Mutual Aid, the incident command and operational organization shall follow the S.E.M.S. and I.C.S. doctrine. If the Incident Commander (as defined by S.E.M.S. and I.C.S. doctrine) specifically requests a senior officer of the Responding Party to assume command, then the initial Incident Commander or Unified Command shall not, by relinquishing command, be relieved of responsibility for the operation. The Responding Party, acting as Incident Commander, may return the incident to the responsible agency at their discretion. The highest ranking officer of a mutual aid agency will maintain control of their resources.
Mutual Aide Agreement GCFCA - (8-19-2026) Final
6. INCIDENT COMMUNICATION
For command and control effectiveness and incident safety, Mutual Aid incident communication shall utilize voice radio on the assigned tactical frequency.
7. INCIDENT SAFETY
It is the responsibility of the Incident Command (as defined by S.E.M.S. and I.C.S. doctrine) to ensure that a safety plan is developed for each incident in which Mutual Aid is provided.
8. INCIDENT PUBLIC INFORMATION
Public information messaging and dissemination shall be in accordance with S.E.M.S. doctrine and approved by the Requesting Party.
9. LIABILITY
a. Each of the Parties agree to defend, indemnify and hold harmless each and every other Party, its officers, officials, employees or agents from and against any damages including, but not limited to, attorney’s fees, expert and consultant fees, and other costs and fees of litigation, arising out of the alleged negligence, intentional or willful misconduct, or other legal fault of the Party, its agents, officers, officials, employees, representatives, or volunteers in the performance of this Agreement.
b. The indemnity obligations of this Agreement shall survive the expiration or earlier termination of this Agreement.
c. Each of the Parties shall notify the other Parties, where appropriate, of any claims, administrative actions, or legal actions with respect to any of the matters described in this indemnification section. The Parties shall cooperate in the defense of such actions brought by others with respect to the matters covered under this Agreement. Nothing outlined in this Agreement shall establish a standard of care for or create any legal rights for any person not a party to this Agreement.
d. It is the intent of the Parties that where negligence or responsibility for injury or damages is determined to have been shared, principles of comparative negligence will be followed, and each party shall bear the proportionate costs of any loss, damage, expense, and liability attributable to that Party’s negligence.
In the event of a claim or litigation arising out of an incident when responding to a mutual aid event, all parties involved agree to work cooperatively to determine the financial responsibility of fault and the percentage of comparative fault. If the parties cannot agree, they shall submit the matter to an arbitrator.
The Requesting Party shall serve as the lead agency in any litigation or claim arising out of an incident where a member of the public asserts a cause of action arising out of the incident.
Mutual Aide Agreement GCFCA - (8-19-2026) Final
e. Each party waives all claims against the other for compensation for any loss or damage to a Party’s vehicle involved in a response occurring as a consequence of the performance of this Agreement, except for intentional acts or gross negligence of the other Party. f. Each party shall maintain in full force and effect workers’ compensation insurance as required by the Labor Code, which covers the personnel involved in a response to provide mutual aid assistance. Each party waives all claims against the other for compensation for any loss, damage, personal injury, or death to the personnel involved in a response occurring as a consequence of the performance of this Agreement, except for intentional acts or gross negligence of the other Party.
10. POST RESPONSE RESPONSIBILITY
Upon completion of the rendering of Mutual Aid, such assistance and help as is necessary will be given by the Parties to locate and return any items of equipment to the Party owning said equipment. All equipment and personnel used under the terms of this Agreement shall be returned to the Responding Party upon being released by the Requesting Party, or upon demand being made by the Responding Party for return of said equipment and personnel. Personnel from Responding Parties will be the first to be released from an incident unless otherwise agreed to by the Responding Parties’ Agency Representative.
11. COMPENSATION
Each Party shall at all times be responsible for its own employees for the payment of wages and all forms of other compensation.
12. INSURANCE
Each Party, at its sole cost and expense, shall carry insurance, or self-insure, its activities in connection with this Agreement, and obtain, keep in force, and maintain insurance or equivalent programs of self-insurance, for general liability, workers’ compensation, property (apparatus and equipment), and business automobile liability adequate to cover its potential liabilities under this Agreement. Each Party is responsible for its own self-insurance retentions and deductibles.
Insurance limits required by each Party shall be a minimum of $10 million per occurrence. Each Party agrees to provide the other Parties thirty (30) days’ advance written notice of any cancellation, termination, or lapse of any of the insurance or self-insurance coverages. Failure to maintain insurance as required in this Agreement is a material breach of contract and may be grounds for termination of the Agreement.
13. AGENCY REPRESENTATIVE
The Agency Representative shall be the Fire Chief for each Agency and shall have the power to act on behalf of their respective Party for all purposes under this Agreement.
14. PRE-INCIDENT PLANNING
Mutual Aide Agreement GCFCA - (8-19-2026) Final
The Agency Representative of the Parties may, from time to time, mutually establish pre-incident plans which shall indicate the types of and locations of potential problem areas where Mutual Aid may be needed, the type of equipment that should be dispatched under such circumstances, the number of personnel that should be dispatched under such circumstances, and the training to be conducted to ensure efficient operations. Such plans shall take into consideration the proper protection by the Responding Party of its own geographical jurisdiction.
15. TRAINING STANDARDS
Notwithstanding Section 14, each Party warrants that its training and operational standards are those typically and customarily employed by fire departments throughout California, including, but not limited to, applicable wildland training standards. Each Party further warrants that all equipment, including, but not limited to, vehicles, shall be operated by staff with the applicable and appropriate valid licensing. Pursuant to Section 9, each Party shall indemnify and hold harmless the other Parties for any liability related to the Party’s failure to meet and maintain these standards.
16. SPECIALIZED AGENCY RESOURCES
Parties agree that Specialized Agency Resources are not subject to the terms of this Agreement.
17. EXECUTION AND TERMINATION
This Agreement shall become effective as to each Party when executed, in writing, by the Party.
This Agreement shall remain operative and effective as between each and every Party that has executed, in writing, this Agreement, until participation is terminated or withdrawn. The termination or withdrawal by one or more of the Parties of its participation in this Agreement shall not affect the operation of the Agreement as between the remaining Parties.
Any of the Parties may withdraw from this Agreement for any reason by giving thirty (30) calendar days’ notice in writing of such withdrawal to all other Parties.
If any Party defaults in the performance of any of the terms or conditions of this Agreement (“Breaching Party”), it shall have ten (10) days after service upon it of written notice of such default in which to cure the default. In the event that the Breaching Party fails to cure its default within such period of time, the other Parties shall have the right to terminate this Agreement with respect to the Breaching Party without further notice and without prejudice to any other remedy to which they may be entitled by law or in equity. The decision of one of the Parties to terminate the Agreement with respect to the Breaching Party shall be sufficient to involuntarily withdraw the Breaching Party from the Agreement. The failure of the Parties to object to any default in the performance of the terms and conditions of this Agreement shall not constitute a waiver of either that term or condition or any other term or condition of this Agreement.
18. AGREEMENT NOT EXCLUSIVE
Mutual Aide Agreement GCFCA - (8-19-2026) Final
This Agreement does not prevent and shall not be deemed to impair any Party’s right to enter into additional mutual aid agreements as that Party deems necessary and proper.
19. THIRD PARTY RIGHTS
The Parties agree that the provisions of this Agreement are not intended to create or clarify any rights in third parties not a party to this Agreement. In addition, no third party shall have any right of action under this Agreement. This Agreement shall not be enforceable by any parties other than the Parties.
20. PRIVILEGES AND IMMUNITIES
Any and all privileges and immunities of the Parties provided by state or federal law shall remain in full force and effect.
21. INDEPENDENT CONTRACTOR
Each Party shall pay all wages, salaries, and other amounts due to its own personnel in connection with any and all services under this Agreement and as required by law. Each Party shall be responsible for all reports and obligations respecting their own personnel, including, but not limited to, social security taxes, income tax withholdings, unemployment insurance, and workers' compensation insurance. Employees, independent contractors, or agents of one Party shall not be deemed employees of the other Parties for any purpose.
22. ADMINISTRATIVE REVIEW
This Agreement shall be reviewed on or before the date that is five (five) years after the Dated Date, and thereafter, on or before each subsequent five (5) year anniversary of such Dated Date.
The Fire Chiefs or their designees can make minor revisions, such as clerical changes or revisions to clarity, correct, or update terminology, to the Agreement if agreed upon by all Parties. Any substantive changes would need to be agreed upon and approved by all respective Parties’ governing bodies.
23. ENTIRE AGREEMENT
This Agreement contains the entire Agreement of the Parties with respect to the subject matter, and supersedes all prior negotiations, understandings or agreements. This Agreement may only be modified by a written agreement signed by all Parties.
24. GOVERNING LAW
This Agreement and all matters relating to it shall be governed by the laws of the State of California, and any action brought relating to this Agreement shall be initiated in the Glenn County Superior Court.
25. SUCCESSOR AND ASSIGNS
Mutual Aide Agreement GCFCA - (8-19-2026) Final
This Agreement shall be binding on the successors and assigns of the Parties.
26. COUNTERPARTS
This Agreement may be executed in any number of counterparts, each of which shall constitute an original.
27. SEVERABILITY
In the event that any provision or portion of this Agreement is determined by a court of competent jurisdiction to be invalid, illegal, or unenforceable for any reason, such provision or portion shall be severable from this Agreement. Such invalidity, illegality, or unenforceability shall not be construed to have any effect on the validity, legality, or enforceability of the remaining provisions or portions of this Agreement.
28. AUTHORITY TO ENTER AGREEMENT
Each Party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and bind each respective Party.
SIGNATURE PAGE FOLLOWS
Mutual Aide Agreement GCFCA - (8-19-2026) Final
IN WITNESS, WHEREOF, the Parties have executed this agreement on the dates set forth below. By their signature below, each signatory represents that he/she has the authority to execute this agreement and to bind the Party on whose behalf his/her execution is made. _______________________ _________________________ Artois Fire Protection District Bear Valley-Indian Fire District Date: Date: ___________________________ _________________________ Elk Creek Fire Protection District Glenn Codora Fire District Date: Date: ___________________________ _________________________ Glenn Colusa Fire Protection District Hamilton City Fire Protection District Date: Date: ___________________________ _________________________ Bayliss Fire Protection District Kanawha Fire Protection District Date: Date: ___________________________ _________________________ Ord Fire Protection District Capay Fire Protection District Date: Date: ___________________________ _________________________ Orland Rural Fire District Orland City Fire Department Date: Date: ___________________________ _________________________ Willows City Fire Department Willows Rural Fire Protection District Date: Date:
Attachment 2
DISCUSSION & ACTION
CALENDAR
Agenda Item #10a
_____________________________________________________________________ Date: October 13, 2026
To: Honorable Mayor and Councilmembers
From: Joe Bettencourt, Community Development & Services Director Marti Brown, City Manager
Subject: New Park Project & Grant Application
Recommendation:
Provide direction to staff to:
1. Continue preparing a Round 5 Statewide Park Development and Community Revitalization Program (SPP) application for a northern Willows park and recreation center, evaluating acquisition of approximately two to three acres, as well as an existing park alternative.
2. Return to Council on October 27, 2026, with a City Engineer task order to complete preliminary engineering for the proposed project and funding from applicable Development Impact Fees (DIF) and other sources for Council consideration.
3. Return to Council before grant submission with the required Council authorizing resolution and any other documents that require Council approval.
Rationale for Recommendation:
Initial community input has identified a preference for an indoor sports facility complemented by outdoor recreational amenities. However, the City’s smaller vacant parcels are not suitable for a project of this size and scope. Council direction at this stage will allow staff to evaluate potential sites and project costs in advance of the December 17 grant application deadline, while reserving decisions regarding expenditures and land acquisition for future Council consideration and approval.
Background:
The Statewide Park Program (SPP) Round 5 is a competitive State grant program designed to expand park and recreational opportunities in underserved communities. The program provides $188.5 million in statewide funding, with individual grant awards ranging from $200,000 to $8.5 million and no local matching requirement. Applications are due December 17, 2026, with grant awards anticipated in summer 2027 and project completion required by December 2030. A City Council resolution authorizing the grant application is also required as part of the application process.
To solicit community input and identify project priorities, the City held public meetings on September 18 and October 5, 2026, and plans to conduct a third meeting to further refine potential locations, recreational amenities, and design preferences (Attachment 1). Participants at the initial meeting expressed particular interest in a multipurpose indoor sports facility, outdoor basketball courts and fitness amenities, shaded gathering areas, and safe, accessible facilities. The second meeting continued discussions regarding potential sites and desired amenities. However, no final decisions have been made regarding the project location, design, or specific recreational features, as the City continues to evaluate community preferences and project feasibility.
Discussion & Analysis:
Site Evaluation and Potential Land Acquisition
Staff initially evaluated two City-owned vacant parcels as potential project sites: French and Butte Streets (approximately 0.51 acre) and Wood and Ventura Streets (approximately 0.94 acre). Although the Ventura Street property was considered for an indoor recreational facility, preliminary staff review indicates that neither parcel is large enough to reasonably accommodate a functional multipurpose indoor sports facility, outdoor recreational amenities, adequate circulation, and approximately 30 parking spaces.
The SPP guidelines further limit indoor facilities to no more than 50 percent of the overall park area and require that at least 75 percent of a new building's floor area be dedicated to recreational uses. A conceptual site plan prepared by a qualified engineer will be necessary to determine whether a proposed site can accommodate the desired improvements while meeting program requirements.
Given these limitations, staff is exploring the potential acquisition of approximately two to three acres to develop a new park and recreational facility in northern Willows. The owner of an approximately 13- acre parcel near Butte and Green Streets has expressed preliminary interest in discussing the sale of a portion of the property. However, no specific site, acquisition area, purchase price, agreement, or financial commitment has been established.
An SPP application involving land acquisition would require a parcel map, identification of the proposed acquisition area, and a letter of intent from the property owner indicating a willingness to sell contingent upon a grant award. Any subsequent property acquisition or parcel subdivision would be subject to separate review and approval through the City's established procedures.
Alternative: Existing City Park
Developing a recreational facility within an existing City park remains a potentially eligible alternative and warrants consideration. This option would need to be evaluated based on available space, neighborhood recreational needs, estimated development costs, and competitiveness under the SPP scoring criteria.
The SPP guidelines award 10 project-type points for the development of a new park, compared with 9 points for a qualifying renovation of an existing park. Additional scoring considerations, including sitespecific park accessibility, could influence the relative competitiveness of each option.
While improvements to an existing park could provide valuable recreational opportunities, this approach would not achieve the potential benefit of establishing a new park in northern Willows – where no park currently exists.
Preliminary Project Scope and Grant Funding
With potential land acquisition, construction of a multipurpose indoor recreation center, outdoor recreational amenities, and associated parking and infrastructure improvements under consideration, staff anticipate pursuing up to the maximum SPP grant award of $8.5 million. The final grant request would be based on a defensible project cost estimate, further site evaluation, and subsequent Council review and direction.
To establish project feasibility and prepare the technical materials necessary for a competitive grant application, staff propose engaging the City Engineer to develop one preferred conceptual project plan and associated cost estimate. The proposed scope of work would include:
1. Conceptual Site Plan: Preparation of a comprehensive site plan identifying the proposed recreation building, outdoor recreational amenities, shaded gathering areas, pedestrian pathways, approximately 30 parking spaces, accessible circulation, and calculations demonstrating compliance with applicable indoor and outdoor space requirements.
2. Conceptual Building Floor Plan: Development of a preliminary interior layout identifying proposed sports and recreational uses, restrooms, supporting facilities, approximate dimensions, and square footage allocations for each use.
3. Engineer's Opinion of Probable Cost: Preparation of a preliminary project cost estimate addressing building construction, outdoor improvements, parking, grading, drainage, utilities, design, and contingencies, including identification of key cost assumptions. City staff would separately provide an estimated land acquisition allowance for incorporation into the overall project budget.
4. Preliminary Implementation Schedule: Development of an anticipated project schedule and supporting technical information necessary to complete the applicable SPP grant application materials.
5. Application Consistency Review: One review of the City's technical grant application materials to verify consistency with the final conceptual site plan, proposed improvements, and project cost estimate.
Next Steps and Council Authorization
At this stage, staff seeks Council direction on the preferred project approach and authorization to continue evaluating site and cost feasibility. For example, should the city prioritize the acquisition of property in northern Willows or should staff evaluate improvements to an existing City park as an alternative?
Once direction is given on one of these options, a proposed City Engineer task order, including scope of services, estimated cost, and proposed funding sources, would return to the City Council for separate
consideration and approval in accordance with the Willows Municipal Code and the City's established contracting procedures.
Staff would also return to the Council with the required grant authorizing resolution and any other documents requiring Council approval before the December 17, 2026, application deadline.
No commitment to property acquisition, project construction, or associated expenditures is being requested as part of this discussion.
Consistency with Council Priorities and Goals:
Quality of Life — Expand Youth and Adult Activities: Develop indoor and outdoor recreational facilities and amenities that expand opportunities for physical activity, recreation, and community engagement for residents of all ages.
Financial Stability — Develop a Grant Strategy to Pursue Supplemental Funds: Pursue external grant funding to support the development of community-prioritized recreational facilities while minimizing reliance on local financial resources.
Community Engagement (Cross-Cutting Priority): Engage residents throughout the planning and design process through public meetings and ongoing opportunities for input to ensure the proposed project reflects community needs and priorities.
Fiscal Impact:
There is no fiscal impact associated with providing direction at this meeting. Should the Council elect to proceed, a proposed task order will be presented for consideration at the October 27 meeting, including the estimated cost, eligibility for Development Impact Fee (DIF) funding, and any additional funding sources necessary. All associated expenditures and funding allocations will be subject to separate Council review and approval.
Attachment:
Attachment 1: Public Meeting Flyers
Attachment 1
Agenda Item #10b
_____________________________________________________________________ Date: October 13, 2026
To: Honorable Mayor and Councilmembers
From: Joei Harrison, Finance Director
Marti Brown, City Manager
Subject: Finance and Measure I Oversight Committee Structure Recommendation:
Re-establish the Finance and Measure I Oversight Committee (FMIOC) as a meeting of the full Council on the first or third Tuesday of the month once per quarter.
Rationale for Recommendation:
Mayor Hutson requested that FMIOC structure and meeting schedule be re-agendized for Council discussion and consideration.
Background:
At the January 27, 2026, City Council meeting, the Council discussed the future structure of the Finance and Measure I Oversight Committee (FMIOC). Council members expressed interest in having the full Council participate in quarterly financial and Measure I reporting while maintaining the smaller Finance Committee for detailed financial reviews. Staff were directed to return to the Council with recommendations regarding the committee structure and meeting schedule. Attachment 1 is a verbatim transcript from the January 27 City Council meeting and Attachment 2 is a summary table of discussion.
Discussion & Analysis:
Staff recommend restructuring the FMIOC to include the full City Council and establishing a regular quarterly meeting schedule, with meetings held on either the first or third Tuesday of the designated month.
These quarterly meetings would provide the Council with comprehensive updates on Measure I revenues and expenditures, budget performance, financial forecasts and policies, and the City’s overall financial condition and outlook. In addition, continuing with these objectives would satisfy the commitment and requirements of the Measure I ordinance and the FMIOC Bylaws (Attachment 3).
The Council may also wish to establish a new two-member Finance Committee to conduct more detailed reviews of contracts, expenditures, financial policies, and other matters requiring additional analysis before consideration by the full Council. If the Council elects to establish an additional and new committee, staff recommend that the Council also establish its meeting frequency and schedule, as well as clarify its responsibilities relative to the restructured FMIOC and finance meetings of the full Council.
Consistency with Council Priorities and Goals:
The proposed action is consistent with Council Priority #1: Financial Stability.
Fiscal Impact:
There is no fiscal impact. Meetings would be conducted using existing staff resources.
Attachments:
Attachment 1: Transcript from the January 27, 2026 City Council Meeting Attachment 2: Summary Table of Council Discussion at January 27, 2026 Council Meeting Attachment 3: FMIOC Bylaws
Audio file
New Recording 7.m4a
Transcript
Speaker 1
It's kind of my questioning, wasn't it?
Speaker 2
Yes, the directed rationale says that the November 11th City Council meeting, the mayor directed staff to bring back the discussion agenda item in January. So here we are. And that was, I think, really the outcome of the November 4th Finance Committee meeting, which the agenda packet was quite robust. And I know there was a lot of interest from everybody on the council on the contents of that agenda packet. And that's there was some discussion at the 11th meet at the council meeting on November 11th, which was then decided to bring this back to take a look at the membership guidelines with the committee in general. And so, you know, the options that I put before you and you notice I didn't say option one, two, three. I didn't want you to think of it as like a numerical option. It's more like ABC. So the first option was just the idea of possibly just leaving it literally the way the committee is today, meeting once 1/4, sticking to what's in the bylaws and only the topics that are covered in the bylaws that say what will be covered in each committee meeting each quarter. There's different topics. Meeting includes an update on Measure I, but then there's other items that will be reviewed and looked at different times throughout the year.
Like, for example, the April meeting as a town hall meeting to talk about spending Measure I for the upcoming budget. So either just sticking literally to that, and then if additional items are to be researched, that the committee would then ask for staff to do it and bring it as a formal presentation to the full council. That would be one option. or option A. Option B would be to, if the council so desires, is to dissolve the finance committee as it currently is and have the entire council have a special meeting. They meet quarterly, follow the same bylaws, the same dates, but it would just be a special finance committee meeting that includes the membership of the entire council. And we would use the current bylaws as sort of a template of what the agenda items would be. But of course, the council would be free to add more items because the full council is then there at that meeting. That could be another option. And then, you know, option C was really would be exploring different kinds of configurations, appointing at large members of the public with or without the council on Attachment 1
a committee or, you know, not having the finance committee at all and just solely relying on the required reporting elements that are in the ordinance for measure I, which has some additional reporting in it that's different than what we cover in the finance committee, which I've already actually gotten the finance director to work on because some of those things we haven't been implementing so far, which is tracking measure I and budgeting for it separately. So we're going to turn that into a Tyler project separated out from the general fund. So there's some things in the ordinance that we need to catch up on and do, and we could just only do those things and not have the finance committee at all. That's another possibility. In the ordinance, there is no requirement that was approved that requires a finance committee. There were other requirements, like I said, we're working on, but there was not a requirement in the approved measure I ordinance for a finance committee. So there's a lot of options. I think it's really the council's discretion and purview to decide which direction you want to go?
Speaker 1
I essentially asked for this to be brought up in the November 11th meeting. I think I was watching one of your guys' meetings after the fact, and there was a lot of information in there that I found interesting for my help. Being on the city council, I was like, no, I didn't realize that was costing this much, or I had a question on this bill, or, you know, things I just said about it. that you guys were going through. And so I just figured we'd bring it up and maybe everyone on the council was like, hey, maybe we'd like to all be a part of this habit.
We ran a little bit differently than just the two of you guys taking it on. So I figured I'd just bring it to the council and have a talk about it. With that, I am up for anyone's opinion discussion on this one.
Speaker 3
Well, I'll throw in on this.
Speaker 1
Okay.
Speaker 3
We created the FMIOC as an amendment to our citizens in promoting the sales tax measure.
Speaker 1
Correct.
Speaker 3
When I joined the council, I was assigned a finance committee assignment committee. And what we were doing as a finance committee was, quite frankly, a joke. I didn't see that it was valuable at all for staff or council time. So for the Finance Committee, I thought the appropriate use would be for the committee to be looking at contracts, other expenditures, to make sure that contractors are doing pass-through accounts, that we're getting adequately paid for the pass-through accounts, and all that kind of stuff. That stuff does not happen, could not happen under a group of five. I think you need a committee I've pushed back on asking for some of the stuff because Joanne's leaving, Joey's here, clean, but there are things that I would like to look at. One thing I don't think the council may not know is Marty and I had a meeting with, I don't remember all the details, but the bank.
Speaker 2
Oh, right, yes, correct.
Speaker 3
And in that discussion, we were able to, I don't know what the ultimate reason, So it wasn't earnings credit, so we were allowed, but they were moving money to an interest rate account, so we were able to cover banking costs, which we're outlaying. We no longer have that expense in the city. That's the kind of stuff that I think the finance committee, if it's functioning correct, should be doing. The quarterly meetings, Maybe it would be all right if it was here, but the finance committee needs to survive to be watching the things. Not because we don't trust Joey or Marty, but it's just good solid business practice to be looking at credit card statements. I'd like to look at the Matson and Iceham contract. We're paying a ton of money. What are we getting for that money and is it appropriate? Have we reviewed that and updated it any time in the last five years? I don't know. We have one of those types of contracts that I think the Finance Committee should be looking at. And I don't see how that could be done in a full five-member council meeting and a vote.
Speaker 1
And I don't, just to clarify, I never wanted to get rid of Finance Committee. My thought was the quarterly meetings have them be as part of the council, if possible. Just so many of you guys are answering those questions, are.
Speaker 3
It seems logical for the Yes, because the April meeting is old town hall to review and discuss measuring revenues and expenditures before the budget approval, that would probably be something that would be very beneficial. I don't know if I have a problem with
scheduling the meetings for the full council for the reports, but the work behind each does still have.
Speaker 1
Absolutely. And that's, I wasn't trying to step on those toes at all. I was more of which like the quarterly report. I was curious if we can be a part of that.
Speaker 2
If I could just mention that I think some of the things that Vice Mayor Thomas is bringing up actually are not part of the current bylaws and those quarterly. So maybe the subject matter needs to change or maybe you just don't want to have sort of a template of what subjects will be. I mean, I initially proposed that to the council because it seemed like, you know, otherwise we could be all over the map with, I mean, you know, tons of things, which kind of actually November 4th turned into, and trying to limit it to, finance is a big, I mean, everything touches finance in the city, right? So that could cover lots of ground. And I was trying to like kind of keep it focused because I thought the idea was really to monitor the Measure I revenue and I know that Vice Mayor Thomas wanted to look at a few other finance things, so we added the term finance measure I oversight committee. But I mean, maybe if you want to change the sample things that you're going to talk about in those quarterly meetings, maybe the finance committee should talk about and drill down a little bit more into some other subject matter and the council should get the measure I update every quarter and maybe some higher level updates. And I mean, I think you're probably right, Vice Mayor Thomas, that the council, the five of you don't want to go through contracts together, probably. I know I don't want to, but...
Speaker 1
No, that's not mine. I want to be my point.
Speaker 3
Under the duties of the Finance Committee, item G3 is monitor city finances. Now, what is that? That's kind of a broad term.
Speaker 2
Yes, it is.
Speaker 3
But for me, anything that touches finance looks like a contract. It doesn't say contract. It also goes on to say review and update from time to time as necessary to the city's financial
policies. If we're being good stewards of the money, we should be looking at those things that are constant payments, make sure that they're adequate. It's like the payment that we made to moms, which was one time or two time payment. even though we don't really have access yet have access so we made payments we asked is that appropriate expense so that's the kind of stuff the finance committee I think should be looking at.
Speaker 1
Right along with your item G6 develop policies and plans for financial awareness.
Speaker 4
It almost seems like there's two levels that we're talking about I mean the quarterly meetings I think we're the more the public facing discussion about overall revenues and expenses how we're managing kind of the big picture specifically how we're bringing in Measure I money, spending Measure I money, allocating it. But what I hear Vice Mayor Thomas talking about when it's looking at contracts and whether what we're getting for them, are you looking at, I mean, you're still in an agendized meeting as the finance, are you looking ahead in those discussions and an open, or is it a two-level committee structure where some of it's day-to-day, a two-member working committee? like we used to do, right? And then the other is the quarterly meetings, which are very public facing as outlined in the guidelines, which I would prefer that the whole council be involved in those meetings. Honestly, it's a lot of the public's allowed to see all of us looking and talking about money in, money out, what we're doing. We're talking about spending money for the City of Willows and to have that be in a committee structure with only two council members and then a brief report. word out to the full council, I just don't think it gives them a whole sense of the discussion that might go on. So I'm thinking it's a two-level.
Speaker 3
Well, there's two level, but I also look at it as any money to come, and it's probably not just as your eye, right? So it'd be one thing.
Speaker 4
So I'm thinking if you would, but the four meetings that The January, April, July, and October meetings, we're talking about consistency. of actual expenditures with the approved budget, as well as Measure I. So it's really all budgetary items, overall, mid-year. Some of those bigger level discussions would be at the higher level of the council in the FMI meeting. But then the nitty-gritty of looking at contracts, annualizing those ongoing expenditures, asking those specific questions, is this the best, are we getting the best
money out of this contract? Do we need to go out for bid again and look at this differently? I don't see that as the same thing. No, but this, but.
Speaker 1
This, but like you're going to meet with the bank, like that's, I don't want to, I don't want all five of us to be going and doing that. I think that's where you and Matt come in, right? And that's your guys' section. I'm just, more of which discussing when we're talking about the quarterly meetings and we're doing out-facing, I would like it to be all of us. And that's where I was coming from.
Speaker 4
I agree.
Speaker 3
We have no issue with that.
Speaker 1
You and Matt are doing the financial stuff.
Speaker 5
Yeah, it sounds like we're separating over, you know, finance accountability for the total budget versus the Measure I accountability mechanism, right? And yeah, so I think Measure I specifically, at least for a few years, being that it is general fund money, it's not earmarked, all that, like for a few years, probably makes sense to go, these quarterly meetings. I think that's my biggest disappointments, not the word, but, after it got voted on, we've had very little community engagement about it, very little. And it's been like, hey, we're putting a lot of effort in to make sure that this is all happening right, but folks aren't also kind of participating in it. And so if we, is it going to turn into, another city council meeting?
Speaker 2
Well, interestingly enough, at last year's April town hall meeting that the Finance Committee held, you may recall, the only thing that was asked for was a children's librarian. And it's happening full time. So And that was what was asked for. So that's a plus, but that was the only thing that came out of that council meeting.
Speaker 5
So to clarify, I am very much in agreement with Rick that there needs to be a smaller committee that goes over the fine granularity of finance in general. But I also agree that, hey, those quarterly meetings, you know, it makes sense to have everybody here. I just, you know, finding ways to get the community more involved or, you know, we're doing all this accountability for you. Come hold us accountable.
Speaker 4
What? Would another option be, maybe other than the April town hall meeting, that we just added it to a regular city council meeting? Like you started at 530 and it's the, you know, it's agendized as the FMIOC. It's the whole council. People can come to that and talk specifically about those items and then we would adjourn to our regular meeting, and then we're not happening to have another meeting night. The April meeting, since it's more of a town hall format, could still be held as a town hall with maybe the shining star of that town hall meeting being measured, but taking advantage of that town hall opportunity to maybe talk about some other things going on in the city or input on some other things. So we're meeting our obligations, but we're also maybe using that as an educational forum or just something that would make sense. But then we're not looking at another meeting. But back and forth Tuesdays on their calendar, and once a quarter, there's a special meeting here too that's the... They don't seem to be very long, or they haven't seemed to be very long.
Speaker 2
The November 4th one that raised this whole issue to begin with was about 90 minutes.
Typically, I think they have run 30 to 45 minutes. There might have been one or two there for an hour.
Speaker 5
I think that's the other bit about this is how does that work with a lot of these specific to Measure I, a lot of these meetings, the agendas for them or the scope of them were set a long time ago before Measure I was actually voted on. And so we want to stay true and honor the commitment we made. And so doing that, you know, how do we separate these things while still honoring that, you know, that plan?
Speaker 2
I also, I would like to just add, because if there is a something I feel like it was sort of implied in the ordinance about communicating with the public. And I don't know if you all remember that like in probably my second year, Larry Dominic-Ghini was still the mayor.
And so that feels like a long time ago. We did like a postcard about the budget. It was very glossy, bright colored, double-sided. and mailed it out to the community. And a lot of
people were, where'd that come from? What's this about? And a lot of that questioning. But a lot of people were really like, wow, I've never seen-- I didn't know all these things about the budget. And I felt like we got a greater response just from people receiving literally direct mail in their mailbox that was flashy. And it costs a little bit of money. But I mean, people talked about it and looked at it and studied it. And people came in and asked me questions about what was on it. I mean, I hate to say it, but sometimes that's what people need to get them engaged, I think, because I mean, look. So I don't know if that's also something that the council would ever want to, maybe not quarterly, but once a year to do something like that.
Speaker 1
Like our town hall or something, like the April town hall would be a good thing. Like, hey, here's a pie chart with it, save the date on it.
Speaker 2
Yeah, I mean, the thing that we sent out, for those of you who didn't see it, I think I can dig up a few more copies of that postcard. But I think that direct mail piece cost us about five to $6,000 between the design and mailing of it.
Speaker 5
Mailers are expensive.
Speaker 2
They are. But I was surprised at how much attention it also got from people. So I mean, just one idea.
Speaker 5
I think the other thing is in making this decision or furthering this discussion is this moment in time, right? This is the first year of this and everything's going great and everybody feels good about it, right? I think Moreland, unfortunately, is experiencing the other side of this coin, is what happens when we vote on a tax measure and we collect these monies and when we still run a deficit and then people get really interested in what's going on. I think staying consistent with what we are doing so we can draw the roadmap and we don't get to one of those meetings, I think that's what we should planning for here here you.
Speaker 1
Don't want to have one of their meetings?
Speaker 5
Oh I read the transcript holy moly no all right.
Speaker 1
So I think we have a general consensus then that we'd like to see the quarterly meetings possibly be full Council yeah that's fine okay just still have you and Matt a meeting.
Speaker 3
I don't have to run wait.
Speaker 1
No, I'm hoping you guys running it. Now he's got the finance committee.
Speaker 2
So are you, are you, so you're not gonna stick with the current schedule and date, which is not on a council meeting? You want it to dovetail with a council meeting now at 5:30? Is that? I think what Evan said was it.
Speaker 4
Will all stay the same separate.
Speaker 2
So it would be like a special finance meeting.
Speaker 1
It would be a special meeting still, but the five of us would be there.
Speaker 3
Yeah, your April town hall is going to be tough if you're going to try to do that in front of a council meeting. Because if that meeting goes an hour, 10, an hour and 30 minutes, it won't work.
Speaker 2
Correct. And so then are you thinking that the two current finance committee members would just be sort of on special assignment from time to time? Speaker 1
Well, no, they'd be still have their finance committee. They would just... measure I oversight would be quarterly meetings, right? Am I saying that wrong?
Speaker 5
Maybe the better question is.
Speaker 3
What I outlined is my vision of what a finance committee should be doing. Is that what council agrees?
Speaker 1
What you guys are doing is great. I don't want you to think that anything you're doing. I like that quarterly.
Speaker 4
Specifically, what it says they do is they do measure I revenue and expenditures, annual audits and compliance reporting, annual and quarterly budget updates, augmentations and forecasts, long-term planning, including but not limited to city revenue and expenses, deferred maintenance and capital planning, and long-term liabilities, and other finance planning. But that's all put on the FMIOC, not the full council. So if that's not full council responsibilities and it's finance, and we're just getting reports back on that, or you're agendizing other council topics to talk about the same thing that the finance committee is talking about.
Speaker 2
But we can do that. That sounds kind of like double...
Speaker 4
Well, I'm just saying this is what the finance committee is doing. So if they're doing it, then all the rest of us are ever hearing is their record. I have a discussion. So we're either doing it twice or we're doing council doing it. Our heavy hitting finance is done quarterly under guidelines, and that includes goods and augmentation, not stuff, rather than That was the point I was like, I mean, if I'm going to go to the, as a council member, I'm going to the meetings because I want you guys are talking about, but because you're talking about something you've already read, I still have to know what you're even talking about because otherwise I don't know. So as a council member, I have to read something, watch it at your meeting, or go to it to know what's going on financially. And I just think I would rather have the discussion and all this hearing the same thing because we might have different input in that.
Speaker 2
So can I make a suggestion then? I mean, would it be worth it for the task of maybe the finance committee, the current finance committee, to parse out what would be something that maybe that they would do that's significantly different than and kind of addressing specifically Vice Mayor Thomas's concerns of like there's some things that don't really work with the five council members necessarily and come up with sort of like different structure and different topics, subtopics that the two-person finance committee would address versus the full, new council plan slash finance committee. Would it be worth it to come back with a recommendation after a couple people on the council with me work on that and kind of try to separate that out?
Speaker 3
I think that would be appropriate based on perpetuity for future council members. So you get a new council member who gets assigned to the Finance Committee. Not necessarily the FMIOC, but these are the things you should be looking at. I think that's appropriate.
Speaker 2
Because the reason I bring it up, especially Council Member Pride, is just because I can I'm sensing that it'd be difficult right now to try to like work this out and that it would probably be better for me with a couple council members if you don't want it to be the finance committee, other people on the council or maybe I just talk to each of you individually and I learn what you want to hear in the five-person finance committee versus the two-person and then come back with different rules of the game rather than trying to sit here and do it together on the dais.
Speaker 3
I thought for the quarterly was just to be more of which they're reporting and they're asking you the questions or if we have questions on what we read in their agenda packet then we can ask them if they're in a more formal setting. But I understand how there's sort of separate those into the two different categories. So yeah.
Speaker 2
So maybe what I'll do is, unless the two of you want to work on it with me, I will just set up individual meetings with each of you to hear what your concerns are and how you'd like to see that separation. And then I'll make the sausage and I'll put it all together and I'll come back to the council with a recommendation. How does that sound? Speaker 3
Either the council or the finance committee, and since they're the ones that are divvying it themselves essentially between that, I don't know.
Speaker 2
I think you would have to come back to all of you because you're going to establish a new structure. So I think it would just be all of you. So it's going to take me a minute, but I'll, how about I come back with something. Mr. Mayor.
Speaker 3
Yes.
Speaker 4
Yeah, I just, just brief, very brief comments. I was in, you know, we have standing bylaws. I was in favor of the bylaws. I'm still in favor of the bylaws as written for the finance. Measure I Oversight Committee and thank you Rick and Matt for serving on that committee and you've done a fantastic job and keep up the good work. But you know, the bylaws do cast a wide net and it basically anything finance related, that's what the bylaws say. So if there's any cleanup that needs to be done, I think they can easily be done with a minor amendment to the bylaws, but I don't have a problem with the council meeting. quarterly is a full council. But I do like Lori's idea about tackling it at regular council meeting nights because we still have our town hall chair. We start at 530, I mean, of our meeting. I don't have a problem with that at all. But anyway, I don't want to get too far in the weeds here, but I think it's a good topic of discussion. And you're really if it ain't broke, don't fix it. And the finance committee is doing good work. and appreciate your work. And like I say, the bylaws as written, it does cast a wide net. Pretty much anything in finance is what it says. So anyway, those are my thoughts. And if you want to come back, I'm in favor of coming back with other recommendations, but I do appreciate the work that you've done. And we do have a promise to the citizens, to our constituents that which is why the FMIOC was formed, you know, primarily to the Measure I oversight. And like Rick says, our former finance committee was ridiculous the way it was set up approving eight bills. But it was educational for new council members. It really was. That was the only real benefit. Other than that, it was silly. But anyway, those are my thoughts.
Speaker 5
Thank you.
Speaker 3
Okay. Direction has been given at this point. Perfect.
Attachment 2
SUMMARY TABLE
FMIOC – City Council Comments and Feedback
Extracted from the January 27, 2026 Meeting Transcript:
The following organizes the City Council's comments and recommendations regarding the future structure, responsibilities, meeting format, and reporting expectations of the Finance and Measure I Oversight Committee (FMIOC).
Overall Council consensus
The discussion reflected general support for a two-level structure that would distinguish between detailed financial oversight and quarterly financial reporting involving the full City Council.
• Two-member Finance Committee: Continue reviewing detailed financial matters, contracts, expenditures, banking arrangements, and financial policies. • Full City Council quarterly meetings: Include all five Councilmembers in discussions of Measure I revenues and expenditures, overall budget performance, financial forecasts, and other significant financial matters.
• Public engagement: Maintain transparent reporting and opportunities for residents to understand and provide input on City finances, particularly Measure I. • Meeting efficiency: Explore scheduling quarterly meetings in conjunction with regular City Council meetings, while retaining a separate April town hall. • Bylaws: Clarify the respective responsibilities of the two-member committee and the full Council to avoid duplication.
Individual Council Comments and Requested Changes
Councilmember /
Speaker
Comments and Feedback Requested Future Approach
Mayor
The existing FMIOC meetings contain
valuable financial information that all
Councilmembers should receive. and
have an opportunity to discuss.
Include all five Councilmembers in
quarterly financial meetings while
retaining the two-member
committee for detailed financial
work.
Vice Mayor
Thomas
The Finance Committee should
provide meaningful oversight of City
contracts, expenditures, financial
policies, and recurring costs, rather
than simply reviewing bills.
Retain the smaller Finance
Committee with authority to
examine detailed financial
transactions and identify potential
savings or improvements.
Speaker 4
The current quarterly meetings
address important financial subjects
that should be discussed directly by
the entire Council, rather than
summarized afterward by two
committee members.
Establish quarterly full-Council
financial meetings, with detailed
contract and operational reviews
handled separately. Consider holding
quarterly meetings before regular
Council meetings.
Speaker 5
The City needs both detailed
financial oversight and a transparent
Measure I accountability process.
Community participation since
Measure I's approval has been
limited.
Preserve quarterly Measure I
reporting, involve the full Council,
increase community engagement,
and honor the City's original public
accountability commitments.
Speaker 4 –
concluding
comments
Expressed support for the existing
FMIOC bylaws and appreciation for
the committee's work. Suggested
that minor amendments may be
sufficient to clarify responsibilities.
Preserve the existing framework
where practical, make targeted
bylaw amendments, and consider
scheduling quarterly meetings on
regular Council meeting nights.
BYLAWS
THE FINANCE AND MEASURE I OVERSIGHT COMMITTEE
CITY OF WILLOWS, CALIFORNIA
A. PURPOSE
1. The purpose of the Committee is to review city finances and make recommendations to the City Council. Review of the city’s fiscal matters shall include but are not limited to, the City's annual independent audit, City fees, City service charges, and budgets, accounts payable, Investment, General Fund reserve and Pension Funding policies.
2. The Committee shall have an initial purview over any item assigned to it by the City Council as well as any items being advanced by the City Manager that implement or relate to the overall jurisdictional purpose of the Committee.
3. Activities of FMiOC shall include reviewing and tracking consistency between actual expenditures and the approved budget over the course of the fiscal year, quarterly review Measure i revenue progress and expenditures, and as necessary, revisiting Debt.
4. While the City Council will continue to review the detailed check register of monthly accounts payable as part of the City Council agenda, the FMiOC will review, consider and recommend to the full Council on the mid- and long-term implications of the city’s revenue and expenditure trends, as well as review and recommend updates to financial policies as needed. Committee activities may include the review, discussion, and input in the following areas:
a. Measure i revenue and expenditures,
b. Annual audits and compliance reporting,
c. Annual and quarterly budget updates, augmentations, and forecasts, and d. Long-term planning, including but not limited to:
➢ City revenues and expenses, including related fee and tax studies, ➢ Deferred maintenance and capital planning, and
➢ Long-term liabilities, debt, and other finance planning.
5. The Committee will not have jurisdiction to discuss any budget approaches that would require good faith bargaining with labor groups.
6. While the Committee may request data and reports, FMiOC may not direct staff’s dayto-day work, including assigning research projects that may undermine staff’s ability to maintain daily operations, without the authority and approval of the entire Council.
B. FUNCTION
The Committee may, by a vote of the consensus of the majority of appointed Committee Attachment 3
Members, decide to postpone, continue, or table an item on the agenda. On any item on an agenda, the Committee may allow for an informational presentation by City staff relating to the item. With respect to an action item, and after discussion and consideration of the item, the Committee may take one of the following actions:
1. Vote by consensus of a majority of the appointed Committee Members to approve the recommendation of staff or the originator of the proposed action item and forward the recommendation onto the full Council. The Committee may, as a condition of approval, request additional information to be presented for consideration when the full Council hears the item.
2. Fail to approve any recommended action, in which case the item shall not be forwarded to the full City Council; provided that the City Council shall have jurisdiction to place the item on the agenda for a future City Council meeting, in accordance with the requirements of the Meeting Protocols for agenda setting, if no action was taken on the item due to any one of the following reasons:
➢ Due to the cancellation of a committee meeting, or
➢ Due to lack of a quorum, or
➢ The Committee was unable to approve any recommended action.
3. Any undecided or divided vote of the two-Council Committee shall automatically be presented to the full Council for consideration.
4. By a consensus of the Members present, may continue any item to a later meeting for further discussion and consideration.
C. ROLE AND RESPONSIBILITIES
The role of the Finance and Measure i Oversight Committee is to provide quarterly updates to the full City Council as part of the regular agenda to inform the City Council and the public of the City’s overall fiscal management including the performance of Measure i (e.g., revenue, expenditures).
For the first three years of Measure i, these updates and reports to the City Council will occur quarterly as part of the Treasurer’s Report and will include identifying sales tax revenues and expenditures. All reports will be posted on the City’s website.
After the first three years, the FMiOC and City staff will produce an annual report that includes the sales tax revenues and expenditures to be presented to the Council and posted on the City’s website.
For the first five years, the FMiOC will conduct one town hall meeting per fiscal year to report to the public on proposed expenditures of the transaction and use tax and to receive public input on how to expend the monies. The town hall meeting will be held in the spring before the final budget approval.
D. MEMBERSHIP GUIDELINES
1. Membership. The Finance Committee shall consist of two (2) City Councilmembers appointed by the entire City Council. The Mayor shall serve as the Committee alternate.
2. Term. Each member shall serve a one-year term; selected as part of the City Council's annual appointment process outlined in the Council's Protocol Manual.
3. Attendance. If a member of the Finance Committee fails to attend two (2) of the regularly scheduled and quarterly meetings in any calendar year, his or her position on the Finance Committee shall automatically become vacant. For quorum confirmation, a member who is unable to attend a meeting shall inform the staff liaison designated by the relevant City Department at least 48 hours before the next meeting.
E. QUORUM
A quorum of the Finance Committee shall consist of both appointed Members. A quorum must be present in order for the Finance Committee to hold a meeting.
Meetings of the Committees may be noticed as a Special Meeting of the City Council if a majority of the members of the Council plan to attend and participate as part of the Committee.
F. OFFICERS
1. The officers of the Finance Committee shall be:
a. The Chairperson and
b. The Vice-Chairperson.
2. The Chairperson shall:
a. Preside at allregular and special meetings.
b. Rule on all points of order and procedure during the meetings.
G. DUTIES OF THE COMMITTEE
1. Review, discuss, and provide direction to facilitate the preparation and presentation of accurate, timely, and meaningful financial statements to the Council from City staff.
2. Oversee the preparation of the Annual Townhall Meeting on Measure i, as well as the preparation and presentation of the Measure i Annual Report.
3. Monitor City finances.
4. Review and update from time to time and as necessary the city’sfinancial policies.
5. Be familiar with and review periodically the organization's annual budget; Ensuring that the financial elements of the City are in accordance with the City Council's Strategic
Priorities.
6. Develop policies and plans for financial awareness in cooperation with other public and private agencies.
7. Provide recommendationsto the City Council on such matters that may be referred to the City Council by the community.
H. MEETINGS
1. Regular meetings of the FMiOC shall be held on the third Tuesday of October, January, April, and July starting at 5:30 pm.
2. If the scheduled date of a regular meeting conflicts with a holiday period, staff shall reschedule that meeting to be conducted within that month.
3. Any regular meeting may be adjourned, or any item on the agenda continued to the next or any subsequent regular meeting of the Finance Committee, by a majority of the quorum. If a meeting is adjourned or an item is continued to a special meeting to be held on a date other than a regular meeting date, the time, place, and date of such special meeting shall be specified in the motion for adjournment or continuance.
4. All meetings are subject to the Brown Act as set forth in Government Code Sections 54950.
Accordingly, all meetings shall be publicly noticed and agendas for all meetings shall be prepared and distributed in accordance with the current City Council meeting procedures and the Brown Act, including posted on the City’s website and front door of the Civic Center 72 hours prior to a meeting.
5. All meetings will be recorded via video and/or audio and will be posted on the City’s website after the meeting.
6. Action minutes will be produced for all meetings and posted on the City’s website.
7. All meetings shall be conducted in accordance with the current City Council meeting procedures.
I. AGENDA SCHEDULE
▪ January Meeting
Review and track consistency of actual expenditures with the approved budget, as well as Measure i revenue progress. Meeting results and any recommendations to be presented to the entire Council within one month of the January FMiOC meeting. ▪ April Meeting
As required by the Measure i Ordinance, hold a Townhall Meeting to review and discuss Measure i revenues and expenditures. Before final budget approval and within one month of the April meeting, recommend to the full Council any Measure i expenditures for the next fiscal year to be included in the new budget. ▪ July Meeting
Review the City’s finance policies for any needed updates and/or changes. Recommend
any changes to the full Council within one month of the July meeting. ▪ October Meeting
Review and track consistency of actual expenditures with the approved budget. Review year over year comparison of sales tax, property tax and Transient Occupancy Tax (TOT) comparing the most recent fiscal year to the prior fiscal year.
J. ADMINISTRATIVE PROCEDURES AND POLICIES
City Boards and Committees shall follow all applicable City administrative policies and procedures, as well as the Willows Municipal Code.
K. STAFF LIAISON
The Finance Committee’s staff liaison will be the City Manager with support from the Finance Director.
L. ADOPTION
This document, as adopted by the City Council, October 15, 2024, by Resolution 35-2024 and shall serve as the Bylaws for the Finance and Measure i Oversight Committee.
Agenda Item #10c
_____________________________________________________________________ Date: October 13, 2026
To: Honorable Mayor and Councilmembers
From: Joei Harrison, Finance Director
Marti Brown, City Manager
Subject: 2026 Executive & Mid-Management Benefits Summary & Handbook Recommendation:
Consider, discuss, and adopt the 2026 Executive and Mid-Management Benefits Summary & Handbook, with any amendments as directed by the City Council.
Rationale for Recommendation:
Currently, the City of Willows does not have a formal document outlining the employment benefits provided to executive and mid-management employees. The proposed Handbook would establish a comprehensive, written reference documenting these benefits and providing clarity and consistency regarding their application.
Background:
For the past two years, the City Manager has been working with RGS Consulting to comprehensively update the City’s 2017 Personnel Rules. With the draft Personnel Rules now complete, this is an appropriate time to develop a separate benefits summary and handbook for the City’s management team that clearly identifies and consolidates their benefits into a separate document, similar to the memorandums of understanding with the City’s bargaining units.
Maintaining a separate management benefits document is also a common municipal practice and provides greater clarity and consistency in the administration of benefits that are both the same and differ from those provided to represented and non-management employees.
Discussion & Analysis:
The Handbook (Attachment 1) highlights benefits that are both the same as non-management employees and unique to management classifications and not included in the Personnel Rules, including:
Administrative Leave,
Cost of Living Increases (COLA) when a manager has reached the top step of their job classification,
Life Insurance,
Health Insurance,
Education Incentive,
Bilingual Pay,
Longevity Pay,
Mobile Phone Stipend,
Uniform Allowance, and
Recording Time by Exempt Employees (e.g., “flex time”).
Many of these benefits are also extended to non-exempt, represented employees, which are available in their respective Memorandums of Understanding.
New Recommendations:
Uniform Allowance: Currently, the City does not provide a uniform allowance for the Fire Chief, Police Chief, or Superintendent of Public Works. The Superintendent of Public Works does, however, receive an annual boot allowance of $250.
Staff recommend establishing an annual uniform allowance of $1,000 for the Fire Chief and Police Chief and $500 for the Superintendent of Public Works, with the Superintendent’s uniform allowance replacing the existing boot allowance.
Providing uniform allowances for these classifications is a common municipal practice and recognizes the professional attire, uniforms, footwear, and related items associated with their respective positions. Generally, annual uniform allowances for Fire and Police Chiefs range from approximately $1,000 to $1,500, while allowances for Public Works Superintendents typically range from approximately $400 to $800. The proposed allowances are therefore within customary municipal ranges and provide a reasonable benefit for each classification.
Severance: While not included in the attached Management Benefits Handbook, staff recommend that the Council consider establishing severance benefits for employees terminated without cause.
Specifically, staff recommend providing department heads with severance equivalent to 90 days of fulltime salary and mid-level managers with severance equivalent to 60 days of full-time salary after 12 months or more of service.
For at-will management employees who do not have individual employment contracts, severance upon termination without cause is an established practice in California local government. City of Willows managers do not have employment contracts. They are at-will employees.
Fiscal Impact:
There is no fiscal impact by adopting the attached Executive and Mid-Management Benefits Summary & Handbook.
Attachments:
Attachment 1: Executive & Mid-Management Benefits Summary & Handbook Attachment 2: Councilmember Pride Comments & Staff Responses
m
Effective October 13, 2026
CITY OF WILLOWS
EXECUTIVE AND
MID-MANAGEMENT
BENEFITS SUMMARY
& HANDBOOK
Attachment 1
+
Table of Contents
STATEMENT OF PURPOSE 4
ARTICLE I - GENERAL PROVISIONS 4
EXECUTIVE AND MID-MANAGEMENT STATUS 4
USE OF CITY FACILITIES 4
ARTICLE II - DIRECT PAY FOR SERVICE 5
SALARY INCREASES 5
COST OF LIVING ADJUSTMENT (COLA) 5
ANNIVERSARY FORMULA 5
APPLICATION OF RATES 6
ADVANCEMENT 6
REVISION OF SALARY RANGES 6
OVERTIME AND ADMINISTRATIVE LEAVE 6
PAY PERIODS 7
WORK PERIOD 7
ARTICLE III - INDIRECT PAY, ALLOWANCE, BENEFITS, STIPENDS 7 RETIREMENT 7
LIFE INSURANCE 8
HEALTH INSURANCE 8
EDUCATION INCENTIVE 8
BILINGUAL PAY 8
LONGEVITY PAY 9
MOBILE PHONE STIPEND 9
UNIFORM ALLOWANCE 9
ARTICLE IV - ATTENDANCE AND LEAVE 9
ATTENDANCE 9
RECORDING TIME BY EXEMPT EMPLOYEES 10
HOLIDAYS 10
VACATION LEAVE 10
ADMINISTRATION LEAVE 10
SICK LEAVE 11
OTHER AUTHORIZED LEAVES OF ABSENCE 11
ARTICLE V - SPECIAL PROVISIONS 13
RESIDENCY REQUIREMENT 13
LAYOFF & ELIMINATION OF POSITION 13
ARTICLE VI – MANAGEMENT CONCERNS AND ADMINISTRATIVE REVIEW 13
MANAGEMENT CONCERNS 13
ARTICLE VII - DISCIPLINARY ACTION AND PROCESS 14
AT-WILL EMPLOYMENT 14
DISCIPLINARY PROCEDURES AND APPEALS 14
PROTECTED RIGHTS AND NON-RETALIATION 14
ARTICLE VIII - RESOLUTION, FULL UNDERSTANDING, AND NON-NULLIFICATION 15 RESOLUTION 15
FULL UNDERSTANDING AND MODIFICATIONS 15
NON-NULLIFICATION 15
APPENDICES 16
Appendix I – Sick Leave 17
Appendix II – Vacation 18
Appendix III – Salary Schedule 19
STATEMENT OF PURPOSE
This Executive and Mid-Management Benefits Summary and Handbook (“Handbook”) establishes the compensation, benefits, leave provisions, and other employment terms applicable to Executive and Mid-Management employees of the City of Willows (“City”).
This Handbook supplements the City’s Personnel Rules and Regulations. Provisions not specifically addressed in this Handbook shall be governed by the Personnel Rules and other applicable City policies.
In the event of a conflict, applicable law, City ordinances, City Council resolutions, and individual employment agreements shall control, as applicable.
ARTICLE I - GENERAL PROVISIONS
EXECUTIVE AND MID-MANAGEMENT STATUS
Executive and Mid-Management employees are confidential, non-represented, at-will employees who serve at the pleasure of the applicable appointing authority, consistent with the City's Personnel Rules and Regulations. Employment may be terminated at any time, with or without cause or advance notice, unless otherwise provided by an individual employment agreement, City ordinance, City Council resolution, or applicable law.
Nothing in this Handbook creates a contract of employment, guarantees continued employment, or alters an employee's at-will status.
USE OF CITY FACILITIES
Executive and Mid-Management employees shall comply with the City's Personnel Rules and Regulations governing the authorized use of City facilities, equipment, and resources, including Sections 7.6(E)(15) and 10.8.
ARTICLE II - DIRECT PAY FOR SERVICE
SALARY INCREASES
Executive and Mid-Management employees shall be compensated in accordance with the salary provisions established in Section 9.1 of the City's Personnel Rules and Regulations and the salary schedule adopted by the City Council, except as otherwise provided in this Handbook.
See Appendix III for the current adopted salary schedule.
COST OF LIVING ADJUSTMENT (COLA)
Upon reaching the highest step of the established salary range, Executive and Mid-Management employees shall be eligible for an annual Cost of Living Adjustment (COLA) in lieu of further salary step advancements.
The annual COLA shall be based on the applicable Consumer Price Index (CPI) as of the end of the month preceding the employee's salary advancement anniversary date, subject to a minimum of two and one-half percent (2.5%) and a maximum of three percent (3.0%).
The COLA shall be determined as follows:
• CPI below 2.5%: A 2.5% COLA.
• CPI between 2.5% and 3.0%: A COLA equal to the applicable CPI. • CPI above 3.0%: A 3.0% COLA.
The COLA shall be applied to the employee's base salary on their salary advancement anniversary date.
The City Manager's compensation and any COLA shall be governed by the City Manager's individual employment agreement and applicable City Council action.
ANNIVERSARY FORMULA
Anniversary dates for leave accruals and salary administration shall be determined in accordance with Section 9.1(D) of the City's Personnel Rules and Regulations.
For Executive and Mid-Management employees who have reached the highest step of their established salary range, subsequent salary adjustments shall be governed by the Cost of Living Adjustment (COLA) provisions of this Handbook.
APPLICATION OF RATES
Initial salary placement and administration of salary ranges shall be governed by Section 9.1 of the City's Personnel Rules and Regulations.
For Executive and Mid-Management employees, the City Manager may authorize initial placement at a higher step within the adopted salary range based on qualifications, experience, education, specialized skills, recruitment considerations, internal equity, or the operational needs of the City.
Salary placement shall not exceed the highest step of the adopted range except as authorized through the COLA provisions of this Handbook or other salary adjustments approved by the City Council.
ADVANCEMENT
Salary step advancement for Executive and Mid-Management employees shall be governed by Section
9.1 of the City's Personnel Rules and Regulations and the City's established performance evaluation process.
Advancement within the adopted salary range shall be based on satisfactory performance, completion of applicable time-in-step requirements, and approval by the City Manager.
Upon reaching the highest step of the applicable salary range, subsequent salary adjustments shall be governed by the Cost of Living Adjustment (COLA) provisions of this Handbook.
REVISION OF SALARY RANGES
Revisions to salary ranges for Executive and Mid-Management employees shall be governed by Section
9.1(K) of the City's Personnel Rules and Regulations.
The City Manager's compensation shall be governed by the City Manager's individual employment agreement and applicable City Council action.
OVERTIME AND ADMINISTRATIVE LEAVE
With the exception of the Fire Chief classification, Executive and Mid-Management employees are designated as exempt employees and are not eligible for overtime compensation or compensatory time off for hours worked in excess of their regular work schedule. The Fire Chief classification is eligible for overtime only when working on a strike team incident as assigned by the California Office of Emergency Services (Cal OES).
In recognition of the additional responsibilities, extended work hours, and operational demands associated with management positions, eligible Executive and Mid-Management employees shall receive eighty (80) hours of Administrative Leave each fiscal year.
Administrative Leave is provided in lieu of additional compensation or compensatory time for hours worked beyond the employee’s normal work schedule and shall be administered in accordance with Article IV – ATTENDANCE AND LEAVE.
PAY PERIODS
Payroll administration and payment of wages for Executive and Mid-Management employees shall be governed by Sections 9.1(N)–(O) of the City's Personnel Rules and Regulations and applicable law.
WORK PERIOD
Work schedules for Executive and Mid-Management employees shall be governed by Sections 6.1 and
6.4 of the City's Personnel Rules and Regulations.
Executive and Mid-Management employees may be authorized to work alternative schedules, including 4/10 or 9/80 schedules, with approval of the City Manager based on operational needs.
Such schedules shall not relieve exempt management employees of their responsibility to work the hours necessary to fulfill the duties and responsibilities of their positions.
ARTICLE III - INDIRECT PAY, ALLOWANCE, BENEFITS, STIPENDS
RETIREMENT
Executive and Mid-Management employees shall participate in the California Public Employees’ Retirement System (CalPERS) in accordance with Section 9.2 of the City’s Personnel Rules and Regulations, the City’s CalPERS contract, and applicable law.
Applicable retirement formulas are based on each employee’s CalPERS membership classification, including:
• Public Safety Classic: 3% at age 50
• Miscellaneous Classic: 3% at age 60
• Public Safety PEPRA: 2.7% at age 57
• Miscellaneous PEPRA: 2% at age 62
Eligible employees may receive Military Service Credit as Public Service in accordance with the City’s CalPERS contract and applicable CalPERS provisions.
LIFE INSURANCE
Effective July 2025, all employees of this unit shall have a $50,000 life insurance benefit paid by the City.
HEALTH INSURANCE
Executive and Mid-Management employees employed by the City as of July 1, 2022, shall continue to be eligible for 100% City-paid health insurance for the employee and eligible family members under the Silver Plan. These employees shall remain responsible for the full cost of dental and vision insurance premiums.
Executive and Mid-Management employees hired after July 1, 2022, shall be eligible for 100% City-paid health, dental, and vision insurance for the employee and 50% City-paid health, dental, and vision insurance for eligible family members.
Eligible Executive and Mid-Management employees shall receive an annual City contribution of $750 to a Health Reimbursement Account (HRA).
Upon separation from City employment, regardless of the reason for separation, City-paid health, dental, and vision insurance premiums shall terminate at the end of the month in which the separation occurs, subject to applicable law and plan provisions. Continuation coverage shall be governed by Section 9.2(B)(1)(f) of the City's Personnel Rules and Regulations and applicable law.
EDUCATION INCENTIVE
The City will provide an educational incentive of $50 per month upon obtaining a bachelor’s degree or $100 per month upon obtaining a master’s degree. Employees may receive either the bachelor’s degree stipend or the master’s degree stipend, but the incentives are not cumulative.
The City does not provide any additional educational incentive for degrees or academic credentials beyond the master’s degree level.
BILINGUAL PAY
Employees who successfully pass Alta Language’s speaking and listening Spanish language assessment shall receive a $250 per month stipend. Those employees in the Fire Department job classifications shall be required to administer the Fire Services language test. Those employees in Police Department job classifications shall be required to administer the Law Enforcement language test. All other employees in other departments and job classifications shall administer the General Proficiency language test. City to pay for the first test. Any additional testing is at the employee’s expense.
LONGEVITY PAY
Employees with ten (10) years of continuous employment service with the City are eligible for a longevity stipend of $100 paid monthly. Employees with twenty (20) years or more of continuous employment service with the City are eligible for a longevity stipend of $200 per month.
MOBILE PHONE STIPEND
Executive and Mid-Management employees who use their personal mobile telephone for City business may receive a $40 per month mobile phone stipend.
Employees issued a City-owned mobile telephone are not eligible to receive the phone stipend.
UNIFORM ALLOWANCE
The City recognizes that certain management employees are required, by virtue of their positions and assigned duties, to wear uniforms, specialized work apparel, and/or protective footwear while performing City business.
Uniform allowances are intended for items reasonably necessary for the performance of an employee's official duties. The City Manager may establish administrative procedures governing eligible items, purchasing or reimbursement procedures, payment frequency, documentation requirements, and other conditions necessary to administer the allowance.
Uniform allowances shall be administered in accordance with applicable federal and state wage, tax, and reporting requirements. Nothing in this section prohibits the City from directly purchasing or providing required uniforms, apparel, footwear, protective equipment, or other items in lieu of, or in addition to, a uniform allowance when authorized by the City.
Police Chief. The Police Chief shall be eligible for a uniform allowance of $1000 annually to offset the cost of purchasing, replacing, and maintaining required department uniforms, duty apparel, footwear, and related uniform items.
Fire Chief. The Fire Chief shall be eligible for a uniform allowance of $1000 annually to offset the cost of purchasing, replacing, and maintaining required department uniforms, station wear, footwear, and related uniform items.
Public Works Superintendent. The Public Works Superintendent shall be eligible for a uniform allowance of $500 annually to offset the cost of purchasing, replacing, and maintaining required work clothing, uniforms, safety footwear, and related apparel appropriate to the position.
ARTICLE IV - ATTENDANCE AND LEAVE
ATTENDANCE
Executive and Mid-Management employees shall comply with the attendance, absence notification, and job abandonment provisions established in Sections 6.5 and 7.5(F) of the City's Personnel Rules and Regulations.
RECORDING TIME BY EXEMPT EMPLOYEES
Executive and Mid-Management employees shall comply with the exempt employee timekeeping, attendance, and leave reporting requirements established in Sections 6.2(D)–(F) of the City's Personnel Rules and Regulations.
Fire Chief – Cal OES Overtime Exception: Notwithstanding the general provisions applicable to exempt employees, the Fire Chief may be eligible for overtime compensation when assigned to qualifying strike-team incidents through the California Governor's Office of Emergency Services (Cal OES), subject to applicable law and City authorization.
HOLIDAYS
Executive and Mid-Management employees shall receive holidays in accordance with Section 9.3(A) of the City's Personnel Rules and Regulations.
Due to the nature of their responsibilities, Executive and Mid-Management employees may be required to work or remain available on recognized holidays to meet operational, emergency, public safety, or other City needs.
Exempt Executive and Mid-Management employees shall not receive additional overtime compensation or compensatory time off for work performed on a holiday, except as otherwise authorized under the Fire Chief – Cal OES Overtime Exception. Administrative Leave is provided in recognition of the additional hours and responsibilities associated with management positions, as established in this Article.
VACATION LEAVE
Executive and Mid-Management employees shall accrue and use vacation leave in accordance with Section 9.3(B) of the City's Personnel Rules and Regulations.
Vacation leave accrual rates for Executive and Mid-Management employees shall be as established in Appendix II of this Handbook.
Vacation leave shall be scheduled with the approval of the City Manager, taking into consideration the operational needs of the City.
The City Manager's vacation leave benefits shall be governed by the City Manager's individual employment agreement.
ADMINISTRATION LEAVE
Executive and Mid-Management employees shall receive eighty (80) hours of paid Administrative Leave each fiscal year, covering the period of July 1 through June 30.
Administrative Leave is provided in recognition of the additional responsibilities, extended work hours, and operational demands associated with Executive and Mid-Management positions.
Administrative Leave:
• Shall be credited on a fiscal year basis.
• May be used with approval of the City Manager.
• May be used in hourly increments.
• Does not accumulate or carry over from one fiscal year to the next. • Has no cash value and may not be cashed out.
• Shall not be paid upon resignation, retirement, termination, layoff, or any other separation from City employment.
• Any unused Administrative Leave remaining on June 30 shall be forfeited. • The Administrative Leave balance shall reset to eighty (80) hours on July 1 of each fiscal year.
Administrative Leave is provided in lieu of overtime or compensatory time off for additional hours worked by exempt Executive and Mid-Management employees, except as otherwise authorized under the Fire Chief – Cal OES Overtime Exception.
SICK LEAVE
Executive and Mid-Management employees shall be eligible for paid sick leave in accordance with Section 9.3(C) of the City's Personnel Rules and Regulations and applicable law.
Sick leave accrual rates, annual hours credited, and deductions based on scheduled workdays shall be as established in Appendix I of this Handbook.
Employees shall notify the City Manager as soon as reasonably practicable when unable to report to work due to an illness or other qualifying reason for sick leave.
OTHER AUTHORIZED LEAVES OF ABSENCE
Bereavement Leave: Executive and Mid-Management employees shall be eligible for bereavement leave in accordance with Section 9.3(G) of the City’s Personnel Rules and Regulations and California Government Code § 12945.7.
The City shall provide up to three (3) days of paid bereavement leave following the death of a qualifying family member. Eligible employees may take up to five (5) days’ leave of bereavement in total. The remaining two (2) days shall be unpaid unless the employee elects to use available accrued vacation leave, sick leave, Administrative Leave, or other available paid leave, as permitted by law.
Military Leave: Executive and Mid-Management employees shall receive military leave in accordance with Section 9.3(I) of the City’s Personnel Rules and Regulations and applicable federal and state law.
Leave of Absence Without Pay: Executive and Mid-Management employees shall be governed by Section 9.3(J) of the City’s Personnel Rules and Regulations. The City Manager may approve a discretionary unpaid leave of absence of up to three (3) months, subject to operational needs.
Requests shall be submitted in writing and shall state the reason and anticipated duration of the leave.
Except where otherwise required by law, employees may be required to use available accrued paid leave before beginning an unpaid leave.
During an approved unpaid leave, vacation and sick leave shall not accrue unless otherwise required by law or City policy. Continued participation in City health benefit plans shall be subject to applicable plan provisions and continuation-coverage requirements.
An approved unpaid leave does not alter an employee’s at-will status or guarantee reinstatement or continued employment, except where required by law.
Injury Leave / Workers’ Compensation: Executive and Mid-Management employees shall be governed by Sections 9.2(A)(2) and 10.11(C)–(E) of the City’s Personnel Rules and Regulations and applicable law.
Eligible public safety employees shall receive any applicable salary-continuation benefits provided by law.
ARTICLE V - SPECIAL PROVISIONS
RESIDENCY REQUIREMENT
Executive and Mid-Management employees are not required to reside within the City of Willows as a condition of employment.
LAYOFF & ELIMINATION OF POSITION
Executive and Mid-Management employees shall be governed by Section 7.5(G) of the City’s Personnel Rules and Regulations, except as otherwise specifically provided in this Handbook, an individual employment agreement, City Council resolution, ordinance, or applicable law.
An Executive or Mid-Management position may be eliminated, reorganized, or reduced due to changes in organizational structure, lack of work, lack of funding, budgetary constraints, operational needs, or other legitimate City purposes.
Executive and Mid-Management employees are at-will employees. Accordingly, the layoff order, seniority provisions, reinstatement lists, and recall rights applicable to represented or classified employees shall not apply to these positions unless otherwise required by the Personnel Rules and Regulations, an individual employment agreement, City Council resolution, ordinance, or applicable law.
Upon separation, employees shall receive all compensation and accrued benefits due in accordance with applicable City policy and law.
ARTICLE VI - MANAGEMENT CONCERNS AND ADMINISTRATIVE REVIEW
MANAGEMENT CONCERNS
Executive and Mid-Management employees are encouraged to discuss workplace concerns or questions regarding the interpretation or application of this Handbook directly with the City Manager.
Applicable grievance and administrative review procedures shall be governed by Sections 7.7(F) and
7.7(G) of the City’s Personnel Rules and Regulations.
Nothing in this Article modifies an employee’s at-will employment status or creates additional grievance, disciplinary, or appeal rights beyond those provided by the City’s Personnel Rules and Regulations, applicable City policy, an individual employment agreement, City Council resolution, ordinance, or applicable law.
ARTICLE VII - DISCIPLINARY ACTION AND PROCESS
AT-WILL EMPLOYMENT
Executive and Mid-Management employees are at-will employees and serve at the pleasure of the City Manager, unless otherwise provided by an individual employment agreement, City ordinance, City Council resolution, or applicable law.
DISCIPLINARY PROCEDURES AND APPEALS
Executive and Mid-Management employees shall be governed by Section 7.6 of the City’s Personnel Rules and Regulations regarding applicable disciplinary procedures and appeal rights.
Appointed Department Heads are subject to the exception established in Section 7.6(I) of the Personnel Rules and Regulations. As provided in that section, appointed Department Heads are at-will employees who serve at the pleasure of the City Manager and are not entitled to the disciplinary procedures or appeal rights otherwise provided under Section 7.6 of the City’s Personnel Rules and Regulations.
Nothing in this Article modifies an employee’s at-will employment status or creates additional rights to progressive discipline, continued employment, reinstatement, or appeal beyond those provided by the City’s Personnel Rules and Regulations, applicable City policy, an individual employment agreement, City Council resolution, ordinance, or applicable law.
PROTECTED RIGHTS AND NON-RETALIATION
Executive and Mid-Management employees shall be governed by Chapters 3 and 5 of the City’s Personnel Rules and Regulations concerning discrimination, harassment, retaliation, and whistleblower protections.
Nothing in this Handbook shall limit or diminish any employee rights or protections provided under applicable federal or state law.
ARTICLE VIII - RESOLUTION, FULL UNDERSTANDING, AND NONNULLIFICATION
RESOLUTION
This Handbook shall not be binding upon the City unless and until adopted by the City Council by resolution, ordinance, or other lawful action.
Upon adoption, this Handbook shall establish compensation, benefits, leave provisions, and other employment terms applicable to covered Executive and Mid-Management employees, except where otherwise provided by an individual employment agreement, City ordinance, City Council resolution, or applicable law.
FULL UNDERSTANDING AND MODIFICATIONS
This Handbook sets forth the compensation, benefits, leave provisions, and other employment terms established by the City for Executive and Mid-Management employees covered by this document.
Nothing contained herein shall be interpreted as creating a collective bargaining agreement, memorandum of understanding, or contract for continued employment.
Executive and Mid-Management employees remain at-will unless otherwise provided by an individual employment agreement, City ordinance, City Council resolution, or applicable law.
Nothing in this Handbook shall supersede the terms of the City Manager’s individual employment agreement. In the event of a conflict, the City Manager’s employment agreement shall control with respect to the City Manager’s compensation, Cost of Living Adjustments, benefits, and other terms specifically addressed in that agreement.
The City Council reserves the right to amend, modify, add to, reduce, or discontinue provisions contained in this Handbook through resolution, ordinance, or other lawful action.
NON-NULLIFICATION
If any provision of this Handbook is determined to be invalid, unlawful, or unenforceable by operation of law or by a court of competent jurisdiction, the remaining provisionsremain in full force and effect.
The City Council may amend or replace any affected provision as necessary to comply with applicable law.
APPENDICES
Appendix I - Sick Leave
Appendix II - Vacation
Appendix III - Salary Schedule
APPENDIX I - SICK LEAVE
Sick leave accrual, accumulation, and use for Executive and Mid-Management employees shall be governed by Section 9.3(C) of the City's Personnel Rules and Regulations.
Eligible full-time employees shall accrue ninety-six (96) hours of sick leave annually, with unlimited accumulation. Sick leave shall be deducted based on the employee's actual scheduled work hours for the day of absence.
Employee
Classification
Sick Leave Working Hours
Credited per year
Deduction for Time
Taken
1. Employees working
full-time-4 days a
week (40-hour
workweek)
96.00 hours/year 10 hours
2. Regular Employees
(40-hour workweek)
96.00 hours/year
8 hours
APPENDIX II - VACATION
Vacation leave accrual rates and administration for Executive and Mid-Management employees shall be governed by Section 9.3(B) of the City's Personnel Rules and Regulations.
Vacation Leave Deductions
Vacation leave shall be deducted based on the employee’s actual scheduled work hours for the day of absence, as follows:
Work Schedule Hours Deducted for a Full Day
Four-day workweek (4/10) 10 hours
Five-day workweek (5/8) 8 hours
9/80 schedule 9 hours or 8 hours, depending on the scheduled workday Employees working alternative schedules shall have vacation leave deducted according to the actual hours scheduled for the day of absence.
VACATION WORKING HOURS CREDITED PER YEAR BASED UPON YEARS OF
SERVICE AND EMPLOYEE CATEGORY
Years of Service
Employees Working Fulltime 4-Days
(40-HR Workweek)
Employees Working 5-Days
(40-HR Workweek or 9/80
Schedule)
Less than 5 Years
(2 weeks)
3.077 hrs/pay period
(80 hrs/year)
3.077 hrs/pay period
(80 hrs/year)
5 Years or More
(3 weeks)
4.615 hrs/pay period
(120 hrs/year)
4.615 hrs/pay period
(120 hrs/year)
10 Years or
More (4 weeks)
6.154 hrs/pay period
(160 hrs/year)
6.154 hrs/pay period
(160 hrs/year)
APPENDIX III - SALARY SCHEDULE
Salary Schedule Effective June 30, 2025
80 Regular Hours Bi-Weekly, except where noted.
ADMINISTRATION
BIWEEKLY PAY - STEPS
1 2 3 4 5 6 7 8 9
CITY CLERK/ASSISTANT
TO CITY MANAGER 2,273.08 2,329.85 2,388.00 2,447.54 2,508.92 2,571.69 2,635.85 2,701.85 2,769.23
FINANCE
BIWEEKLY PAY - STEPS
1 2 3 4 5 6 7 8 9
FINANCE DIRECTOR 4,103.73 4,206.33 4,311.48 4,419.27 4,529.75 4,643.00 4,759.07 4,878.05 5,000.00
COMMUNITY DEVELOPMENT & SERVICES
BIWEEKLY PAY - STEPS
1 2 3 4 5 6 7 8 9
COMMUNITY
DEVELOPMENT &
SERVICES DIRECTOR 3,945.69 4,044.46 4,145.54 4,249.38 4,355.54 4,464.46 4,576.15 4,690.62 4,807.69
FIRE DEPARTMENT
BIWEEKLY PAY - STEPS
1 2 3 4 5 6 7 8 9
FIRE CHIEF 3,985.38 4,085.08 4,187.08 4,291.85 4,398.92 4,508.77 4,621.38 4,736.77 4,855.38
CITY LIBRARY
BIWEEKLY PAY - STEPS
1 2 3 4 5 6 7 8 9
CITY LIBRARIAN 3,630.23 3,721.00 3,814.00 3,909.35 4,007.08 4,107.27 4,209.96 4,315.19 4,423.08
PUBLIC WORKS
BIWEEKLY PAY - STEPS
1 2 3 4 5 6 7 8 9
SUPERINTENDENT OF
PUBLIC WORKS 2,367.69 2,426.77 2,487.23 2,549.54 2,613.23 2,678.77 2,745.69 2,814.46 2,884.62 CITY COUNCIL APPROVED ON: JUNE 24, 2025
Attachment 2
Executive & Mid-Management Handbook
Councilmember Pride Comments and Staff Responses
# Page / Section Council Comment or Recommendation Staff Response / Proposed Action 1 General – Entire
Handbook
Consider limiting the handbook to benefits,
policies, and procedures that differ from the
Personnel Rules. Eliminating overlapping
provisions would create a cleaner, more consistent
document.
Agreed. Staff will remove redundant or duplicative provisions already addressed in the Personnel Rules.
2 Page 6 – Existing
Management Plan
The handbook references “The City's existing
management plan.” Is a copy of this plan available
for review?
Correction. The reference is incorrect and will be removed from the handbook.
3 Page 10 – CrossReference
The third paragraph refers to page 13. Consider
referencing Article IV instead, since page numbers
may change.
Agreed. Staff will replace the page reference with the
appropriate article reference.
4 General – Remote
Work / Teleworking
The handbook does not address remote work or
working from home. Given the City's limited
staffing, consider expressly prohibiting these
arrangements to eliminate confusion.
No amendment recommended. Staff was advised that if
remote work or teleworking is not permitted, the handbook does not need to expressly prohibit it. If the City subsequently chooses to authorize such arrangements, the applicable rules, eligibility criteria, and conditions can be established in the handbook or a separate policy.
5
Time for Exempt
Employees
Should exempt employees document their
working hours to establish whether they were
working in the event of a workers' compensation
claim?
No additional hourly timekeeping requirement recommended.
Under California law, properly classified exempt executive, administrative, and professional employees are generally not subject to the same overtime and detailed timekeeping
requirements as non-exempt employees. The DLSE identifies Wage Order Sections 3 and 7 as generally inapplicable to properly classified exempt employees. Labor Code § 226(a) also exempts qualifying salaried employees from reporting total hours worked on wage statements. The City may track attendance, leave usage, and work status for legitimate administrative purposes, but these requirements should be distinguished from hourly timekeeping for non-exempt
employees.
6
Availability /
Working from
Home
Consider adding language prohibiting employees
from working at home because employees are
expected to be available to the public and other
City staff.
No amendment recommended. As discussed in Item 4, staff does not believe an express prohibition on teleworking is necessary. Employee availability, attendance, and established work schedules remain operational expectations regardless of whether teleworking is specifically addressed in the handbook. 7 Page 18 – Residency
Requirements
Can the handbook require employees to live
within a reasonable commuting distance, or
should employee availability be managed through
the appointing authority's expectations regarding
work schedules and accessibility?
No amendment recommended. California Constitution Article XI, § 10(b) generally prohibits local government residency requirements but permits a reasonable and specific distance requirement. Government Code § 50083 similarly prohibits requiring employees to reside within the jurisdiction.
Undefined language such as “reasonable commuting distance” could lead to subjective or inconsistent enforcement. For nonpublic safety employees, staff recommends focusing on established work schedules, reliable attendance, availability,
and the ability to report to work when required rather than the employee's place of residence.
8
Accounting
Examples
The handbook provides an example of a five-day,
40-hour workweek in which an employee is
charged nine hours of leave, but does not include
an example for an employee working five eighthour days.
Agreed. Staff will add an example clarifying that an employee working five eight-hour days per week is charged eight hours of leave for a full-day absence.
Summary of Proposed Actions
Disposition Items Action
Amend Handbook 1, 2, 3,
8 Remove redundancies, delete incorrect reference, correct cross-reference, and add leave accounting example.
No Amendment
Recommended
4, 5, 6,
7 Retain existing language based on staff's policy and legal analysis.
Council Direction, if
Desired 4, 6, 7 Council may provide further direction regarding teleworking restrictions, employee availability, or specific residency-distance requirements.
Agenda Item #10d
_____________________________________________________________________ Date: October 13, 2026
To: Honorable Mayor and Councilmembers
From: Marti Brown, City Manager
Gretchen Stuhr, City Attorney
Subject: 2026 Personnel Rules
Recommendation:
Consider, discuss, and adopt the 2026 Revised Personnel Rules, with any amendments as directed by the City Council.
Rationale for Recommendation:
The 2026 Personnel Rules provide the framework for consistent and equitable administration of personnel policies, benefits, workplace expectations, and employment practices. The proposed 2026 Personnel Rules represent a comprehensive update to the City’s existing 2017 rules and are intended to reflect current laws, organizational practices, and operational needs. Adoption will provide employees and management with clear, updated guidance while promoting consistency, accountability, and effective personnel administration.
Background:
The City’s Personnel Rules were last comprehensively updated in 2017 (Attachment 1). Working with Regional Government Services (RGS), staff reviewed and revised the Rules to reflect changes in federal and state employment law, current City practices, the City’s organizational structure, and contemporary human resources standards.
Discussion & Analysis:
The proposed 2026 Personnel Rules (Attachment 2) have been reorganized from eight chapters totaling 71 pages into ten chapters and three appendices totaling approximately 94 pages. Many of the revisions are administrative or technical, including updated terminology, gender-neutral language, revised department titles, improved formatting, corrected cross-references, and the consolidation or relocation of related provisions.
The proposed Rules also add or substantially expand policies addressing:
• Discrimination, harassment, and retaliation;
• Reasonable accommodations for disabilities, pregnancy, religious practices, and victims of qualifying acts of violence;
• Whistleblower protection;
• Lactation accommodations;
• Family and medical leave, pregnancy disability leave, and reproductive-loss leave; • Paid sick leave and expanded permissible uses of sick leave; • Workplace violence prevention and bullying;
• Employee personnel records and access rights;
• Volunteers;
• Resignation, retirement, job abandonment, layoffs, and other forms of separation; and • The return of City property upon separation from employment.
In addition to these legal and administrative updates, the proposed Rules contain other policy changes for the Council’s consideration.
Personnel and Appointing Authority
The 2017 Rules designated the Administrative Services Director as the Personnel Director and generally provided that department heads served as the appointing authorities for employees under their supervision. The proposed Rules recognize the City Manager as the Personnel Officer and appointing authority for City officers and employees, consistent with the Willows Municipal Code, while allowing the City Manager to delegate specified personnel responsibilities.
Employee Categories
The proposed Rules add a formal definition of “volunteer” and require City Manager authorization before an individual performs volunteer services for the City. The definition of a part-time employee is also revised from an employee generally scheduled to work fewer than 30 hours per week to an employee expected to work fewer than 1,040 hours during a fiscal year. This definition should be reconciled with the definition contained in the Municipal Code.
Discipline and Employee Appeals
The proposed Rules retain the employee’s right to receive written notice of the proposed discipline and an opportunity to respond before discipline is imposed. Once determined, the City Manager’s written disciplinary decision is designated as final and binding.
The 2017 Rules permitted an employee to appeal a written warning, counseling memorandum, or performance improvement plan initially to the appointing authority and ultimately to the City Manager. The proposed Rules provide that these corrective actions are not subject to the grievance process.
These changes would streamline personnel administration with most individual employment disputes being resolved at the City Manager level. Any rights established by an applicable memorandum of understanding, employment agreement, or state or federal law would continue to apply and would take precedence over the 2026 Personnel Rules.
Grievance Procedure
The 2017 Rules broadly defined a grievance as a dispute involving the interpretation or application of a statute, ordinance, resolution, labor agreement, or departmental rule. The proposed Rules define a grievance more narrowly as a dispute concerning the interpretation, application, or alleged violation of the Personnel Rules.
The proposed grievance process continues to provide successive review by the employee’s supervisor, department head or appointing authority, and City Manager, with further review as provided in the Rules. However, disciplinary actions and corrective measures such as written warnings, counseling memoranda, and performance improvement plans are expressly excluded from the grievance procedure. These measures are provided for in the Memorandums of Understanding with both UPEC bargaining units.
Vacation and Sick Leave
The proposed Rules retain the existing vacation accrual schedule and the requirement that employees take at least one consecutive five-day block of vacation annually. Significant changes include:
• Allowing regular part-time employees to accrue vacation on a prorated basis; • Reducing the minimum increment for vacation use from four hours to two hours; • Requiring one month’s advance notice only for vacations of three or more days; and • Clarifying that vacation generally does not accrue during unpaid leave unless required by law.
The sick-leave provisions are updated to reflect current California law. Employees may begin using accrued sick leave on the 90th day of employment rather than after completing probation. Permissible uses are expanded to include preventive care, additional family members, a designated person, qualifying victims of violence, and certain judicial proceedings. The proposed Rules also revise the circumstances under which the City may require medical certification.
Bereavement and Other Protected Leaves
The 2017 Rules provided up to three days of paid bereavement leave for regular full-time employees.
The proposed Rules provide five days of bereavement leave to employees who have worked for the City for at least 30 days. However, the City only compensates for the first three days. Employees may use available vacation, sick leave, personal leave, or compensatory time for the other two days in order to remain in paid status during the leave.
The proposed Rules also add or expand leave provisions for victims of violence, reproductive loss, pregnancy disability, family and medical care, jury and witness service, voting, and other legally protected absences.
Public Safety Employees
Once the City re-establishes its Police Department, the Personnel Rules should include appropriate references to sworn police employees, applicable probationary periods, and the Public Safety Officers Procedural Bill of Rights Act. The proposed Rules currently reference the Firefighters Procedural Bill of Rights Act but do not fully incorporate corresponding protections applicable to peace officers. These additions should be made as the Police Department is being re-established and in collaboration with the City’s law enforcement consultant.
Council Comments
Staff received comments from Councilmember Pride and compiled them into a table outlining each comment and staff’s corresponding recommendations (Attachment 3). Where appropriate, staff incorporated revisions into the Personnel Rules, provided explanations where amendments were not recommended or made, and identified several items requiring further direction from the City Council.
Please refer to Attachment 3 for additional details.
Staff also seeks Council direction on the following two potential policies:
Outside Employment – Appointing Authority Approval required for outside employment or not necessary?
Insurance Requirements - When using personal vehicles should there be a travel policy that addresses insurance requirements, combining business and personal errands on the same trip, worker’s compensation and liability?
Conclusion
Overall, the proposed 2026 Personnel Rules provide a more comprehensive and current framework for administering the City’s workforce. Most revisions update the Rules for legal compliance, clarify existing practices, or improve organization and readability.
The Council may adopt the proposed Rules as presented and, if necessary, direct staff to make specified revisions as part of the final approved document.
Fiscal Impact:
There is no fiscal impact by adopting the attached 2026 Personnel Rules.
Attachments:
Attachment 1: 2017 Personnel Rules
Attachment 2: 2026 Personnel Rules
Attachment 3: Councilmember Pride’s Comments and Staff Responses
CITY OF WILLOWS
PERSONNEL RULES
CHAPTER 1
PURPOSE AND SCOPE
1.1 INTRODUCTION
The City of Willows places the highest value on its employees. We wish to see satisfied workers, with the support necessary to achieve the objectives of each position. The City believes that clear, consistent personnel policies contribute to greater job satisfaction. All employees and new hires are required to be familiar with these policies. If questions arise, please begin with a discussion with your supervisor or Department Head. Employees are encouraged to offer ideas or suggestions for improvement of these policies.
These personnel policies serve as a general guide to the City of Willows' current employment practices and procedures. As such, we hope they will help employees better understand how the City operates and what is expected of an employee, and what the employee can expect in return. These policies also describe the compensation, benefits and other support provided by the City.
1.2 INTENT OF POLICIES
These policies are not intended to be a contract, express or implied, or any type of promise or guarantee of specific treatment upon which an employee may rely, or a guarantee of employment for any specific duration. Although the City desires long-term employment relationships, it is recognized this may not always occur and either the employer or employee may decide to terminate employment. Unless specific rights are granted in employment contracts, Memorandum of Understanding or elsewhere, all employees of the City are considered at-will employees and may be terminated from City employment at any time, with or without cause and with or without notice. No supervisor, Department Head or representative of the City, other than the City Manager, has authority to enter into any agreement with an employee for employment for any specified period or duration, or to make any written or verbal commitments to the contrary. It is the City’s intent these policies be interpreted as providing a reasonable approach to specific problems and situations; they should be considered as a total set of working procedures rather than interpreting each section, subsection, sentence or phrase separately and out of context.
It is the City’s intent that implementation of these policies, including any future revisions of these policies, will result in no change, increase or decrease to wages, benefits, or working conditions of represented employees that are determined in the bargaining process. The City recognizes the terms and conditions of existing bargaining agreements; implementation of these policies is not intended to change the terms and conditions of any agreement between unions and the City.
Attachment 1
PERSONNEL RULES
2017-05-11 v3 Page 2
1.3 SCOPE OF POLICIES
These personnel policies apply to all City of Willows employees. In cases where these policies conflict with any provisions of a collective bargaining agreement, City ordinance or state or federal law, the terms of that law, rule or agreement prevail. In all other cases, these policies apply. In the event of the amendment of any ordinance, rule, or law incorporated in this document or upon which these provisions rely, these personnel policies shall be deemed amended in conformance with those changes.
1.4 CHANGING THE POLICIES
As the need arises, the City Council may modify these policies and, by ordinance or resolution, may enact changes to compensation or benefit levels. The City Manager may deviate from these policies in particular situations, especially in an emergency, to achieve the primary mission of serving the City's citizens. Employees may request specific changes to these policies by submitting suggestions to their Department Head or the City Manager.
These policies do not create an employment contract or implied contract rights for employees, nor do they create a promise or guarantee of specific treatment in a specific situation. The City retains the right to administer or implement these policies appropriate to the particular situation or occurrence. The City also retains the right to revise, supplement or rescind these policies without prior notice to employees. However, the City will meet and confer with representatives of respective bargaining units for reasonable periods prior to implementation.
1.5 DEFINITIONS
Appointing Authority: The person empowered with authority to appoint and/or remove employees from City positions, or persons delegated by such appointing authority to perform duties which legally may be delegated. Department Heads are the appointing authorities for those positions under their management; the City Manager is the appointing authority for Department Heads; and the City Council is the appointing authority for the City Manager and City Attorney.
At-will Employee: Unless specific rights are granted to an employee in a collective bargaining agreement or elsewhere, an employee of the City is an at-will employee pursuant to California law and may be terminated at any time, with or without cause and with or without notice. Such at-will status also encompasses the City’s right to transfer, demote, reduce pay and make other employment changes at any time, with or without cause and with or without notice.
City: The City of Willows.
City Business: Includes work or job duties directly arising out of a work assignment or work duties that directly benefit the City and its operations.
City Council: The City Council is the elected five-member body responsible for the governing of the City of Willows.
PERSONNEL RULES
2017-05-11 v3 Page 3
City Facility: Any building or other real property that is owned or leased by the City. Except as otherwise provided herein, the term does not include City parks, parking lots, sidewalks, or streets.
Class/Classification: Systematic arrangement of job titles into categories according to positions sharing similar job functions and/or responsibilities. A representative sample of the City’s classification system includes classifications such as Management, Technical/Professional, Skilled Trades.
COBRA Rights: Federal law which permits employees who are terminating from City employment to continue eligible group medical coverage at their personal expense for a specified period of time determined by federal law.
Compensatory Time Off: Or “comp time” is authorized time off in lieu of paid overtime.
Days: References to “days” in these policies shall mean calendar days unless otherwise stated.
Department Head: An employee responsible for directing one or more City departments or divisions.
Emergency: A circumstance that, if not immediately addressed, may cause injury or damage to persons or property.
Employee Assistance Program: A program designed to assist City employees and their family members to solve problems through professional counseling.
Exempt Employee: An exempt employee is one who is expected to work such hours as are necessary to perform the duties of his/her position, and is not eligible to be paid overtime.
Finance Department or Finance Director: The Finance Department or Finance Director shall be the Administrative Services Director.
General Notification: Notification on employee bulletin boards or through an employee newsletter, email or similar form of notification.
Good Driving Record: Less than two moving violations within the preceding three years; no reckless driving or driving while intoxicated violations within the preceding five years.
Maximum of one motor vehicle accident within the preceding three (3) years for which the applicant received a traffic or criminal citation and was convicted, forfeited bail, or pleaded guilty.
Human Resources, Personnel or Administrative Services Director: The City’s Administrative Services Director serves as the Personnel Director. Ordinance 2.60.020 Immediate Family: Includes the following: spouse; domestic partner; parent; child; brother or sister; mother or father-in-law; son or daughter-in-law; grandparent; grandchild; or any
PERSONNEL RULES
2017-05-11 v3 Page 4
relative who lives in the employee's home. An individual is considered a relative whether related by blood, marriage or adoption.
Merit Raise: An advance in pay in the appropriate pay range of the adopted salary schedule for the purpose of recognizing satisfactory job performance by the employee. This is based on a performance evaluation which clearly demonstrates the employee has improved his/her value to the City by consistently meeting and/or frequently exceeding the standards of performance set for the position.
Non-Exempt Employee: A “non-exempt” employee is one who is eligible to be paid overtime as required by California and federal law.
Non-public Area of a City Facility: An area which has been declared by the City Manager or Department Head in charge of the facility as not being open on a regular basis to members of the public.
Non-represented Employee: An at-will employee who is not a member of a bargaining unit and is not represented by a bargaining agent in matters of wages, benefits, and working conditions.
Pro-rata Basis: The ratio between the number of hours in an employee’s normal work schedule and forty (40) hours per week, as it applies to leaves and benefits.
Represented Employee: An employee who is a member of a bargaining unit and represented by a bargaining agent in matters of wages, benefits, and working conditions.
Sick Leave Abuse: Excessive absenteeism or repeated absence from work without adequate medical explanation.
Vacation Leave: Includes employee choice days and bank days, in addition to annual vacation leave.
Weapon: Any object, instrument or incendiary device which is (1) designed in such a manner to inflict harm or injury to another person, or (2) used in a manner threatening harm or injury to another person. This shall include, but not be limited to: firearms, knives (not including pocket knives with blades less than 3 inches in length), chako sticks and blackjacks.
1.6 EQUAL EMPLOYMENT OPPORTUNITY
The City of Willows encourages and expects its work force to reflect the diversity of its citizens. The City of Willows is an equal employment opportunity employer. The City employs, retains, promotes, disciplines and otherwise treats all employees and job applicants strictly on the basis of job-related qualifications and competence. These policies and all employment practices shall be applied without regard to any individual's sex, race, color, creed, religion, national origin, sexual orientation (including gender identity),
PERSONNEL RULES
2017-05-11 v3 Page 5
pregnancy, age, marital status, military status, disability, or any other characteristic protected by law.
CHAPTER 2
CATEGORIES OF EMPLOYMENT, RECRUITMENT, APPLICATIONS,
AND SELECTION
2.1 CATEGORIES OF EMPLOYMENT.
A. A “regular employee” or “permanent employee” has completed a probationary period and occupies a part-time or full-time position with the City with no defined date for the end of such employment.
B. A “full time” employee is one who is regularly scheduled to work forty (40) hours per week.
C. A “limited-term” employee is an employee employed to perform in a special, mandated or seasonal program, or for a specified and limited period of time. Whenever funds are no longer available for the program, or whenever there is no longer a need for the special or seasonal work, these employees will be terminated from City service. Limitedterm employees have no rights to layoff procedures but are otherwise entitled to the rights and benefits discussed in this chapter.
D. Part-time Employee: A “part-time” employee includes regular, seasonal, oncall, and other part-time non-benefited employees (regularly scheduled to work less than 30 work hours per week). Part-time employees have no rights to layoff procedures.
E. A “temporary employee” is any person hired full-time or part-time in an ad hoc or a regular authorized position for a limited period not to exceed twelve months unless the Administrative Services Director approves an extension in writing. A temporary hire may be terminated without notice and is not eligible for the benefits and rights of this chapter unless specifically stated herein.
F. A “probationary employee” is an employee tentatively appointed to a position in any category by the appointing authority, whether as a new hire or through reemployment, promotion, or demotion, who has not completed a probationary period following appointment to the position.
G. A “non-exempt” employee is eligible to be paid overtime as required by California and federal law.
H. An “exempt” employee is not eligible to be paid overtime. An exempt employee is expected to work such hours as are necessary to perform the duties of his/her position, and may have to work beyond forty hours per week as work demands require.
PERSONNEL RULES
2017-05-11 v3 Page 6
These employees generally work in direct managerial positions, hold professional, scientific or senior administrative positions, and/or have independent control over most aspects of their jobs. They generally hold positions of responsibility with the City requiring a high level of skill and learning.
2.2 RECRUITMENT.
Appointments to vacant positions in the competitive service shall be made in accordance with the Personnel Rules. Appointments and promotions shall be based on merit and fitness to be ascertained so far as practicable by competitive examination. Examinations may be used and conducted to aid in the selection of qualified employees and shall consist of selection techniques which will test fairly the qualifications of candidates such as achievement and aptitude tests, written tests, personal interview, performance tests, physical agility tests, evaluation of daily work performance, work samples or any combinations of these or other tests. Physical, medical and drug tests may be given as a part of any examination.
A. Locating, attracting and promoting the best-qualified personnel available, either internally or externally, are at all times the primary objectives of any recruitment for personnel.
B. Proposed personnel needs shall be submitted to the City Manager by the appointing authority for review and approval by the Council in the form set by the City Manager.
C. The City Manager is the appointing authority for Department Heads. The Council is the appointing authority for the positions of City Manager and City Attorney. The Administrative Services Director will assist the Council in such recruitment on request by the Council.
D. Regular, limited term and temporary positions are filled through the following process:
1. Announcement.
a. Following the Council’s approval to fill a vacant position, a formal announcement of the position will be published which shall include a description of the minimum job qualifications and relevant testing criteria. b. The announcement will occur within a department or within City service in a manner prescribed by the Administrative Services Director with the objective of ensuring the most complete internal dissemination, which may include any and all means of communication available. c. In the event the recruitment occurs outside City service, the Administrative Services Director shall provide written notification to the general public by publishing a position announcement in a newspaper of general circulation within Glenn County, or such other county or counties as the Administrative Services Director may determine, for a minimum of five (5)
PERSONNEL RULES
2017-05-11 v3 Page 7
days, which time may be increased at the discretion of the Administrative Services Director.
d. In all instances the last day of publication shall be at least five (5) days before the final date for submission of applications.
2. Employment Applications. Personnel will accept applications during a recruiting period and shall retain them for one year, subject to the following:
a. Every applicant shall submit a completed application, in a form specified by the Administrative Services Director, and signed by the applicant by pen or electronically.
b. All applications must identify the specific open position(s) to which they pertain; and
c. All applications must be complete, and received by the Administrative Services Director within the time specified in the announcement, unless the closing date is extended by the appointing authority or the Administrative Services Director.
d. Applications will not be returned.
3. It is the applicant’s obligation to resubmit an application or a letter requesting consideration or reconsideration of an application for subsequent position openings.
4. Application packets will vary with the position sought and shall include all documents identified in the job announcement by the Administrative Services Director in consultation with the appointing authority; provided that at a minimum an application packet will include the City of Willows application and a handwritten or typed cover letter discussing why the applicant wants the position and why s/he is the best candidate for the position. Incomplete application packets will not be considered.
2.3 SCREENING/SELECTION.
A. After the stated or extended closing date for submission of applications, Personnel will screen the application packets for completeness and satisfaction of the minimum job qualifications, including but not limited to relevant experience, education, training, skills, other abilities relating to the position to be filled, references and, in the case of an existing or former city employee, pertinent information found in the employee’s personnel file.
B. The Administrative Services Director will determine which of the qualified applicants will move to the next step in the recruitment process.
C. When a recruitment has been publicly announced pursuant to section 2.2.D.1 above and the number of applicants meeting the minimum qualifications for the position is three (3) or less, the Administrative Services Director, after consultation with the appointing authority,
PERSONNEL RULES
2017-05-11 v3 Page 8
may:
1. Cancel the recruitment entirely; or
2. Modify the conditions of the recruitment.
D. When a position is posted internally only and there are no qualified internal applicants, outside recruitment is mandatory, if the appointing authority wishes to move forward with the recruitment.
E. Scheduled selection procedures may be postponed, cancelled or extended by the Administrative Services Director notifying all affected persons and publishing appropriate notice based on the area of recruitment.
2.4 PROVISIONAL APPOINTMENTS.
In the absence of appropriate employment lists, a provisional appointment may be made not to exceed six (6) months by the appointing authority of a person meeting the minimum training and experience qualifications for the position. A provisional employee may be removed at any time without the right of appeal or hearing. During the period of suspension of an employee or pending final action on proceedings to review suspension, demotion or discharge of an employee, such vacancy may be filled by the appointing authority subject to the provisions of this chapter and the personnel rules. [Ord. 450 § 5, 1-8-68. Prior code § 12-6].
2.5 PROBATIONARY PERIOD.
All regular appointments, including promotional appointments, shall be for a probationary period of six (6) months or twelve (12) months if hired as a sworn in Police position, which period may be extended for an additional period of up to three (3) months if deemed necessary by the appointing authority. Any such extension must be made in writing addressed to the employee.
A. All employees will be evaluated for continued employment prior to the conclusion of the probationary period.
B. The appointing authority may terminate a probationary employee at any time during the probationary period by providing the employee notice of termination stating the ending date of the employment relationship.
C. An employee in probationary status is not entitled to appeal his/her termination with the exception of peace officers or firefighters in situations recognized by the Police Officers’ Bill of Rights or Firefighters’ Procedural Bill of Rights.
D. A terminated probationary employee who was in probationary status due to promotion may, on the recommendation of the appointing authority, be returned to the employee’s prior position with the City.
PERSONNEL RULES
2017-05-11 v3 Page 9
E. An employee in the competitive service promoted or transferred to a position not included in the competitive service shall be reinstated to a position in the class from which he was promoted or transferred if action is taken to reject him unless he is discharged in the manner provided in this chapter and the personnel rules for positions in the competitive service. [Ord. 450 § 6, 1-8-68. Prior code § 12-7].
2.6 DEVIATION FROM RULES. The Administrative Services Director may deviate from these procedures for recruitment in the event the he or she determines that the best interests of the City are served by such deviation.
2.7 VERIFICATION OF LAWFUL WORK STATUS
The City of Willows is committed to employing only United States citizens and aliens who are authorized to work in the United States, and does not unlawfully discriminate on the basis of citizenship or national origin.
A. Each employee, as a condition of employment, must complete the Employment Eligibility Verification Form I-9, and prior to commencement of employment, present documentation establishing identity and employment eligibility. Former employees who are rehired must also complete the form. In addition, every employee whose documentation for either identity or employment eligibility expires must complete a new Form I-9. In the event an employee loses for any reason his or her employment eligibility or lawful U.S. residence, the employee must immediately inform his or her supervisor in writing.
B. Employees with questions or seeking more information on immigration law issues are encouraged to contact the Administrative Services Director.
2.8 DISCIPLINARY ACTION FOR FRAUD. Any applicant who has made a false or misleading statement or has practiced any deception, fraud or misconduct in connection with his/her application may be eliminated from consideration for employment at the City.
Any employee who is discovered to have made a false or misleading statement or has practiced any deception, fraud or misconduct in connection with his/her application is subject to disciplinary action, up to and including termination.
2.9 PROMOTIONS
A. The City encourages promotion from within the organization whenever possible. The City Manager shall determine whether the promotional process for a position will be competitive or appointive. The City reserves the right to seek qualified applicants outside of the organization at its discretion.
B. Before advertising a position to the general public, the City Manager may choose to circulate a promotional opportunity within the City. Promotional opportunities may be posted on the City bulletin board.
C. New Probationary Period: After promotion to a new position, a new probationary period of six (6) months must be completed, unless waived or reduced by the City Manager.
The City Manager may authorize a Department Head to extend a trial period for up to an
PERSONNEL RULES
2017-05-11 v3 Page 10
additional three (3) months. In the case of unsatisfactory performance, the employee may be transferred back to the previous position held by the employee, if vacant, or to another position fitting the employee's skills and qualifications, within the limits of vacant authorized positions.
2.10 EMPLOYMENT OF RELATIVES.
A. Generally, employment of relatives and spouses of employees or Council members is strongly discouraged. The employment of relatives to work in the same area of an organization, or together in a small organization such as the City of Willows, may lead to serious conflicts and problems damaging to employee morale, including claims of favoritism. Therefore, for reasons of business necessity, safety, supervision and morale, the City will not employ two or more members of the same family in the same department, or in a position where one person is supervised, directly or indirectly, by a relative. For purposes of this policy, a “relative” is a person related to a current employee of the City by blood or marriage to the third degree, including spouses, in-laws and step-relatives of such person.
B. If one or more of the above conflicts arises in the case of an employee and employee relative, only one of the employees will be permitted to stay with the City unless reasonable accommodations can be made to eliminate present and potential problems.
The decision as to which employee will remain will be made by the City at its sole discretion on the basis of business necessity. In the case of a relative of a Council member, the employee will be treated with the same fairness as other City employees in every respect, and no undue influence stemming from his or her relationship with a Council member will be a factor in supervision, promotion or favoritism of any kind.
CHAPTER 3
HARASSMENT AND DISCRIMINATION PROHIBITED
Need to update policy of May 2020
3.1 HARASSMENT AND DISCRIMINATION PROHIBITED
A. The City of Willows is committed to providing a work environment free of harassment and discrimination. Offensive, discriminatory or harassing statements and actions— including all forms of legally prohibited discrimination and/or harassment based on age, race, sex, gender, sexual orientation, religion, national origin, disability or any other characteristics protected by relevant law—are prohibited. This includes any posting, distribution, participation in or exchange of offensive jokes, e-mails, chain letters, pyramid schemes or other similar matter. Use of the mail and e-mail systems to make statements that could be construed as defamatory is also prohibited. The mail, computer and e-mail systems are a part of the City’s workplace and the City’s policies on harassment, discrimination and on workplace conduct apply to the use of these systems.
PERSONNEL RULES
2017-05-11 v3 Page 11
B. The City strictly prohibits sexual harassment and harassment because of race, religion, creed, color, national origin, ancestry, gender, physical or mental disability, medical condition including pregnancy, childbirth or any related medical condition, marital status, veteran’s status, sexual orientation or preference, age or any other basis made unlawful by Federal, state or local law, ordinance, or regulation. Harassment in any form, including verbal, physical and visual conduct, threats, demands and retaliation is prohibited.
3.2 HARASSMENT DEFINED.
A. Sexual harassment is defined by the Fair Employment and Housing Commission as “unwanted sexual advances, or visual, verbal or physical conduct of a sexual nature.” B. Harassment because of race, religion, creed, color, national origin, ancestry, gender, physical or mental disability, medical condition including pregnancy, childbirth or any related medical condition, marital status, veteran’s status, sexual orientation or preference, age or any other basis includes, but is not limited to:
1. verbal conduct such as epithets, derogatory jokes or comments, slurs, or unwanted sexual advances, invitations or comments;
2. visual conduct such as derogatory and/or sexually explicit posters, photography, cartoons, drawings, or gestures;
3. physical conduct such as assault (unwanted touching), blocking normal movement, or interfering with work directed at you because of sex, race, or any other protected basis;
4. threats and demands to submit to sexual requests in order to keep your job or avoid some other loss, and offers of job benefits in return for sexual favors;
5. retaliation for having reported or threatened to report harassment, or for participation in any investigation of alleged harassment; and
6. verbal abuse of a sexual nature, graphic verbal commentaries about an individual’s body, sexually degrading words used to describe an individual, suggestive or obscene letters, notes, or invitations.
3.3 REPORTING.
A. The City of Willows encourages all employees to report any incidents of harassment immediately so that complaints can be quickly and fairly resolved. You should also be aware that the California Department of Fair Employment and Housing (“DFEH”) investigates and may prosecute complaints of prohibited harassment in employment. If you
PERSONNEL RULES
2017-05-11 v3 Page 12
think you have been harassed or that you have been retaliated against for resisting or complaining about such harassment, or for participating in the investigation of any alleged harassment, you may file a complaint with the DFEH. The nearest DFEH office is listed in the telephone book.
B. Any employee who believes that he or she has been harassed by a co-worker, citizen, vendor, supervisor or management employee, or a Council member, should promptly report the facts of the incident and the name of the individual(s) involved to his or her supervisor, the Administrative Services Director, another member of the City’s management team, or one of the Council members. Any management employee receiving such a report must immediately report any incident to the City Manager, who will be responsible for the follow-up investigation. Investigations may be conducted by a management employee, the City Attorney, or an outside investigator retained for this purpose, as determined appropriate by the City Manager and Administrative Services Director.
3.4 COMPLAINT PROCEDURE.
A. Any employee who feels he or she has been the victim of sexual or other harassment or discrimination should contact his or her immediate supervisor or other management personnel within five (5) days of the incident. In the event the employee feels uncomfortable making such report to his or her supervisor or manager, the employee should make the report to the Administrative Services Director or a Council member. This report can be oral or written, but the City requests a written report containing specific facts of the harassment so that it can be properly and fully investigated.
1. Upon receipt of the initial complaint, oral or written, the supervisor or manager receiving the complaint will immediately report the incident to the City Manager.
Upon receipt of the written statement signed by the employee, the City Manager or City Attorney shall arrange for a prompt investigation of the complaint. In the event the City Manager is the subject of any such allegation, the report shall be made immediately to the Mayor.
2. Once appointed, the investigator will contact and interview the person making the complaint, the person who allegedly initiated the harassment, and any witnesses to the alleged action(s). The accused shall also be informed that he or she has the opportunity to respond to the allegations in writing within seven (7) days.
3. After conducting a thorough investigation, the investigator will submit a written summary of the complaint, the response, and a finding of facts which substantiate, in whole or in part, the allegations to the City Manager or City Attorney. After reviewing the report, the City Manager or City Attorney will determine whether harassment has occurred and notify both parties.
PERSONNEL RULES
2017-05-11 v3 Page 13
4. If it is determined that harassment has occurred, appropriate disciplinary action, up to and including dismissal, will be taken. The severity of the discipline will be determined by the severity and frequency of the offense, or other conditions surrounding the incident.
3.5 DISABILITY DISCRIMINATION PROHIBITED
The City of Willows will not discriminate against qualified applicants or employees with a sensory, physical or mental disability. Applicants and employees with a disability must be able to perform the essential functions of the job with reasonable accommodation.
Employees whose disabilities require workplace accommodation are asked to seek the assistance of the City in order to initiate a mutual discussion of the employee’s and City’s needs.
CHAPTER 4
HOURS AND ATTENDANCE
4.1 WORK DAYS AND WORK WEEK
A. The standard work days for most employees are Monday through Friday, 8 a.m. to 5 p.m., with a one-hour unpaid lunch period. For most City employees, the designated work week is forty (40) hours within a seven (7) day work period, from midnight Sunday to 11:59 p.m. the following Sunday. Some departments or positions may use a different designated workweek if specified in an MOU or as otherwise determined by the City. Employees should check with their supervisor or the Administrative Services Director if they have questions about their designated workweek. Due to the nature of the City's operations, alternative work schedules and longer hours may be required by the City in some instances.
B. A normal working schedule for regular, full-time employees consists of forty (40) hours each work week. Different work schedules may be established by the City or by bargaining agreements to meet job assignments and provide necessary City services (e.g. for uniformed police employees). Each employee's Department Head will advise the employee regarding his/her specific working hours. Part-time and temporary employees will work hours as specified by respective Department Heads.
C. For qualifying public safety officers (generally, uniformed police and firefighting personnel) the City may elect exemption under the Fair Labor Standards Act. The designated work periods for such personnel are set forth in the bargaining unit’s collective bargaining agreement.
4.2 HOURS OF WORK AND OVERTIME
A. Any City employee may be required, as a condition of employment, to work overtime when necessary as determined by his or her Department Head. All overtime must be authorized in advance by the employee's Department Head. Working overtime hours
PERSONNEL RULES
2017-05-11 v3 Page 14
without proper authorization may result in employee discipline, up to and including termination.
B. All City of Willows’ positions are designated as either "exempt" or "non-exempt" according to the FLSA. Each employee’s status may be obtained from the Administrative Services Director.
C. Recording time by non-exempt employees: Non-exempt employees must personally record the number of regular and overtime hours he/she works daily and submit a timesheet on the Monday following the completion of a bi-weekly pay period. This includes recording the time taken off and each request that time off be charged to the employee’s leave bank (vacation, sick leave, etc.). Employees are required to report all of their time worked. An employee’s signature on his/her time sheet constitutes his/her verification, under penalty of perjury, that the time reported as worked or paid leave taken away from work was in accordance with the policies of the City and all time has been recorded accurately. Misrepresenting information on a time sheet, working without recording time worked, being absent or tardy without recording such absence or tardiness, and working overtime without prior Department Head approval are strictly prohibited and may result in discipline up to and including termination. No employee should make entries on another employee’s timesheet.
D. Recording time by exempt employees: Exempt employees are not covered by the FLSA overtime provisions and do not receive either overtime pay or compensatory time. An exempt employee is paid to perform a job, which may not necessarily be completed in a normal work week. Nonetheless, exempt employees are required to separately track their time for purposes other than compensation. These purposes include, but are not limited to:
proper and accurate accrual and use of vacation, sick leave, unpaid leaves of absence, and other leaves.
E. Because exempt employees are compensated to do a job and are not compensated based upon specific time worked, and because they are expected to be available for evening meetings and work outside of regular work hours, including weekends, exempt employees may have more flexibility in their work schedule. Nevertheless, exempt employees must maintain good work habits, be accountable and available to their staff and management, show demonstrated accomplishments, and make themselves regularly available during working hours to allow City business to be accomplished. In other words, a “flexible” work schedule for exempt employees should not be interpreted as license to be absent from work. It is the responsibility of exempt staff to notify the Department Head or City Manager, in advance, of all absences that exceed 2 hours.
F. If an exempt employee has an absence of more than four (4) hours during a regularly scheduled work day, all hours during which the employee is absent that day must be deducted from an applicable leave bank (vacation, sick leave, etc.). Exempt employees are required to accurately report all time off that should be charged to the employee’s leave bank (vacation, sick leave, etc.). An employee’s signature on his/her time sheet constitutes his/her verification, under penalty of perjury, that the days reported as worked or paid leave taken away from work was in accordance with the policies of the City and has been recorded accurately. Misrepresentation of time worked or leave taken on time sheets or other time tracking reports is grounds for discipline, up to and including termination.
PERSONNEL RULES
2017-05-11 v3 Page 15
G. Overtime pay and compensatory time off for non-exempt employees:
1. Non-exempt employees are entitled to additional compensation, either in cash or compensatory time off as determined by the City, when they work more than eight (8) hours in a day or forty (40) hours in a work week.
2. Overtime pay is calculated at one and one-half times the employee's regular rate of pay for all time worked beyond the established work period. When computing overtime, work performed by regular employees, whose compensation for overtime is not affected by the 7(k) exemption, will be compensated at the overtime rate for hours in excess of eight (8) hours per day or forty (40) hours per work week.
3. An employee should record his/her time to the nearest quarter hour. When computing overtime, time paid for but not worked (e.g., holidays, sick leave and vacation time) is not counted as hours worked and therefore does not count towards determining eligibility for overtime payment.
4. It is important to note that not all employees are eligible for overtime payment.
For example, lifeguards and certain other seasonal employees may be ineligible pursuant to 29 U.S.C. § 213(a)(3). Please ask your supervisor or the Administrative Services Director whether you are eligible for overtime payment.
4.3 COMPENSATORY TIME
A. A regular full-time or regular part-time non-exempt employee may request compensatory time off ("comp time") in lieu of overtime pay. However, California has imposed strict limits and a process of application and approval on the accrual and use of compensatory time off in lieu of overtime payment. Please see the Administrative Services Director for current rules relating to comp time.
B. The City is not required to grant comp time instead of overtime pay, and use of comp time will be approved on a case-by-case basis by the Administrative Services Director. If the comp time option is exercised, the employee is credited with one and one-half times the hours worked as overtime. All earned and used comp time must be accounted for on the employee’s time sheet. Maximum accruals of compensatory time shall be limited to eighty (80) hours. Employee comp time balances may be reviewed periodically as part of the City's financial process. The City retains the right to periodically cash out an employee’s accrued comp time or any portion thereof.
4.4 ALTERNATIVE REGULAR SCHEDULE
Consistent with the operational needs of the City and upon approval of the City Manager, alternative work schedules may be allowed to non-represented employees to work other than the standard work day. (The availability of alternative work schedules for represented employees is discussed in each unit’s MOU.) Alternative work schedules are considered within an established period of work hours and may be implemented provided there is no appreciable disruption to department operations or service to the public during the established hours when City facilities are open to the public. Again, California has adopted
PERSONNEL RULES
2017-05-11 v3 Page 16
stringent regulations pertaining to alternative work schedules, and all such requests must first be made to the Administrative Services Director.
4.5 ATTENDANCE
A. Punctual and consistent attendance is a condition of employment and is considered an essential function of the job for all City employees. All employees are expected to report to work as scheduled and perform productive work for the City during their scheduled work shifts. Each employee is responsible for maintaining an accurate record of his or her attendance.
B. Employees unable to work or unable to report for work on time are to notify their supervisor as soon as possible, ordinarily before the work day begins or within thirty (30) minutes after the employee is scheduled to start work. Absent extraordinary circumstances, other employees are not allowed to handle this responsibility for them and should not be asked to do so. Employees must also notify and obtain permission from their supervisor for any early departures or absences during the work day. If an absence continues beyond one day, the employee is responsible for reporting in each day, unless other arrangements have been approved in advance by the employee’s immediate supervisor or the Administrative Services Director. If the supervisor is unavailable, the employee should contact the Administrative Services Director or his/her designated representative, stating the reason for being late or unable to report for work.
C. An employee who is absent without authorization or notification on a scheduled work day is subject to disciplinary action, including possible termination.
D. An employee who is absent without notification or authorization for three (3) consecutive scheduled work days shall be considered as having abandoned his or her job and may be terminated. Employees may also be disciplined up to and including termination for failing to report to work without notice or with insufficient notice, for excessive absenteeism or tardiness, or for other attendance and tardiness problems.
E. If an employee’s regular attendance is impacted by a medical condition, the affected employee is expected to notify his or her supervisor or Department Head, or contact the Administrative Services Director, to discuss whether a temporary change in their work schedule is appropriate. Failure to do so may provide the City with reasonable grounds for disciplinary action based on violation of these attendance requirements.
F. Because of the City’s very limited work force and the City’s inability to cover absences with other employees, compliance with rules of attendance is considered an essential function of the job.
4.6 EMERGENCY CONDITIONS
A. Reporting to work: It is the intent of the City that all City offices shall be open and in operation during established working hours. Because many City services are of primary importance during emergency or extreme weather conditions, employees should make a reasonable effort to report to work on a timely basis. Should conditions exist which would prevent City employees from reporting to work, it will be the employee's responsibility to
PERSONNEL RULES
2017-05-11 v3 Page 17
contact his or her department to indicate anticipated absence from work or late arrival to work.
B. During times of inclement weather, natural or man-made disaster or other emergencies, it is essential the City continue to provide vital public services. Therefore, unless the City notifies employees otherwise, employees are expected to make every reasonable effort to report to work without endangering their personal safety.
C. Any regular full-time or regular part-time employee unable to report to work as a result of emergency or extreme weather conditions will be given the option of using any form of accrued leave (including sick leave), or taking time off without pay for time missed if all other leaves are exhausted. The employee shall promptly advise his/her supervisor, as in any other case of late arrival or absence. Unauthorized absences may be subject to discipline. Under exceptional circumstances, with the approval of the Department Head and City Manager, a request to make up the lost time within the pay period may be granted.
D. Workplace Closures: The City may close any, or all, city offices and facilities and cease operations on any regular work day or portion of a work day, on account of extreme weather conditions, natural and man-made disasters, emergencies that threaten employees' welfare or safety, failure or defect in the supply of power or other utilities, strike or other labor trouble, civil disturbance, acts of civil or military authorities, budgetary shortfall, or for any other reason, whether similar or dissimilar to the above, or for an Act of God. Any regular full-time or regular part-time employee who does not work his or her regularly scheduled hours due to such closure will be given the option of using any form of accrued leave (except sick leave), or taking time off without pay for time missed.
4.7 BREAKS AND MEAL PERIODS
A. Employees will take one (1) fifteen-minute break, near the midpoint of each work period, for every four (4) hours worked. All breaks shall be arranged so they do not interfere with City business or service to the public and must be coordinated with other employees.
Breaks may not be used to justify either a late arrival or an early departure from work.
B. Employees who work for more than five (5) consecutive hours are allowed an unpaid meal period of at least 30 minutes that begins no more than five (5) hours from the beginning of the shift. An employee scheduled to work six (6) hours or less may waive the meal period, but shall take the rest period. Meal periods shall be scheduled by the employee's supervisor. The scheduling of meal periods may vary depending on department workload. Meal periods are unpaid and are usually one hour in length. Employees are not permitted to work through their meal period in order to leave work early.
4.8 CALL BACK
All employees are subject to call back to work after the end of their regularly scheduled shifts or on a scheduled day off in emergencies or as needed by the City to provide necessary services to the public. A refusal to respond to a call back is grounds for disciplinary action, including possible termination. Employees will be paid for all time spent responding to an authorized call back to work, or a minimum of two hours, whichever is
PERSONNEL RULES
2017-05-11 v3 Page 18
greater. Employees called back to duty will be paid their appropriate rate of pay for hours worked, including overtime if applicable.
4.9 PAYROLL RECORDS
The official payroll records are kept by the Administrative Services Department. Except for exempt employees, each employee shall turn in to his or her supervisor on a bi-weekly (or as designated by the Administrative Services Department) basis, a signed time sheet, noting hours worked, leave taken and overtime worked. An employee’s signature on his/her work record constitutes his/her verification, under penalty of perjury, that the time reported as worked or paid leave taken away from work was in accordance with the policies of the City and all time has been recorded accurately. All employee time must be reviewed and approved by the supervisor. The City Manager shall sign work records for Department Heads.
CHAPTER 5
GENERAL POLICIES, PRACTICES
AND EMPLOYEE CONDUCT
5.1 GENERAL CODE OF CONDUCT
All City employees are expected to represent the City of Willows to the public in a professional manner which is courteous, efficient and helpful. Employees must maintain a clean and neat appearance appropriate to their work assignment, as determined by the position and Department Head or City Manager.
Since the proper working relationship between employees and the City of Willows depends on each employee's on-going job performance, professional conduct and behavior, the City has established certain minimum standards of personal conduct. Among the City's expectations are: tact, courtesy and respect towards the public and fellow employees; adherence to City policies, procedures, safety rules and safe work practices; compliance with directions from supervisors; preserving and protecting the City's equipment, grounds, facilities and resources; and providing orderly and cost efficient services to its citizens.
The City of Willows is a small workforce and, to function efficiently, employees may be asked to perform duties outside regular assignments. This arrangement is necessary in many small cities. To make the most efficient use of personnel, the City also reserves the right to change work conditions and duties originally assigned. If these changes in arrangements become necessary, the City expects employee cooperation.
5.2 EMPLOYEE APPEARANCE AND BEHAVIOR
A. Members of the public judge a community not only by service, but also by the appearance of its personnel, equipment and facilities. Good public relations cannot be guaranteed by merely doing a good job; the public must be convinced the service is good through appearance, behavior and personal demeanor.
PERSONNEL RULES
2017-05-11 v3 Page 19
B. The personal appearance of all employees, especially those who come into contact with the public, is important and should conform to community standards. Dress should be appropriate to the division/area in which an employee works. This may include required uniforms or safety attire. All employees should, to the extent reasonable for their job duties, be neat and clean in dress and personal appearance, and convey a professional appearance while engaged in City business. The City Manager or Department Heads may establish reasonable standards of appearance and clothing which are appropriate for the job assignment. These standards may be verbal or in writing. Any accommodations must comply with safety requirements and overall professional appearance.
C. Those employees provided uniforms by the City of Willows must maintain the uniform in good condition and wear the uniforms. The appearance of uniformed personnel is one of particular importance, since the public is more apt to recognize these employees as City personnel. Uniforms should be clean, pressed and mended properly. The appearance of the uniform depends on the way it is worn, as well as its condition.
D. The behavior and bearing of all personnel is an important factor in the formulation of public opinion. Individuals coming into government offices should perceive a positive work environment with inclusive cooperative attitudes. All City employees are expected to represent the City of Willows in a professional manner which is courteous, efficient and helpful. Employees are also expected to use appropriate language for a professional workplace. Profanity and other potentially offensive behavior is prohibited.
5.3 GENERAL RULES FOR EMPLOYEE CONDUCT
A. Rules for employee conduct are necessary for the benefit and protection of the rights and safety of all employees and City residents and visitors. Each employee is required to fully cooperate in observing these rules, and any breach of the rules will be dealt with through the disciplinary process. It is important that each employee become completely familiar with the City’s rules. Violation of any City policy may result in discipline and/or discharge.
B. The following rules are established for the benefit of employees and clients alike, and must be followed by City employees. The following list is a representative example and does not constitute all rules that may be required of City employees. Breach of these rules or any other rules required by the City, may result in disciplinary action or dismissal.
1. Behavior - Employees should NOT …
a. willfully, or negligently, violate the City’s personnel policies and procedures, operating rules, or related directives;
b. neglect to carry out a supervisor’s directive, except where the employee’s safety may be jeopardized, or the request is immoral or illegal; c. engage in any activity which creates a conflict of interest or the appearance of a conflict or impropriety;
PERSONNEL RULES
2017-05-11 v3 Page 20
d. knowingly falsify work-related records or reports;
e. be discourteous to any person(s) you come in contact with in the performance of your duties, including co-workers;
f. violate or neglect safety rules;
g. remove, misappropriate, misuse or abuse the City’s property; h. discriminate against, harass, bully or treat any person with disrespect.
2. Performance - Disciplinary action may occur if an employee… a. has exhibited substandard performance, or is inefficient, incompetent, negligent in the performance of duties, fails to perform assigned tasks or training, or fails to discharge duties in a reasonable manner; b. refuses or is unable to improve job performance in accordance with written or verbal directions;
c. refuses to accept assignments from an authorized supervisor; d. is intoxicated or incapacitated on duty due to drug or alcohol use; e. is driving under the influence of alcohol or with drugs in his/her system while on City business, or has a suspended driver’s license where job duties require driving;
f. uses a cell phone while driving any vehicle or operating any equipment;
g. is disrespectful, discourteous, abusive or otherwise engages in inappropriate or unacceptable behavior to co-workers, supervisors, trustees, vendors, or visitors to the City;
h. violates any of the policies, rules or regulations of the City; i. abuses any of the benefits of employment with the City; j. is negligent or improperly uses the City property, equipment or funds, including check kiting or any fraud;
k. releases or gives access to confidential information without prior authorization; or
l. any other reason why, as determined in the sole discretion of the City, the employee’s demonstrated performance or lack thereof, actions, behavior or attitude is not in the best interests of the City.
PERSONNEL RULES
2017-05-11 v3 Page 21
3. Employees . . .
a. are required to cooperate with each other in the performance of their duties;
b. who threaten or make intimidating or harassing remarks to fellow employees will not be tolerated, and all incidents should be brought to the attention of a supervisor;
c. are to work at the highest level of productivity and not delay or hinder other employees in the performance of their duties;
d. are encouraged to make suggestions regarding improvement of work; e. should discourage family and friends from visiting or calling employees while the employee is on duty;
f. must give a quick and friendly response to requests, during the normal course of duties, and refer any unusual requests that seem inappropriate or beyond the normal scope of their job to a supervisor;
g. may be required to attend various meetings and training sessions; h. may not derive any personal profit or advantage from transactions in which the City is involved because of their position as a City employee; i. are not allowed to conduct personal affairs on City time without a supervisor’s permission;
j. may not receive personal mail or personal, non-emergency telephone calls, at the City;
k. are responsible for maintaining neat and businesslike work areas, meeting areas, and keeping the common areas clean;
l. may not smoke in the building, or discard their cigarette residue in any City area;
m. may not use obscene or abusive language in conjunction with their duties, and must refrain from malicious gossip; incidents should be reported to a supervisor;
n. may not fight, gamble, participate in inordinate horseplay, or other antisocial behavior at work;
PERSONNEL RULES
2017-05-11 v3 Page 22
o. may not use, sell or be under the influence of alcohol while on City premises, or while conducting business on the City’s behalf, and may not have drugs in their possession or control, or any measurable amount in their body, while on City business;
p. may not possess weapons of any kind on any City property or facility, unless necessary for the performance of duties;
q. may not use or take City property, including vehicles, without permission for equipment or supplies for personal use;
r. conceal errors or alter City records.
5.4 EMPLOYEE PERSONNEL RECORDS
A. A personnel file is kept for each employee in Human Resources. An employee's personnel file contains: the employee's name; title and/or position held; job description; department to which the employee is assigned; salary; changes in employment status; all training received; performance evaluations; personnel actions affecting the employee, including discipline; accommodation and other pertinent information.
B. Employees have the right to review their own files. To do so, the employee should contact the Administrative Services Director and set an appointment.
C. An employee may request, through the City Manager, removal from his/her personnel file of information the employee believes to be irrelevant or erroneous. If the City Manager denies an employee's request to remove information, the employee may file a written rebuttal statement to be placed in his/her file. A former employee shall retain this right of rebuttal for two years after the last day of City employment.
D. Personnel files are kept confidential to the extent permitted by law. Except as required by law, access will be limited to the employee, employee's immediate supervisor/Department Head, Administrative Services Director, City Attorney, and City Manager, and City Manager’s designee. If an employee engages in misconduct, such information may become available to the public under current interpretations of the public disclosure laws.
5.5 DISCIPLINE.
A. Like all organizations, the City requires order, discipline, and conscientious work performance to succeed and to promote efficiency, productivity, and cooperation among its employees. City employees are required to abide by certain rules and maintain appropriate performance levels and standards of conduct. These rules have been established to protect employees and the City from injury or other threats to its employees’ well-being, as well as promote harmonious, efficient working practices. Failure to observe established rules and
PERSONNEL RULES
2017-05-11 v3 Page 23
practices can lead to disciplinary action. The specific disciplinary action will normally be based on an assessment of the facts, the circumstances and the employee’s previous record.
B. As to any issue of employee discipline, the City retains complete discretion as to when a situation calls for discipline or correction and what form and level of discipline are appropriate. City management believes in appropriate discipline in appropriate circumstances. Normally, if the problems are performance related, corrective action may call for "coaching" or counseling initially. If problems arise from misconduct or an intentional disregard for directives or these policies, such conduct may warrant more serious discipline (such as written reprimands, disciplinary probations, suspension or discharge).
C. Performance problems may also warrant more serious discipline, if the City determines the situation has not improved or worsens. However, management will review each situation independently and make a decision on what it deems to be appropriate discipline, up to and including discharge for the first offense. A decision to use progressivetype discipline in a given case is an attempt to improve the performance or behavior, but does not change the “at will” nature of the employment relationship. For represented employees, the City will adhere to procedures set forth in the applicable labor agreement.
D. Discipline Defined. For the purposes of this section, discipline shall be defined as:
(1) a temporary reduction in pay; (2) a suspension without pay; (3) demotion; or (4) dismissal (except dismissal for medical reasons). Discipline does not include oral or written warnings or reprimands, counseling memoranda, or performance improvement plans (PIP).
This section shall not apply to employees dismissed while on probation.
E. Each of the following constitutes cause for discipline of an employee. This is a partial list and is not intended to reflect all behavior for which discipline may occur, nor is the placement of a cause on the list indicative of the seriousness of the cause.
1. Falsifying personnel records or City records or providing false information concerning employment qualifications.
2. Incompetence, unsatisfactory performance, including quantity and quality of work product.
3. Inefficiency.
4. Dishonesty.
5. Inexcusable neglect of duty.
6. Willfully disobeying a reasonable order or refusal to perform the job as required.
7. In possession of/or under the influence of alcoholic beverages while at work or on City property.
PERSONNEL RULES
2017-05-11 v3 Page 24
8. In possession, in use, under the influence of, or trafficking in habit forming drugs and/or narcotics or alcohol while at work or on City property.
9. Unauthorized absence without approval.
10. Conviction of a felony or conviction of a misdemeanor related to the performance or duties of the job. A plea or verdict of guilty or a conviction following a plea of nolo contendere to a charge of a felony or any offense involving moral turpitude is deemed to be a conviction with the meaning of this section.
11. Abusive, disrespectful, offensive, discourteous language or behavior directed at other city employees, which reasonably can be construed as intended to cause emotional distress, including nondiscriminatory “workplace bullying.”
12. Harassing an employee because of membership in a protected group, including but not limited to sexual harassment.
13. Actual or threatened physical violence towards another person.
14. Improper political activity as defined in the Government code.
15. Misuse of City property or damage to public or private property resulting from misuse or negligence.
16. Driving a vehicle on City time without devoting full attention to driving, which can include, but is not limited to, eating, drinking, applying makeup, reading a map, or talking or texting on the phone. Employees are expected to pull to the side of the road for such activities.
17. Violation of Conflict of Interest Code.
18. Working overtime repeatedly without a supervisor’s approval.
19. Abuse or misuse of sick leave, vacation or other employee benefits.
20. Intentional or repeated violations of safety rules.
21. Gambling on City premises.
22. Failure to properly report absenteeism.
23. Excessive tardiness.
24. Refusal to take and subscribe any oath or affirmation which is required by law in connection with employment.
25. Conduct disrupting city activities.
PERSONNEL RULES
2017-05-11 v3 Page 25
26. Theft or unauthorized removal or possession of property from city, fellow employees, constituents, or anyone on city property.
27. Other conduct including, but not limited to, use of social media either during or outside of duty hours which is of such a nature that it causes discredit to the department or to the City.
28. Violation of any State law, County or City ordinance requiring confidentiality of records or information.
29. Inability to perform the duties of the position due to loss or inability to obtain required licenses.
F. Prior to suspending, demoting or dismissing (collectively referred to herein as “discipline” or “disciplined”) an employee, the appointing authority shall contact and discuss such action with the Administrative Services Director, except:
1. Any employee who reports to work and is believed to be under the influence of alcohol or illegal drugs, based on objectively reasonable suspicion, will be transported home as medically unfit for duty and may use any accumulated leave s/he has to cover the absence from work. For purposes of this policy, marijuana is an illegal drug in the workplace, even though it may be medically prescribed.
2. Before being transported home, an employee who challenges the determination s/he is unfit will be provided an opportunity that day, as soon as possible, to establish the suspicion is unfounded by having his/her blood or urine tested at the ______________________ or other approved testing facility designated by the City. The facility shall perform the least intrusive test needed to determine the presence of alcohol/drugs in the employee’s system.
3. In the event the test is positive for drugs or alcohol:
a. The employee will be immediately suspended without pay for five (5) days by his/her supervisor.
b. In the event the retest is negative, the employee will be reimbursed for all lost wages arising from suspension and their initial removal from work.
4. An employee who elects not to submit to a test waives his/her right to challenge the determination s/he was medically unfit for duty due to drugs or alcohol and will be subject to further disciplinary action.
5. An employee in the possession of unauthorized firearms or explosives shall be immediately suspended without pay for five (5) days by his/her supervisor subject to further disciplinary action. (See also ¶ 8.14.)
G. After consultation between the appointing authority, Administrative Services Director and the City Manager, the City Manager may direct that an employee be placed on
PERSONNEL RULES
2017-05-11 v3 Page 26
administrative leave with or without pay pending the results of an investigation into the alleged misconduct. The City Manager may extend the administrative leave for good cause.
H. Disciplinary Process.
1. If, following discussion and/or investigation, the appointing authority concludes that discipline is appropriate, the Appointing Authority or his/her designee shall immediately provide a written notice of intent to discipline to the affected employee. At a minimum, the notice of intent to discipline shall include (i) a statement of the proposed discipline, (ii) the facts and circumstances giving rise to the discipline, (iii) the specific cause(s) for the discipline, and (iv) all non-confidential materials, if any, upon which the proposed discipline is based.
2. In addition to those matters contained in the notice of intent to discipline in subsection 1 above, the notice shall also include: (i) notice of the employee’s right to respond before the discipline is implemented, (ii) instructions for filing such predisciplinary response within five (5) working days after the date of the notice of intent, and (iii) a statement advising employees that if disciplinary action is imposed they may appeal such action to the City Council by filing a written request to the City Manager within fifteen (15) calendar days of service of notice that the discipline will be imposed.
3. The notice of intent to discipline will be personally served on the employee by the appointing authority or his/her designee. If personal service upon the employee is impossible, a copy of the notice of intent to discipline will be sent by first-class mail to the employee at his/her last known address, and the time for filing a predisciplinary response pursuant to subsection 2 above shall be increased to seven (7) working days.
4. Subject to the limitations of this section, an employee who receives a notice of intent to discipline may respond to the notice either orally or in writing or by both methods objecting to the proposed discipline. An employee who wishes to respond must initiate the pre-disciplinary review process by contacting the City Manager within five (5) work days after the date of the notice of intent to discipline. If the affected employee does not respond within the time permitted, the employee will have waived the right to do so and the appointing authority may implement the proposed discipline, and shall issue a written notice to the employee of the imposition of the discipline.
5. Upon receiving an objection from an employee who has received a notice of intent to discipline, the City Manager shall initiate the pre-disciplinary hearing process as follows:
a. The City Manager will either serve as the pre-disciplinary hearing officer or will designate another person who was not involved in the development of the disciplinary recommendation to so serve;
PERSONNEL RULES
2017-05-11 v3 Page 27
b. The City Manager or designee will schedule a hearing of the employee’s objection within fifteen (15) calendar days of receiving the employee’s objection, and advise the employee of the time and place for such hearing at which the employee will be afforded the opportunity to make oral presentations and to present written materials substantiating his or her reasons for objecting to the proposed discipline;
c. In the alternative, the employee may waive the pre-disciplinary meeting and respond only in writing. However, upon reviewing written materials submitted by the employee, the City Manager or designee may request that a pre-disciplinary hearing be scheduled.
6. Following the pre-disciplinary hearing and/or the submission of written materials by the affected employee, the hearing officer will prepare a written report which will be submitted to the appointing authority. At a minimum, this report will include a summary of the employee’s presentation and copies of any materials submitted by the employee. The report shall include the recommendation of the hearing officer that: (i) the proposed discipline is warranted and the level of proposed discipline appropriate, (ii) the reason for discipline is substantiated but the proposed discipline is excessive, and what discipline would be more appropriate, or (iii) the grounds for imposing discipline are insufficient and warrant no formal discipline.
7. After receipt of the hearing officer’s report and recommendations, the appointing authority may take such action as he/she deems appropriate. Such action may include, but is not limited to, the following: additional investigation/inquiry; elimination or reduction of the level of discipline; or implementation of the noticed discipline. If the appointing authority decides to move forward with discipline, he/she will issue a notice of discipline to the affected employee. At a minimum, the notice of discipline shall include a statement of the discipline to be imposed, the facts and circumstances giving rise to the discipline, the specific cause(s) for the discipline, notice of the employee’s right to appeal and instructions for filing a timely appeal.
8. If, following the pre-disciplinary hearing process described in this subsection 5 and additional investigation/inquiry pursuant to subsection 7, and the appointing authority still intends to implement discipline, an amended notice of intent to discipline will be issued. In addition to the content required by this subsection, the amended notice of intent to discipline will detail the results of the additional investigation/inquiry. An employee who receives an amended notice of intent to discipline may reinitiate the pre-disciplinary hearing process pursuant to subsection 3 of this section.
9. At any time during the pre-disciplinary process, the parties may seek to identify a mutually acceptable alternative to the originally noticed disciplinary action.
If mutual agreement is reached, the details of the agreement will be reduced to writing and will be signed by the appointing authority, the affected employee and the City Manager.
PERSONNEL RULES
2017-05-11 v3 Page 28
10. If the appointing authority determines to proceed with disciplinary action, it will be implemented subject to further appeal procedures discussed in subsection I of this section.
I. An employee who is disciplined pursuant to subsection H of this section may appeal the disciplinary action to the City Council by filing a written notice of appeal addressed to the City Manager within seven (7) calendar days following the date of the notice of discipline. The timely filing of an appeal does not stay the disciplinary action. In the failure of an employee to timely file an appeal, the disciplinary action will be final and all appellate rights will be waived.
1. Within five (5) working days following receipt of the appeal, the City Manager will place the employee’s appeal on the next available agenda of the City Council, give written notice to the employee of the time and place for his or her appeal to the City Council which will hear the appeal in Closed Session, along with notice of the employee’s right to have the matter heard in an open, public session of the Council.
2. The Council’s decision may be based on the hearing officer’s findings and recommendations, or may be based on the Council’s independent review of the evidence submitted by the appointing authority and the employee, including testimony of witnesses, or may be based on a combination of both.
3. Upon conclusion of the appellate hearing and consistent with its findings of fact, the Council may uphold, modify or overturn the discipline.
4. Within thirty (30) calendar days of the City Council hearing the employee’s appeal, the Council will issue its decision, which shall be in writing and will be delivered to the employee, the appropriate appointing authority, the City Manager and the city attorney.
J. The disciplinary procedures described in this section shall be adhered to in all instances where discipline is contemplated and/or administered for all employees except:
1. Appointed Department Heads, who are at-will employees and who serve at the pleasure of the City Manager or, in the case of the City Manager, at the pleasure of the City Council, may be disciplined without cause and with no right to appeal.
Appointed Department Heads will be provided a minimum of two weeks’ notice before termination.
2. The city attorney, and any independent contractor serving the city pursuant to a written agreement.
K. Nothing in this section is intended to deprive any employee of any right s/he has at law.
L. For those employees who are covered by the Peace Officers’ Procedural Bill of Rights Act, or the Firefighters’ Procedural Bill of Rights, nothing in this section will be interpreted, administered or applied inconsistent with the requirements of the Act.
PERSONNEL RULES
2017-05-11 v3 Page 29
5.6 GRIEVANCES.
A. Grievance Defined. A grievance is any dispute which arises over the interpretation, application, or alleged violation of any statute, ordinance, resolution, labor agreement or departmental rules and regulations presently in force or as may from time to time be adopted by the city in matters within the scope of representation.
B. An employee who has been issued a written warning, counseling memo, or placed on a performance improvement plan (PIP) may appeal such non-disciplinary action through Step 3 of these grievance procedures. Appeals filed pursuant to this section will be filed initially at Step 2 of the grievance procedures, and the Step 3 decision will be final.
C. Discipline, as defined in section 5.5, shall not be subject to these grievance procedures.
D. A grievant is defined as a current city employee or group of current city employees who are covered by the provisions of this chapter or, in the case of matters alleging a violation of an MOU, a grievant may be the employee organization recognized to represent those employees covered by that MOU. Grievances filed by an employee organization will be initially filed at either Step 2 or Step 3 of the grievance procedures.
1. If a grievant terminates employment, his/her grievance will be considered to have been withdrawn effective the date of his/her termination. If the grievant who terminates is part of a group grievance, his/her name will be removed from the list of grievant. Such removal will have no impact on the remaining grievant.
E. The purpose of these procedures is to resolve grievances expeditiously and at the lowest possible administrative level. No grievance filed pursuant to this section may be resolved inconsistent with the terms of the statute, ordinance, resolution, MOU or departmental rules and regulations being grieved.
F. The time limits specified at each step of the procedures set forth below shall be strictly observed and may only be extended in writing to a date certain with the mutual consent of the parties.
1. Failure of a grievant to observe a time limit shall terminate the grievance.
2. Failure of the party to whom the grievance is submitted to observe a time limit shall give the grievant the right to advance the grievance to the next step or level of review.
G. These grievance procedures shall be the exclusive administrative procedures provided for the resolution of grievances for all employees, except that an employee need not file a grievance or exhaust this process if alleging a violation of a statute.
H. Grievance Procedure. Consistent with the City’s goal to resolve grievances in an orderly manner as quickly as possible, the following procedures shall apply:
PERSONNEL RULES
2017-05-11 v3 Page 30
1. Step 1 – Informal Submission. Except as specified otherwise in these procedures, an employee who believes s/he has a grievance will, within seven (7) days of the grievable event or within seven (7) days of the discovery of a grievable event, whichever is later, present the grievance orally to his or her immediate supervisor in an attempt to resolve the grievance. The employee’s supervisor will respond personally to the grievance, either orally or in writing, within seven (7) days.
If the grievant is absent from work during this period, the supervisor will respond immediately upon the grievant’s return to work. Grievances resolved at Step 1 shall not be precedent setting.
a. If the grievant’s immediate supervisor is either the subject of the grievance or is the appointing authority, the grievance may be filed initially at Step 2. If the grievant’s immediate supervisor is the City Manager, the grievance may be filed initially at Step 2 with City Attorney substituting as the appointing authority.
2. Step 2 – Formal Submission. If not resolved at Step 1, the grievance may be advanced to Step 2 within seven (7) days following receipt of the immediate supervisor’s response by submitting a written grievance to the appointing authority.
A written statement of grievance shall, at a minimum, include a description of the acts or omissions giving rise to the grievance; the statute, ordinance, resolution, MOU provision or the provision of departmental rules and regulations alleged to have been violated; a brief summary of the immediate supervisor’s response if provided orally or a copy of the supervisor’s response if provided in writing; and the remedy sought. If the grievant wishes to meet pursuant to subsection 2.b of this section, he/she should notify the appointing authority at the time the grievance is filed at Step 2.
a. If a grievance filed at Step 2 is found to lack the information required by subsection 2 of this section, the appointing authority may return the grievance to the grievant specifying the deficiency or deficiencies. The grievant will have three days following receipt of this notice to correct the deficiency and resubmit the grievance at Step 2.
b. The appointing authority will evaluate the grievance and, within fourteen (14) days, respond to the grievant in writing, by personal delivery, setting forth the appointing authority’s findings and recommendations. If the employee is not available at work, the appointing authority will forward his/her response by first-class mail to the grievant’s last known address. During the 14-day evaluation period, the appointing authority and the grievant may meet to discuss the grievance. If the grievant requests such a meeting, it will be held. c. If the grievant accepts the findings and recommendations of the appointing authority, following review by the City Manager and City Attorney for the sole purpose of ensuring compliance with subsection b of this section, the City will be bound to honor those findings and recommendations subject to ratification by the City Council of any unfunded expenditures.
PERSONNEL RULES
2017-05-11 v3 Page 31
d. If the grievance is resolved at Step 2, a copy of all grievance materials will be forwarded to the City Manager for filing.
3. Step 3 – City Manager. If not resolved at Step 2, the grievance may be advanced to Step 3 within seven days following receipt of the appointing authority’s response by filing a written statement of grievance with the City Manager. This written statement of grievance shall, at a minimum, include: a copy of the grievance materials filed pursuant to subsection 2 of this section, a copy of the appointing authority’s response, and the reasons the grievance remains unresolved. The statement of grievance may include supplemental information and may request a modified remedy. If the grievant wishes to meet pursuant to subsection 2.b of this section, he/she should notify the City Manager at the time the grievance is advanced to Step 3.
a. The City Manager will evaluate the grievance and, within fourteen (14) days, respond to the grievant in writing by personal delivery. If the grievant is not available at work, the appointing authority will forward his/her response by first-class mail to the grievant’s last known address. During the fourteen-day evaluation period, the City Manager and the grievant may meet to discuss the grievance. If the grievant requests such a meeting, it will be held. b. If the grievant accepts the findings and recommendations of the City Manager, following review by City Attorney, the city will be bound to honor those findings and recommendations subject to ratification by the City Council of any unfunded expenditures.
c. If the grievance is the appeal of a written warning, the City Manager’s decision shall be final.
d. If the grievance is resolved at Step 3, a copy of all grievance materials will be maintained and filed by the City Manager.
4. Step 4 – City Council. If not resolved at Step 3, a recognized employee organization may advance the grievance to Step 4 within fourteen (14) days of receipt of the City Manager’s response by filing a written request for a hearing by the City Council. The Step 4 hearing request will be filed with the City Manager. a. Unrepresented employees and represented employees who are not represented in their grievance by a recognized employee organization may advance the grievance to Step 4 pursuant to subsection 4 above only after signing an acknowledgement of financial responsibility that has been prepared by the City Manager for this purpose.
i. The provisions of subsection 4.a of this section notwithstanding, a grievance alleging a violation of a negotiated MOU may only be advanced to Step 4 by the recognized employee organization responsible for the representation of employees covered by the MOU in question.
PERSONNEL RULES
2017-05-11 v3 Page 32
b. Within five (5) days of receiving the request to advance the grievance to Step 4, the City Manager, after ensuring compliance with subsection 4.a of this section if applicable, will request a list of five hearing officers from the state agency providing such services.
i. Immediately upon receipt of the list of potential hearing officers, the City Manager will coordinate the scheduling of a meeting of the parties, which may be held telephonically. The purpose of the meeting will be to select a hearing officer.
ii. First the parties will attempt to mutually agree to a hearing officer, whose name need not appear on the list provided.
iii. If unable to mutually agree, the parties will select the hearing officer by alternately striking names from the list until only one name remains, with the first to strike to be determined by lot. c. Upon selection, the hearing officer will coordinate the scheduling of the grievance hearing which will be conducted consistent with the provisions of Government Code Section 11513. Normally, the hearing officer will schedule the hearing to begin within thirty (30) days of his/her selection. If the hearing officer is not available to begin the hearing within forty-five (45) days of his/her selection, either party to the appeal may reinitiate the selection process described in subsection 4.b of this section.
i. The burden of proof shall be assigned to the grievant. The standard of proof shall be a preponderance of the evidence. ii. Grievance hearings will be closed to the public.
iii. The hearing may be recorded or may be transcribed by a certified court reporter. If transcribed by a certified court reporter, the costs associated with the court reporter’s attendance will be borne equally by the parties. The costs of transcripts will be borne by the party requesting the transcript.
d. At the conclusion of the hearing, the hearing officer will take the matter under submission. Within thirty (30) days following the close of the hearing, the hearing officer will submit a written report to the City Council which shall be advisory only. The hearing officer’s report shall include findings of fact and recommendations.
e. The hearing officer will cause his written report and the record of the hearing to be delivered to the clerk of the City Council with copies delivered to the parties to the grievance, city attorney and the City Manager. f. Upon receipt of the hearing officer’s report and the record of the hearing, the matter will be placed on the City Council’s agenda as a closed session
PERSONNEL RULES
2017-05-11 v3 Page 33
item for discussion at its first regular meeting following receipt of the materials. The City Council will take the matter under advisement. g. Within forty-five (45) days of the closed session, the City Council will issue its decision, which shall be in writing and will be delivered to the parties to the grievance, the City Attorney and the City Manager. i. The City Council’s decision may be based on the hearing officer’s findings and recommendations, or may be based on the City Council’s independent review of the record, including the transcript of the proceeding, or may be based on a combination of both.
ii. The City Council’s decision will be the final level of administrative review.
iii. Copies of the City Council’s written decision will be provided to the parties, city attorney and the appropriate employee organization.
The complete record of the grievance will be forwarded to the City Manager for filing.
h. At the conclusion of Step 4, the matter will be referred back to the City Manager, who shall coordinate implementation of the City Council’s decision. i. The cost for the services of the hearing officer shall be shared equally by the parties. Except as may otherwise be specified, all costs of representation and participation in the proceedings shall be borne by the party incurring the cost.
I. Employees may use the grievance procedure without fear of reprisal.
J. The grievant may be represented or assisted at any level of the procedure by a representative of his/her own choosing.
K. A city employee who is a grievant, a witness in a grievance proceeding or the designated representative of a grievant shall suffer no loss of compensation or benefits while participating in this procedure, to include no more than thirty minutes preparation time per stage of the grievance.
L. To the extent practical, grievance proceedings will be held during normal working hours. If held at a time other than the grievant’s normal working hours, the grievant shall be entitled to an equivalent number of hours off on an hour-for-hour basis.
M. The City Manager will maintain a permanent grievance file, which shall include the complete records of all grievances filed at Step 2 or above.
PERSONNEL RULES
2017-05-11 v3 Page 34
CHAPTER 6
PERFORMANCE EVALUATIONS
6.1 EMPLOYEE PERFORMANCE EVALUATIONS
A. Performance evaluations are key elements in maintaining effective two-way communication between employees and their supervisors. The objectives of the evaluation are to:
1. Review the employee’s performance over the review period, discussing both areas of competence or excellence, as well as those needing improvement.
2. Set job performance expectations and standards, and review the progress on expectations and standards set during the prior performance review.
3. Provide an opportunity for employees to discuss job concerns and interests with supervision.
4. Maintain and improve job satisfaction by letting employees know that their supervisor is interested in their personal development.
5. Serve as a systematic guide for supervisors in planning further training and development.
6. Assist in planning personnel reassignment and placements which maximize the employee’s capabilities.
7. Assist in determining and recording special talents, skills and capabilities that might otherwise not be recognized.
8. Set short and long-term goals.
9. To the extent an employee’s position description no longer accurately reflects that actual duties and responsibilities of the position, use the opportunity of the performance evaluation to update the job description, if necessary.
10. Determine merit increase if any. However, a performance evaluation does not necessarily mean that the employee will receive a salary adjustment.
B. Performance evaluations will be conducted at the following intervals:
1. New employees and employees receiving promotions or job transfers to other positions after 6 months in the new position or 12 months for a sworn Police position;
PERSONNEL RULES
2017-05-11 v3 Page 35
2. Every employee shall be evaluated on or near to the anniversary of the employee’s holding his or her position;
3. In addition to the above, performance evaluations may be initiated by the employee’s supervisor at any time.
C. Every performance evaluation will be conducted using a form for such purpose adopted by the City, with the exception of the 90-day review, which may be an informal written review, at the supervisor’s discretion.
D. Performance evaluations shall include, at a minimum, a review and discussion of the written evaluation held privately between the employee and his or her supervisor. In cases where the employee’s supervisor is not completely familiar with the employee’s job for any reason, a supervisor familiar with his/her work will be consulted.
CHAPTER 7
COMPENSATION & BENEFITS
7.1 COMPENSATION
A. Compensation Plan. The City Manager or the person or agency employed for that purpose shall prepare a pay plan covering all classes of positions in the competitive service. In arriving at salary rates or ranges, consideration shall be given to prevailing rates of pay and consideration shall be conditions for comparable work in other public and in private employment, to current costs of living, to financial burden or proposed benefits, including, but not limited to, health and retirement, to suggestions of Department Heads, to the City’s financial condition and policies and to other relevant factors. The City Manager or the person or agency employed for that purpose shall thereafter make such further studies of the pay plan as becomes necessary.
B. Adoption of the Plan. The pay plan shall be adopted, and may be amended from time to time, by resolution of the City Council. Amendments and revisions of the plan may be suggested to the City Council by any interested party and shall be submitted to the City Council through the City Manager. Thereafter, no position shall be assigned a salary not in conformance with the salary schedule unless the salary schedule for the class is amended in the same manner as herein provided for in its adoption.
C. Administration of Compensation Plan. The City Council shall administer the compensation plan for the City Attorney and City Manager. The City Manager shall administer the compensation plan for all other employees.
D. Anniversary Formula. An employee starting work will be considered as having been employed on the first day of the nearest bi-weekly pay period. This formula is to be used for the purpose of determining effective dates for sick leave, vacation leave, and wage adjustments.