Please provide support based off the information below. A very detailed one is needed.

HR’s most important role is to be in compliance with federal, state and local laws, regarding an organization’s employment practices and procedures. Not following these laws will leave an organization vulnerable to lawsuits and other potential legal issues, the last thing any business owner needs. To that end, well-written HRM policies and procedures will cover applicable laws, as well as items that are specific to an organization’s culture and industry. As emerging HR leaders, your Capstone Project assignment is to conduct a SWOT Analysis of OAK POINT’s HR Policies and employment practices. Moreover, your role is to evaluate OAK POINT’s employment practices by assessing the internal strengths, weaknesses, external opportunities, and threats of its HR Manual and related human resources practices by applying the HR concepts, readings and laws discussed in this course as well as literature from other applicable resources. The results of your SWOT Analysis will demonstrate your ability to identify an area within the organization that could be improved upon by modifying the human resource practice. For example, you may believe there is not a documented HR policy that addresses Diversity, Equity and Inclusion within the organization. If so, as a practitioner, it is your responsibility to determine what the organization needs to do to improve upon that HR practice.

Conducting a SWOT Analysis
Step 1: Invite Participation
Once you’ve collected your external and internal Environmental Scan information, the next step
in the process is to share this information with the individuals who will be participating in the
actual SWOT Analysis. Information
discovered during the Environmental
Scan provides a valuable insight to
what might be your agency’s
Six Simple Rules for a Successful SWOT Analysis
Strengths, Weaknesses, Opportunities
and Threats. The SWOT Analysis
1. Be realistic about the strengths and weaknesses of
Matrix provides an illustrative way to
your organization when conducting your SWOT
display these data that is easy to
Analysis.
understand.
2. A SWOT Analysis should distinguish between where
Ø Tip:
The SWOT Matrix
The end product of a SWOT Analysis
is a SWOT Matrix. Use the SWOT
Analysis Matrix to record the
Strengths, Weaknesses,
Opportunities and Threats of your
agency.
Strengths and weaknesses are usually
considered to be internal to your
agency, while opportunities and
threats are usually considered external
factors.
your organization is today, and where it could be in
the future.
3. SWOT should always be specific. Avoid grey areas.
Stay focused on the topic being analyzed, in this
case, the workforce.
4. Always apply SWOT in relation to your competition,
i.e. better than or worse than your competition. It is
important to identify who you are competing against
for workers; the competition may be private sector
employers or other public agencies or non-profits.
5. Keep your SWOT short and simple. Avoid complexity
and over analysis
6. SWOT is subjective.
Taken from:
www.marketingteacher.com/Lessons/lesson_swot.htm
1
Template: SWOT Analysis Matrix
Positives
Negatives
Strengths
Weaknesses
•
Internal Factors
•
Opportunities
•
External Factors
•
Threats
2
You’ll obtain the best results from your SWOT Analysis by giving participants time to absorb the
results of the Environmental Scan and prepare their own draft SWOT Matrix. To give
participants a head start in thinking about the data and the process before completing the
agency’s final SWOT Matrix:
§ Provide participants with the collected Environmental Scan information.
§ Provide participants with a draft SWOT Matrix with adequate space to record what they
see are the agency’s workforce Strengths, Weaknesses, Opportunities and Threats.
Include a brief description of how your agency will use the information (e.g. to develop a
workforce plan for the next five years).
You can share this information by conducting group discussions or distributing it electronically
by email or through an online survey. Distributing the environmental scan and SWOT Matrix
electronically allows for wider distribution and greater participation within your agency.
Gathering Agency Feedback
To receive honest and objective feedback, it is important to assure participants that you will
maintain their anonymity. This is especially important when using electronic tools to obtain
feedback. Once the promise of confidentiality has been broken it may be difficult to regain the
trust of the respondents.
§ Sample email – to send to a representative number of employees or to all employees of
your agency to get their feedback on the agency’s Strengths, Weaknesses, Opportunities
and Threats. Ask participants to email their responses back. The SWOT Team or human
resources staff then document and summarize the responses.
§ Sample web-based survey – to collect feedback online. (We used Zoomerang in our
example.) There are some advantages to using an online survey tool to collect SWOT
information:
You can assure participants of confidentiality.
• The web host can summarize survey results or provide a spreadsheet of the
results, eliminating the need for team members or human resources staff to
perform the tabulation.
•
Share the Environmental Scan information lists with team members even when using a webbased survey tool. You can distribute these by email or by posting them on an intranet site and
referencing the intranet address in the online survey.
Once employees have had the opportunity to participate in the process by submitting draft
SWOT information, schedule a meeting to complete the final SWOT Analysis for the agency.
Step 2: Conduct a SWOT Analysis Meeting
The next step in the Environmental Scan and SWOT Analysis process is to assemble a team to
meet and complete the process. The team could consist of the individuals who completed the
Environmental Scan, human resources staff, or a different cross section of the agency’s
employees. Follow the steps in the Conducting a Successful SWOT Analysis Meeting
Worksheet to arrange an effective SWOT Analysis meeting.
3
Worksheet: Conducting a Successful SWOT Analysis Meeting
Step 1 – Explain the Process
Since time is usually at a premium for meeting participants, it is important that the participants
understand why they are at the meeting and what the expected outcomes of the meeting are.
§ Explain that the purpose of the meeting is to conduct a SWOT Analysis of the agency’s
workforce. Define SWOT Analysis as the process of documenting the agency’s
Strengths, Weaknesses, Opportunities and Threats.
§ Explain how your agency will use the outcome of the meeting – that the results are
important because the information will serve as a foundation for the agency’s workforce
and strategic/business planning.
§ Before beginning the business part of the meeting, establish meeting ground rules (an
agreed upon set of norms on how the meeting will be conducted):
Sample Meeting Ground Rules
Teams meeting to complete a SWOT Analysis should develop ground rules that define how team
members want the meeting to be conducted. Ground rules help promote meeting efficiency and
member participation. The ground rules should be developed and agreed upon by the team
members at the start of the meeting. Ten of the most common meeting ground rules include:
1. Respect each other and refrain from making personal attacks.
2. Acknowledge that it is OK to disagree.
3. Listen to others, don’t interrupt.
4. Everyone participates; no one dominates, value the diversity of team members.
5. Honor time limits: be on time, start on time, end on time
6. Recognize that all ideas are potentially good ideas, don’t rush to evaluate suggestions;
keep an open mind.
7. Stick to the agenda – stay on task. Usually the meeting leader or another designated
individual serves as a facilitator and is responsible for facilitating the meeting and keeping
it on task and on time.
8. Be prepared for the meeting by reviewing materials distributed beforehand and bringing
any requested materials with you
9. Respect confidentiality, what is said in the meeting should stay in the meeting.
10. Make arrangements to not be interrupted during the meeting; turn off cell phones.
Step 2 – List Strengths
Develop a list of all of the internal strengths of the agency incorporating feedback from the team
members, emails and surveys. Discuss the strengths and clarify any questions or confusion.
Examples of strengths could include an experienced staff or good employee training program.
4
Step 3 – Identify Weaknesses
Repeat the process you used to identify strengths to generate a list of the agency’s
weaknesses. Weaknesses are internal factors that may impact workforce planning negatively.
Examples of weaknesses could include an absence of procedural manuals or lack of an
employee mentoring program. It is possible that a strength could also be a weakness. For
example, long-time employees could be a strength because of their experience, but may be a
weakness because it might indicate a workforce close to retirement.
Step 4 – List Opportunities
Repeat the process to list opportunities. Opportunities are external factors, as opposed to the
internal factors of strengths and weaknesses. Opportunities could include new relevant training
programs at educational institutions or an emerging diverse workforce.
Step 5 – Identify Threats
Repeat the process to identify threats. Threats are also external factors. Threats could have a
negative impact on your workforce planning and could include a projected increase in the cost
of employee health insurance or an expected reduction in government funding. Again it is
possible that an opportunity may also be perceived as a threat. For example, new technology
tools might be an opportunity, but also threaten staffing levels.
Step 6 – Establish Priorities
You will have four lists once you’ve identified your Strengths, Weaknesses, Opportunities and
Threats. Use a prioritization process to reduce each of the four lists to five top priorities. Two
options for doing this are:
1. Give each person in the group five sticky dots and have them place the dots beside the
options they prefer. They can choose five individual options or place multiple dots on an
option they feel strongly about. The option with the greatest number of dots will
determine the course of action.
2. Ask participants to rank the options using a scale of 1 to 5, where 5 points represents
their first choice, 4 their second choice, etc. The desired option is the one that
accumulates the highest total score.
On the next page is a Sample Completed SWOT Matrix with five top priorities for workforce
planning for a human services agency.
5
Sample Completed SWOT Matrix
Strengths (internal)
Weaknesses (internal)
1. The agency has an experienced and dedicated
workforce
2. There is a good training program for new
employees
3. Senior management is committed to workforce
planning
4. Human resource staff are easy to work with and
willing to try new recruitment ideas
5. 50% of the staff hold a professional certification
1. Over 50% of the managers and supervisors are
eligible for retirement
2. The agency does not offer a mentoring
program
3. The agency lacks the technology tools to be
more efficient
4. Procedural manuals need to be updated
5. The current workforce is not very racial/ethnic
diverse
Opportunities (external)
Threats (external)
1. New information technology tools can provide
quicker data sharing between agencies and client
information retrieval
2. There are job sharing opportunities with other
agencies
3. A large number of retired baby boomers are
considering returning to the workforce on a parttime basis
4. Federal and state agencies have expressed
interest in merging services
5. Universities are looking for internship
opportunities for their students
1. The demand for workers in the field exceeds
the supply of potential workers
2. There is less federal money available for
training grants
3. Budget and full-time positions have been
limited by the legislature
4. Educational institutions are reducing the
number of courses offered in this field
5. The number of residential treatment centers
has been declining steadily
Step 7 – Discuss Next Steps
The next step begins the process of turning the results of the Environmental Scan and SWOT
Analysis into something actionable. Encourage group discussion about the four prioritized lists
by asking:
§ How can we maximize the use of our strengths?
§ How can we overcome the threats identified?
§ What do we need to do to overcome the identified weaknesses?
§ How can we take advantage of our opportunities?
Explain to the team members that the results of their efforts will be incorporated in the agency’s
business and workforce planning in the form of action plans.
6
Guidelines: Conducting Effective and Efficient Meetings
When meeting to complete a SWOT Analysis or to conduct other business, the most productive
meetings are those that are run effectively and efficiently. Below are some universal tips to help
any meeting run more smoothly.
1. Distribute the agenda prior to the meeting. Define the purpose of the meeting, list the
agenda items and time allotments, and include any reference materials that should be
reviewed prior to the meeting.
2. Write the agenda and meeting goals on a blackboard or flipchart in the meeting room.
This will help keep the team members focused on the tasks at hand. Follow the agenda,
start on time and end on time.
3. Your meeting should have a facilitator, either the meeting leader or another designated
individual. The role of the facilitator is to keep the discussion focused on the topic, stay
on the agenda, and stay on time. It would be very easy for a meeting on workforce
planning to turn into a meeting with participants discussing everything about the
organization. The facilitator controls the meeting by establishing time limits, listing
specific agenda items, defining the purpose of the meeting, and controlling the
discussions.
4. Make introductions, have team members introduce themselves and tell where they work
or what they do.
5. Use a warm-up activity, sometimes called an icebreaker. This activity serves two
purposes: 1) it promotes participation and communication; and 2) it encourages team
work and team building.
6. Have the team members develop and agree upon meeting ground rules. These
agreements establish norms for participant behavior and define how the meeting will be
conducted.
7. Encourage participation from all team members and ensure that no one team member
dominates the discussion. Brainstorming can be used to generate ideas, remember that
during brainstorming ideas should not be evaluated or criticized.
8. Determine how decisions will be made. There are a number of methods to make
decisions ranging from voting to building consensus. A majority vote decision method
requires support from more than 50% of the members of the group and can be
accomplished through voting, either by a show of hands or written secret ballot. The
following prioritization techniques can also be used to arrive at the option that the
majority supports:
Give each person in the group five sticky dots and have them place the dots beside
the options they prefer. They can choose five individual options or place multiple dots
on an option they feel strongly about. The option with the greatest number of dots will
determine the course of action.
• Participants are asked to rank the options using a scale of 1 to 5, where 5 points
represents their first choice, 4 their second choice, etc. The desired option is the one
that accumulates the highest total score.
•
7
•
When simple voting may result in some unhappy team members, a consensus
decision method strives to avoid “winners” and “losers”. Consensus requires that a
majority approve a given course of action, but that the minority agree to go along with
the course of action. All team members don’t need to favor the decision, but all team
members need to be able to live with the decision and support it.
9. Keep the discussion focused on the agenda items to avoid investing time where team
members discuss items that are extraneous to the agenda. The comments may be
interesting, but they are not likely productive to the meeting’s goals.
10. Park issues that are important, but unrelated to the specific agenda in a “Parking Lot” by
recording them on the flipchart or blackboard for future consideration or agendas.
11. Prior to adjourning the meeting summarize the results and conclusions from the meeting;
record any actions or assignments, who is responsible to complete them, and timeline
for each action.
12. Use a check-out to end the meeting. A check-out is an opportunity for team members to
share their thoughts on how the meeting went, what worked well and what could be
done to improve future meetings.
8
Human Resources
Policies and Procedures
Manual
February 2016
Page 1 of 146
Chapter
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
Table of Contents
Description
Preamble
Introduction
Categories of Employment
Vacant Positions
Reference Checks/Recommendations
Probation
Attendance
Code of Conduct
Outside Employment
Accrual of Benefits
Employee Benefits Program
Holidays
Vacation Time
Sick and Other Types of Leave
Family and Medical Leave
Method of Payment
Wage and Hour Administration
Compensation and Salary Administration
Performance Evaluation/Management Process
Disciplinary Process
Violence in the Workplace
Grievances
Non-disciplinary Separation
Reinstatement
Unlawful Discrimination and Illegal Harassment
Drug-Free Workplace
Substance Abuse
Drug and Alcohol Testing for “CDL” Drivers
Possession of Weapons in the Workplace
Travel Authorization and Reimbursement Policy
Vehicle Usage
Investigation and Inspection of City Facilities and Equipment
Employee Records
Acceptance of Donations to the City
Use of Tobacco Products
Acceptable Use of Technology Systems
Authorized Use of City Issued Credit Cards and City Accounts
Appendix (Forms, Applications, etc.)
Page 2 of 146
Page Number
3
4
7
8
13
14
16
17
23
24
25
30
32
35
40
45
47
50
53
55
61
63
65
67
68
72
74
79
82
84
86
90
92
94
96
98
106
109
CITY OF OAK POINT
HUMAN RESOURCES
POLICIES AND PROCEDURES MANUAL
PREAMBLE
This manual (including any modifications) is prepared for informational and guideline purposes only and
does not constitute a contract in any respect between the City of Oak Point and its employees.
Employment with the City of Oak Point is at will, and either the employee or the employer may
terminate the relationship at any time for any or no reason except as otherwise provided by an
employment contract, City ordinance, or State law. With the exception of changes to employee
benefits, the City Manager may unilaterally amend, modify or delete these policies at any time without
notice. All statements in this manual regarding the at-will status of City employees or any
benefits provided herein shall control any contradictory statements by any other person, whether oral
or written.
The at-will status of any employee may not be modified or rescinded by any oral or written statements
by any person, including appointed or elected officials, any employee handbooks, employment
applications, City of Oak Point memoranda, or other materials provided to employees in
connection with their employment. Similarly, the City’s policies and practices with respect to any
matter or any benefits now offered may be terminated at any time and are not to be considered as
creating any contractual obligation on the City’s part.
Statements of specific grounds for termination set forth in this manual or in any other City documents
are examples only, are not all-inclusive lists, and are not intended to restrict the City’s right to
terminate at will.
Completion of an introductory or probationary period or “regular status” does not change an
employee’s status as an employee-at-will or in any way restrict the City’s right to terminate such an
employee or change the terms or conditions of employment.
Page 3 of 146
CITY OF OAK POINT
HUMAN RESOURCES
POLICIES AND PROCEDURES MANUAL
Chapter 100
INTRODUCTION
Initial Effective Date:
June 2012
Date Revised:
June 2015
SECTION 1 – PURPOSE
To provide all City of Oak Point employees with a fair and equitable human resource management
system.
A. OBJECTIVES
The human resource management system objectives, which include the City of Oak Point Human
Resources Policies and Procedures, are as follows:
• Promote and increase efficiency, responsiveness to the public, and economy in City service;
• Provide opportunity for qualified persons to enter and progress in City service based on
merit and fitness;
• Maintain recruitment, advancement, and tenure practices enhancing the attractiveness of a
City career and encouraging all employees to give their best efforts to the City and the
public;
• Maintain consistent, up-to-date position classification and compensation plans based on the
relative duties and responsibilities of jobs in City service; and
• Promote high morale among City employees by fostering good working relationships and
providing uniform human resources policies, opportunities for advancement, and
consideration of employee needs and desires.
B. RESPONSIBILITIES
1. The general and final authority for human resources management rests with the City
Manager, who may delegate it as necessary and proper, except for matters reserved to the
City Council.
2. The Human Resources Manager, City Secretary and Finance Manager shall advise and support
management in all areas, including employee-management relations; training and career
development; classification; compensation; benefits; retirement programs; and employee
health, safety and morale.
3. Department heads are responsible for enforcing these policies and for cooperating with the
City Manager and his/her designee(s) on all matters pertinent to their organization units. All
employees have a responsibility and role in the implementation of these policies and
procedures. Use of the term “Department Head” shall mean the department head or any
subordinate supervisor or manager designated by the department head.
SECTION 2 – POLICIES AND PROCEDURES
1. The Human Resources Policies and Procedures provide City service with a high degree of
understanding, cooperation, efficiency and unity. These are achieved through
systematic procedures and uniform application of modern human resource management
practices. The issuance of this manual does not constitute a contract between the City and
its employees.
Page 4 of 146
2. The City Manager may change or amend the provisions of these Policies as deemed
necessary for the proper administration of the affairs of the City.
3. The City Manager or Human Resources Manager possess the responsibility for developing,
administering, interpreting and maintaining the Human Resources Policies and
Procedures.
A. APPLICABILITY
1. These policies and procedures apply to all City employees except in the following
circumstances:
• When specific appointment and removal power is vested in the City Council.
• For elected officials, members of appointed boards or commissions, persons employed under
contract to supply professional and technical services, and personnel appointed to serve
without pay.
2. The City Manager will exercise administrative supervision and control over officials appointed by
the City Council, as specified in the contracts with such officials and persons where such supervision
is withheld by ordinance.
B. DISTRIBUTION AND ACCESS
Human Resources Policies and Procedures will be posted on the City’s website.
C. MANUAL REVISION AND MAINTENANCE
Any employee may recommend a revision to an existing personnel policy or procedure, or suggest
a new policy or procedure. This may be accomplished by submitting a request and draft of the
proposal or revision to the City Manager or his/her designee.
SECTION 3 – GENERAL PROVISIONS
The general provisions include equal employment opportunity and affirmative action, the code
of conduct and personnel files.
A. EQUAL EMPLOYMENT OPPORTUNITY/AFFIRMATIVE ACTION
The City of Oak Point is committed to equal employment opportunity for all employees and
applicants for employment. Discrimination against any person in recruitment, examination,
appointment, training, promotion, discipline, pay or any other aspect of personnel administration
is prohibited. This includes discrimination because of race, color, religion, creed, national origin,
ancestry, marital status or other nonmerit factors. Discrimination on the basis of age, sex, or
physical disability is prohibited, except where specific age, sex, or physical requirements are a
bona fide occupational qualification necessary to the proper and efficient operation of
the City.
B. CODE OF CONDUCT
All persons employed by the City of Oak Point shall comply with the Code of Conduct
contained herein.
C. PERSONNEL FILES
The City Manager or his/her designee shall maintain the official “City” personnel files for all
employees. This section shall not apply to files which must be kept under law by a specific
Page 5 of 146
department in order to comply with a professional license issued by another government entity.
In this case, the City Manager or his/her designee shall maintain only documents which would be
required in order to comply with federal and state laws regarding employment and is not privileged
to other specific documents.
None referenced.
SECTION 4 – APPENDICES
Page 6 of 146
CITY OF OAK POINT
HUMAN RESOURCES
POLICIES AND PROCEDURES MANUAL
Chapter 101
CATEGORIES OF EMPLOYMENT
Initial Effective Date:
June 2012
Date Revised:
SECTION 1 – PURPOSE
This policy describes the City of Oak Point’s categories of employment.
SECTION 2 – DEFINITIONS
A. Regular Full-time Employees are employees budgeted to work at least forty (40) hours per week
on a continuing basis.
B. Regular Part-time Employees are employees budgeted to work less than forty (40) hours per
week on a continuing basis.
C. Temporary Employees are employees who work a specified number of hours per week for a
limited period of time. Such positions are deleted after expiration of the authorized period.
D. Seasonal Employees are employees who work a specified number of hours per week during
a specified work season. The need for such positions usually recurs on an annual basis.
These definitions are not intended to indicate whether or not overtime is an aspect of the job.
None referenced.
SECTION 3 – APPENDICES
Page 7 of 146
CITY OF OAK POINT
HUMAN RESOURCES
POLICIES AND PROCEDURES MANUAL
Chapter 102
VACANT POSITIONS
Initial Effective Date:
June 2012
Date Revised:
June 2015
SECTION 1 – PURPOSE
This policy describes procedures for filling vacant positions.
SECTION 2 – POLICIES AND PROCEDURES
The Department Head shall notify the City Manager of any anticipated vacancies as far in advance as
is reasonably possible to permit sufficient time for the selection of qualified candidates.
A.
VACANCY ANNOUNCEMENT
T h e Ci t y M a n a ge r o r h i s/ h e r d e si gn e e sha l l p u b l i cl y announce, by appropriate means, all
City vacancies. Announcements will typically be posted on the City’s website and/or
websites of applicable professional organizations. This excludes vacancies to be filled by
administrative transfer, temporary promotion or reinstatement. Job opportunity announcements
will be prepared, posted and distributed only when there is or will soon be a vacancy. The
announcements will generally specify a deadline for application (normally five to ten days after
initial public posting). This period may be shortened or extended, depending upon the
circumstances. In high-turnover or critical-skill situations which make application deadlines
unrealistic, announcements can be posted as “open.” The C i t y M a n a g e r o r Hu m a n R e so u r ce s
M a n a g e r sh a l l m a i n t a i n a l i s t o f announced vacancies for public inspection.
B.
VACANCY APPLICATION
A p p l i c a t i o n s f o r i n i t i a l e m p l o ym e n t , promotion, transfer or reinstatement shall be
submitted as specified in the job opportunity announcement or as prescribed by the City Manager or
his/her designee. Applicants should complete an Application for Employment Form (Appendix A). All
information submitted is subject to verification.
C.
PRE-EMPLOYMENT PROCESS
The Ci t y M a n a ge r o r h i s/ h er d e si gne e shall work through the application process to ensure
that applicants a re t rea t e d e qu a l l y. T h e de p a r tm e nt a l application processing steps are
explained below:
1.
Minimum Qualification Verification
After the application deadline, the Ci t y M a n a ge r or h i s/h e r d e si gn e e will review
the applications and eliminate those that do not meet the minimum qualifications specified in
the job description.
2.
Applicant Evaluation
The Ci t y M a n a ge r or h i s/ he r d e si gn e e will review the applications and schedule
interviews. In addition to interviews, the evaluation process may include reference checks,
performance tests, written tests and other screening procedures, as appropriate. Applicants
may be required to provide additional information and undergo examinations necessary to
Page 8 of 146
demonstrate compliance with prescribed qualification requirements.
a. The Department Head shall restrict interviews and all other evaluation a cti viti es,
i n clud in g ref ere nce checks, to job-related information and/or activities. The City
Manager or Human Resources Manager will assist in this area and should be contacted for
guidance.
b . Inte rvie wer s sha ll comp let e an A p p l i c a n t E v a l u a t i o n F o r m ( A p p e n d i x B )
f o l l o w i n g e a c h interview.
3. Applicant Disqualification
Applicants may be disqualified from consideration for any of the following reasons:
a. They do not meet the necessary position-related qualifications.
b. They make false statements on the application form or supplements.
c. They commit or attempt to commit a fraudulent act at any stage of the selection process.
d. They are in violation of the City of Oak Point Substance Abuse Policy.
e. They are not legally permitted to work in the United States due to their immigration
status.
4. Nepotism
Employment may be restricted when an applicant or current employee is related by blood
(consanguinity) or marriage (affinity) to another City employee or official. A diagram is
appended for determining the degree of consanguinity and affinity (Appendix C).
a. Nepotism restrictions are as follows:
(1) An individual related within the third degree of consanguinity or second degree of
affinity to a member of the City Council or the City Manager shall not be
a p p o i n t e d t o s e r v e o r b e employed in any position in the City.
(2) An individual related within the third degree of consanguinity or second degree of
affinity to a Department Head shall not be appointed to a position within that
department.
(3) A n i n d i v i d u a l s h a l l n o t b e appointed to any position directly supervised by
someone to whom he/she is related within the third de gr e e of co n san gu i n it y or
second degree of affinity.
(4) A n i n d i v i d u a l s h a l l n o t b e appointed to any position if the appointment would
create a close working relationship within the department or functional area that
could affect the health, s a f e t y o r w e l f a r e o f t h e employees; the
efficient departmental operation; or the best interests of the organization.
b . Should a current employee become a relative of another employee and fall under the
provisions of this rule, one of the employees must transfer to another area, resign within
four (4) weeks of the violation, or face termination. If neither employee elects to
resign, the employee with the least seniority will be terminated. This rule applies to
full-time, part-t i m e , r e g u l a r a n d t e m p o r a r y positions.
d. The City Manager must approve the a p p o i n t m e n t o r c o n t i n u e d employment of
any person subject to the provisions of this rule.
e. The City Manager may apply the nepotism prohibition for other organizational and/or
personal relationships in the best interests of the City of Oak Point.
f. The City Manager may waive the provisions when it is in the best interests of the
department or the City.
5. Residence Information
All employees are required, as a condition of employment, to furnish to their Department
Page 9 of 146
6.
7.
8.
Head any change in address and telephone number, and to keep current a designation of
beneficiary form. This information shall be forwarded to the City Manager to be filed as a
part of the personnel records of the employee.
Screenings and Examinations
A l l p e r s o n s s e l e c t e d f o r i n i t i a l appointment or reinstatement shall undergo a
drug screening test. Persons selected for positions that require a commercial driver’s license
will also be required to undergo an alcohol screening test. Some job requirements will require
a thorough medical examination. Each of these tests will be conducted at the City’s expense
and in a manner prescribed by the City Manager. Employment shall b e c o n t i n g e n t u p o n
s u c c e s s f u l completion of the required screening(s) and medical examination(s).
Background Checks
The City of Oak Point will conduct criminal history records checks on all new
employees, including those in part-time, temporary and selected volunteer positions. Since
it may take several weeks to receive results, applicants selected for positions will be
offered provisional employment. If applicants have not provided accurate information
regarding their criminal history, they may be dismissed from employment. NOTE: A
criminal conviction will not necessarily disqualify an applicant for employment. The
conviction will be reviewed against the job requirements.
Waiver of Information (Appendix D) and Criminal History Records Check Information
(Appendix E) forms will be completed by each person selected for a position with the City of
Oak Point.
Signature/Approval Levels
Upon selecting an applicant for hire, the Department Head shall complete a Personnel
Action Form (Appendix F) and submit the Personnel Action Form to the City Manager for
approval. Following approval of the Personnel Action Form, the City Manager or his/her
designee will prepare an employment offer letter to document the salary, working hours,
benefits, and starting date of the new employee.
D.
PROMOTIONS
Promotions are position changes to classes with higher maximum salaries. Qualified employees
may apply for promotion to vacant positions when positions are advertised or posted.
Probationary employees generally are not eligible for promotion during the probationary
period. Exceptions may be granted by the City Manager when such promotion is in the best
interest of the City. The following process shall be utilized for promotions:
1. Application
An employee applying for a position outside the employee’s department must complete a new
employment application. If the position is within the employee’s department, a Consideration for
Promotion/Transfer Request Form (Appendix G) may be completed in lieu o f t h e r e g u l a r
A p p l i c a t i o n f o r Employment Form (Appendix A).
2. Contacts
Qualified employees referred to the Hiring Department may be contacted by the Hiring
Department for interview arrangements.
3. Transfer Dates
If an employee is selected to fill the vacancy, the Hiring Department shall c o n t a c t t h e
e m p l o y e e ‘ s c u r r e n t department to establish a mutually agreed-upon transfer date. The
department may require the employee to give two weeks’ notice. Promotions must be
Page 10 of 146
effective the first day of a payroll period.
4. Promotion Initiation
The gaining department will initiate a Personnel Action Form (Appendix F) to promote the
employee.
5. Temporary Positions
Temporary promotions may be authorized to ensure the proper
performance of City functions if a p o s i t i o n i s v a c a n t o r t h e r e g u l a r i n c u m b e n t
i s a b s e n t . T e m p o r a r y promotions are intended to be temporary and shall not be used to
circumvent the normal selection process. Temporary promotion rules are as follows:
a. The employees involved shall not acquire any status or rights to the p o s i t i o n s t o w h i c h
t h e y a r e temporarily promoted.
b. Employees may receive additional c o m p e n s a t i o n f o r t e m p o r a r y promotions. In
those cases where additional compensation is provided, Department Heads must
designate the temporary assignment time p e r i o d . E m p l o y e e s m a y b e
compensated at the base range for the temporary assignment position.
6. Approval Levels
T h e s i g n a t u r e / a p p r o v a l l e v e l f o r promotions and temporary promotions is the
Department Head if the position is budgeted and has been advertised.
The City Manager should be contacted if there are any questions.
E.
LATERAL TRANSFERS
A lateral transfer is the assignment of an employee from one position to another position in
the same salary range. Qualified employees may apply for transfers to vacant positions when the
positions are advertised or posted.
Probationary employees generally are not eligible for lateral transfer during the
probationary period. Exceptions may be granted by the City Manager when such lateral
transfer is in the best interest of the City.
The transfer process is described below:
1. Application
Employees applying for positions outside their departments must complete a new
employment application. If the p o s i t i o n i s w i t h i n a n e m p l o ye e ‘ s department, a
Consideration for Promotion/Transfer Request Form (Appendix G) may be completed in lieu o f
t h e r e g u l a r A p p l i c a t i o n f o r Employment Form (Appendix A).
2. Contacts
Qualified employees referred to the Hiring Department may be contacted by the Hiring
Department for interview arrangements.
3. Transfer Dates
If an employee is selected to fill the vacancy, the Hiring Department shall c o n t a c t t h e
e m p l o y e e ‘ s c u r r e n t department to establish a mutually a g r e e d u p o n t r a n s f e r
d a t e . T h e department may require the employee to give two weeks’ notice. Transfers must
be effective the first day of a payroll period.
4. Transfer Initiation
The gaining department will initiate a Personnel Action Form (Appendix F) transferring the
employee.
5. Lateral Transfers
Lateral transfers may be implemented at any time for administrative convenience. A qualified
Page 11 of 146
6.
employee may request a lateral transfer subject to the approval of the Hiring Department
Head.
Approval Levels
The signature/approval level for lateral transfers is the Department Head level if the position is
budgeted and has been a d v e r t i s e d . A p p r o v a l s w i l l b e documented on a Personnel
Action Form (Appendix F). The City Manager should be contacted if there are any questions.
F. DEMOTIONS
A demotion is the assignment of an employee from a position in one class to a position in another
class having a lower maximum salary. Employees qualified to perform lower-level p o s i t i o n
d u t i e s m a y b e a p p r o v e d f o r administrative demotion at their own request. Administrative
demotions may be alternatives to layoffs or terminations resulting from unsuccessful
Performance Improvement Program (PIP) accomplishment. Demotions (other than those
resulting from an unsuccessful PIP) shall not be considered disciplinary actions nor disqualify
employees i n vo l ve d f r o m co n si d e r a t i o n f o r l a t e r advancement. Demotions implemented as
alternatives to layoffs may be fully or partially rescinded at any time. Probationary employees
generally are not eligible for voluntary demotion during the probationary period. Exceptions
may be granted by the City Manager when such voluntary demotion is in the best interest
of the City. The signature/approval level for authorized n o n – d i s c i p l i n a r y d e m o t i o n s i s a t
t h e Department Head level. Approvals will be documented on a Personnel Action Form (Appendix
E). The City Manager should be contacted if there are any questions.
SECTION 3 – APPENDICES
A.
B.
C.
D.
E.
F.
G.
City of Oak Point Application for Employment Form
Applicant Evaluation Form
Degree of Consanguinity Chart
Waiver of Information Form
Criminal History Records Check/ Fingerprinting Form
Personnel Action Form
Consideration for Promotion/Transfer Request Form
Page 12 of 146
CITY OF OAK POINT
HUMAN RESOURCES
POLICIES AND PROCEDURES MANUAL
Chapter 103
REFERENCE
CHECKS/RECOMMENDATIONS
Initial Effective Date:
June 2012
Date Revised:
June 2015
SECTION 1 – PURPOSE
This policy describes the City of Oak Point’s policies concerning reference checks and
recommendations.
SECTION 2 – POLICIES AND PROCEDURES
A. PROCEDURES FOR REFERENCE CHECKS
1. All requests for information, written or ver b a l , f ro m p er so n s o u t sid e th e Ci ty
concerning job applicants and/or current, retired, or terminated employees
must be referred to the City Manager or Human Resources Manager. Such request
shall include, but not be limited to:
a. Verification of employment for loan and/or credit application.
b. Verification of employment status.
c. Salary verification or information.
d. Verification of work and/or attendance records.
e. Prior work history.
2. W i t h o u t a s i g n e d r e l e a s e , t h e C i t y Manager will release only the dates
of employment, position held and final salary. No one else is authorized to release
such information.
B. PROCEDURES FOR RECOMMENDATIONS
Letters of Recommendation written for a current, retired or terminated employee must be
approved by the City Manager. A copy of t h e l e t t e r s h a l l b e c o m e a p a r t o f t h e
employee’s file.
SECTION 3 – APPENDICES
None referenced.
Page 13 of 146
CITY OF OAK POINT
HUMAN RESOURCES
POLICIES AND PROCEDURES MANUAL
Chapter 104
PROBATION
Initial Effective Date:
June 2012
Date Revised:
June 2015
SECTION 1 – PURPOSE
To ensure that all newly hired and promoted employees have a fair and equitable probationary
period.
SECTION 2 – POLICIES AND PROCEDURES
This policy establishes probationary period requirements for all City departments. It is the purpose
of the probationary period to provide a time by which both employee and the City can decide
as to the desire to continue regular employment. Probationary employees and City supervisors
should therefore utilize this time to examine all aspects of the job and the respective conduct
of the employee and the City, as well as actual performance of duties and/or choice of action.
A. PROBATIONARY PERIOD
Every person initially appointed to or promoted in City service under a regular appointment
shall successfully complete a probationary period.
1. Term of Probation
Employees shall serve a six-month probationary period. Department Heads have the
option of extending the probation by an additional six months.
2. Unsatisfactory Performance
Unsatisfactory probation-period performance can occur at any time within the probation
period. Unsatisfactory probation-period performance is not part of the disciplinary
process.
a. Prior to dismissal of a probationary employee, a department head shall consult with the
City Manager or Human Resources Manager. The department head, however, has the
final decision. If the decision is made to dismiss the probationary employee, such
dismissal should be initiated with a notice of proposed d i sm i s sa l a n d i n c l u d e t h e
e m ployee’s right to respond to the department head within two (2) work days. The
department head will make the final decision. Employees in their initial
probationary period do not have appeal rights.
b. A promoted employee with unsuccessful probation-period performance may return
to his/her former job type, provided a position is available. If the decision is made to
dismiss him/her, the process should be initiated with a notice of proposed dismissal,
which should include the employee’s right to respond and to appeal (if the promoted employee had passed the initial probationary period with the City).
3. Performance Evaluations
One performance evaluation shall be completed on all probationary employees. The
evaluation shall be given approximately two weeks prior to the end of the six-month
probationary period.
Page 14 of 146
a. The performance evaluation conducted approximately two weeks prior to the end of the
six-month period is a merit related evaluation. At this time the employee’s status may
be changed from probationary to regular.
b. If the probation is extended an additional six months by the department head, another
evaluation should be completed approximately two weeks prior to the end of the
second sixth month period. This is a merit-related evaluation and the employee’s
status may be changed from probationary to regular.
c. Upon becoming a regular employee, the employee shall be evaluated in accordance with
regular employee evaluation procedures.
4. Personnel Transactions
Newly hired and newly promoted employees generally are not eligible for promotion, lateral
transfer or voluntary demotion during the probationary period. Exceptions may be
granted by the City Manager when such promotion, lateral transfer or voluntary demotion is
in the best interest of the City.
SECTION 3 – APPENDICES
A. Employee Orientation Check Sheet
Page 15 of 146
CITY OF OAK POINT
HUMAN RESOURCES
POLICIES AND PROCEDURES MANUAL
Chapter 105
ATTENDANCE
Initial Effective Date:
June 2012
Date Revised:
June 2015
SECTION 1 – PURPOSE
This policy describes the City of Oak Point’s policies concerning absenteeism and tardiness.
SECTION 2 – POLICIES AND PROCEDURES
Employees shall be required to be at their places of work in accordance with these
policies and procedures. All departments shall maintain attendance records of employees.
Absenteeism and tardiness on the part of employees increases the workload of fellow employees,
interferes with productivity, and reduces the quality of service.
The absence from work of any employee usually involves the rearrangement of work schedules
and the temporary reassignment of other employees. To accomplish these tasks, sufficient
advance notice of absence is necessary.
Unauthorized absence, failure to return at the expiration of a leave of absence, or being absent
without leave for a period of at least one working day or shift of duty shall be deemed an
automatic resignation. Such a r e s i g n a t i o n m a y b e r e s c i n d e d b y t h e department head if the
employee presents satisfactory reasons for failure to report the absence within three (3) working
days of the effective date of the automatic resignation.
A. PROCEDURES FOR REPORTING ABSENCES
1. To be eligible for paid sick leave, an employee must report his or her absence to the
department head no later than 30 minutes before the employee’s regularly scheduled work
day begins.
2. Proof of Absence. In the case of absenteeism, if the supervisor has reason to suspect
abuse, he or she may require the employee to present satisfactory proof of the need for
the employee’s absence.
None referenced.
SECTION 3 – APPENDICES
Page 16 of 146
CITY OF OAK POINT
HUMAN RESOURCES
POLICIES AND PROCEDURES MANUAL
Chapter 106
CODE OF CONDUCT
Initial Effective Date:
June 2012
Date Revised:
SECTION 1 – PURPOSE
It is the intent of this policy is to establish guidelines for appropriate work performance and conduct
for City employees.
SECTION 2 – POLICIES AND PROCEDURES
All City employees must conduct themselves in a manner that will build the public trust and
confidence. Every City employee shall comply with the provisions of the City ordinances and all
instructions, rules, and regulations adopted by the City Council or by any person in whom authority
has been vested by the City Council.
A. STANDARDS OF CONDUCT
Below are examples of expectations for appropriate work performance and conduct. It is the
employee’s responsibility to meet all work-related expectations. If he/she does not, disciplinary
action may be appropriate. Some of the specific examples listed below may fit under more
than one of the broader categories. This section provides guidelines only and is not intended to
be an exhaustive or all-inclusive list.
1. Each employee is responsible for performing his/her job in an efficient and safe
manner. Each employee is expected to:
a. Observe all safety laws, rules, procedures and regulations;
b. Use City-provided equipment in a careful manner, in accordance with City and
departmental safety procedures;
c. Safeguard the City’s property and interests;
d. Abide by the City’s Substance Abuse procedure, Human Resources Procedure 124;
e. Obtain and/or maintain all required licenses and certificates necessary to perform his/her
job;
f. Notify supervisor of work-related accidents in accordance with City procedures.
2. Each employee is responsible for conducting himself/herself in a manner that is
respectful of others and worthy of respect from his/her coworkers. Each employee is
expected to:
a. Refrain from harassing or discriminating against another employee or citizen based upon
sex, race, color, religion, creed, age, disability or national origin;
b. Be courteous and respectful to other employees, supervisors and citizens: employees
shall not engage in rude, abusive, insolent, or offensive behavior, speech or
argumentative discussions, even if provoked, and shall not publicly criticize or ridicule the
City, its policies or other employees with disregard for the truth;
c. Maintain a neat, well-groomed appearance and wear his/her uniform or work attire in
Page 17 of 146
accordance with established departmental procedures;
d. Be truthful in all aspects of the working relationship, including:
1) Procuring employment through honest representation of his/her personal history,
qualifications and physical condition;
2) Providing truthful reports, claims and testimony; when required
3) Not soliciting or accepting favors, gifts, items or services for personal gain;
4) No t sol i cit in g o r a ccep tin g bribes;
5) Use of leave;
e. Conduct himself/herself, both on and off duty, in a manner that is a credit to his/her
department and the city.
3. Each employee is responsible for complying with the laws, regulations and policies of
the United States, State of Texas, City of Oak Point and his/her department. Each employee
is expected to:
a. Respect the property of the City of Oak Point, its citizens and fellow employees (i.e.,
not stealing or vandalizing);
b. Not possess or use firearms, weapons or hazardous materials on city time or
property unless authorized to do so;
c. Make lawful and ethical decisions;
d. Treat privileged and/or sensitive information confidentially unless otherwise authorized.
4. Each employee is responsible for utilizing City time, tools, equipment and vehicles in
accordance with city and/or department guidelines. An employee may not use his/her
official position for personal or financial gain or special privileges, except in the
performance of his/her assigned duties. Each employee is expected to:
a. Report any unsafe working condition, equipment, practice, or accident that he/she
encounters or has at work;
b. Inform his/her supervisor in writing of any pending charges or convictions for
Driving While Intoxicated (DWI), Driving Under the Influence of Drugs (DUID), and/or a
suspension of a driver’s license for traffic violations if the employee drives a City
vehicle, receives a car allowance from the City, or drives a personal vehicle on City
business;
c. Report knowledge of another employee operating a City vehicle/equipment while
under suspension of a driver’s license or working under the influence of alcohol or
drugs;
d. Properly safeguard, maintain and account for city property in accordance with city
procedure;
e. Utilize computer systems and software only in a lawful manner and as authorized;
f. Shall not wear a city uniform and carry and/or display a city identification card or
identify himself/herself in any manner as a City employee while under disciplinary
suspension or while under Administrative Leave with Pay while a disciplinary or dismissal
appeal is pending;
g. Use city time, equipment and personnel for city business unless authorized to do
otherwise: shall not, unless otherwise permitted, read unauthorized material, play
games, watch television or movies, or engage in entertainment while on the job,
except as may be required in the performance of assigned duties, or engage in any other
activity or personal business which would cause the employee to neglect or be inattentive to his/her assigned duties;
Page 18 of 146
h. Shall not attempt to violate or conspire with another person to violate City, Human
Resources, or departmental policies or procedures.
5. Each employee is responsible for complying with the attendance guidelines and work
hours of his/her position. Each employee is expected to report to work unless
authorized to be absent since absenteeism, regardless of the reason, creates situations
where the workload can become excessive for the remaining employees and can result in a
reduction of service to the public. Each employee is expected to:
a. Report to work at the appointed time and place and be physically and mentally fit to
perform his/her job duties;
b. Work his/her full shift, unless otherwise authorized;
c. Use city time for city business and not engage in personal business while on duty
without authorization of his/her manager/Department Head;
d. Work any shift and location as assigned;
e. Take leave only with proper approval and notice;
f. Be available for working overtime with proper notice and/or responding to emergencies
as required.
g. Remain awake and alert during the work day, except during authorized breaks and lunch
periods or for public safety employees authorized otherwise;
h. Not be absent without authorization, including leaving the workplace or assignment
without authorization: Job abandonment is defined as an unauthorized, unscheduled
absence of three (3) consecutive scheduled working days;
i. Not perform any outside work or engage in extra duty employment on the same
day(s) an employee fails to report for work due to illness or injury.
6. Each employee is responsible for maintaining acceptable work performance. Each
employee is expected to:
a. Use care and caution when performing work duties;
b. Understand the performance criteria for his/her position;
c. Maintain open, two-way communication;
d. Clarify directions with his/her supervisor if unclear;
e. Not engage in horseplay, practical jokes or other disorderly conduct which could
endanger other persons or property, loafing or sleeping on the job unless otherwise
authorized to do so, such as with fire fighters working 24 hour shifts;
f. Not fight, throw things, or engage in any type of violent behavior which could endanger
any person, City equipment, or other property;
g. Comply with all lawful orders of a supervisor;
h. Answer truthfully all questions and provide documents and/or materials related to the
efficiency of the department;
i. Meet all work-related expectations, whether as an individual contributor or team
member, and maintain sufficient levels of competency to perform his/her job duties;
j. Observe all the policies, rules and regulations of the department and/or City and not
commit any act contrary to the good order and discipline of the department and/or
City.
7. Except as provided by law, the following restrictions on political activity shall apply:
a. Employees shall refrain from publicly using their position or influence for or against
any candidate for public office in any jurisdiction;
b. Working hours or City property shall not be used in any way to solicit or receive any
Page 19 of 146
contribution or political service or to circulate petitions or campaign literature on behalf
of candidates for public office in any jurisdiction;
c. Employees may not seek or hold any appointed or elected office in any situation where
such service would constitute a conflict of interest with City employment. In cases where
a conflict of interest exists, the employee shall resign or be dismissed for cause
upon failure to do so.
8. Employees are prohibited from providing contractual or other services to the City, even if
those services are unrelated to an employee’s regular job duties. Failure to abide by these
restrictions may be severe and may include termination from City employment.
B. NEPOTISM
1. No person related within the second degree by affinity or within the third degree by
consanguinity to any elected officer or the City Manager shall be appointed to serve or
employed in any office, position or other service of the City.
2. No person related within the second degree by affinity or within the third degree by
consanguinity to any other City employee may work in the same department or in any
department where there is a close working relationship within the same or similar functional
area that could affect the health, safety, or welfare of the employee(s) concerned or
the efficient operation of the department(s).
3. This prohibition shall not apply to relatives who are employed as of the effective date of
this Procedure.
4. Should a current employee become a relative of another employee, council member, mayor,
or other elected or appointed official and fall under the provisions of this policy after its
implementation, one of the employees must transfer to another area, resign within four (4)
weeks of the violation, or face termination. If neither employee elects to resign, the
employee with the least seniority will be terminated. This rule applies to full-time, part-time,
regular and temporary positions.
5. All other provisions of Procedure 101 related to Nepotism shall apply.
C. CONFLICT OF INTEREST
City employees are subject to the conflict of interest provisions found in Chapter 171 of the
Texas Local Government Code, as amended. Additionally, the City has adopted the following
provisions regarding conflicts of interest. No current employee of the City or relative shall:
1. Recommend, participate in the decision, including voting or discussion, or participate in the
monitoring or fulfilling obligations of any contract (whether oral or written) for materials,
supplies, or service with the City nor in any sale of any rights or interest in land, if the
employee or relative has a financial interest in such contract rights or interest in land. In such
event, an affidavit specifying the financial interest shall be filed with the record keeper prior
to any discussion on the item and the affected member shall thereafter refrain from
participation on that item.
a. The “financial interest” contemplated under this Subsection requires that the employee
receive an actual financial benefit from the transaction with the City. An “actual
financial benefit from the transaction” shall not include:
1) An ownership in the entity transacting with the City where the ownership interest is
less than one percent (1%).
2) Compensation as an employee, officer, or director of the entity transacting with the
Page 20 of 146
2.
3.
4.
5.
6.
7.
8.
9.
City where such compensation is not affected by the entity’s transaction with the
City.
3) An investment or ownership in a publicly-held company in an amount less
than ten thousand dollars ($10,000.00).
Represent or appear in behalf of private interests of others before any agency of the City
or any City board, commission or committee, nor shall he represent any private interest of
others in any action or proceeding involving the City nor voluntarily participate on behalf of
others in any litigation to which the City might be party.
Represent or appear in behalf of the private interests of others before the board,
commission, or committee of which he is a member, or before the City Council or other
board on an appeal from such board, commission, or committee concerning such
matter.
Accept any gift or favor from any person that might reasonably tend to influence him
in the discharge of his official duties, or grant in the discharge of his official duties any
improper favor, service or thing of value.
Use his official position to secure special privileges or exemptions for himself or others.
Grant any special consideration, treatment, or advantage to any citizen, individual, business
organization or group beyond that which is normally available to every other citizen,
individual, business organization or group. This shall not prevent the granting of fringe
benefits to city employees as a part of their contract of employment or as an added
incentive to the securing or retaining of employees.
Engage in any outside activities that will conflict with or will be incompatible with his
position as an officer of the City, the duties assigned to him in his employment with the City,
or in which his employment with the City will give him an advantage over others engaged in
a similar business, vocation or activity.
Accept other employment incompatible with the full and proper discharge of his duties
and responsibilities with the City or which might impair his independent judgment in the
performance of his public duty.
Receive any fee or compensation for his services as an officer or employee of the City from
any source other than the City, except as may otherwise be provided by law. This shall not
prohibit his performing the same or other services for a private organization that he
performs for the City if there is no conflict with this duties and responsibilities.
D. DISCLOSURE OF INTEREST
Any officer or employee, whether elected, appointed or hired, who has a prohibited financial
interest in any matter pending before the City shall disclose such interest to other members of
the City Council, committee, commission, or board of which he is a member or, in the case of an
employee, to his supervisor and shall refrain from further discussion of the matter; shall not
be physically present when the subject is discussed in executive session; and shall not vote on
or participate further therein in any manner.
E. CONFLICT OF INTEREST – PAST EMPLOYEE
1. No past employee shall appear before any board or commission or shall represent any
interest on any matter which was considered or pending before said employee or the
department in which he worked for period of one (1) year after the date of termination of
such relationship with the City.
Page 21 of 146
None referenced.
SECTION 3 – APPENDICES
Page 22 of 146
CITY OF OAK POINT
HUMAN RESOURCES
POLICIES AND PROCEDURES MANUAL
Chapter 107
OUTSIDE EMPLOYMENT
Initial Effective Date:
June 2012
Date Revised:
SECTION 1 – PURPOSE
This policy describes the City of Oak Point’s policies concerning outside employment.
SECTION 2 – POLICIES AND PROCEDURES
The City of Oak Point shall be the primary employer for all employees for whom benefits are being
supplied. An employee may be employed in any capacity in any other business, trade,
occupation or profession while employed by the City of Oak Point, so long as it is determined that
such employment does not tend to bring the City into disrepute, reflect discredit upon the
employee or conflict with his or her employment or performance as a City employee.
The City recognizes the prerogative of its employees to pursue other employment to occupy their
off-duty hours. However, this must be balanced with the City’s need for full productivity during
working hours and with loyalty from its employees.
Employees may pursue other employment only when it is not in conflict with the
operations and business of the City of Oak P o i n t a n d d o e s n o t i n t e r f e r e w i t h t h e
performance of their work.
Outside employment shall not impair the employee’s availability upon emergency recall by the City.
Outside employment will not be considered an excuse for poor job performance, absenteeism,
tardiness, or refusal to work overtime. Should the outside employment cause or contribute to any of
these situations, it must be discontinued or the employee will be subject to termination from City
employment.
As the primary employer, the employee must recognize the City’s need for flexibility and changing
schedules based upon the demand for services or departmental needs.
None referenced.
SECTION 3 – APPENDICES
Page 23 of 146
CITY OF OAK POINT
HUMAN RESOURCES
POLICIES AND PROCEDURES MANUAL
Chapter 108
ACCRUAL OF BENEFITS
Initial Effective Date:
June 2012
Date Revised:
SECTION 1 – PURPOSE
This policy describes the City of Oak Point’s policies concerning accrual of benefits.
SECTION 2 – POLICIES AND PROCEDURES
To be eligible for the benefits included within this Manual, an employee must be a Regular Fulltime Employee. Unless otherwise stated within this Manual, Regular Part-time Employees,
Temporary Employees, and Seasonal Employees do not accrue benefits.
None referenced.
SECTION 3 – APPENDICES
Page 24 of 146
CITY OF OAK POINT
HUMAN RESOURCES
POLICIES AND PROCEDURES MANUAL
Chapter 109
EMPLOYEE BENEFITS PROGRAM
Initial Effective Date:
June 2012
Date Revised:
June 2015
SECTION 1 – PURPOSE
These programs describe the City of Oak P o i n t ’s p o l i ci e s d e si gn ed t o a ssi st a l l
probationary and regular full-time employees and eligible dependents in meeting the
financial burdens that can result from illness, disability, and death, and to assist in planning for
retirement, dealing with job-related or personal problems, and enhance job-related skills. Seasonal,
temporary and any employee other than those identified above are not eligible to receive
benefits under this policy.
SECTION 2 – POLICIES AND PROCEDURES
A. MEDICAL/DENTAL/LIFE INSURANCE
All full-time regular employees are eligible to participate in the City’s medical/dental/life insurance
plan. The cost to provide these benefits to the employee is currently paid by the City, but the
City’s cost participation will be determined on an annual basis. Dependent coverage is available
at the employee’s expense. Benefits under this plan terminate on the date employment with the
City terminates.
B. LONG-TERM DISABILITY INSURANCE
All full-time regular employees are covered by long-term disability insurance. The details of this
coverage are available from the City Manager.
C. UNEMPLOYMENT INSURANCE
All employees are covered under the Texas Unemployment Insurance Program, to which the City
contributes. This Program provides payments for unemployed workers should they be qualified.
D. WORKERS’ COMPENSATION INSURANCE
Workers’ Compensation Insurance is carried for employees of the City through the Texas Municipal
League Intergovernmental Risk Pool to provide payment of medical expenses and for partial
salary continuation in the event of a work-related accident or illness. The cost of such coverage is
paid by the City.
If an employee becomes ill or is injured on the job, the incident must be immediately reported to a
Supervisor to ensure proper medical treatment is obtained. Failure to follow this procedure may
result in the appropriate workers’ compensation report not being filed in accordance with the
law, which may consequently jeopardize the employee’s right to benefits in connection with the
injury or illness.
Page 25 of 146
E. EMPLOYEE ASSISTANCE PROGRAM
The City of Oak Point’s Employee Assistance Program (EAP) is available to provide assistance to
employees who may be experiencing personal or family problems with alcohol or drug abuse,
financial burdens, marital or other family problems. All employees who feel they may have an
alcohol or drug problem are encouraged to utilize the program’s resources before the problem
adversely affects their job performance or employment status. Participation in the program is
typically voluntary and confidential. However, a supervisor may make a mandatory or formal
referral when some aspect of an employee’s personal life negatively affects his or her performance
on the job.
Participation: Employees may use EAP at their own initiation and without contact with supervisors
or Human Resources.
Mandatory or Formal Referral: A supervisor may make a mandatory or formal referral when
some aspect of an employee’s personal life appears to be negatively affecting his or her
performance on the job. In such cases, the supervisor will contact Human Resources to
determine the need for a referral. If Human Resources agrees with the request, they will
contact the EAP to start the referral process.
Confidentiality: employees and/or dependents seeking assistance through the Employee
Assistance Program are assured that reasonable efforts will be made to provide the services
within the strict principles of confidentiality.
F. CONTINUING INSURANCE COVERAGE
If an employee resigns or is terminated from the City’s employment or if work hours are
reduced, and if this event makes the employee or his/her dependents no longer eligible to
participate in the group health insurance plan, the employee and his/her dependents generally
may have the right to continue to participate for up to 18 months at the employee’s expense,
provided the employee had been covered under the plan for at least 90 days.
E l i g i b l e d e p e n d e n t s m a y a l s o e x t e n d coverage, at their expense, for up to 36
months in the health insurance plan in the event of the employee’s death, divorce, legal
separation, or when a child ceases to be eligible for coverage as a dependent under the terms
of the plan, if the dependent has been covered for 12 or more months. The 18-month continuation
coverage period provided in the event of the employee’s termination or reduction in
working hours may be extended to 36 months for the employee’s spouse and dependent children
if, within that 18-month period, the employee dies, or becomes divorced or legally
separated, or if a child ceases to have dependent status.
If the employee or his/her dependents elect to continue as members of the City’s plan, the
employee will be charged the applicable premium charged the City by the carriers plus an
additional 2 percent. The premium is subject to change if the rates being charged the City
increase or decrease.
Continuation coverage may end, however, if any of the following events occur: (1) failure to make
timely payments of all premiums; (2) assumption of coverage under another group
Page 26 of 146
health plan which does not exclude or limit coverage provided to the employee on account of a
preexisting medical condition; or (3) the City’s termination of its group health plan. If the employee
enrolls for Medicare, he/she will no longer be eligible for continued coverage.
The City’s plan administrator will contact the employee concerning these options at the time
termination occurs or work hours are reduced. The plan administrator will contact the
employee’s qualified beneficiaries in the event of death or enrollment for Medicare benefits.
However, in the event of divorce or legal separation, or if a dependent ceases to be eligible for
coverage under the group health plan, the employee and/or dependent is r e s p o n s i b l e
f o r c o n t a c t i n g t h e p l a n administrator to discuss continuation rights. The employee and
qualified beneficiaries are also responsible for notifying the plan administrator within sixty days of
qualifying for social security disability benefits. For further information, please contact the plan
administrator.
G. RETIREMENT PLAN
The City is a member of the Texas Municipal Retirement System (TMRS) Five Year Vesting
Plan. Participation in TMRS is mandatory for all full-time regular employees. All employees
are encouraged to begin planning for retirement early so that the City retirement benefits,
benefits from the federal government’s social security program, and income from personal
investments can grow together to provide future financial security.
The City’s retirement plan is designed to provide monthly benefits when employees retire.
The amount of benefits received d e p e n d s o n , a m o n g o t h e r t h i n g s , t h e employee’s
income and years of credited service with the City.
H. WORKERS’ COMPENSATION SALARY SUPPLEMENT
Any employee (excluding temporary, part-time, seasonal or other irregular employee) who is
unable to work due to an occupational injury will be eligible to receive supplemental pay.
Supplemental pay shall be the difference between the amount paid by Worker’s Compensation and
the employee’s net pay.
1. Procedure
a. All injuries, incidents or accidents must be reported to the employee’s supervisor
immediately. Supervisors, in turn, must complete a TWCC-1 F o r m (A p p e n d i x A )
a n d h a ve i t delivered to the City Manager or Human Resources Manager within 24 hours
of the time and date of the incident.
b. Any employee involved in an on-the-job injury (OJI) which results in absence from the job for
one or more days will be placed on injury leave.
c. Employees absent from the job for l e ss t h a n e i gh t (8 ) d a y s wi l l b e provided his/her
regular pay for that period. However, should an employee miss eight (8) or more calendar
days due to an OJI, Worker’s Compensation will pay his/her salary for the first seven (7)
calendar days. Any check received from Worker’s Compensation must be presented to the
City Manager for verification of supplemental pay benefits.
d. The injured employee must notify t h e A d m i n i s t r a t i v e S e r v i c e s Coordinator and
his/her supervisor of a l l t r e a t m e n t r e c e i v e d a n d requirements imposed by the
attending physician. (Signed medical statements shall account for all time missed or to be
Page 27 of 146
missed from work.)
e. If an OJI results in an employee being absent from work (as specified b y th e atte ndin g
ph ysi cian ), th e e m p l o y e e m u s t c o n t a c t h i s / h e r supervisor immediately and,
thereafter, report to his/her supervisor on a weekly basis, or as otherwise directed by
the City Manager.
f. Salary supplement may be provided when the attending physician certifies in writing that an
employee is unable to return to work because of the OJI.
g. Salary supplement benefit shall automatically terminate at the end of six (6) months from
the first day the employee is unable to work.
h. OJI shall be defined as an injury to the physical structure of the body, and any subsequent
aggravation that occurs while the employee is performing w i t h i n t h e s c o p e o f
h i s / h e r employment.
i. Injuries which occur while engaging in HORSEPLAY, while I N T O X I C A T E D , d u r i n g
a n employee’s voluntary participation in any off-duty recreational, social, or athletic activity
sponsored by the City, or while attending to PERSONAL matters shall not be deemed as
OJI and are therefore not qualified for the benefit. However, such injuries may be
covered under the employee’s personal medical insurance plan.
j. If for any reason a repeated injury is denied by the City Manager, any lost time will be
charged against sick leave, vacation leave, compensatory time or leave without pay. In
no case will the City pay medical bills for a claim which is denied.
k. Salary supplement shall not be charged against sick leave, vacation leave, or compensatory
leave time.
l. While on injury leave, which is the six (6) month period of time in which the employee is
eligible for salary supplement, the employee shall not earn vacation and sick leave.
m . Upon appr oval of the Cit y Manager, an employee who has been d i s q u a l i f i e d
f r o m r e c e i v i n g supplemental benefit pay may use his/her accrued sick or
vacation leave or compensatory leave time to make up the difference between
his/her regular net pay.
n. Failure to report an OJI to the immediate supervisor by the end of the work shift on the day
of the injury will result in the employee being ineligible for receipt of salary supplement. A n
e m p l o ye e wh o r e t i r e s, r e si gn s, is laid off, or discharged will not be eligible to receive
salary supplement beyond the effective date.
o. In accordance with applicable law, the City Manager may require an
injured employee (in addition to medical treatment secured under Worker’s
Compensation) to submit to examination and treatment at the City’s expense by a physician
or psychologist selected or approved by the City Manager as a condition to continue
to r e c e i v e s u p p l e m e n t a l p a y . A n y employee who refuses to submit to such
examination or diagnostic testing, x-rays, surgical procedures or other treatment as
prescribed and/or recommended by the provider of services to identify, diagnose,
treat or cure the injury shall forfeit all rights to any further treatment.
p. An employee who fails to keep medical appointments will be
considered to have refused treatment or examination and shall forfeit any further
supplemental payments. The City Manager may reinstate such payments, although all
suspended payments will remain forfeited.
q . E m p l o ye e s r e ce i vi n g su p p l e m e n t a l pay shall be encouraged to work light duty
assignments, provided that m e a n i n g f u l l i g h t d u t y w o r k i s available and the
Page 28 of 146
attending physician c e r t i f i e s t h a t t h e e m p l o y e e i s p h y s i c a l l y a b l e t o
p e r f o r m t h e proposed assignment. Following the termination of supplemental pay,
employees shall not be eligible for further light duty assignments.
2. Termination of Salary Supplement
Supplemental benefits may be terminated for the following reasons:
a. Failure to report the OJI, incident or accident as specified by this policy.
b . F a i l u r e t o k e e p m e d i c a l appointments (payments may be reinstated if the
employee later s u b m i t s t o e x a m i n a t i o n a n d treatment; however, employee will n o t
b e e n t i t l e d t o r e c o v e r suspended payments).
c . Working for pay at any job not approved by the City Manager and specifically recommended
by the attending physician.
d . Resignation or discharge for any reason, retires or dies while on injury leave with pay
status.
e . Failure or refusal to comply with or follow the instructions of the attending physician
regarding the injury, or disregard or violation of same.
f . Refusal to perform limited, partial, or part-time duty in the same or comparable pay
classification to that which employee is regularly assigned, when such has been
a u t h o r i z e d b y t h e a t t e n d i n g physician and offered by his/her Department Head
or the City Manager.
A. TWCC-1 Form
SECTION 3 – APPENDICES
Page 29 of 146
CITY OF OAK POINT
HUMAN RESOURCES
POLICIES AND PROCEDURES MANUAL
Chapter 110
HOLIDAYS
Initial Effective Date:
June 2012
Date Revised:
SECTION 1 – PURPOSE
This policy describes the City of Oak Point’s policies concerning holidays.
SECTION 2 – POLICIES AND PROCEDURES
A. POLICIES
The following holidays are declared official holidays for regular full-time and regular part-time
employees:
New Year’s Day
Presidents Day
Good Friday
Memorial Day
Independence Day
Labor Day
Thanksgiving
Friday after Thanksgiving
Christmas Eve (or other Winter Holiday designated by the City Manager)
Christmas Day
One Personal Holiday
A holiday shall be defined as a period of (8) hours at straight rates. Holidays occurring on Saturday
will be observed on the preceding Friday, and holidays occurring on Sunday will be observed on the
following Monday.
All regular employees are eligible for holidays after completion of one day of work.
Regular part-time employees who work twenty (20) hours per week or more shall be entitled
to holiday pay at a rate equivalent to the budgeted pay classification of one-half (½).
Seasonal and temporary employees will be paid their regular rates on a holiday only if required
to work.
B. ADMINISTRATIVE PROCEDURES
1. Working on Holidays
(A) All non-exempt employees who are required to work a designated holiday shall be paid a
rate that is equal to one and a half times their normal hourly rate for every hour
Page 30 of 146
worked up to eight (8) hours. For any hours worked in excess of eight (8) hours on a
designated holiday, a non-exempt employee shall be paid at their normal hourly rate.
(B) When the holiday and regular day off occur on the same day, those non-exempt
employees who are scheduled off duty on that day will be entitled to additional pay for
eight (8) hours at regular rates.
2. Personal Holiday
(A) The one personal holiday may be taken after completion of the probation period. All nonexempt employees shall be paid for (8) hours at regular rates for the personal holiday.
3. Unpaid Leave of Absence – Holidays
(A) An employee who has an unauthorized absence on the day immediately preceding or
following a holiday will lose pay for the holiday as well as for the
unauthorized absence.
(B) A n e m p l o y e e a b s e n t w i t h o u t permission when scheduled to work a holiday will
not receive holiday pay and is subject to disciplinary action.
(C) Employees on an extended unpaid leave status (authorized or unauthorized) will not
receive holiday pay.
2. Termination – Holidays
If the last day of employment falls on the holiday, the employee will not be paid for that
holiday.
3. Holiday Pay for Worker’s Compensation and Short-Term Disability
An employee on worker’s compensation or on an approved short-term disability leave will
receive holiday pay only when the employee would have normally been authorized to be
paid for that holiday.
4. R e l i g i o u s o r O t h e r N a t i o n a l Holidays
With leave approved by the department head, a n e m p l o y e e m a y r e q u e s t o n e o f
t h e following:
(A) Request authorized leave with pay,
(B) Request charged to compensation time off, or
(C) Vacation time off.
5. Misuse of Holidays
Holiday benefits will not be paid for the same time an employee receives sick leave pay,
vacation/bonus time pay, death in the family leave pay, or any other paid leave benefit.
NOTE: If a holiday puts the total number of hours over the normal payroll period amount, the
overtime policy may apply.
None referenced.
SECTION 3 – APPENDICES
Page 31 of 146
CITY OF OAK POINT
HUMAN RESOURCES
POLICIES AND PROCEDURES MANUAL
Chapter 111
VACATION TIME
Initial Effective Date:
June 2012
Date Revised:
February 2016
SECTION 1 – PURPOSE
This policy describes the City of Oak Point’s policies concerning vacation time for all city employees
unless specifically superseded by an employment agreement.
SECTION 2 – POLICIES AND PROCEDURES
A. VACATION
1. It is the policy of the City of Oak Point to provide vacation pay and hours to all regular
full – time employees. Vacation hours for eligible employees are accrued each bi-weekly pay
period. Pay in lieu of taking vacation is not permitted except by council approval in special
circumstances and upon termination, if requirements referred to regarding separation
in this manual are met, and only those employees who have successfully completed twelve
(12) full months of consecutive employment are eligible.
2. An employee is not eligible to use vacation hours until he or she has completed six (6) full
months of consecutive, regular full-time employment. Vacation hours may not be
used in advance of the hours being accrued. The amount of vacation time that an employee
accrues is based on the number of years an employee has been employed with the City. The
chart included in Section 3(A) of this Chapter shows the amount of vacation time that
employees accrue each bi-weekly pay period.
3. Vacation is paid at the employee’s base pay rate at the time of the vacation. Vacation
leave is not considered time worked for purposes of performing overtime calculations.
4. The intent of this vacation benefit is to provide time away from the work environment to
pursue activities that will promote the well-being of the individual and good physical, mental,
and emotional health. In accordance with this provision, employees are encouraged to
use a substantial portion of their vacation leave each year.
B. MAXIMUM CARRY-OVER (as of 12/31 of each calendar year)
Vacation leave shall not accrue beyond the maximum limits. The maximum accrual limits are
180 hours for non-exempt employees, 240 hours for Public Safety employees and 270 hours for
exempt employees as of 12/31 each calendar year. Any vacation hours accrued above the
maximum limits shall be forfeited.
NOTE: Because vacation time is currently awarded on an employee’s anniversary date, any vacation
accrued for the past year will be prorated and awarded to employees upon the adoption of this
policy. If the prorated leave causes an employees’ vacation balance to exceed the maximum limits,
the employee will have one calendar year to reduce their leave balance below the maximum limits.
Any vacation leave that is above the maximum limits and not used during the calendar
year shall be forfeited.
Page 32 of 146
C. PART-TIME SEASONAL AND TEMPORARY EMPLOYEES
P a r t – t i m e , s e a s o n a l a n d t e m p o r a r y employees shall not accrue vacation time or be
entitled to vacation time pay upon separation.
SECTION 3 – ADMINISTRATIVE PROCEDURES
A. ACCRUAL
1 . On each bi-weekly pay period, employees will accrue vacation time based on the number
of years an employee has been employed with the City and as shown in the following table:
Time of Service
Up to 5 Years
5-10 Years
Over 10 Years
Total Annual Leave
12 Days
15 Days
20 Days
Bi-Weekly Accrual Rate
3.7 hours
4.6 hours
6.1 hours
After having completed six (6) full months of consecutive, regular full-time
employment, a n e m p l o y e e w h o t e r m i n a t e s employment with the City of Oak Point in
c o m p l i a n c e w i t h t h e C i t y ’ s H u m a n Resources Policies may be paid for any
accrued but unused vacation hours up to one hundred eighty (180) hours for non-exempt
employees, two hundred forty (240) for Public Safety employees and two hundred seventy (270)
for exempt employees, provided the employee complies with the Non-Disciplinary Separation
Policy.
2. An employee terminated for cause (as determined in the City’s sole discretion), who resigns in
lieu of termination, or who terminates their employment without following the Human
Resources Policies forfeits any right to be paid for accrued vacation leave.
3. Vacation/bonus time will not accrue during an employee’s extended unpaid leave of
absence.
B. SCHEDULING
1. The designated supervisor of the employee must approve all vacation and bonus time,
giving due consideration to the needs of the City and the ability of the remaining staff to
perform the work of the department. It is requested that each em p l o y e e g i ve h i s o r
h e r su p e r vi s o r t h e maximum notice possible. If taking more than one day of
approved time, an employee must make the request at least three (3) working days in
advance. The circumstances of individual departments may require that more advance
notice be necessary in order to arrange such leave. Vacation time is not to be used in lieu
of sick time when the employee has accrued sick time.
2. A supervisor may approve one (1) day or less of vacation:
(a) The employee makes his request prior to the start of the affected work shift (unless
the emergency arises during the shift); and
(b) The reason for the request is reasonable and of an emergency nature and does not c r e a t e
a n u n d u e h a r d s h i p o n t h e department.
3. Official holidays observed by the City while an employee is on approved paid vacation
leave may be treated as a holiday under the City’s Holiday Policy. Additionally, an employee who
qualifies for use of sick leave during a scheduled vacation leave may be permitted to use sick
Page 33 of 146
leave instead of vacation leave for a qualifying absence. In such an instance, the
employee must notify his/her supervisor immediately rather than waiting until the employee
returns to work. Supporting documentation will be required in such cases. Vacation time
may be requested to be taken in minimum intervals of thirty (30) minutes.
4. The maximum amount of continuous vacation time which can be granted to an employee at
one time is two (2) calendar weeks, unless approved otherwise by the Department Head.
C. MISUSE OF VACATION/BONUS TIME
Vacation time benefits will not be paid for the same time an employee received sick leave
pay, holiday pay, death in the family leave pay or any other paid leave benefit.
None referenced.
SECTION 3 – APPENDICES
Page 34 of 146
CITY OF OAK POINT
HUMAN RESOURCES
POLICIES AND PROCEDURES MANUAL
Chapter 112
SICK AND OTHER TYPES OF LEAVE
Initial Effective Date:
June 2012
Date Revised:
June 2015
SECTION 1 – PURPOSE
To provide a uniform sick leave benefit policy.
SECTION 2 – POLICIES AND PROCEDURES
This procedure describes the methods used by the City of Oak Point to provide uniform leave benefits.
The procedure covers sick leave, military leave, bereavement leave, jury/court duty, administrative
leave, unauthorized leave, and inclement weather absences.
A. SICK LEAVE
Sick leave is paid time away from work due to an employee’s illness or injury that prevents
him/her from working, for visits to the doctor or dentist, or to care for certain family members who are
ill or injured. Employees who are unable to work due to illness or injury or other situations covered by
this policy must immediately notify the appropriate supervisor in accordance with the procedures
adopted by their Department.
1. Regular Full-time Employees
All regular full-time employees accrue 3.7 hours of sick leave on each bi-weekly pay period. To
accrue sick leave for the month, the employee must be employed on or before the 15th day of
the month and be in continuous pay status for at least half the month.
2. Full-time to Part-time
Part-time employees do not receive sick leave. Any full-time employee transferring to a parttime position will be required to relinquish accrued sick leave. Such leave will be relinquished in
accordance with #10 of this policy “Employees’ Separation/Termination Pay” below.
3. Accumulation
The maximum amount of sick leave that may be accumulated for regular full-time employees is
720 hours (90 work days). No sick leave shall be earned during any calendar month that an
employee is absent from duty on sick leave, military leave, worker’s compensation leave or
leave without pay for more than 10 working days.
4. Authorized Use of Sick Leave
For the employee. Accrued sick leave may be used for absences due to the employee’s
personal illness, accident, injury that prevents him/her from working, or birth of a child (if the
employee physically gave birth; otherwise use of sick leave for child birth falls under the
section below). S i ck l e a v e m a y a l so b e u se d b y employees for doctor and dentist
appointments.
Page 35 of 146
F or th e emp lo yee’ s i mmedi at e family. Sick leave may also be used for absences when the
employee is needed to care for a member of his or her immediate family who is ill or injured.
For purposes of this policy, “immediate family” is defined as the employee’s parent/stepparent,
current spouse, and children/stepchildren. S i ck l e a ve m a y a l so b e u sed b y employees if
necessary to attend their immediate family’s scheduled doctor and dentist appointments. Leave
for eligible family members shall not exceed six weeks annually.
Failure to Report Absence / Abuse of Sick Leave. Supervisors closely m o n i t o r u s e o f si c k
l e a v e . It i s anticipated that employees using paid C i t y s i c k t i m e f o r t h e i r o w n
illness/injury or that of a family member will use their sick leave time to recuperate or care
for their family member. Brief limited errands, trips to the doctor, hospital stays/visits, or
similar absences that are not in conflict with the reason for the employee’s absence from work
which take the employee away from the home are acceptable, but other personal pursuits during
paid sick leave will generally be considered an abuse of this policy. Abuse of sick leave, including
use of sick leave for anything other than an illness, injury, or doctor/dentist appointment as provided
for in this policy, will likely result in immediate disciplinary action, up to and including termination of
employment, and may also render the employee ineligible for paid sick leave benefits. Employees on
sick leave, whether paid or unpaid, may not work a second job during the period of leave, even if
they have written authorization from their Department Director to work a second job. The only
exceptions to this policy must be obtained in writing from the Department Director and the City
Manager.
5. Eligibility
An employee is not eligible to use sick l e a v e h o u r s u n t i l h e o r s h e h a s successfully
completed the initial probationary period. Sick leave hours may not be used in advance of the
hours being accrued. Sick leave must be used in minimum increments of thirty (30) minutes.
6. Notification
An employee must make direct contact by phone with their supervisor, as soon as possible, but
no later than 30 minutes before the beginning of their scheduled shift, to use sick leave. If
the supervisor is not available, the employee must speak to the on-duty supervisor. Failure to give
the required notice may result in the employee not being paid for missed time, being
declared absent without leave, and/or subject to disciplinary action.
If the employee is absent or tardy, it is the employee’s responsibility to personally contact his/her
supervisor each day unless the requirement is expressly waived by the supervisor as set out below.
Once the supervisor receives the physician’s statement, a determination will be made by the
supe rvi sor a s to the e mpl o yee ’s continued reporting schedule. It is the employee’s
responsibility to comply with the reporting schedule. The supervisor has the discretion to send
an on-duty employee home if the e m p l o y e e i s d e e m e d u n a b l e t o satisfactorily perform the
job due to illness or injury, or the employee’s illness may affect the performance of other
workers. Full time employees will receive pay for each day of approved sick leave based on the
hours they are scheduled to work.
7. Documentation
D e p a r t m e n t H e a d s o r t h e C i t y Manager may require satisfactory p r o o f o f i l l n e ss
Page 36 of 146
a t a n y t i m e t h e employee is away from the office using sick leave. The Department
He ad or Cit y Man age r ma y a lso require a statement from the attending physician of the need
for an employee to remain at home to attend to a sick child, spouse or parent. A Department Head
or City Manager may disallow use of sick leave in the absence of satisfactory proof of need.
A Department Head or City Manager may require the employee to furnish a statement from the
attending physician confirming the employee’s ability to resume his/her job duties before
permitting the employee to return to work.
An employee may also be required to present satisfactory proof or family relationship and/or
satisfactory proof of a family member’s illness, injury, and/or doctor/dentist appointment if the
employee wishes to use accrued sick leave to care for a family member. If the employee fails to
present such proof in a timely manner, use of sick leave will be disallowed and no other p a i d l e a v e
m a y b e u s e d f o r t h e absence. Abuse of sick leave will likely result in discipline, up to and
including termination of employment.
8. Illness While on Vacation
Employees who become ill or are injured during vacation may request that the vacation be
terminated and the illness or injury time be converted to sick leave.
9. Exhaustion of Sick Leave
If approved by the supervisor and the City Manager, employees may use accrued vacation leave
or leave of absence without pay if an employee h a s no a ccr u ed si ck l e a ve t i m e . Official
holidays observed by the City while an employee is on approved paid sick leave will be treated as a
paid holiday rather than a day of sick leave, if the employee is eligible for the paid holiday. Under
certain circumstance a n d w i t h t h e a p p r o v a l o f t h e supervisor, the employee may alter
his/her work schedule to attend to medical or dental appointments. This is acceptable
provided that work time is accurately recorded on the time sheet for the week or work cycle in
w h i c h t i m e m a n a g e m e n t w a s approved. Under no circumstances can time
management extend beyond the affected work week or work cycle.
10. Employees Separation/Termination Pay
Employees will be eligible to receive pay for a maximum of 40 hours of unused sick leave
upon retirement, transfer to a part-time position or termination provided that the employee
complies with the notice requirements outlined in the Nondisciplinary Separation Policy.
B. MILITARY LEAVE
1. Zero to 120 Hours
Employees are entitled to military leave with pay in accordance with state and federal laws
for a cumulative maximum of 120 hours (15 days) in any federal fiscal year (October September). This includes both active duty training and regular active duty. The term “with
pay” means full and regular pay for days and times the employee would ordinarily have been
working. Employees must notify their supervisors before their pending duty.
2. 120+ Hours
Page 37 of 146
E m p l o y e e s w i t h m i l i t a r y l e a v e extending beyond the 120 hours (15 days) will be treated
as employees in non-pay status. Should employees have accrued vacation leave, they may
request any part of it through their supervisors. This will not affect their military leave status.
3. Duty Verification
Employees shall provide written performed duty verification as soon as possible, but no later
than their return to work. Verification is necessary in order to confirm payment of military
pay and to confirm any veterans’ reemployment rights. Verification may include, but is not
limited to, orders, drill letters, training schedule and signed duty verification from the officer in
charge.
C. BEREAVEMENT LEAVE
Department Heads or the City Manager, after ascertaining the exact circumstances, may grant a
regular full-time employee up to 24 work hours of paid leave for deaths within the employee’s
immediate family. (For the purpose of bereavement leave, a “family member” shall be defined as a
spouse, parent*, parent-in-law, child*, brother*, sister*, brother-in-law, sister-in-l a w , s o n – i n l a w , d a u g h t e r – i n – l a w , grandparent*, grandchild* or grandparent-in-law.) Vacation or sick leave
may be used to supplement bereavement leave, upon request and approval. Employees may be
required, at the discretion of the Department Head, to present proof of immediate family death. *Also
includes step-.
D. JURY/COURT DUTY
Employees required by summons to report for jury duty (including grand jury duty), or who are
impaneled as a juror or alternate, shall receive their regular pay during the time period directly
related to jury duty (not to exceed 40 hours of jury duty pay per week).
1. Regular Pay
Employees requesting regular pay for work time spent on jury duty must present proof of
attendance from the presiding court before pay can be issued. U p o n r e l e a s e f r o m j u r y
d u t y , e m p l o y e e s m u s t r e t u r n t o t h e i r assigned work location. Employees failing to return
to work during their normal work hours are subject to disciplinary action.
2. Official City Business
Employees who are subpoenaed to appear in court or before any other judicial or administrative
body for and on behalf of official city business or on behalf of the county, state or federal
government for services related to city d u ti e s, sh a l l b e co mp e n sate d i n a ccord an ce with
th e p ro ce dur es specified under this Section. Employees requesting regular pay shall provide
a copy of the subpoena and, if available, proof of attendance b y t h e c o u r t o r
r e s p e c t i v e administration body.
3. Personal/Private Business
Employees will not be paid for time off to conduct personal or private legal business. Vacation or
compensatory time may be used if approved by the Department Head.
E. ADMINISTRATIVE LEAVE
Page 38 of 146
1. With Pay
E m p l o y e e s m a y r e c e i v e p a i d administrative leave for official business or other
work-related matters as designated by the Department Head or City Manager. Other authorized
purposes may include, but not be limited to, voting in official elections, investigative
proceedings, jury duty, professional conferences, con…