HomeMy WebLinkAbout2004-2744 - Ordinance - 09/09/2004ORDINANCE NO. 2744
AN ORDINANCE ADOPTTNG AND APPROVING FOR THE CITY OF COLLEGE STATION
AN EMPLOYEE HANDBOOK; REPEALING ALL PRIOR RESOLUTIONS OR
ORDINANCES APPROVING PRIOR HANDBOOKS: PROVIDING A SEVERABILITY
CLAUSE; AND PROVIDING AN EFFECTIVE DATE.
BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF COLLEGE STATION.
TEXAS:
PART
That the Employee Handbook for the City of College Station as set out in Exhibit
· 'A", attached hereto and made a part of this ordinance for all purposes, is hereby
approved.
PART 2:
That the C~ty Manager of the City of College Station, pursuant to Sect,on 2 of the
City Charter. is hereby authorized to make changes to the handbook as are
necessary and to notify the City Council of the changes on an annual basis
PART 3'
That if any provisions of any section of this ordinance shall be held to be void or
unconstitutional, such holding shall in no way effect the validity of the remaining
provisions or sections of the ordinance, which shall remain in full force and effect
PART 4:
That all ord,nances or resolutions that have approved an Employee Handbook are
hereby repealed and are of no force and effect
PART 5:
That this ordinance shall take effect immediately from and after its passage, as
provided by Section 35 of the Charter oflhe C~ty of College Station.
PASSED. ADOPTED and APPROVED this 9t_~~ day of September. 2004
~Mx.d.~~ATTEST:
Co,'mie Hooks. C~ty Secretary
APPROVED
APPROVED'
Cny Attorney
I.I IOrdm,Tnce 2Olt4~.4,1optmg Emplo)¥e Hamtbook Onhn,tnce No 2744docdo~
TABLE OF CONT~_,NTS
SECTION 1:
1.01
1.02
1 .o3
1.o4
1.o5
1.o6
SEu/'ION ~,:
2.01
2.02
2.03
2.O4
2.05
2.06
2.07
2.O8
2.O9
2.10
2.11
2.12
2.13
SEuriON 3:
3.Ol
3.02
3.03
3.04
3.05
3.06
3.O7
3.O8
3.09
3.1o
3.11
3.12
3.13
3.14
SECTION 4:
4.Ol
4.02
4.03
4.04
4.05
4.06
4.07
4.08
GENERAL PROVISIONS
City's Authority; City Council
Purpose of Employee Handbook
Amendment of Employment Handbook
Applicability
Appointments
At-Will Employment
STAFFING AND DEVELOPMENT
Equal Employment Opportunity
Nepotism
Recruitment
Hiring - Child Labor Provisions
Skills Testing of Apphcants
Screening and Selection of Prospective Employees
New Hire Conditional Requirements
Results - New Hire Conditional Requirements
New Hire Processing
Citizenship Verification for Employment Eligibility
Employee Identification Cards
New Hire Orientation Program
Personnel Files
EMPLOYMENT
Types of Employment
Introductory Period of Employment
Hours of Work
Flexible Work Schedules Procedures
Attendnnee
Attendance - Adverse Weather Conditions
and States of Emergency
Lunch Period
Break Period
Performance Reviews
Promotions
Transfers
Demotions
Secondary Employment
Employment Separation
COMPENSATION
Pay Plan Pohcy
Pay
Time Sheets
Pay Day
Pay Checks
Payroll Deductions
Overtime/compensatory Time Off
Shift Differential Pay
PAGE
1-1
2-2
2-2
2-2
2-2
2-2
PAGE
3-3
3-4
4-4
4-5
5-5
5-5
5-6
6-7
7-7
7-7
7-7
8-8
8-8
PAGE
9-9
9-1o
10=10
10-11
11-11
11-11
12=12
12-12
12-12
12=12
12-13
13-13
14-15
15-16
PAGE
17-18
18-22
22-22
22-22
23-23
23-23
23-24
24-24
4.09 Pay - Daylight Savings Time
4.]o On Call
4.11 Educational Incentive Pay for Fire and Police
4.12 Public Safety Assignment Pay
4.13 Language Skills Pay
4.~4 Sign Language Skills
SECTION 5:
5.0]
5.02
5.03
5.o4
5.05
5.06
5.07
5.08
5.o9
5.xo
5.~2
5.~3
5.~4
5.z6
5.~7
5.~8
5.19
5.20
5.2~
5.22
5.23
5.24
SEcI1ON 6:
6.o~
6.02
6.03
6.o4
6.05
6.06
6.07
SEurlON 7:
7.01
7.02
7-o3
SECTION 8:
8.o~
8.02
8.03
EMPLOY~.~. BENEFITS AND SERVICES
Communication of Benefits
Sick Leave
Catastrophic Sick Leave
City Ambulance Service
Vacation
Holidays
Medical and Dental Phn
HIPAA Privacy
Group Life Insurance
Supplemental Life Insurance
Accidental Death & Dismemberment
Dependent Life Insurance
Group Long Term Care
Vision Care Reimbursement
Flexible Benefit Plan
Short Term Disability
Long Term Disability
Retirement
Deferred Compensation Plans
Savings Bonds
Credit Union
Service Awards
Use of City Swimming Pools
Employee Assistance Program
APPROVED T .~.&VF.~
Time OffTo Vote
Jury and Court Service Leave
Administrative Leave
Military Leave
Family and Medical Leave
Personal Leave of Absences Without Pay (Non-FMLA)
Neutral Leave Policy
EMPLOYEE DEVELOPMENT AND
REIMBURSEMENT PROCEDUI~F-q
Employee Development Policy
Educational Reimbursement
Memberships, Training Classes/Seminars,
Conferences & Meeting Expenses
HEALTH AND SAFETY
Risk Management Division
Pask Management Manual
Worker's Compensation
25-25
25-25
25-26
26-27
27-28
28-28
PAGE
29-29
29-30
3o-32
32-32
32-33
33-34
34-35
36-36
36-36
36-36
36-36
36-36
36-36
36-36
37-37
37-38
38-38
39-40
4o-4o
4o-4o
4o-4o
4o-4]
41-42
PAGE
43-43
43-43
43-43
43-44
44-45
46-46
46.46
PAGE
47-48
48-49
4932
PAGE
53-53
53-53
53-55
8.04 Modified Work Duty Program
8.05 Vehicle Driving Policy
8.06 City-Owned Vehicle Use Procedures
8.o7 Taxable Use of City-Owned Vehicles
8.o8 Substance Abuse Policy
8.o9 Drug & Alcohol Policy for Commercial
Driver's License Holders
8.zo Smoking Policy
8.1z Workplace Violence
8.m Concealed Weapons Policy
8a3 Guidelines For Emergency Operations
SECTION 9
9.or
9.02
9.03
9.04
9.05
9.06
9.07
9.08
9.09
9.~o
9.z~
9..~2
9.~3
9-~4
9..~5
9.16
9.~7
9,t8
SECTION lO:
IO.1
10.2
lO 3
~o.4
EMPLOYEE CONDUCT
Code of Rthies
Council Contacts
Political Activity
Conflicts of Interest
Professional Appearance Of Employees
Aceeptance of Gifts
Solicitation
Sexual Harassment
Other Forms of Harassment
Reporting An Arrest
Computer Software Use Policy
Internet Policy
Electronic Mail and Voice Mail Policy
City-Owned Cellular Phone Policy
Personal Telephone Call Policy
Facsimile Machine Usage Policy
Theft or Misuse of Property
City Procurement Card
DISCIPLINE AND APPEAL PROCEDURF~
GRIEVANCE PROCEDU]Z]~-q
Disciplinary Policy
Appeal Procedures
Review Board
Grievance Policy
55-57
57-60
6o-61
61-6~
6i-65
65-66
66-66
67-67
68-68
68-68
PAGE
69-69
7o-7o
71-71
7z-71
72-7'2
72-72
72-72
72-73
73-74
74-74
74-75
76-76
77-78
79-79
79-79
PAGE
80-82
83-83
84-84
85-87
INDF_,Z
CITY OF COLI.EGE STATION
EM PLOYEE HANDBOOK
SECTION ~: GENERAL PROVISIONS
1.Ol. City's Authority; City Council
The City of College Station has all the powers granted to a municipal corporation by the constitution
and laws of the State of Texas. All powers of the City and the determination of all matters of pohcy
are vested in the City Council.
The City Council is the legislative body of the City. The City Council is composed of six (6) Council
members and the Mayor.
The City of College Station operates under the Council-Manager form of government.
A. City Manager
The City Council appoints the City Manager who is the chief executive officer and the head of the
administrative branch of the city government. The City Manager is responsible to the City Council
for proper administration of all affairs of the City. The City Manager also has the general and final
authority for personnel management and the day-to-day operations of the City, except as to matters
specifically reserved by the City Charter.
The City Manager may delegate authority and/or assign responsibility for personnel management as
necessary and appropriate to the Assistant City Manager, Human Resources Director and
Department Directors. The final authority, however, in the form of review and approval is reserved
to the City Manager.
B. Human Resources Director
The Human Resources Director is responsible for handling the City's Human Resources function,
and, in that capacity is responsible for developing, administering and interpreting human resources
policies and procedures for City employees. The Human Resources Director is the delegated
authority to implement and enforce human resources policies and procedures on behalf of the City
Manager.
C. Department Directors
Department Directors are responsible for the supervision and control of his/her respective
department subject to the City Manager. Department Directors and their management personnel are
also responsible for the administration and enforcement of these human resources policies and
procedures. Department Directors shall cooperate with the Human Resources Director on personnel
matters pertinent to their departments.
D. City Attorney
The City Attorney is the legal adviser of and attorney for the City and all officers and departments.
The Human Resources Director and Department D~rectors shall consult and cooperate with the City
Attorney on legal ~ssues pertaining to personnel matters in their departments.
C~ty of College Station Employee Handbook Rewsed June 2004
I
!.o~'. Purpose of the City of College Station Employee Handbook
The purpose of the City of College Station Employee Handbook is to set forth general employment
policies and procedures that are to be followed by all City employees. Individual departments may
adopt supplemental employment policies, procedures and work rules in order to meet their specific
needs. Depa~hl~ental employment polities, procedures or work rules must not be in conflict with
these City wide employment policies and procedures and are subject to the approval of the City
Manager or his/her designee prior to being implemented.
In the event of any conflict between these employment policies and any City ordinance, City Charter,
State or Federal law, the terms and conditions of that rule or law shall prevail. In the event of any
conflict between these employment policies and procedures and any internal departmental
employment policies or rules, the employment policies and procedures in this Handbook shall
prevail.
In the event of the amendment of any ordinance, nde, or law incorporated in this Handbook or upon
which these employment policies and procedures rely, these employment policies and procedures
shall be deemed amended in conformance with those changes.
1.o3. Amendment of Employment Policies and Procedures
The City of College Station spedfically reserves the right to repeal, modify, or amend these
employment policies and procedures at any time, with or without notice, l~lone of these provisions
should be interpreted as forming an expressed or implied contractual right with any employee, nor
to limit the power of the City Manager or City Council to repeal or modify these rules. Employment
policies and procedures amendments will be distributed immediately to each department and will be
periodically incorporated into the Employee Handbook. Each newly hired employee will be provided
a copy of the City of College Station Employee Handbook and all amendments.
1.o4. Applicability
These employment policies and procedures apply to all employees of the City of College Station.
1.o5. Appointments
The following positions are, by C~ty Charter prevision, appointed by the City Council.
1. City Manager
2. City Attorney
3. City Secretary
4. Municipal Court Judge
~.o6. At =Will Employment
Employment with the City of College Station ~s "At-Wall Employment," which means regardless of
anything contained in this Manual and regardless of any work-related custom or practice, both the
employee and the City has the right to terminate the employment relationship at any time, for any
reason, with or without cause.
Clly of£ ollege Station Employee Handbook Revised June 2004
2
SECTION o: STA~'IqNG AND DEVELOPMENT
2.ox. Equal Employment Opportunity
It is the policy of the City of College Station to provide equal opportunity in employment to all
employees and applicants for employment. Discrimination against any person in recruitment,
hiring, training, promotion, disdpline, pay, or any other aspect of employment because of race,
color, sex, religion, national origin, age, disability, or any other legally protected elassification is
prohibited by Federal and State Law as well as City Policy.
In compliance with applicable laws, the City will make reasonable accommodations for qualified
individuals with known disabilities, unless doing so would result in an undue hardship on the City or
pose a direct threat to the health or safety of the individual or others. An otherwise qualified
individual with a disability is a person who, with or without reasonable accommodation, can meet all
the selection criteria and perform all of the essential functions of an employment position held or
desired. An employee with a disability for which an accommodation is needed should contact his/her
Depa~ tment Director and the Human Resources Director.
Employees with questions or concerns about any type of discrimination in the workplace are
encouraged to bring these issues to their supervisors, departmental management, the Human
Resources Director, or any other member of management. Ho employee is required to complain to
his/her supervisor if that person is the person exhibiting discriminatory behavior, or condoning such
activity.
Every complaint of discrimination will be investigated promptly and thoroughly, and in a manner as
confidential as possible. Where appwpriate, corrective action will be taken. In no case will the City
tolerate any form of retaliation against an employee who makes a complaint of discrimination or
who cooperates in the investigation of such a complaint.
If an investigation reveals that an employee has unlawfully discriminated against another employee,
or retaliated against another employee for complaining of discrimination or cooperating in an
investigation of such discrimination, the offending employee will be disciplined which may include
termination of employment.
2.02. Nepotism
No person who is related within the second degree by affinity (marriage) or the third degree by
consanguinity (blood) to the Mayor, members of the City Council, the City Manager, the Assistant
City Manager, or a Department Director shall be initially appointed to any office, employed in any
job position, or service of the City.
This prohibition shall not apply to an incumbent employee who has been continuously employed by
the City for at least thirty (30) days prior to the appointment or hiring of the public official to whom
the employee is related. Additionally, this prohibition shall not apply to an incumbent employee who
has been continuously employed for six (6) month~ prior to the election of the public offidal to
whom the employee is related.
City policy also prohibits the employment of, promotion of, or transfer of, any individual to work in a
position where a relative of the employee has indirect or direct supervisory responsibilities over the
person, or where the relative occupies a position that has influence over the person's employment,
promotion, salary administration, and other related management or personnel considerations.
City of College Statton Employee Handbook Revised June 2004
3
In the event persons who are already employed in the same department marry, become related
through marriage, or begin sharing living quarters with one another, the Department Director will
determine if continued employment is appropriate for the emp]oyces. If in the Department
Director's judgment, potential problems exist or reasonably could exist, only one of the employees
will be permitted to remain employed with the City, unless a job reassignment can be made to
eliminate the potential problem. Such reassignment will be made only if a vacant position exists and
the employee possesses the skills and qualifications to perform the job. Continued employment shall
not be approved if either employee has supervisory responsibilities over the other employee or if one
employee occupies a position that has influence over the other's employment, promotion, salary
administration, and other related management or personnel considerations.
Definition of Affinity - Affinity is a relationship created by marriage and within the first and
second degree includes: spouses, mother-in-law, father-in-law, sister-in-law, brother-in-law,
daughter-in-law, son-in-law, grandparont-in-law, uncles and aunts by marriage, nephew's
spouse, niece's spouse, grandson-in-law, granddaughter-in-law and first cousin's spouse.
Definition of Consanguinity - Consanguinity is a relationship created by birth and within the
first and second degree includes: parents, brothers, sisters, children, grandparents,
grandchildren, aunts and uncles, niece, nephew and first cousin, and within the third degree
includes: great-grandfather, groat-grandmother, great-grandson, groat-granddaughter, great
uncle, great aunt, great niece, groat nephew and second cousin.
2.03. Recruitment
DepaJ tment Directors or Supervisors who need to fill a job vacancy must submit a completed
Employee Request Form to the Human Resources Department as far in advance as possible. This
will allow for sufficient time to recruit and select qualified candidates. The Employee Request Form
should include the job title, the minimum qualifications for the position and the deadline for
application. Vacancies most be posted for a minimum of throe (3) working days prior to the selection
of an employee.
The Human Resources Department will accept employment application forms from beth inside and
outside applicants during the specified period. Some positions may be open to internal applicants
only due to the prior job training required. At the end of the application period, the applications will
be referred to the hiring department.
The Department Director or Supervisor has the responsibility of reviewing the referred applications
to determine if an applicant is qualified for the open position and meets the other job-related criteria
necessary to perform the job. The Department Director or Supervisor is also responsible for
scheduling interviews for those applicants selected for further consideration. Department Directors
or Supervisors aro required to consider all referred applications, but aro not required to interview all
referred applicants.
Department Directors or Supervisors may contact the Human Resources Department for assistance
in structuring interview questions, interview panels, scoring mechanisms and for any other
assistance in the intendew process.
~'.o4. Hiring - Child Labor Provisions
No persons under eighteen (18) years of age will be employed by the City in a regular, full-time
position or in any position requiring the operation of a motorized vehicle or equipment owned by or
operated on behalf of the City of College Station.
C~ty of College $lanon Employee Handbook Revised June 2004
4
lemons sixteen 06) to eighteen 0.8) years of age may be temporarily employed in positions that are
not considered hazardous occupations by The Fair Labor Standards Act (FLSA). There are no
restrictions on the time of day pemons sixteen 06) to eighteen (zS) years of age may be employed.
Department Directors or Supervisory personnel must notify the Human Resources Department
prior to such hiring to ensure compliance with federal regulations.
The Human Resources Department must also be contacted prior to the hire, or consideration of hire,
of any persons under sixteen (z6) years of age. The hiring Department Director or Supervisory
personnel must justify his/her need to hire persons less than sixteen (16) years of age. If hired,
persons under sixteen (16) years of age must record in and out time while working (not just number
of hours worked). Persons employed who are less than sixteen (16) years of age will be confined to
the following period of employment in any qualified occupation.
[] not more than 40 hours in any one-week when school is not in session
[] not more than x8 hours in any one-week when school is in session
[] not more than 8 hours in any one-day when school is not in session
[] not more than 3 hours in any one-day when school is in session
[] between ? a.m. and 7 p.m. in any one-day, except during the summer (June ~ through Labor
Day) when the evening hour is 9 p.m.
a.os. Skills Testing of Applicants
Some City departments require prospective employees to take skills tests. A hiring department in
cooperation with the Human Resources Department is responsible for establishing and maintaining
the examination standards for various positions. The Human Resources office, at the request of the
Department Director, administers skills testing.
a. o6. Screening and Selection of Prospective Employees
Department Directors and/or Supervisors are responsible for selecting new employees in accordance
with established personnel procedures.
The starting rate of pay being offered by the hiring department must be coordinated with and
confirmed by the Human Resources Director prior to the posting of a job position. On new hires, the
selecting Department Director or Supervisor is responsible for conducting reference checks and
appropriate background investigations. The selecting Department Director or Supervisor may make
a conditional offer of employment to the prospective employee contingent upon a drug screen, a
driver license check, a criminal background check, and a physical examination (as required by
certain positions).
a.o?. New Hire Conditional Requirements
Pre-Employment Drug Testing
Prospective employees must receive a negative result on the pre-employment drug test before being
made a formal offer of employment. The Human Resources Department is responsible for
scheduling pre-employment drug testing with the testing site. If a pre-employment drug screen
result is positive, the prospective employee must pro~ude, within 24 hours of request, verification of
an authorized prescription drug. An authorized prescription drug is a prescription that is current
and in the prospective employee's name. A prospective employee who fails to successfully pass a
pre employment drug test will be ineligible for employment with the city for a period of one (1) year.
C~ty of College Stataon Employee Handbook Revtsed June 2004
5
B. Pre-employment Driver's License Check
The City conducts a driver's license check on all prospective employees. A prospective employee
whose job position requires regular driving for business as a condition of employment must be able
to meet the standards of the City's driving policy (Refer to Driving policy).
C. Physical Standards and Requirements
Prospective employees for certain job positions may be required to undergo medical tests,
procedures or examinations to establish their fitness to perform the essential functions of the job for
which they have applied. Medical examinations required by the City will be paid for by the City, and
will be performed by a physician or licensed medical facility approved by the City. The opinion and
recommendation of the examining medical official governs and determines the acceptability of any
person for employment. The ~xamining medical official will complete and forward to the Human
Resources Department documentation indicating a spedfic recommendation as to the suitability of
the person for employment in the position.
D. Criminal Background Check
The City conducts criminal background cheeks on all prospective employees. A prospective employee
will be rejeeted if the prospective employee's criminal history report reveals that the applicant has:
Any felony convictions.
2. Any misdemeanor convictions involving violence, theft, drugs, or sexual misconduct.
3. Been arrested (but not convicted) for any crime that would make him/her unacceptable for
employment by the City Of College Station.
Exceptions may be considered in truly unusual cases where the conviction or arrest does not refleet
upon the prospective employee's suitability for employment. In determining whether or not a case is
exceptional the following shall be considered:
The nature and seriousness of the offense;
2. The time that has passed since the conviction or arrest;
3. The number of convictions;
4. The relation between the offense end the job;
5. The applicant's employment history and efforts at rehabilitation.
In the cases of exceptions, final approval to hire must be obtained from the Human Resources
Director and Department Director prior to a prospective employee being offered a job.
a.o8. Results - New Hire Conditional Requirements
The Human Resources Department wall inform the Department Director or Supervisor of all
conditional employment offer results. When a prospective employee is cleared for employment, the
Department Director or Supervisor will make a formal offer to the prospective employee and
establish a start date.
City of College Station Employee Handbook Rewsed June 2004
6
A formal job offer will not be made to a prospective employee who fails to successfully complete all
conditional testing requirements, if the new hire conditional requirements disclose any
misrepresentation on the application form, or information is disclosed that indicates the prospective
employee is not suited for employment with the City.
In such cases, the Department Director or Supervisor may choose another applicant from the same
applicant pool or may re-open the position for recruitment.
2.09. New Hire Processing
The Human Resources Department is responsible for processing employment forms for newly hired
employees. During processing, newly hired regular full-time and regular part-time employees will be
given a brief explanation of employee benefits, and will complete the necessary forms for enrollment
in the Texas Municipal Retirement System, the group insurance program and any employee payroll
deductions. Newly hired regular full-time and regular part-time employees must provide to the
Human Resources Department the full name of beneficiary, beneficiary's social security number,
date of birth and address, names and birth dates of dependents. All newly hired employees must
provide the name and telephone numbers of persons to contact in case of an emergency. All newty
hired employees must also complete a direct-deposit form and attach a voided check or deposit slip
from his/her checking or savings account. It is a City requirement that all employees receive their
paychecks by direct deposit into their checking and/or savings account.
o.10. Citizenship Verifieation for Employment Eligibility
Federal Immigration Law requires the City to verify the employment eligibility of every newly hired
employee. This verification must be made within seventy-two (72) hours of employment.
The law applies to beth foreign nafionah and United States citizens. Newly hired employees must
present to the Human Resources Department one document that establishes identity and
employment eligibility, or a combination of documents that estabhshes identity and employment
eligibility as prescribed by rules adopted by and on the Immigration and Naturalization Services
Form I-9. The Human Resources Department will maintain records of employment verification.
2.xl. Employee Identification Cards
All regular full and part-time employees will be issued an employee identification (ID) card
by the Human Resources Department. Employees may be required to show their ID cards at
City buildings.
2. Lost lD cards may be replaced at nocost.
3- A replacement ID card may be obtained at no cost to the holder for damage due to normal
wear and tear, or in the event of a name change (i.e. marriage). The initial ID card must be
returned to the Human Resources Department.
4. ID cards must be turned into the department upon termination of employment with the City
of College Station. The department is responsible for returning the ID card to the Human
Resources Department.
City of College Statmn Employee Handbook Revised June 2004
7
2.12 Hew Hire Orientation Program
All newly hired regular full-time, and regular part-time employees will be scheduled to attend "New
Hire Orientation". New Hire Orientation is designed to integrate newly hired employees to the City
organization and to further inform newly hired employees of the City's general policies and
procedures, as well as to review the pay plan and benefits provided by the City. Human Resources
will send notification of when Hew Hire Orientation is scheduled. The notification will include the
date and time of the Orientation and a list of employees who are required to attend. If an employee
misses a scheduled session, he or she is required to attend the next scheduled session. Hew
employees are advised to meet with their Department Directors or Supervisors for specific
information regarding departmental policy and procedures.
2.13. Personnel Flies
The Human Resources Department is responsible for establishing and maintaining official
personnel records for applicants, current employees, and former employees, which are directly
related to employment with the City. At all times, the City makes an effort to balance an employ~'s
right to privacy with the City's need to collect and use information. Employees are responsible for
keeping their personnel records up to date and should promptly notify the Human Resources
Department of changes in name, address, telephone number, marital status, number of dependents,
beneficiary designations, driver's license number and status, and persons to holily in case of
emergency.
Employees may inspect their own personnel records and may copy, but not remove documents in the
file. Inspections by employees must be requested in advance and will be scheduled at a mutually
convenient time as deemed by the Human Resources Director and the employee.
Only supervisory and management employees who have a legitimate employment-related reason
may review another employee's personnel file. The Human Resources Director must approve the
inspection. Any other reasons would follow Open Records procedures. All requests from agencies or
individuals outside of the City for personnel information should be referred to the Human Resources
Departments. In most cases, the written approval of the employee is required. Exceptions are limited
to simple employment verifications and legal requirements. The information released by Human
Resources will be limited to job title, department, salary, and dates of employment. Any other
information would have to be deemed releasable under the Texas Open Records Act.
City of College Statmn Employee Handbook Revised June 2004
8
SEt;lION 3: EMPLOYMENT
3.ol. Types of Positions
Employees shall be designated as regular full-time, regular part-time, or temporary and/or seasonal.
Regular Full-time - These are positions in which the work week schedule is forty (40)
hours or more. After a designated waiting period, employees in these positions are eligible for
benefits provided by the City.
Regular Part-Time - These are positions in which the work week schedule is less than forty
(40) hours. After a designated waiting period, employees in these positions are eligible for a
percentage of the benefits provided by the City based upon the number of hours budgeted for
the position. Regular part-time employees are eligible for lOO% of health insurance coverage.
3. Temporary and/or ~easonal - These positions (whether working part-time or foil-time
hours) are for a limited duration. Employees in these positions are not eligible for or entitled
to any benefits that the City provides to regular employees. Temporary and Seasonal
employees are eligible for benefits payable under Worker's Compensation.
3.02. Introductory Period of Employment
Regular full-time or part-time employees (except for police and fire) that are newly hired,
transferred, promoted or demoted to a new job shall be required to successfully complete a
six-month introductory period of employment. The introductory period of employment for Police
employees is twelve 02) months following any designated training period. The introductory period
of employment for Fire employees is twelve (12) months.
During the introductory period, Supervisors shall carefully observe the performance of each
employee in a new position. Where appropriate, weaknesses in performance, behavior or
development should be promptly brought to the employee's attention for correction.
Superv/sors must prepare a written evaluation of the employee's job performance prior to the end of
the fu'et six (6) months of employment. The evaluation should include a recommendation whether
the employee should or should not continue in the position. Copies of the evaluation must be
forwarded to the Human Resources Director for inclusion in the employee's personnel file.
Employees who do not receive a satisfactory evaluation and recommendation may be given
additional time in 3o day increments to demonstrate their ability to do the job. This is at the
discretion of the Department Director or Supervisor, if it is felt that additional time is warranted in
order to achieve acceptable job performance. The extension should not exceed ninety (9o) days.
Supervisors may recommend the termination ora newly hired, transferred, or promoted employee at
any time during the introductory period of employment. Action to terminate must be reviewed by
the Human Resources Director and Department Director prior to the termination. Newly hired
employees who are terminated prior to completion of the introductory period of employment do not
have a right to appeal the action. Additionally, newly hired employees who are terminated prior to
the completion of six months of employment are not eligible for any vacation pay.
At the discretion of departmental management, transferred or promoted employees who are unable
to perform satisfactorily in their new jobs may be returned to their original job, if a vacancy exists; or
reassigned to a classification equal to the classification held prior to the promotion, if a vacancy
exists, demoted, or terminated.
City of College Station Employee Handbook Revised June 2004
9
Employment with the City is considered "at-will' at all times, including after successful completion
of the introductory period, and the employment relationship may be terminated at any time with or
without cause by either party.
3.03. Hours of Work
It is the policy of the City to establish the time and duration of working hours as required by the
workload and production flow, customer service needs, the efficient management of employees, and
any applicable law. The normal working hours for most City employees are from 8:oo A.M. to 5:oo
P.M on Monday through Friday, with a one-hour lunch period. Each Department Director will
determine the schedule of working hours for employees in his/her department. The Department
Director and/or supervisor have the discretion to schedule employees to work weekends, extra
shifts, or holidays when necessary. An employee who fails to report for work when scheduled may be
subject to disciplinary action.
3.04. Flexible Work Schedules Procedures
Departmental needs may require employees to work flex~ime, compressed workweeks, shift
schedules, etc. The following procedures have been established to ensure that all departments are
following applicable City policies, State and Federal laws, and regulations when implementing or
using alternative approaches to the standardized work schedule and working hours. Department
Directors should consult with the Human Resources Department prior to implementing any
extended flexible work schedule. Additionally, flextime schedules should be reviewed with the
Human Resources Director on an annual basis.
A. Fiexfime
While the City desires to work with and accommodate employees, it is a management decision to
allow for getting the work done. Flextime schedules should be worked when there is a job-related
reason or business necessity to do so. Where there is no job-related reason or business necessity for a
flextime schedule, approval of such should be made by the Department Director in conjunction with
the Human Resources Director.
Additionally, the starting time and ending time of a flextime schedule should be established within
the eenfral or "core" times of the City's business hours. Flextime schedules should not be permitted
for behaviors that the City prohibits and discourages, such as tardiness, absenteeism or other
situations that are solely for the employee's convenience.
B. Compressed Workweek
The compressed workweek schedule should also be established for job-related reasons and as a
business necessity. Where there is no job-related reason or business necessity for a compressed
weekday schedule, approval of such should be limited to emergency situations and only for a
temporary period of time. Departments should implement work schedules as uniformly as poss~le
within the department.
C. ShiflWork
In departments where shift work schedules are being used, management should ensure that all
employees are being treated equitably in their shift assignments, and are being rotated fairly.
Management should also have some non-discriminatory basis for assigning employees to preferred
shifts, (for example, seniority, experience, etc).
City of College $1al~on Employee Handbook Revised June 2004
I0
3.ii. Transfers (Departmental and Lateral)
The purpose of this policy is to establish guidelines for transferring employees from one position to
another position in the same pay grade in the same or different department.
1. Any employee who has successfully completed his/her introductory period of employment
may apply for a transfer to a vacant position by submitting an application for the desired
position to the Human Resources Depadment. An employee who has not completed the
introductory period of employment must obtain the written approval of his/her Department
Director before applying for a transfer.
2. If the employee meets the stated requirements fer the position he or she will be processed
through the regular hiring procedures with all other applicants. Transfers are made only
when the City's service will benefit.
3. The personnel file of the transfer applicant will be made available for review to the
Department Director or Supervisor responsible for filling the open position.
4- If the employee is selected for the position, at least two (2) weeks notice should be given to
the employee's present department, unless waived by the employee's current supervisor.
5. Transfers do not change a person's hire date. However, the date for performance evaluations
will be revised to coincide with the department's performance evaluation schedule. A
performance evaluation may be conducted by the current supervisor prior to transfer. This
evaluation may be used for the purposes of pay increases, ii' applicable.
6. Transferred employees will be subject to the standard introductory period of employment
assooated with the new position.
7. In instances where the City's best interest may be served, the City may initiate transfers.
3.12- Demotions
It is the purpose of this policy to establish guidelines for demoting employees to a lower position in a
lower pay grade.
1. Demotions may occur when the employee is not performing his/her job satisfactorily or when
the City determines it is in the City's best interest.
2. Ho employee shall be demoted to a position for which he or she does not possess the
minimum qualifications.
3. Any demotions to prevent layoffs may be revised when the employee's previous position is
reopened.
4. Demotions do not change the employee's date of hire. However, the date for performance
evaluations will be revised to coincide with the department's performance evaluation
schedule.
5- Employees demoted to new positions will be subject to the standard introductory period of
employment associated with the new position.
City orCollege Station Employee Handbook Revised Sune 2004
3.x3. Secondary Employment
A. Policy
It is the policy of the City to allow its employees to engage in outside employment or to hold
secondary employment within the City.
B. Outside Employment
The full-time position that an employee holds with the City shall take precedence over any outside
employment, including self-employment and/or Honorariums. No time during City working hours
shall be used to promote or carry on outside employment.
A City employee who sustains an on-the-job injury or an occupational illness arising out of the scope
of work performed during outside employment, including self-employment and Honorariums will
not be covered by the City's worker's componsation program.
C. Employment Within the City
Secondary employment with the City must be part-time and in a different capacity from that which
an employee is regularly employed by the City, and must be performed at the employee's option and
on an occasional or sporadic basis. The hours that an employee accrues in performing secondary
employment with the City shall normally be excluded by the City in the calculation of the hours for
which the employee is entitled to overtime compensation. Any secondary employment with the City
that involves performing similar duties on a t~,-,gular and continuing basis must be reviewed and
authorized in advance of the employee actually performing work.
Seeondary job opportunities within the City can be found on the City's list of vacant positions under
Part-time/Seasonal jobs. Employees interested in applying for secondary employment must
complete a City of College Station Employment Application.
D. Authorization
Prior to assuming any secondary employment, ~ncluding Honorariums, and on an annual basis, an
employee must submit information regarding the secondary employment for approval by the
employee's Department Director, who must determine if the requested employment violates any
terms of this policy. This approval or disapproval shall be sent to the Human Resources Department
to be placed in the employee's personnel file.
E. Secondary Fanpioyment Prohibitions
Certain types of secondary employment are prohibited for three basic reasons:
Conflict of Interest. For the purposes of secondary employment, a conflict of interest is
defined as, but not hmited to an employee working for an individual or entity that appears to,
or gives the appearance of having the ability to create conflict between the employee's
primary duties at the City and their secondary duties.
2. The secondary work activity is hazardous or presents a high potential for injury that would
deny the department the employee's regular duties.
Cfly of College Statson Employee Handbook Revised June 2004
14
3. The secondary work activity discredits City employment or tarnishes (or has the potential to)
the City's reputation, or detracts from the employee's performance and proficiency, or takes
preference over extra duty time or overtime required by the department.
F. Secondary Employment Restrictions
Employees claiming a disability under short term disability or worker's compensation benefits must
not perform any work activity at a secondary job, including the employ~'s own business, during a
period of disability that violates any physical restrictions that were placed upon the employee by a
medical practitioner.
Any violation of this policy on secondary employment shall be suffident grounds to ask the employee
to discontinue the secondary employment or to resign from the City.
3.14. Employment Separation
The purpose of this policy is to establish procedures when separation of employment occurs.
A. Resignation
An employee who is voluntarily terminating his/her employment with the City is requested to
submit his/her written resignation at least ten (1o) working days prior to the effective date of the
resignation. The resignation should include the reason for leaving. The Depo~t.~ent D~rector may
accept the resignation immediately or any time during the notice period if the best interest of the
employee and/or City may be served.
B. Layoff
At the direction of the City Manager, layoff of employees may occur if it becomes necessary for the
City to reduce the size of the work force because of adverse economic or other conditions.
If layoffs are required, the order of the layoffwill be determined by the current operating needs of the
City with consideration given to both an employee's length of service and demonstrated job
performance. Whenever possible, employees to be laid off will be given ten (lo) working days of
notice. The Human Resources Depmtment will coordinate all layoff actions with the effected
department.
When layoffs are required, every effort will be made to transfer employees who are to be laid off to
other vacant positions for which they are qualified and which are not affected by the layoff action.
The names of laid-off employees who are not transferred to other vacant positions will be placed on a
recall/reinstatement list for a period of one (1) year. The recall/reinstatement list does not, however,
guarantee that an employee will be recalled or reinstated. Employees who are laid off are encouraged
to periodically contact the Human Resources Department with regard to recall/reinstatement
opportunities.
Laid-off employees who transfer to vacant positions in other depad.,ents will be expected to follow
the guidelines and procedures established for Employee Transfers. The Human Resources Director
and the Department Director will determine pay based on the established guidelines of the pay plan.
City of College Station Employee Handbook Revised June 2004
15
C. Dismissal
When an employee is dismissed from employment with the City he or she will be given a letter
stating the mason(s) for the dismissal and be notified of his/her rights to appeal the termination.
(Refer to Appeal Process)
It will be the responsibility of the terminating department to ensure that all City property (i.e. keys,
tools, equipment, etc.) has been turned in prior to submitting the Exit Checklist to the Human
Resources Department.
Employees leaving City employment are asked to complete an exit interview questionnaire and if
requested, a personal exit interview with the Human Re.sources Department. Employees may also
request a personal interview with the Director of Human Resources by calling the Human Resources
Office to schedule an appointment.
D. Re-Employment
The City does not deem whether or not a former employee is eligible for rehire. However, a former
City employee may be considered for re employment if the former employee lef~ the City in good
standing. "Good standing" for this purpose means the job performance of the individual was
satisfactory during the employment period and that the attendance record, safety record, resignation
notice, and other job-related factors were satisfactory upon the employee's prior resignation.
A former employee personnel record will be reactivated once re-employment occurs. All previous
employees must complete a new introductory period of employment. Previous years do not count
toward leave accruals, or any other employee longevity benefits. A former employee's prior service as
a full-time or regular part-time employee will count toward earning service awards. Additionally, a
former employee may receive prior service credit with Texas Municipal Retirement System (TMRS).
C~ty of College Station Employee Handbook Revised June 2004
16
SECTION 4: COMPENSATION
Note: The strategies and goals set forth in this plan are subject to budgetary
limitations. Nothing contained herein is to be construed as an employment contract.
4.ol. Pay Plan Policy
The purpose of the classification and compensation system is to ensure the recruitment, motivation,
career development and retention of pwfessional, excellent employees. The City of College Station
velues its most important asset, the employees, who provide efficient, effective, responsive and
creative public services that result in the highest quality of cnstomer focused services to its citizens.
The classification and compensation system supports the employees of the City by he]ping them to
be responsive to their customers while being fiscally responsible, which assists in preserving and
advancing the quality of life resulting in exceptional civic pride.
To provide for a simplified classification system that defines the general scope and complexity of the
work required.
GOAL I:
GOAL 2:
To establish a classification structure that reflects wles and responsibihties.
The classification plan will meet the current needs of operating departments while
providing managers with maximum flexibility to manage and organize the work in a
changing environment.
GOAL 3:
The classification system will be responsive to organizahonal and enviwnmental
change through the creation of new classes and redefimtlon of job responsibilities as
defined by the City and its departments.
The Reclassification Process will be administered by the Human Resources
Department in an effident, cost effective, responsive, fair and eqmtable manner to
meet the needs of both the City and its employees.
STRA'r~.OY 2
To provide a compensation system that will reflect economic conditions of the various occupational
labor markets in which the City must compete. The system will incorporate a skill-based, competency
based, and/or performance-based tool depending on the appropriateness for the occupational
grouping.
GOAL l: Compensation levels will reflect the multiple labor markets covering City classes.
Pay grade midpoint (job rate) will approximate the 6ot~ percentile of actual salaries
paid to positions in the relevant labor market(s) as reported in salary survey results.
Pay range minimums and maximums will be established from survey results. On
average, the goal wall be to pay employees at the 6o~ percentile for performance that
meets standards.
City of College Station Employee Handbook Revised June 2004
17
GOAL 3'
Classifications which are not used in development of the salary structure (e.g.,
speciahzed jobs vothout peers in the marketplace), will be placed in the salary stmclure
based upon their internal relationship with benchmark classes within the occupational
group as determined through a standardized job evaluation process.
Salary advancement up to the job rate will be based on performance that meets
standards and achievement of additional skills/competency sets for the job class as
appropriate.
GOAL 5: Employees will be informed regarding their compensation and benefits.
GOAL 6:
The compensation system will be responsive to organizational and market changes by
consistent, cost effective, fair, end equitable review of the pay structure end placement
ofm&viduals within that structure.
STRATEGY 3
Departments will encourage an atmosphere of creativity, innovation, continuous improvement, and
operational efficiency improvements.
G~in~haring will be continued to reward financial savings. When these savings are
identified, a portion of the savings will be passed on to employees on a one-time
payment after the close of the fiscal year. The balance of the savings will be used to
fund necessary city business.
STRATEGY 4
To provide a performance appraisal system (PAS) that will be used to review performance,
communicate performance expectations, and support the employee in helping the organization to
achieve a superior level of performance.
GOALI: The performance appraisal system will be used constructively to promote
achievement of organizational goals.
The performance appraisal system will provide constructive feedback to encourage
the development of skills, enhance individual performance, and assist in professional
and personal development.
4.02. Pay
A. Pay Range Structure (Minimum, Midpoint, and Maximum)
Each position has a pay range structure of a minimum, midpoint, and maximum pay rate. The
minimum pay rate is the entry pay rate, or lowest pay rate for that job. The midpoint pay rate is the
point midway between the minimum and maximum pay rates and is the sixtieth (6oth) percentile of
the market for that job. The sixtieth (6oth) percentile is the data point in the salary survey data that is
at 60% of the other data points (example: the sixth highest point in a series often). The midpoint is
determined to be the pay rate on average at which the City of College Station pays. This pay rate is
used to determine the point in the salary range that is considered to be the target level for
performance that meets standards. An employee may or may not reach the midpoint over time. The
maximum pay rate is the top pay rate, or highest pay rate for that job.
Czly of College Statzon Employee Handbook Revised June 2004
18
B. Job Classification Definitions
1gon-exg,,~pt - clerical: Positions paid on an hourly basis in accordance with the Fair Labor
Standards Act (FLSA) and primarily perform clerical duties.
lVon-exempt, non-clerical: Positions paid on an hourly basis in accordance with the Fair Labor
Standards Act (FLSA) and do not primarily perform clerical duties.
Exempt: Positions paid on a salary basis in accordance with the Fair Labor Standards Act (FLSA)
and pnmarily perform bonafide executive, administrative, or professional duties.
C. Pay for New Employees
Non-exempt - clerical: An employee may be hired from the minimum pay rate up to ten percent
(lO%) above the minimum pay rate for that job, depending on qualifications, education, and
experience. A Department Director has to receive City Manager and Human Resources approval to
pay more than ten percent (lo%) above the minimum pay rate for that job.
Non-exempt - non-clerical: An employee may be hired at the rate of pay that reflects the
requirements of the skill level he/she brings to the job. Each department has outlined particular
skills for these positions that would benefit the department and City as a whole. Each skill level has a
particular pay rate associated with it. If the new employee does not possess any of the skills, he/she
will be hired at the minimum pay rate for that job.
Exempt: An employee may be hired from the minimum pay rate up to the midpoint pay rate for
that job, depending on qualifications, education, and experience. A Director has to receive City
Manager and Human Resources approval to pay more than the midpoint pay rate for that job.
D. Pay Increases
Non-exempt - clerical: An employee is eligible to receive pay increases through a pay for
performance pay system. An employee ~s eligible for performance pay each January 1't following six
(6) months of employment. He/she may receive a zero percent (o%) to six percent (6%) pay increase,
based on his/her performance, if he/she is currently earning below the midpoint pay rate for that
job, not to exceed three percent (3%) above the midpoint pay rate for that job. He/she may receive a
zero percent (0%) to three percent (3%) pay increase, based on superior pedormance, ff he/she is
currently earning above the midpoint pay rate for that job, not to exceed the maximum pay rate fur
that job.
Non-exempt ~ non-clerical: An employee is eligible to receive pay increases through a skill-based
pay system. An employee is eligible for a pay increase aider six (6) months of employment, unless
otherwise spedfied by the Department, if they have met the required skills for advancement to the
next skill level and have a successful performance evaluation. An employee may receive up to two (2)
pay increases per fmc,al year if he/she has met the required skills for advancement to the next skill
level and has a successful performance evaluation within the last twelve 02) months. Once an
employee has met the requirements for all skill levels, he/she is eligible for pedormance pay each
January 14. He/she may receive a zero percent (o%) to six percent (6%) pay increase, based on
his/her performance, d he/she is currently earnxng below the midpoint pay rate for that job, not to
exceed three percent (3%) above the midpoint pay rate for that job. He/she may receive a zero
percent (o%) to three percent (3%) pay increase, based on superior performance, if he/she ~s
currently earning above the midpoint pay rate for that job, not to exceed the maximum pay rate for
that job.
C~ty of College Station Employee Handbook Revised June 2004
19
Exempt: An employee is eligible to receive pay increases through a competency-based pay system.
An employee is eligible for competency pay each January l~ following six (6) months of employment.
He/she may receive a zero percent (o%) to six percent (6%) pay increase, based on his/her
performance, if he/she is currently earning below the midpoint pay rate for that job, not to exceed
three percent (3%) above the midpoint pay rate for that job. He/she may receive a zero percent (0%)
to three percent (3%) pay increase, based on superior pedormanee, if he/she is currently earning
above the midpoint pay rate for that job, not to exceed the maximum pay rate for that job.
E. Promotions
Non-e~empt - clerical: When an employee is promoted to another position, he/she will be paid
the new minimum pay rate for that job or will receive a five percent (5%) pay increase, whichever is
greater, not to exceed the midpoint pay rate for that job.
Non-exempt - non-eledcal: When an employee is promoted to another position, he/she will be
paid the rate of pay that reflects the requirements of the skill level he/she brings to the job or will
receive a five percent (5%) pay increase, whichever is greater.
Exempt: When an employee is promoted to another position, the Director may pair the employee
from the minimum pay rate up to the midpoint pay rate for that job, depending on his/her
qualifications, education, and experience.
F. Demotions
Non-exempt - clerical: When an employee is demoted to another position, he/she will be paid
from the new minimum pay rate up to the midpoint pay rate for that job, not to exceed his/her
current pay rate. Placement in the new pay range may be based on the relation where the employee
was being paid in the higher pay range.
Non-exempt - non-elerieal: When an employee is demoted to another position, he/she will be
paid the rate of pay that reflects the requirements of the skill level he/she brings to the job. If he/she
does not meet any of the skill level requirements, he/she will be paid at the minimum pay rate for
t.hat job.
Eotempt: When an employee is demoted to another position, he/she will be paid from the new
minimum pay rate up to the midpoint pay rate for that job, not to exceed his/her current pay rate.
Placement in the new pay range may be based on the relation where the employee was being paid in
the higher pay range.
All demotions must be done in conjunction with the Department Director and Human Resources.
O. Position Transfers
Non-exempt - clerical: When an employee is transferred to a different position, he/she will keep
his/her current pay rate.
Non-exempt - non-clerical: When an employee is transferred to a different position, he/she will
keep his/her current pay rate or will be paid the rate of pay that reflects the requirements of the skill
level he/she brings to the job, whichever is greater.
Exempt: When an employee is transferred to a different position, he/she will keep his/her current
pay rate.
City of College Station Employee Handbook Revtsed June 2004
20
H. Reclassifications
Non-exempt - clerical: When an employee's position is reclassified to a higher pay grade due to
substantial change in job responsibility, he/she will be paid the new minimum pay rate for that job
or will receive a five percent (5%) pay increase, whichever is greater. When an employee's position is
reclassified to a lower pay grade due to substantial change in job responsibility, he/she will be paid
the new minimum pay rate for that job or keep his/ber current pay, whichever is greater.
Non-exempt - non-derical: When an employee's position is reclassified to a higher pay grade
due to substantial change in job responsibility, he/she will be paid the rate of pay that reflects the
requirements of the skill level he/she brings to the job or will receive a five percent (5%) pay
increase, whichever is greater. When an employee's position is reclassified to a lower pay grade due
to substantial change in job responsibility, he/she will be paid the rate of pay that reflects the
requirements of the skill level he/she brings to the job or keep his/her current pay, whichever is
greater.
Exempt: When an employee's position is reclassified to a higher pay grade due to substantial
change in job responsibility, he/she will be paid the new minimum pay rate for that job or will
receive a five percent (5%) pay increase, whichever is greater. When an employee's position is
reclassified to a lower pay grade due to substantial change in job responsibility, he/she will be paid
the new minimum pay rate for that job or keep his/her current pay, whichever is greater.
I. Acting Pay
An employee may be charged with the duties and responsibilities of a higher classified position due
to that employee's absence from the higher classified position. If an employee assumes these duties
and responsibilities for more than thirty (30) days, a five percent (5%) pay increase will be given. A
Department Director has to receive City Manager and Human Resource approval to pay more than
five percent (5%). The acting pay increase will be effective starting the first day of assuming the
duties and responsibilities of the higher classified position and the acting pay increase will end once
the duties and responsibilities are no longer being performed. If an employee assumes these duties
and responsibilities for less than thirty (30) days, no pay increase will be given.
J. Disciplinary Probations
An employee on disciplinary probation will not receive a pay increase. Once he/she is no longer on
disciplinary probation and has a successful performance evaluation as defined by the Department,
he/she may receive a pay increase under the established pay plan guidelines.
K. Salary and Market Surveys
Overview. The Human Resources Department will conduct, at a minimum, a yearly salary and market
survey to determine the C ~ty of College Station's competitiveness to the applicable market's 60~h
percentile. Other cities with comparable characteristics to that of College Station are determined to be
the "apphcable market" and are used as comparisons m the survey. Other applicable dala from other
employers, entities, or organizations may be utilized as well.
The overall findings of the survey are presented to the City Council for discussion and possible
action. If the City of College Station's pay range structures are determined to be behind or ahead of
the market, recommendations may be made to the City Council to increase the current pay range
structures, decrease the current pay range structures, or keep the current pay range structures,
keeping in mind any budgetary constraints.
City of College Station Employee Handbook Revised June 2004
21
Market Pay Adjustments: Depending where each individual employee is being paid in their pay
range structure, he/she may or may not receive a pay adjustment to their current pay rate. In the
event of a market pay adjustment, the effective date of such change will be approved by the City
Council.
I.,. Gainsharin~
Overview. The Gainsharing Program rewards employees for cost saving measures. Gainsharing ~s a
concept used in the private sector to provide employees with a portion of the profits of the
organization. This same concept is used to try and reward College Station employees for finding ways
to save money for the City lhrough unproved operations and innovations.
Funds used as gainsharing come from savings from the current budget. During the fiscal year,
departments are encouraged to implement programs that promote savings in the budget so funds
could be available for the Gainsharing Program. Depa,h~ents are also encouraged to do things that
result in small savings in day to day activities.
Emplo)ve EligibthO, Criteria: The following cnteria is used to determine whether or not an employee
is eligible to participate in the Gaiushanng Program:
1. Employee must be regular full-time or regular part-time.
2. Employee must be employed prior to April 1* of the fiscal year.
3. Employee must be employed on the day the gainsharing check is distn'buted.
Gatnsharing Distribution: One-third (1/3) of the total identified net savings ~s distributed to eligible
employee~ in the form of a one-time gainsharing check. This check is typically given in December
following the previous fiscal year. Federal to.xes and mandatory retirement deductions are deducted
from the gaiusharing check The remaining two-thirds (2/3) is identified as additional resources for
future programs. All chgible employees in all departments share equally m the gainsharing
distribution.
Savings at the end of a fiscal year may or may not be realized. If savings are realized, the amounts
may vary from fiscal year to fiscal year. A gainsharing check is not guaranteed to be distributed each
year. All gainsharing check distributions must be approved by the City Council.
Note: The strategies and goals net forth in this plan are subject to budgetary
limitations. Nothing contained herein is to be construed as an employment contract.
4.03. Time Sheets
Employees are required to furnish a record of their work time for each day of the pay period. Each
employee is responsible for the accuracy of his/her time sheet before signing and submitting it to
his/her immediate supervisor. Time sheets are due in the Payroll office at a designated time during
the week prior to payday.
4.o4. Pay Day
The City divides the year into twenty-six (26) bi-weekly pay periods. Employees are paid every other
Friday for work performed during the preceding two-week pay period.
C,ty of College Station Employee Handbook Revised June 2004
22
4.05. Pay Checks
Each paycheck includes payment for all hours worked during the pay period or hours covered by
some form of paid leave. Employees receive their paychecl~ through direct deposit into their
checking and/or savings accounts. Paycheck stubs are distributed to employees in their respective
departments. Employees should check their paycheck stubs to assure the hours, pay rate, and
deductions are correct. If an employee perceives that something is not correct on his/her paycheck
stub, the employee should immediately contact their imm .ediate Supervisor and the Payroll Office.
4.o6. Payroll Deductions
The following deductions are required by law or the City from each paycheck:
1. Federal income tax with_holding;
2. Social Security/Medicare;
3. Texas Municipal Retirement System (eligible employees only);
4. Deductions directed by law, such as child support, IRS tax levy;
5. Payment of health insurance premlums (if applicable); and
6. Payment of life insurance or supplemental life insurance (if applicable).
Additions] deductions, which are optional and may be requested by an employee:
I. Credit Union;
:~. Gym membership;
3. United Way contributions;
4. Flex Plan deductions;
5. Deferred Compensation plans;
6. Savings Bond Purchases;
7. Optional Benefit Plans; and
8. Work-related purchases (i.e. safety footwear, coveralls, etc.).
Employees wishing to add or change payroll deductions should contact the Human Resources
Department. It is the employee's responsibdity to maintain current payroll deduction information
with the Human Resources Depa~ Iment and/or the Payroll office.
4.07. Overtime Pay/Compensatory Time Off
The normal work week for full-time, regular, employees with the exception of firefighters is the seven
day period beginning at 12:ol a.m. on Monday and continuing through 12:0o midnight the following
Sunday.
City of College Slal~on Employee Handbook Revised Sane 2004
23
Under the FLSA 2o7(k) exemption, firefighters have an established work period. Specific details
relating to the work period and work schedule are available in the Fire Department.
Department Directors may schedule overtime when necessary to meet essential operating
requirements. Efforts will be made to distribute the overtime as evenly as possible among qualified
employees. Once an employee is scheduled to work overtime, he/she is expected to show up and
perform the work. Any employee who fails to show up and work scheduled overtime may be subject
to disciplinary action. Employees are not permitted to work overtime, or accrue compensatory time
off, without prior authorization and approval by their immediate Supervisor or Department
Director.
A. Non-Exempt Employees
Employees in non-exempt positions with actual work hours that exceed forty (40) in the designated
work week are eligible to receive overtime pay or compensatory time off'. City employees may also be
eligible for overtime pay for hours worked during a regulaxly scheduled holiday and for hours
worked on an emergency callback basis. In conformance with the Fair Labor Standards Act,
employees will be compensated for overtime pay or compensatory time off at a rate of one and
one-half (1-1/2) times their regular rate of pay for the hours worked in excess of forty (40) in a work
week.
Firdighters are eligible for overtime pay or compensatory time off in accordance with the FLSA
2o7(k) exemption.
The accrual of compensatory time off for non-exempt employees is limited to sixty (60) hours, unless
otheneise specified by the Department. After accruing sixty (60) hours of compensatory time off, an
employee will receive overtime pay for excess hours in the designated work week.
For the purpose of computing overtime and compensatory time for non-exempt employees, holiday,
sick, or vacation time used during the pay period may be included. Upon termination, non-exempt
employees will be paid for ali accrued overtime and/or compensatory time.
B. Exempt Employees
Employees who are exempt from the Fair Labor Standards Act overtime provisions will not receive
overtime pay. With prior authorization and approval, exempt employees are eligible to accrue
compensatory time on an hour-for-hour basis for work performed above the normal requirements of
the job. Accrual of compensatory time for exempt employees is unlimited. Upon termination, exempt
employees will not be paid for accrued compensatory time.
C. Overtime - Secondary Employment
If an employee, at his/her own option, works a second job with the City in a different capacity from
his/her regular employment and on an occasional and sporadic basis, the hours worked in the two
jobs shall not be combined for the purpose of determining overtime. "Different capacity" means that
the work must not fall in the same occupational category as the employee's regular position.
4.08. Shift Differential Pay
Police Officers, Communication Operators and Public Safety Officers working the evening and night
shifts, as established by the department, will be eligible for shift differential pay. The pay differential
will be paid per hour for the time assigned during the applicable shift.
Czty of College Statzon Employee Handbook Rewsed June 2004
24
4.09. Pay - Daylight Savings Time
City employees will be paid for hours actually worked during a shift that includes the change to or
from Daylight Savings Time. This may place the employee in an overtime situation for one (1) hour
or may result in one (1) hour less than a usual shift. At the discretion of the Department Director,
employees may be allowed to leave work one hour early or work one extra hour. Also, at the
discretion of the Department Director, employees may uso one 0) hour of accrued vacation or comp
time to ensure he/she receives a full shift of pay.
4.1o. On Call
Although all City employees are subject to being called back to duty after normal working hours,
some Department Directors may establish on-call schedules to ensure the continuous delivery of
essential services alter regularly scheduled working hours.
On-call is defined as a period of time that City employees are formally scheduled to remain available
to be called back to work on short notice if the need arises.
A non-exempt City employee who is formally designated to be in an on-call status will be paid an
additional $~5.oo per day. Additionally, all working time after being called into service will be
compensated as hours worked. The overtime rate of one and one-half 0-~/2) times the regular rate
will apply if the hours actually worked during the work week and while on call exceed forty (4o)
hours. Exempt employees do not receive on-call compensation. Employees who are scheduled for
on-call duty are expected to respond to a reasonable assignment. Failure to respond to a reasonable
on-call assignment may subject an employee to disciplinary action.
Non-exempt employees (whether in an on-call status or not) who are called back to work after
leaving the work premises before midnight will receive a minimum of one (1) hour of pay for the first
call. Any sequential calls received while completing the first call will be included in the initial one
hour minimum pay. A non-exempt employee will receive an additional minimum of one (l) hour of
pay for each subsequent call received during the same twenty-four (24) hour period once be/she
returns home after completing a call.
Non-exempt employees who are the first to respond to emergency duty between the hours of
midnight and 6:00 AM will receive a minimum of two (2) hours of overtime pay at one and one-half
(x-~/2) times their regular rate of pay without regard to whether forty (40) hours per week have been
worked. The minimum of two hours of overtime pay will only be paid one time per night. Scheduled
overtime during these hours is not affected by this policy. Any additional actual hours worked in
excess of the two (2) hours will be paid as regular working time rounded to the nearest one-half 0/2)
hour, and subject to the overtime rate after forty (40) hours in a work week.
4.1x. Educational Incentive Pay for Fire and Police
It is the policy of the City of College Station to be competitive and provide incentives to the Fire and
Police Department that will encourage the development and retention of a professional Fire and
Police Department by raising the standards of promotional qualifications.
A. Eli bmty
All regular full-time Police Officers and Firefighters are eligible to receive certification and incentive
pay above the required basic certification.
Csty of College St'at,on Employee Handbook Revised June 2004
25
B. Procedures
Educational incentive pay for eligible employees' completion of a pre-approved course or degree
from an accredited college, university, or technical school (internet offered courses will be reviewed
and pre-approved on a case by case basis) is as follows:
Police (TC~.~.OSE)
Associate's Degree
Bachelor's Degree
Master's Degree
Intermediate Certificate in Law Enforcement
Advanced Certificate in Law Enforcement
Master Peace Officer Certificate in Law Enforcement
$25/mo.
$5o/mo.
$75/mo.
$75/mo.
$~oo/mo.
Sxso/mo.
Eligible Police Officers may receive pay for both a degree and a certificate.
Fire (Commission on Fire Protection)
Associate's Degree
Bachelor*s Degree
Master's Degree
Intermediate Certificate in Fire Protection
Advanced Certificate in Fire Protection
Master Certificate in Fire Protection
$5o/mo
$75/mo.
$?s/mo.
$1oo/mo.
$~5o/mo
Eligible Firefighters may receive pay for both a degree and a certificate.
C. Application Process
Eligible Police Officers and Firefighters are required to submit an application to the Police Chief or
Fire Chief accompanied with a certified transcript and/or copy of the certificate issued by TCLEOSE,
the Commission on Fire Protection, or the Texas Department of Health.
4.12. Public Safety Assignment Pay
A. Purpose
The City of College Station has identified a need for Public Safety employees to become proficient in
certain fields of expertise. To encourage and reward employees for these additional duties, and for
acquiring these skills, special assignment pay will be given.
B. Eligibility
All regular full-time Police Officers and Firefighters may be eligible to receive assignment pay. The
Department Director will determine the number of positions needed for each assignment and the
criteria for ehgibility. The number will be limited and may be changed by the department. Employees
may receive more than one assignment pay.
Ctty of College Station Employee Handbook Revised June 2004
26
C. General Provisions
Individuals who qualify to receive assignment pay, as determined by the department, will receive the
following amounts:
police
Accident Reconstructionist
Hostage Negotiator
Field Training Officer (FFO) Patrol
Field Training Officer (FFO) Communications
Forensic Technician
Training Specialist (SRO and FTO Coordinator)
Crime Scene Technicmn
Special Weapons and Tactics (SWAT)
Explosive Technician
Drug Recognition Expert (DP, E)
Public Information Officer (PLO)
Canine Handler
Criminal Investigation
$5o/mo.
$35/mo.
$x5/day
$12/day
$1oo/mo.
$1oo/mo.
$50[mo.
$5o/mo.
$75/mo.
$5o/mo.
$75/mo.
$75/mo.
$1oO/mo.
Texas Department of Health's Paramedic Certification $200~m0.
Fire and Arson Investigator $5o/mo.
Aircraft Rescue and Fireflghting $5o/mo.
Hazardous Material Technician $5o/mo.
Application for assignment pay must be made to the Police Chief or Fire Chief with the required
documentation as outlined in the depachaental policy. Periodic reviews by the department will be
conducted to determine if the employee still qualifies for assignment pay. Assignment pay will not be
given to employees who are no longer qualified. Assignment pay will become part of the base wage
when calculating overtime.
4.13. l~,nguage Skills Pay
A. Purpose
The City of College Station recognizes that in servfng a diverse population, the use of a second
language may be of benefit in providing quality service. Therefore, the City has developed a program
to compensate employees who are proficient in the use ora second language.
B. Eligibility
All full-time regular and part-time regular employees in all departments of the City are digible for
language skills pay. Departments may regulate the number of employees by position or quantity,
depending on its particular needs.
C. Responsibilities
It is the responsibility of the employee to request testing opportunities through his/her departmental
management. The Human Resources Department in consultation with the employee's Director will
decide if that person should proceed through the process. If so, the Human Resources Department
will arrange for testing through a qualified testing service.
City of College Statson Employee Handbook Revised June 2004
27
By receiving language skills compensation, the employee agrees to serve the organization by utilizing
the language when needed either in their own position or when requested by other departments. The
employee would be designated as a "City Translator" and will have their name available to be called
on to use their skills for the benefit of the public and organization as a whole. Because the
designation of 'City Translator" carries with it the expectation of being called away from their
regularly assigned duties of the department, the department may regulate the number of designated
employees by position or quantity.
The department will pay for the language skills test(s) for a qualified employee a maximum of two
(2) times. An employee is eligible to retest after six (6) months have passed from the original test
date.
D. General Provisions
Employees who pass the established proficiency test(s) may be compensated for oral and/or written
language skills.
Oral Language Skills:
Written Language Skills:
Oral and Written Language Skills:
$25]mo.
$35]mo.
$6o/mo.
4.~4. Sign Language Skills
Employees who are proficient in sign language may be compensated thirty-five ($35) dollars per
month for the skill.
C~ty of College Stat:on Employee Handbook Rewsed lune 2004
28
SECTION 5: EMPLOYEE BENEFITS AND SERVICES
The City of College Station provides a variety of benefits, services and programs that are designed to
meet the employees' basic financial security needs; and provide for employees' general health and
welfare. Some pwgrams are provided according to law; others are provided at the option of the City.
Eligibility in these programs may depend upon the type of position occupied and as indicated in
individual program descriptions.
The City reserves the fight to modify, amend, or terminate its employee benefits and services as they
apply to all current, former, and retired employees.
5.Ol. Communication of Benefits
The Human Resources Department is responsible for informing new employees of available benefits
through the employee orientation program. The Human Resources Department also provides added
benefits information to employees in various plan description summaries, through organizational
publications, and employee education meetings.
5.02. Sick Leave
Employees in regular, full-thne positions earn a maximum of ninety-six (96) hours of sick leave each
year. Fire Department employees assigned to shift earn a maximum of six (6) shifa 044) hours of
sick leave each year. Employees who work a regular schedule of twenty (2o) to thirty (3o) hours per
week earn a prorated amount of sick leave each year. Sick leave is accrued after each pay period up to
the yearly maximum. The accumulation of sick leave is unlimited. An employee who has at least 96
hours or (~44/Fire) of accrued sick leave at a designated point during the year will have one (~)
workday converted from sick leave to a personal day (Refer to Sick/Personal Day procedure). The
phrase "workday" for purposes of the sick leave policy includes the number of hours an employee is
normally scheduled to work.
Employees are eligible to take sick leave upon accrual with supervisory approval. Sick leave may be
taken for the following reasons:
An employee's own sickness or injury that occurred away from work, and is not covered by
the Workers' Compensation Act. Absences with durations of three (3) or more days may be
subject to the provisions of the Family Medical Leave Act of 1993 (FMLA);
2. For physician/health care provider appointments; or
The illness, injury, or physician/health care provider appointment of a family member when
the employee is needed to ~eare for' the family member. Approval to use sick leave shall not
be granted when such use is primarily to babysit a child who is not ill, injured, or does not
have a physician/health care provider appointment.
A "Family Member" for purposes of the sick leave po]icy includes a spouse, parents on beth
sides, and children (including adopted children and step-children). Employees may be
required to provide reasonable documentation of family relationship and written
certification of the illness from a health care provider.
Upon approval from the Department Director, sick leave may also be taken because of the
death of an employee's family member. Up to three (3) days of sick leave may be authorized
for in-state funerals and up to five (5) days for out-of-state funerals.
Ctty of College Station Employee Handbook Revised June 2004
29
A 'Family Member" for the purposes of funeral leave ~ncludes a spouse, parents on beth
sides, children (including adopted children and step-children), grandchildren, brothers,
sisters, nephews, nieces, uncles, aunts, grandmothers, and grandfathers.
If an employee requesting sick leave does not properly notify his/her supervisor, he or she may be
considered absent with unpaid leave and the employee may be subject to disciplinary action.
Evidence of sick leave abuse may constitute grounds for disciplinary action up to termination.
Employees using sick leave must contact their supervisor each scheduled day that they are away
from work, unless other arrangements have been made with the Supervisor. At the discretion of each
depai h.ent, employees may also be required to provide specific notification, such as a physician
statement for each absence from work.
If a holiday occurs during an employee's leave, the day will be recorded as holiday pay, rather than
sick leave. Employees will not be paid for any unused sick leave upon termination of employment
with the City of College Station.
Covered employees on FMLA leave must exhaust all accrued sick leave before going on an unpaid
status.
A. Sick/Personal Day Procedures
A report will be generated after the last payroll in December of each year to determine which
employees have la months of accrued sick leave. Employees with 96 hours (144 For Fire) will have
one workday converted from s~ck leave to a personal day. Amounts will be pre-rated for regular
part-time employees.
The phrase "workday" for the p~ of the sick/personal day procedure is the number of hours an
employee regularly works each day.
The conversion of hours will take place at the end of December and eligible employees may use the
day during the following year. The sick/personal day must be used within the year of eligibility and
will not be carried over to subsequent years.
Employees must obtain the approval of their Supervisor before taking the s~ck/personal day. Pay
may not be taken in lieu of the day. Employees will not be paid for the sick/personal day upon
termination of employment with the City of College Station.
5.03. Catastrophic Sick Leave:
It is the policy of the City of College Station to permit employees to donate sick leave to be used by
qualifying regular full-time and regular par~-time employees.
The leave is to assist employees and their families when a catastrophic event forces the employee to
exhaust all leave time, lose compensation from the City, and the situation presents a hardship to the
employee and the employce's family.
A regular full-time or a regular part-time employee may use a maximum of twenty-five (25) days or
two-hundred (2oo) hours of donated sick leave in a fiscal year. This policy is in no way a right or
privilege of employment.
Cfly of College Station Employee Handbook Rewsed June 2004
30
Catastrophic illness or injury is defined as a major or chronic condition or combination of
conditions, possibly life threatening, affecting the mental or physical health of an employee or a
member of the employee's family which requires the services of a licensed practitioner, involves the
need for an extended absence by the employee or hospital confinement of the employee or the
employee's family member.
Inclusions: Catastrophic illness or injury includes but is not limited to cancer, AIDS, major
surgery, a serious accident, heart attacks.
Exclusions: Catastrophic illness or injury typically excludes normal pregnancy delivery, common
illnesses or injuries covered by other benefit programs including, but not limited to injury leave,
workers' compensation, disability retirement and long term disability.
A. Eligibility Requirements:
Participation in this program is open to all regular full-time and regular part-time employees who:
Experience a catastrophic event; or
2. Has a femily member who has experienced a catastrophic event. The phrase "family member'
for purposes of the catastrophic sick leave policy includes parents on both sides, a spouse or
children (including adopted children and step-children). Employees may be required to
provide reasonable documentation of family relationship; and
3. Have exhausted all available paid leave benefits.
B. Application Process:
Employees requesting catastrophic sick leave donations must submit a "Leave Request Form' to the
Department Director. The form must be reviewed and signed by the Department Director prior to
being submitted to the Human Resources Department. The signed form will be reviewed by the
Human Resources Department to ensure that it meets the requirements for participation in the
program. The employee and Director will be notified of the employee's eligibility to receive
catastrophic sick leave.
C. Application Review Process:
The completed form will be reviewed by the Human Resources Depa~h.ent to ensure that it meets
the requirements fur participation in the program.
D. Request for Further Review:
If the Human Resources Office determines the employee does not meet the eligibility requirements
for catastrophic sick leave, the employee and the Department Director will be notified in writing.
An employee may request a second review of his/her application by providing the Human Resources
Department with additional information and/or medical documentation to support the application.
City of College Stahon Employee Handbook Revised June 2004
31
E. Program Solicitations:
Sick Leave can be donated during the designated solicitation period. The Human Resources
Depa~ tment will send notification to the applicable department that a situation for catastrophic leave
has been established and donations are needed. Employees donating sick leave are required to
complete and return a Catastrophic Sick Leave Pool Donation Form to the Human Resources
Department.
F. Program Contributions:
All contributions are strictly voluntary and dedicated to the specific employee requesting the
leave.
2. Contributions must be made from accrued sick leave. Donations must be in increments of not
less than eight (8) hours and not more than twenty four (24) hours.
3. Donors must not donate more that 1/3 of his/her accrued sick leave.
4. Contributions will not be accepted when the need has been fulfilled.
5. Employees leaving C~ty employment may elect to donate their accrued sick leave to a specific
employee in need of catastrophic sick leave.
O. Program Administration:
The Human Resources Department is directly responsible for administering the program. Payroll is
responsible for monitoring of all leave donations received and donations granted to the recipient;
deducting donated sick leave from the employee sick leave balance and maintaining records of
program participation.
5.04. City Ambulance Service
It is the policy of the City of College Station to provide cnst-free City ambulance service to City
employees and retirees of the City who reside in, or while in, the City of College Station's ambulance
service area.
5.05. Vacation
The estabhshed vacation year is the calendar year, January I through December 31 each year.
Vacations are accrued on the employee's length of service and on the time actually worked.
Employees are encouraged to take their full vacation leave in the year in which it ~s accrued. The
maximum accrual of unused vacation is three (3) years. Employees should schedule their vacation in
advance and obtain the approval of their supemser prior to taking vacation.
Full-time employees (except Police Officers and Fireflghters) are eligible for paid vacation according
to the following schedule:
Uoon completion of: Days Accrued Per Year:
0 - 2 Years 10 days
2 - 5 years 12 days
5 - 15 years 15 days
15 years and over 2o days
C~ty of College Stahon Employee Handbook Revised June 2004
32
Police Officer and Firefighter employees are eligible for paid vacation according to the following
schedule:
Police Uoon Comoletion
o- 1 Year
1 - 18 years
~8 years and over
AOX'ual:
80 hours
12o hours
16o hours
Uoon Completio~ of: Accrual:
o - ~ year 5 shii~
~ - ~8 years 7 shifts
~8 years and over 9 shifts
Regular, Part-time employees are entitled to vacation on a pm-rated basis of three-fourth (3/4) or
one-half (~/2) the regular vacation rate, depending on their established work schedule.
Employees may not take paid vacation until they have actually earned the vacation. The first five
days of accrued vacation will be credited after six (6) months of continuous employment. Pay may
not be received in lieu of time off.
Upon termination of employment with the City of College Station, an employee will receive pay for
any unused vacation. Employees whose employment is terminated either voluntarily, or
involuntarily, during the introductory period will not receive vacation pay.
Covered employees on FMLA must exhaust all accrued vacation before going to an unpaid status.
5.06. Holidays:
The City of College Station observes eleven holidays (including a floating holiday) each year. The holidays
observed are:
New Year's Day
MLK Day
Good Friday
Memorial Day
Independence Day
Labor Day
Thanksgiving Day
Day after Thanksgiving
Christmas Eve
Christmas Day
Floating Holiday
The Human Resources Director will publish the dates that the City will observe the holidays prior to
the beginning of the calendar year.
Eligible employees will be given a day off with pay for each holiday observed. Firefighters who work
twenty-four (24 hour) shifts will receive five shifts (~2o hours) of annual holiday time. Firefighters
shall schedule holiday time in accordance with the Fire Department's written policies.
Regnlar Full-time employees will receive their regular rate of pay for each observed holiday. Regular
Part-time employees will receive holiday pay on a pro-rated basis. Temporary and Seasonal
employees are not eligible to receive holiday pay. Employees will receive holiday pay if a holiday
occurs during a vacation period, approved military leave, or a scheduled, non-disciplinary leave of
absence of less than thirty (3o) days.
When a designated holiday falls on a Sunday, Monday is usually observed. When a designated
holiday falls on a Saturday, Friday is usually observed. Full-time employees who are scheduled to
work on an observed holiday {except Police Officers and Firelighters) will be given an alternate day
off, unless ~t is not deemed feasible by functions and services provided by the Department.
C~ty of College Station Employee Handbook Rcvssed June 2004
33
In such case, the employee will be paid holiday pay at the regular rate of pay, plus one and one-half
times the regular rate for the actual hours worked. The number of hours paid at the holiday rate may
vary depending on the starting time of the shift that the employee is scheduled to work.
Police Officers who work a so-hour shift on a holiday will be given an alternate day off. The alternate
day off must be scheduled in advance and approved by a Supervisor prior to the pobce officer being
off.
The floating holiday may be used at the employee's discretion during the calendar year. The floating
holiday must be scheduled in advance and approved by the employee's Supervisor. Floating holidays
must be taken during the same year that they are granted and may not be carried over into the next
year. Employees with less than six (6) months of continuous employment are not eligible to use the
floating holiday.
5.07. Medical and Dental Plan
A. Policy
The City provides medical and dental insurance coverage to employees and their families to ensure
that they receive appropriate health care. A good health benefit plan is necessary to assist in our
retention and recruiting efforts. Our goal is to pursue competitive, cost-effective health insurance
benefits because we value our most important asset, our employees, who pwvide quality service to
our dtizens.
· Provide health plan options that are comparable to other public employers based on a regular
study of similarly-situated employer plan sponsors, using shelf survey data and, as needed,
custom survey instruments.
· Ensure that the health plan is a neutral issue in turnover by monitoring incoming and
outgoing employee perceptions through new hire orientation and exit interviews.
Provide affordable health plan options that meet employee health needs.
The City will move towards contributing approximately 8o% of plan costs while the employee
portion will approximate 20%.
Preference will be given to plan design changes (increases in deductibles or other
out-of-pocket amounts) over contribution increases.
Culture
· Encourage employees and their dependents to receive preventive care and maintain healthy
lifestyles.
· Encourage participant self-reliance through educational opportunities such as
regularly-scheduled health fairs, "brown bag" education/training sessions, and other similar
mechanisms to educate participants about getting the most from the plan and vendors, while
helping to ensure the fiscal health of the plan
Administration
· Adopt performance standards for vendors to ensure quality service and cost-effectiveness.
City of College Station Employee Handbook Revised June 2004
34
B. Communication of Coverage
The Human Resources Department is responsible for providing employees with the most current
information about the coverage and cost, which are both subject to change.
c. ~.ligibmty
All regular full-time employees and regular part-time employees are eligible for coverage on the first
(1'9 day of the month following initial employment. Coverage ends on the last day of the month
following termination of employment.
D. Retired Employees
Service Retirees are eligible to retain coverage at their own expense until age sixly-five (65). ARer
reaching 65 years of age, service retirees are eligible to purchase at their own expense a Medicare
supplement through the health insurance carrier.
E. Dependents
Eligible dependents under the medical and dental plan include lawful spouses as defined by
applicable state law, natural children, stepchildren, adopted children, children for whom the
employee is the legal guardian, and a foster child. A dependent child must be unmarried and rely on
the employee for primary support and maintenance. Dependent children remain eligible until age
twenty-five (25).
F. Annual Enrollment Period
The annual enrollment period is December of each year. The enrollment is effective January x, of the
following year and remains in effect until an employee qualifies for a family status change or makes
changes during the subsequent open enrollment periods. A family status change is defined as a
marriage, bhth or adoption of a child, termination of spouse employment, spouse changes from
full-time to part-time employment, spouse takes an unpaid leave of absence, or significant change in
the cost or coverage of sponse's health plan, defined as lo% or more.
O. Late Enrollments
If an employee or his/her eligible dependents are not enrolled within 31 days of the date they become
eligible, he or she must wait until the next open enrollment period.
H. Continuation of Coverage (COBRA)
As required by the Consolidated Omnibus Budget Reconciliation Act of 1985 (COBRA), employees
and/or eligible dependents have the right to continue health coverage for a specified period of time
when health coverage would otherwise cease as a result of a qualifying event. The employee will be
required to pay to continue health coverage, which will bo ~oo% of the actual cost of the premium
plus a 2% administrative fee allowed by the law. Upon notification of termination of coverage,
COBRA notification will be sent to employees and/or dependents losing health coverage.
I. Fanployees on Leave
An employee who is away from work, and ns not receiving a payroll check from the C~ty, must make
arrangements with the Human Resource Office to pay his/her share of the health insurance
premiums.
C~ty of College Slal~on Employee Handbook Revised June 2004
5.08. HIPAA Privacy Notification
Under the Health Insurance Portability and Accountability (HIPAA) guidelines, the City of College
Station will not use or disclose any information about an employee or participant in a health care
program or service without a signed authorization which releases the information from the
employee, or the employee's personal representative, unless authorized or required by local, state, or
federal law.
5.09. Group Life Insurance
As part of the primary group health plan, employees are automatically enrolled in a term life policy
equal to two (2) times annual salary after a designated waiting period. Benefits under the policy are
reduced when the employee reaches a certain age as spedfied by the current carrier. The City
provides Sxo,ooo of coverage on service retirees until age 65.
5.xo. Supplemental Life Insurance
An employee may elect supplemental life insurance coverage in increments of Szo,ooo up to seven
(?) times his/her salary. If an employee elects an amount that exceeds Smo,ooo, he or she will be
required to provide evidence of good health to the insurance carrier before the excess can become
effective. Employees must enroll within thirty-one days of the date that he or she becomes eligible or
the insurance company must approve coverage.
5.11. Accidental Death & Dismemberment
As part of the primary group health plan, employees are automatically enrolled in an Acddcutal
Death and Dismemberment policy equal to two (2) times their annual salary after a designated
waiting period. Benefits under the policy are reduced when the employee reaches a certain age as
specified by the current carrier. Service retirees are not eligible for this coverage.
5.12. Dependent !.ire Insurance
Eligible employees may elect to purchase optional Dependent Life Insurance Coverage for their
spouse and/or children after the designated waiting period.
5A3. Group Long Term Care
Eligible employees and their eligible family members may elect coverage under the City's Group
Long Term Care Coverage. Long Term Care insurance is designed to help plan participants meet the
financial obligations of a long term care situation. The cost of the coverage is determined by the
participant's age at the time of enrollment in the program.
5.14. Vision Care Reimbursement
All eligible employees and dependents covered by the City's heath plan are eligible for vision care
reimbursement after the designated waiting period. Eligible employees and dependents are
reimbursed up to $25.0o per calendar year for Eye Exams. Eye (}lasses, Frames or Contacts are
reimbursed up to $25.oo per calendar year.
C~ly of College Statmn Employee Handbook Revised June 2004
5.x5. Flexible Benefit Plan
The Flexible Benefit Plan is offered to ali regular full-time and regular part-time employees. The Flex
plan allows employees to save tax dollars on insurance premiums; out-of-pocket medical, dental and
vision expenses, certain over-the-counter drags, and dependent care (i.e. child care) expenses.
Predetermined amounts of employees' paychecks are set-aside in a tax-exempt account from which
the employee draws as expenses are incurred. According to IRS rules, any money left in an account
at the end of the year cannot be returned to an employee.
5.16. Short Term Disability
All regular full-time and regular part-time employees are covered under the City's Short-Term
Disability coverage after three (3) months of employment. Under the Short-Term Disability policy
employees may receive sixty percent (6o%) of their current base salary after being away from work
for thirty (3o) days due to a disability. Eligible employees may receive short- term disability benefits
for up to six (6) months or one-hundred and eighty (18o) days.
A. Covered Disabilities
All disabilities are covered except loss caused by or resulting from:
1. War or act of war, or military service during war or armed conflict;
2. Intentional self-inflicted injury;
3. Illness or injury occun'ing while the employee is in a leave without pay status;
A work-related injury or occupational disease that arises out of and in the course of
secondary employment covered by the secondary employer's Worker's Compensation
medical and temporary income benefits; and
5. Work-related injury or occupational disease covered by the City's Worker's Compensation
medical and temporary income benefits.
B. Procedures
1. An employee must be off work for thirty (3o) days before requesting benefits under the
Short-Term Disability policy.
During the thirty (30) day waiting period an employee may use accrued sick leave or vacation
leave pending the approval of his/her Supervisor. An employee may also apply for
catastrophic sick leave if his/her condition meets the provisions of the leave.
After the thirty (30) day waiting period, an employee may elect to continue to use avaihble
sick leave or vacation leave at lOO%, or receive Short Term Disability at 6o% of his/her
current base salary. An employee may also supplement Short-Term Disability benefits with
accrued sick leave or vacation time.
4. An employee on Short-Term Disability will not accrue additional vacation, sick and holiday
benefits.
5. A Department Director may elect to temporarily fill a position vacancy due to a Short-Term
disability if the absence creates an undue hardship for the department.
Cfly of College StUtlOn Employee Handbook Revised June 2004
37
C. Application Process
Employees requesting Short-Term Disability benefits must submit a "Leave Request Form" to the
Department Director. The form must be reviewed and signed by the Department Director prior to
being submitted to the Human Resources Department. The signed form will be reviewed by the
Human Resources Department to ensure that it meets the requirements for participation in the
program. The employee and Department Director will be notified ffshort term disability benefits are
granted.
D. Request For Further Review:
If the Human Resources Office determines that an approved request form for Short Term Disability
does not meet the requirements for partidpation in the program, the employee and the Department
Director will be notified. An employee may request a second review of his/her application by
providing the Human Resources Department with additional information and/or medical
documentation to support the application.
E. Ter.~fination of Coverage
Benefits under the Short-Term Disability coverage may be terminated when:
1. An employee claiming a disability does not comply with the requirements of the Plan;
2. An employee claiming a disability returns to work;
3. An employee claiming a disability is discovered performing job functions at a second job, or
at his/her own business, during a period of disability that violates any physical restrictions
that wore placed upon the employee by a medical practitioner;
4. Employment with the City is terminated;
5. The Short-Term Disability period expires; or
6. The date that an employee applies for disability benefits throngh a retirement program or the
completed date that an employee applies for disability benefits under any other disability
plan.
5.17. Long Term Disability
City employees are covered under a Long-Term Disability (LTD) plan after three months of service.
Eligible employees are covered by the disability policy for both on and off-the-job disabilities.
A. Benefits
The benefits become payable after a z8o day period of permanent total disability and will be paid in
an amount up to of 6o% of the employee's current base salary. Benefits paid under the Long-Term
Disability policy will be reduced by any income from other sourees. Detailed descriptions of the LTD
benefits are furnished in a separate booklet.
City of College Btauon Employee Handbook Revised June 2004
38
5.18. Retirement
The City of College Station has a retirement plan through the Texas Munidpal Retirement System
(TMRS), which is administered in accordance with the Texas Municipal Retirement System Act
(Texas Government Code, Title 8, Subtitle G).
A. Membership
Regular full-time employees and regular-part-time employees who work twenty (20) hours or more
per week are automatically enrolled as a member of TMRS.
Employees are plan members until termination of employment and withdrawal of retirement
contributions, retirement or death before retirement, or termination of employment and failure to
meet certain eligibility requirements.
Upon retirement, membership stops and an employee becomes a "retiree" under TMRS.
B. Credit for Service
An eligible employee earns a month of service credit for each month of employment in which a
membership contribution was made. "Restricted prior service credit' is available for employees with
prior service:
I. With any pubhc authority or Agency created by the United States;
2. With any state or territory of the U.S.;
3- With any political subdivision of any state in the United States; or
4. With any public agency or authority created by a state or territory of the U. S.
C. Member Contributions
Each month the City will withhold through payroll deduction a percentage of an employee's gross
monthly salary and deposit it in an account in the employee's name with TMRS.
The member contributions are not taxed until an employee receives a retirement cheek or withdraws
and receives contributions from TMRS.
The City matches the member contributions and earned interest on a 2 to 1 basis, with the money
transferred to an employee account at the time of retirement. Employees may not borrow from
membership contn'butions nor can employees use the contributions as collateral for a loan.
D. Vesting
An eligible employee is vested in the retirement plan when he or she has earned five (5) years of
service credit. Vesting means that if a plan member's employment terminates, he or she can leave
member contributions and interest in TMRS until age sixty (6o) and receive the City's matching
funds.
City of College S~alJon Employee Handbook Revised lune 2004
39
E. Fund Withdrawal
An employee cannot withdraw member contributions and earned interest unless he or she has
terminated employment with the City.
A terminated employee will not receive the City's matching fund if he or she elects to withdraw their
membership contributions and interest in a lump sum. Withdrawals of member contributions and
interest also terminate membership in the TMRS, unless the retiree begins working in another
TMRS City and is contributing to the plan.
F. Retirement Eligibility
Employees are eligible for retirement at age sixty (60) with at least five (5) years of service credit.
Employees may also retire at any age with 2o years of credited service.
In addition to the standard retirement benefit, The Texas Municipal Retirement System provides
other basic benefits to employees participating in the program to include disability benefits, deferred
taxes, and interest on contributions after one year. Detailed descriptions of these benefits and the
retirement program are provided in a separate booklet published by the Texas Municipal Retirement
System.
5.19. Deferred Compensation Plans
The City provides an option to employees to invest a portion of his/her salary in two (2) voluntary
deferred compensation plans administered by LC.M.A. Retirement Corporation and Nationwide
Retirement Solutions. Eligible City employees may deposit up to the maximum amount of dolhrs
allowed by IRS regulations into the plans. Enrollment in either or both plans can be arranged
through the Human Resoure~ Depa~huent. Income taxes are not paid on contributions until they
are withdrawn and employees have a choice from a variety of investment funds. Due to IRS
regulations, employee contributions to deferred compensation accounts are not accessible to
employees prior to retirement, except in limited situations outlined in the plan document.
5.2o.$a~ngsBond
City employeesm~purehaseU.S. SaviagsBonds throughpayrolldedua~n.(See payrolloffice fur
dst~s).
5.2x. Credit Union
City employees and their family members are eligible to participate in the City's Credit Union. The
Credit Union offers a number of services to members to include share accounts, share draft accounts,
loans, disability income, certificates of deposits, money orders, VISA debit cards and on-line
banking. All contributions are financed loo% by the employee. Employees may arrange to have
payroll deductions from their paychecks or they may make a direct payment to their credit union
account. For more information or enrollment forms, contact the Brazos Valley Schools Credit Union.
5.22. Service Awards
It is the policy of the City to recognize long-term service to the City by presenting service awards to
eligible employees according to the following guidelines:
City ofCollege Siatmn Employee Handbook Revised June 2004
4O
1. All regular full-time and regular part-time employees are ciigib]e to receive a service award
upon completion of five (5) years of service and at the end of every additional five (5) years of
The Human Resources Department is responsible for identifying the employees who will be
honored, ordering awards, and arranging for appropriate announcements of presentation of
awards.
5.23. Use of City Swimming Pools
All regular full time and regular part-time employees, and their dependents, and service retirees may
have free use of the City's swimming facilities. Employees may gain admittance to the pools by
presenting their City ID Card. Swim passes for dependents and service retirees may be obtained
from the Human Resources Department. Free use of pools does not include swim lessons or rentals.
5.24. Employee Assistance Program
A. Purpose
In an effort to help City of College Station employees maintain healthy levels of emotional and
physical well-being, and to limit the effect of personal pwblems on job performance, the City
sponsors and pays for an Employee Assistance Program (EAP).
B. Policy
It is the policy of the City of College Station to help employees maint~,in healthy levels of emotional
and physical well-being, and to limit the effect of personal problems on job performance through the
Employee Assistance Program (BAP). The EAP is designed to provide short-term counseling and
referral services to employees, their spouses and dependent children who may be experiencing
physical, emotional, financial, drug, alcohol, marital, legal, or family problems.
The Human Resources Dep~hL~ent is responsible for the coordination of an Employee Assistance
Program. The department will monitor and promote the utilization of the EAP.
C. Discussion
The EAP is a CONFIDF2qTIAL information, referral, and counseling program. Trained professionals
provide assistance in identifying the problem, exploring ways to resolve the problem, lending
support during a crisis or difficult situation, and providing appropriate referral and counseling
services.
The EAP can help employees with a variety of concerns, some examples are:
· Marital/Family/Rdationship Issues
· Stress and Anxiety
· Depression
· Alcohol/Drug Problems
· Finandal Concerns
· Legal Concerns
· Employee/Co-worker conflicts
· Problems with a supervisor
C~ty of College Station Employee Handbook Revised lune 2004
41
D. Referral Procedures
Employees may access the EAP either through sdf-referral or supervisory referral.
Self-referral:
When an employee or eligible family member contacts the FAP as a self-referral, no one will
know they have used the program unless the individual seeking assistance tells someone. No
information is released to anyone without the individual's written consent, unless it is
required by law (i.e. when a person is a danger to sodety or themselves). All records related
to the self-referral will be kept at the EAP's location.
Informal supervisory recommendation:
Supervisors, co-workers, or peers may consider recommending the EAP to individuals who
are struggling with a personal or work-related concern. Informal supervisory referrals are
voluntary.
o
Formal suvervisorv referral:
A formal supervisory referral is voluntary and associated with a pattern of deteriorating
performance or conduct.
Mandatory referral:
At times, employees may be required to see an EAP Counselor. Mandatory referrals are
typically used as a result of any serious incident or problem that has affected or may affect the
safety of the employee or workplace. (Some examples might be: threats of violence, substance
abuse, etc.) In such a referral, failure to use the EAP may result in discipline up to and
including termination. A mandatory referral shall require consultation with the Human
Resources Department.
If an employee is referred to the F, AP as a result of a mandatory referral, the employee may be asked
to sign a release to enable designated individual(s) the ability to ensure that the employee is
following the required plan. The nature of the problem will not be disclosed to anyone without the
employees' written permission.
C~ty of College Station Employee Handbook Revised .l'une 2004
42
SECTION 6: APPROVED LEAVES
6.oL Time OffTo Vote
City employees are encouraged to vote in elections during available houm before and after work. An
employee who needs time off to vote in elections during working hours should notify his/her
Supervisor in advance so staffing adjustments can be made, where necessary, to accommodate the
employee's time away from work. Supervisors retain the right to specify the hours that the employee
will be allowed to vote, and should be based upon the operating needs o£the Department.
Supennsors shall ensure that sufficient time is given to the employee to exercise the right to vote.
6.02. Jury and Court Service Leave
The City encourages employees to appear in court for jury duty and witness duty when subpoenaed
to do so. Employees who are summoned for jury duty or serve as a witness pursuant to their job
duties at the City will receive full pay for the entire time period of jury duty or court appearance.
Employees will not be granted paid time offto appear in court on personal rnatters or as a witness fur
a party other than the City. Employees may use accrued vacation or compensatory time for such
absences. In cases where there is no available vacation or compensatory time to use, it is up to the
discretion of the Depa~h,ent Director to allow an employee to make up the missed time, or to
approve leave without pay. A jury summons, subpoena or other official documentation must be
shown to the Supervisor immediately after it is received so that employee staffing can be adjusted,
where necessary, to accommodate the employee's absence. Employees are expected to report back to
work as soon as the court permits.
6.03. Administrative Leave
An employee may be granted Administrative Leave with or without pay at the approval of the
Depa,haent Director and/or City Manager. The amount of time granted for the leave will be based
upon the mitigating circumstances surrounding the need for the leave.
6.04. Military Leave
All City employees who are members of the Armed Forces, the Military Reserves, the National
Guard, or other Special Units are entitled to a leave of absence from their duties on a day on which
the person is engaged in authorized training or duty ordered or authorized by the proper authority.
Official notice of a military obligation requiring leave must be provided to the Department Director
in writing as soon as the employee is notified. Employees are excused from giving advance notice if
giving it is "impossible or unreasonable" because of military necessity or for other legitimate reasons.
Federal regulation permits employees tn take time off for military service (up to five (5) years
cumulatively), whether they are ordered to service or volunteer. City compensation, however, will
not exceed fifteen (15) working days in any one (x) calendar year. An employee on military leave in
excess of the fifteen (15) working days may use accrued vacation or compensatory time before being
placed on a leave of absence without pay.
An employee on extended military leave will not accrue any holiday, vacation or sick time. The
employee will not, however, lose any paid leave earned before taking the military leave. For absences
of less than thirty (3o) days, health insurance coverage will continue for the employee and his/her
eligible dependents. The employee will be responsible for his/her share of the apphcable premium.
For leaves of more than thirty (3o) days, the employee may elect to continue his/her (and/or his/her
eligible dependents) health insurance coverage for up to e~ghtcea (xS) months under COBRA.
Chly of College Station Employee Handbook Rewsed June 2004
43
The employee will be responsible for ~o2 percent (1o2%) of the applicable premium. The employee
will continue to earn TMRS service credit for the period of time he/she is on the leave, and any
contributions in TMRS will remain in the retirement account.
If an employee serves thirty (30) days or less, the employee must report back to work no later than
the beginning of the first full regularly scheduled work period following release from military duty.
For leaves of thirty one (31) to one hundred and eighty 08o) days, an employee must report to work
within fourteen days 04) after release, and the deadline is ninety (9o) days for service of more than
~8o days.
Upon returning from Military Leave, the employee will be reinstated to his/her former position with
seniority, status and pay rate as though he or she had been continuously employed. An employee
who does not report back to work within the required time period and has not made arrangements
with his/her Department Director will be treated the same as any other employee would be under the
City's Attendance Policy.
6.05. Family and Medical Leave
The City of College Station complies with all applicable requirements of the Family and Medical
Leave Act of x993 (FMLA). The City will provide covered employees up to twelve (12) weeks of
unpaid, job-protected, leave in a ~2-month period for certain family and medical reasons. The
12-month period during which leave is available is not limited to a calendar or fiscal year, but is a
'rolling" year, which commences with the first day of FMLA leave and ends 12 months later.
A. Covered Employees
All regular full-time, and regular part-time, employees who have worked for the City at least one
year, and who have worked at least 125o hours in the previous twelve (12) month period are covered
by the Family Medical Leave Act.
B. Leave Entitlement
Covered employees may be granted unpaid FMLA leave for the following reasons:
When an employee is unable to work because of a serious medical condition that prevents
him/her from performing the functions of their job. An illness, impairment, or physical or
mental condition is serious if it involves (~) inpatient hospital care; (2) a period of incapadty
greater than three (3) days and more than one visit to a health care provider; (3) one visit to a
health care pwvider and continuing treatment; (4) a chronic condition that requires periodic
visits over time; (5) long-term incapacity that requires treatment over time; or (6) multiple
treatments for a non-chronic condition that would result in incapacity over three (3) days.
The birth, adoption or foster care placement of a child if the leave is taken within twelve 02)
months of the birth, adoption, or foster care placement. If the City employs both spouses, the
twelve 02) workweeks are combined (rather than twelve (12) weeks each) leave for the birth,
adoption or foster care placement of a child.
To care for a spouse, parent (not parent-in-law), or child with a serious health condition. If
the City employs both spouses, the ~2 workweeks are combined (rather than twelve (12)
weeks each) leave to care for a parent (not parent-in-law) who has a serious condition.
If the leave is for any other covered reason, additional leave will be granted so that each employee is
entitled to twelve 0 2) weeks of leave
C:ty of College Slalion Employee Handbook Revised June 2004
44
FMLA may be taken on an intermittent basis for a serious condition affecting the employee or the
employee's spouse, child, or parent. Intermittent basis means taking leave in blocks of time rather
than on a continuous basis.
C. FMLA Notification and Certification
Covered employees who will be absent from work for FMLA leave are required to provide a thirty
(30) day notice when the leave is foreseeable. If c~reumstances require leave to begin in less than
thirty (3o) days, the employee must provide notice 'as soon as practicable.'
In addition, covered employees who need leave for their own illness or a family member's serious
health condition must provide medical certification from a health care provider. The City may also
reqmre a second or third opinion (at the City's expense), periodic re-certifications of the serious
health condition, and when the leave is a result of the employee's own serious health condition, a full
release to return to work from a health care provider. During the use of FMLA leave the employee is
responsible for maintaining communication with his/her departmental management.
The City may delay leave to employees who do not provide proper advance notice of the foreseeable
need for the Leave. The City may also delay or deny approval of leave for lack of proper medical
certification.
D. Worker's Compensation and FMLA Leave
Employees who are off work for more than three (3) consecutive calendar days due to a work-related
illness or injury shall automatically be placed on FMLA leave.
E. Benefits during FMLA Leave
Covered employees taking leave under the FMLA are entitled to receive health benefits during the
leave at the same level and terms of coverage as if they had been working throughout the leave.
Covered employees will have to make arrangements to pay their share of the premiums while on
leave.
Covered employees on FMLA leave must exhaust all accrued vacation and/or sick leave before going
to an unpaid status. Under state law, compensatory time cannot be counted as part of the twelve
(12) We~ of FMLA leave.
F. Job Restoration after FMLA Leave
Except as provided below, an employee returning from FMLA leave is entitled to return to the seine
position the employee held at the beginning of the leave, or to a position with equivalent benefits,
pay, and other terms and conditions of employment.
Those exceptions are (1) the employee can no longer perform the essential functions of the job; (2)
the employee is salaried and among the highest paid lO96 of all City employees, ff restoring him/her
to an equivalent position would cause 'substantial and grievous economic injury to the City's
operations."
O. Failure to report to work after FMLA Leave
If an employee fails to return to work at the conclusion of approved FMLA leave, the employee will
be considered to have "voluntarily" terminated employment.
Csty of College Statton Employee Handbook Revised June 2004
45
6.06. Personal Leave of Absences Without Pay (Non-FMLA)
It is the po]icy of the City of College Station to grant Leave of Absences without pay for circumstances
other than those under the provisions of the Family Medical Leave Act.
A. Eligibility:.
All regular full -time and regular part-time employees
B. Procedures
Requests for a leave of absence without pay should be submitted in writing to the employee's
Department Director at least thirty (3o) days before the start of the leave. When the need for an
unpaid leave is not foreseeable, employees should give as much notice as possible. All employees on
approved leave are expected to report to the Department Director any change of status in their need
for leave or in their intention to return to work.
Eligible employees who are on an approved leave of absence may use accrued sick leave (if
applicable), vacation, and/or compensatory time before going to an "unpaid" status.
Eligible employees who are on an approved leave of absence may not perform work for any other
employer during the leave, unless the leave is for military purposes.
The City will provide health insurance coverage to employees on leave of absences. Employees with
insurance premiums must make arrangements with the Human Resources Department to pay
his/her portion of the premiums. Benefits such as vacation, sick leave and holidays will not accrue if
an employee takes a leave of absence that extends longer than thirty (30) calendar days.
An employee returning from a leave of absence will be reinstated to the same job or equivalent
position with equivalent pay, benefits and other employment terms and conditions.
If an employee fails to return to work at the conclusion of an approved leave of absence, including an
extension of the leave, the employee will be considered to have "voluntarily" terminated
employment.
6.07. Neutral Leave Policy
With the exception of an employee that is on active military service, any employee who is absent
from and/or unable to work for nine (9) months or upon depletion of sick leave, (whichever is
greater) will be terminated. This policy applies to all City employees, regardless of the reason(s) for
the absence or inability to work. No leave of absence may exceed nine (9) calendar months or
depletion of sick leave (whichever is greater). Any employee on leave of absence in excess of nine (9)
months, or depletion of sick leave, regardless of the reason for the leave of absence, unless they are
on leave for active military service, will be terminated. The nine (9) month period does not include
approved leave taken under the Family Medical Leave Act (FMLA). If an employee is covered by the
Americans With Disabfltty Act (ADA) and requires, as a reasonable accommodation, a leave period
of longer than nine (9) months or depletion of sick leave (whichever is greater), a decision will be
made on a case-by-case basis.
City of College Station Employee Handbook Revised June 2004
46
SECTION 7: EMPLOYEE DEVELOPMENT
AND REIMBURSEMENT PROCEDURKS
7.01. Policy
It is the policy of the City of College Station to provide, within reasonable resources, training and
employee development to assist the City in achieving its mission and fulfilling its vision. The goals of
the Ci~s Training and Employee Development Program are to maintain a fully trained and
developed workforce, to increase productivity through the continuous development of skills and
abilities of employees, and to upgrade the quality of personnel by fostering career development
through training.
All training, employee development, and educational programs provided by or thwugh the City of
College Station will be offered to employees in an equitable and consistent manner. The training
needs of City employees will be appraised in relation to the skills, knowledge, abilities, and
qualifications required to carry out the duties of their job and the knowledge and skills necessary to
achieve future positions. Self-development is also encouraged.
The City raay require employees to attend and satisfactorily complete training, employee
development, or educational programs as a condition of continued employment if the program is
related to the employee's duties or prospective duties.
B. Responsibilities and Roles
Departmental Mana_~ement
The City acknowledges the importance of providing employees the opportunity to parfidpate
in training, employee development, and educational programs that are designed to improve
job-related skills and competency. The management of each department is respons~le for
giving regular attention to the training and development of departmental employees.
Departmental management is also responsible for reinforcing the knowledge and skills that
employees may acquire through these opportunities.
All Employees
Employees are ultimately responsible for clarifying their own training and development
needs. Employees are therefore expected to review their own performance and suggest what
training they may require to provide high quality performance and professional growth.
Human Resources Department
The Human Resources Department is responsible for ensuring that the training and
development activity is adequate to support the operational needs of the City and that a
review of training and development, through a needs assessment, is conducted at least once
annually. The Human Resources Depa,hltent is also responsib]e for developing, conducting,
and/ur sponsoring City-wide training programs for employees.
C. External Training Available
External trmning includes, but is not limited to, short courses, college courses, seminars, workshops
and/or professional association meetings presented by sources outside the City. Employees must
request and obtain the approval of their Department Director prior to registenng for any external
training. Select,on to attend external training is at the discretion of Department Directors and
departmental management. Department Directors and departmental management retain the right to
deny the traimng request of any employee when there is a bena-fide reason for doing so.
City of College Station Employee Handbook Revised June 2004
47
D. Source of Fundin8
Each Department Director is respons~le for allocating funds in the departmental budget to cover
expenses associated with the training and development of his/her employees.
7.02. Educational Reimbursement
In an effort to promote personal and professional growth, it is the policy of the City of College Station
to provide educational reimbursement to its employees in accordance with the following guidelines:
A. Eli~bili~/
All regular full-time and regular part-time employees (except for sworn Police Officers and Certified
Fire Personnel) who have at least one year of service with the City are elig~le for educational
reimbursement.
Eligible employees may be reimbursed only for pre-approved courses of study the City determines
are directly related to the employce's present job or that will enhance the employee's potential
advancement to a position within the City and to which the individual has a reasonable expectation
of advandng. Pre-appreval for educational reimbursement must be obtained from the Department
Director and the Human Resources Director.
Eligible employees may be reimbursed only for pre-approved courses taken at an accredited college,
university, or technical school. Internet offered courses will be reviewed and pre-approved on a case
by case basis.
Eligible employees requesting time off from work to attend classes must obtain approval from the
Depa,tuAent Director before enrollment. It is up to the discretion of the Department Director as to
whether an employee will be allowed to make up the missed time, or use accrued vacation and/or
compensatory time to compensate for the time away from work. Such decisions will be based upon
the functions and services provided by the depm h.ent.
Employee reimbursement for eligible educational assistance will be based upon the employee
satisfactorily completing the course work with a grade of "C" or above or '*passing" on a pass/fall
system. No reimbursement will be made for a grade lower than a "C."
Eligible employees are required to submit an official transcript or grade slip with fee reimbursement
receipts. The City will then reimburse the employee applicable costs for tuition, laboratory fees, or
other school service fees up to a maximum of $500 per semester. The maximum amount of
educational reimbursement in a fiscal year is $1ooo.
Eligible employees who are terminated during enrollment because of reasons beyond their control
such as lay-offor job elimination will recetve educational reimbursement. Eligible employees will not
receive educational reimbursement if they voluntarily leave the City or are terminated for reasons
other than the aforementioned.
Any financial assistance an employee receives from other sources such as scholarships, grants, or
subsidy programs (G.I. bills) will be deducted from tlie total enrollment costs before educational
reimbursement is made.
Czty of College Stnt~on En~ployee Handbook Revised June 2004
48
Employees arc expected under normal circumstances to schedule class attendance and the
completion of study assignments outside of their regular worldng houm. It is expected that
educational activities will not interferc with the City's work, and unsatisfactory job performance
during enrollment may result in forfeiturc of educational assistance and termination of employment.
Employees may not request educational rdmbursement for basic certifications, short courses and
other training sessions that arc covered under Departmental Training Programs.
The City will pay for employees wishing to obtain a General Equivalency Degree (GED). The City will
pay the base fee and compensate an employee for one day to take the test. Crests are limited to two
(2) per person).
7.03. Membership, Training (]asses/Seminars, Conferences & Meetings Expenses
The City of College Station recognizes the value and necessity of employees holding membership in
bondide professional organizations, attending professionally rclated training classes/seminars,
confercnees, and meetings of importance to City business. The City encourages these activities, and,
to accommodate them has established the following polices and procedures.
A. Authorization
Depa,huent Directors are ultimately responsible for managing their department's membership,
training class/seminar, confercnee and meeting expenses in conformance with these polities and
procedures, and must grant prc-approval for all such expenses and any exceptions, unless otherwise
stated in this policy.
B. Professional Memberships
City employees arc eligible for City sponsorship in associations or organizations whose purpose is to
serve and develop the profession of the employees, or which provides a service, which is beneficial to
the operation of the City.
Memberships for all organizations should be budgeted in advance and must be approved by the
employec's Department Director.
C. Training Classes/Seminars, Conferences, and Meetings
The City will pay out of town expenses as defined in this policy for those training classes/seminars,
conferences, and meetings that are determined to be advantageous to the conduct of City business.
Pre-approval by the Department Director or his/her designee is required. A destination outside of
the continental United States requires the prior approval of the city Manager.
D. Travel Time
Per the FLSA, travel dunng nights and weekends, travel requiring an overnight stay, or travel outside
of the regular work schedule and travel and work exceeding forty (4o) hours in a work week may
constitute work time under certain conditions.
C~ty of College Station Employee Handbook Revised June 2004
49
E. Transportation
The City will pay ail reasonable and necessary transportation costs, including necessary parking that
is associated with travel. It is expected that employees will take the shortest and most direct route
and least expensive method of transportation. Whenever appropriate, employees are encouraged to
travel together when attending the same training class/seminar, conference or meeting to reduce
costs.
The City will pay the applicable costs associated with the round trip air fare, the employee travel to
and from the air terminai, the parking at the air terminal, the transportation to and from the point of
arrival/departure and the training class/seminar, conference or meeting.
Air Travel
If air travel is selected, payment will be made for the commercial coach fare rate only.
Employees are encouraged to make their reservations as far in advance as poss~le so that the
lowest possible prices may be secured. Additionally, employees are encouraged to look for
discounted fares and/ur specials offered by airlines. If a discounted fare and/ur airline
speciai require an employee to leave or stay over an extra day, the City will pay for the lodging
and meals for the extra day(s) provided the costs do not exceed the savings on the airfare.
Employees must obtain prior approval from their Supervisor and/or Director before making
reservations for such discounted fares and/or airline speciais.
Personal Vehicle
If a pemonal vehicle is used for travel, mileage reimbursement will be made at the current
mileage rate set by the Internal Revenue Service (IRS). The reimbursed amount is expected
to cover all of the personal vehicle related expenses. At the approval of the Department
Director, an employee may use a City-issued credit card for gasoline purchases for a personal
vehicle that is used for business travel. In such eases, the employee will not receive mileage
reimbursement.
a. The City Manager shall approve the payment of a car ailowance to certain personnel in
certain designated jobs, or job levels, who are required to provide a private vehicle for use
on City business.
b. Car allowances are intended to reimburse employee expenses for the portion of personal
vehicle usage that is city-related. The ear ailowance redpient is responsible for the entire
safekeeping, care and maintenance of the vehicle, and ensuring that it is kept in good
condition.
c. Employees are not eligible for both a car ailowance and use of a City vehicle. The only
exceptions are emergency situations or special uses as approved by the City Manager.
d. A car allowance recipient may elect to rent a car for travel outside of the local driving area
(loo miles round trip radius of College Station) at his/her own personal expense.
e. Car Allowance recipients will receive mileage reimbursement for distances traveled
outside of the local driving area (loo miles round trip radius of College Station). Mileage
reimbursement will be paid for both personal and rentai vehicles at a rate that is $.20 less
than the standard rate established by the IRS.
f. Each recipient of a car allowance must maintain compliance with the City's Vehicle
Driving Policy.
g. All or any portion of the recipient's car allowance may be subject to Federal Income Tax.
City of College Slation Employee Handbook Revised June 2004
City-Owned Vehicle
If a City-owned vehicle is used for travel, there will be no mileage reimbursement made to an
employee. When traveling, an employee may use a City-issued credit card for gasoline
purchases for a City-owned vehicle.
Rental Vehicle
With prior approval from the Department Director, an employee, who does not receive a car
allowance, may rent a vehicle for travel (at the City's expense) when a business trip requires
the employee to drive outside of the local driving area (loo miles round trip radius of College
Station). The rental vehicle should be of adequate size for the trip and the employee's
business needs.
Rental vehicles must be obtained from the provider with whom the City has an annual rental
agreement. The employee is not required to purchase optional insurance on the rental
vehicle. The employee may use a City-issued credit card for gasoline purchases for a rental
vehicle that is used for business travel. There will be no mileage reimbursement made to an
employee who rents a vehicle for business travel at the City expense. The Purchasing Division
may be contacted for information regarding the rental vehicle provider.
The City will pay training class/seminar, conference, and meeting related out-of-town lodging costs
at the single occupancy rate. The City will pay for the cost of the room and business telephone calls
only. Employees may, at their own expense, upgrade their lodging. Additionally, employees are
responsible for payment of non-reimbursable expenses such as: room service, in-room movies,
personal phone calls, etc. Employees are required to submit a detailed billing of lodging costs with
the completed "Travel Expense Report Form."
G. Meals
Meal expenses incurred as part of overnight travel for work/training are to be paid with the
use of a city provided procurement card or reimbursed to the employee up to the scheduled
amounts. It is the respousibility of the employee and department to submit receipts for all
meals charged on a city provided procurement card within five (5) business days of returning
to work. An employee will have meals paid for up to sixty dollars ($6o) per day. The City is
responsible for meals for City employees only.
Day Travel
Meal expenses incurred on day trips will be paid based on actual expenses subject to the daily
limit above. If only a partial day is spent, the employee should limit meal charges to those
actually eaten while out of town.
Expenses for meals will be paid only for those meals on trips not included in registrations.
Meals included as part of a City-paid registration fee or included in a hotel/motel rate will not
be expensed again as a separate meal. Employees should consider meals provided and should
spend only what is necessary for meals not provided.
Departments should make reasonable allowances for meals on trips for appropriate
departure and return times in determining the need for meals at the beginning and ending of
each trip.
C~ty of College Station Employee Handbook Revised June 2004
51
A Department Director may request from thc City Manager or his designee an increase or
change from the above established meal allowances and procedures. Any increase will be
based on factors such as higher costs at the travel destination or other extenuating
circumstances.
H. Personal Time OffTaken in Conjunction with Business Travel
Personal Time off Expenses
With prior approval from the Department Director or his/her designee, an employee may
extend the length of their travel to take personal time off such as vacation. The Ctty, however,
will only pay for the expenses incurred with the business travel. All reimbursable costs shall
be based upon the latest departure and earliest return time for the business travel The latest
departure time and earliest return times are listed on the 'Travel Expense Report Form".
Non-City Emolovee Expe_ nses
The City shall not pay any expenses incurred by a non-City employee in conjunction with City
busine~ss travel. An employee who takes a non-City employee on a business trip is responsible
for any and all cost differences associated with the travel.
I. Reporting
Within five (5) working days after return from business travel an employee must file a "Travel
Expense Report Form" to the Accounting Depa~haent. This form must itemize all City reimbursable
expenses related to the business travel. Appropriate documentation in the form of receipts and/or
credit card slips must be submitted with the form. If an employee has used his/her own personal
funds, the accounting department will issue a check to the employee to cover all expenses that do not
exceed the established maximum expenses.
Cfly of College Statmn Employee Handbook Revised June 2004
52
SECTION 8: HEALTH AND SAFETY
It is the policy of the City to incorporate safety, loss prevention, and Risk Management into all
aspects of its operations. The City has every incentive, both moral and otherwise, to minimize
hazards that may adversely affect the safety of City personnel, the security of City property, the
efficiency of operations and the well being of the public who may be exposed to City operations. The
City's safety and loss prevention program will include measures that are designed to eliminate,
reduce, or prevent the various forms of hazards and exposures from which undesired incidents may
develop. This includes the training of City personnel at all levels of responsibility, in safety and loss
prevention facets of their job.
Respousibihty for the desired results in accident prevention and loss prevention is delegated to each
person in the organization to the same extent that responsibility is delegated in the performance of
their duties. Employees at all levels must diligently execute the City's policy of maintaining a safe
work environment.
8.o~. Risk Management Division
The City's Risk Management Division is available to assist with safety and health related questions,
conduct iuspectious, accident investigations, provide couusding and information to prevent
recurrence of accidents, and coordinate safety and health training.
8.02. Risk Management Manual
The City has a written Risk Management Manual, which must be followed to ensure the protection of
human health, safety, ]uss prevention and City compliance with applicable federal and state
regulations. This manual applies to all City related activities and addresses many topics, such as
responsibilihes, reporting and treatment of occupational injuries, acc/dent investigation, program
analysis, safety education and training, recordkeeping, safety audit/inspection, occupational injury
and illness control, fleet safety, and loss prevention. Employees should familiarize themselves with
the Risk Management Policy and Procedures Manual.
8.03. Worker's Compensation
It is the policy of the City of College Station to compensate all City employees for covered
work-related injuries and occupational diseases through the Workers' Compensation Program.
A. Compensation from the City of College Station
Any City employee who sustains a covered work-related injury or occupational disease that arises out
of and in the course of employment (as defined by the Worker's Compensation Act), and is certified
as being unable to perform the essential functions of his/her regular duties by a medical doctor; will
receive lOO% salary continuance, in the form of a payroll check, from the City for the first seven (7)
days that the employee is off work. The phrase ~the first seven (7) days' for the purposes of the
Worker's Compensation policy is the five (5) working days or forty (4o) hours following the disabling
injury. The employee's timesheet should reflect a worker's compensation code during this time. After
the initial seven (7) day period, the employee will not receive any further checks from the City.
B. Compensation from City's Worker's Compensation Administrator
Compensation payment to an employee who has been off work for eight (8) consecutive work days
due to a covered work-related injury or occupational disease will be paid through the City's Worker's
Compensation Administrator. The injured employee will receive Temporary Income Benefits
payment through the mail at their home address.
Cliy of College Station Employee Handbook Rewsed June 2004
C. Temporary Income Benefits
Temporary Income Benefits are paid at a rate of 7o% of the employee's weekly wage, subject to
maximum and minimum requirements. The benefits are made retroactive to the first day that the
employee was unable to work due to the covered work-related injury or occupational disease. There
are no taxes withheld or payable on the benefits. Benefits will usually approximate the normal net
paycheck of the employee. The employee may use accrued sick and/or vacation time to supplement
their benefit amount. The supplement is made at the written request of the employee to the Payroll
offiee.
D. Overpayment of Compensation
In cases where the employee has received compensation from both the City and the Worker's
Compensation Administrator, the City's payroll department will deduct the amount of money that
the City paid to the employee from his/her regular payroll check when he/she returns to work. The
deduction will be taken out in equal amounts from two (2) consecutive paychecks.
E. I~juries Not Covered by Worker's Compensation Benefits
Worker's Compensation benefits shall not cover injuries sustained in the course of employment in
the following circumstances:
· employee's willful intent to hurt self or another;
· intoxication or drug use;
· horsephy
· act of a third party intended to cause injury to an employee for personal reasons;
· off-duty participation in recreational, sodal or athletic activities; and
· injuries suffered traveling to and from work, in most circumstances, and work-related travel
if personal objectives are involved.
F. Medical Expenses
An injured employee is entitled to medical treatment, hospital services, and prescriptions that are
reasonable and necessary under the law at the time of the covered injury and at any time thereal~er
as may be necessary to recover. All covered medical expenses incurred as a result of a covered
work-related injury or occupational disease will be paid at loo% through the City's Worker's
Compensation program.
G. Reporting and Treatment of Work-Related l~juries and Occupational Diseases.
A City employee who sustains a covered work-related injury or occupational disease that
arises out of and in the course of employment (as defined by Worker's Compensation Act)
shall:
a. Report the injury or illness to their supervisor ~mmed~atciy or as soon as practicable.
b. Proceed to the medical facility for examination/treatment as directed by the supervisor, if
ilecessaFy.
C~ty of College Stauon Employee Handbook Revtsed June 2004
54
Keep his/her supervisor appraised of his/her health and return to work status, as it
relates to their continued absence and injury/illness, once a week, or as directed by
his/her supervisor.
d. Refrain from any secondary employment, which is contrary to restrictions or limitations
imposed by the employee's treating physician.
e. Refrain from engaging in any physical fitness training or sports activities that has not
been approved by the employee's treating physician.
f.
Keep all physician's appointments and obtain and submit an order for medical treatment
on the "Employe~'s First Report of Injury/Illness" form TWCC-~, along with the
limitations form entitled "texas Return to Work Status Report," TWCC-73 for each office
visit.
g. Arrange subsequent follow-up appointments at the beginning or end of the work shift so
that it will least affect the department's operations.
h. Provide the City with a Return to Work Certification from the treating physician.
Make arrangements with the Human Resources Department to pay the employee portion
of insurance premiums while away from work due to the disabling work-related injury or
occupational illness.
Suoervisor Resoonsibility
The supervisor of a City employee who sustains a covered work-related injury or occupational
disease that arises out of and in the course of employment (as defined by Worker's
Compensation Act) shall:
a. Immediately report the injury/illness to Risk Management or within 24 hours from the
time supendsor became aware of the injury/illness.
be
Call 911 if the injury is of a critical nature requiring immediate treatment in a hospital
emergency room. Otherwise, the supervisor should make arrangements for professional
medical treatment, and ensure transportation to a medical facility is available for the
employee.
c. Monitor the progress of the employee through periodic contacts.
8.04. Modified Work Duty Program
A Modified Duty Program is established for the City of College Station employees who are
temporarily unable to perform their regular job as a result of a work related disabling injury. An
inju~xl employee, who is judged to have a Modified Duty Work capacity by his/her treating
Physidan, may be given a work assignment consistent with his physical abilities and limitations. All
Modified Duty assignments will be subject to City guidelines and will be under the direction of Risk
Management.
City of College S~auon Employee Handbook Revised June 2004
A. Procedures and Guidelines
The treating physicians shall be encouraged to release temporarily disabled employees to
Modified Work Duty status. Physicians will be required to complete a Work Status form in
detail. This form will enable the City to determine a suitable work or task assignment for the
injured employee.
Risk Management will attempt to assign an injured employee to a Modified Work Duty
assignment in his/her regular department/division whenever possible, if requested. If the
restrictions listed by the Physician does not allow for a return to their regular unit, the
employee will be assigned temporarily to another location within the City organization, if
available. The department/division to which the employee is regularly assigned will continue
to provide wages from their regularly budgeted salary account.
3. Employees on Modified Work Duty assignments will not be scheduled for overtime, standby
or compensatory time.
Time sheets from the home division of the injured employee should be completed to show
either the internal or external Modified Work Duty code while the employee is on Modified
Work Duty.
Modified Work Duty sign-in-sheets must be completed by the Supervisor of the area that is
providing the Modified Work Duty assignment. These sheets should be signed and returned
to the Risk Management Division at the end of each week.
Time off for medical treatment or physical therapy shall be given to the injured employee. It
is expected that the employee will use reasonable time for the appointment and return to
their Modified Work Duty assignment the same day.
7. Risk Management, as well as the Supervisors of both areas of work, should be notified of any
medical appointments in advance.
Employees assigned to Modified Work Duty are responsible for maintaining acceptable
performanee standards and ali other policies and procedures set forth in the City of College
Station Policies and Procedures Handbook in regard to work related duties.
B. Information Responsibilities
It is the responsibility of the injured employee and the employee's supervisor to inform the treating
Physician of the City's policy on Modified Work Duty.
The injured employee and/or the supervisor shall give the treating Physician the Work Status form
and a copy of the employee's job description and physical demands of the job.
C. Responsibilities of the Supervisor of an Employee on Modified Work Duty
It is the responsibility of the Division Head that receives an employee on the Modified Work Duty
program to:
Supervise the work of the injured employee so that the performance standards of the
assigned position are met.
C~ly of College Station Employee Handbook Revised June 2004
2. Notify Risk Management if the injured employee fails to meet the performance standards of
the position.
3. Notify Risk Management of any physical compliance rules or restriction(s) not adhered to by
the injured employee.
4. Notify Risk Management if the injured employee fails to keep a good attendance record or
takes time off.
D. Termination of Modified Work Duty Assignments
Modified Work Duty assignments are temporary and will be discontinued if/when any of the
following occurs:
1. The treating Physician returns the injured employee to full duty without any restrictions.
2. The treating Physidan temporarily prohibits the injured employee from continuing with a
Modified Work Duty assignment.
3. There is no longer any task available within the City, which can be performed by the injured
employee, given their current restrictions.
4- The injured employee faiLs to meet any performance measures of the assigned position.
5- The treating Physician indicates that the injured employee has reached maximum medical
improvement and will or will not be able to return to their prior position.
6. An injured employee has been on a Modified Work Duty assignment for a period of three (3)
months, which is the maximum time allowed for any employee to remain on Modified Work
Duty.
7- The injured employee fails to comply with ail rules, regulations, and stipulations of the
Modified Work Duty program and/or policies of the City of College Station.
E. Contact Person
Any program questions or concerns should be directed to the Risk Management staffpersonnel.
8.o5. Vehicle Driving Policy
A. Policy
The City is committed to pwmoting safe and responsible driving for all of its employees. To ensure
this commitment is followed through, the City has established this policy of standards and
requirements for employees with job duties and responsibilities that require them to drive City
owned or rentedfleased vehicles, or privately owned vehicles while conducting author/zed City
business.
City of College Statton En~loyec Handbook Revised June 2004
B. Driving Certification[Standards
Employees who drive vehicles applicable to this policy must conform to the following standards:
1. Be at least 18 years of age.
2. pnssess a valid Texas driver license for the type of vehicle to be operated, as indicated below.
Class C License operates a single vehicle with gross vehicle weight ("GVW") rating of less
than 26,oox pounds, or any such vehicle towing either a vehicle with a GVW rating that
does not exceed ~o,ooo pounds; a bus with a seating capacity of less than 24 passengers,
including the driver, does not include motorcycle or moped.
Class A License - Commercial Driver's License (CDL) operates any combination of
vehicles with a gross combination weight rating of 26,ool pounds or more, provided the
gross vehicle weight rating of the vehicle or vehicles being towed exceed lO,OOO pounds;
does not include motorcycle or moped.
Class B License - Commercial Driver's License - operates single vehicles with a load
capacity of over 26,oox pounds or more, any one of those vehicles towing another vehicle
with a GVW rating that does not exceed lo,ooo pounds if either vehicle is:
(l) designed to transport ~6 or more passengers; including the driver, or
(a) used in the transportation of hazardous materials that require the vehicle to be
placarded under 49 CPR, Part x72, Subpart F.
(3) Possess the appropriate insurance if driving a personal vehicle.
Have successfully completed the requirement of the department's road test within 30
calendar days of the date the employee is required to operate a vehicle covered by this policy.
This applies to individuals who fall under 2B and 2C.
Attend a City sponsored defensive driving course within ninety (90) days after beginning to
drive on City business. The defensive driving course will be repeated every three (3) years
throughout an individual's employment where driving is necessary. Police and Fire may
substitute this stipulation with the annual Emergency Vehicle Operating course.
Attend the mandatory commentary (remedial) driving course if involved in a collision in a
City vehicle, which is ruled preventable and which has $75o.oo or more in damage to either a
City vehicle or a citizen's vehicle.
Be able to perform the tasks reqmred for full operational and safe use of equipment, as
determined by the guidelines of the Department of Transportation (DOT) and the State of
Texas law statutes.
C. Mandatory Seat Belt Usage
All employees and occupants of vehicles driven by employees on City business must have their seat
belts and harness fastened while the vehicle is in motion. This directive applies to City owned or
rented/leased vehicles, and privately owned vehicles being used to conduct authorized City business.
City of Co11¢g¢ Station Employee Handbook Revised June 2004
D. Driving License Cheeks
All employees will have their driving history for the past three (3) years checked at least annually by
the Risk Management Division. Any employee who is found to have outstanding warrants will be
required to clear these as a condition of continued employment with the City. Any employee who
operates a City owned or rented/leased vehicle, or privately owned vehicle to conduct authorized
City business, who is found to have a bad driving history may be reassigned to a non-driving
position. If there is not a non-driving position available, the employee may be terminated from
employment with the City of College Station.
In the case of applicants for jobs with the City to whom a conditional offer of employment has been
made, the candidate's motor vehicle records must be reviewed before the candidate is hired. If
driving a City owned or rented/leased vehicle, or privately owned vehicle to conduct authorized C~ty
business is not required for the position, the driving record of the applicant will be retained but not
used in considering the applicant for employment.
If driving a City owned or rentedfleased vehicle, or privately owned vehicle to conduct authorized
City business is a requirement for the job, no applicant who has a record in violation of this policy
will be hired in a position that requires driving. If the supervisor decides to hire the applicant, be/she
shall not be permitted to drive a City owned or rentedfleased vehicle, or privately owned vehicle to
conduct authorized City business until his/her driving record is in compliance with this policy.
E. License Suspension
An employee who is required to drive a City-owned or rented/leased vehicle or privately owned
vehicle while conducting authorized City business, whose driving license has been suspended, must
report the suspension to his/her supemsor immediately upon returning to work following the
suspension. An employee whose driving privileges have been unconditionally suspended shall not
drive any City owned or rented/leased vehicle, or privately owned vehicle while conducting
authorized City business.
An employee who is required to drive any City-owned or rented/leased or privately owned vehicle as
part of his/her duties, but whose Texas driver license has been suspended for thirty (3o) days or less,
may be reassigned to a non-driving position ff the employee meets the qualifications of the position
and such position is available. If the employee cannot be reassigned he/she will be terminated for
inability to perform all of his/her job duties.
Driving Violations
An employee shall not be allowed to or may lose their privilege to drive a City owned or
rented/leased vehicles, or privately owned vehicle to conduct authorized City business if they have:
Had three (3) moving violation convictions during the last twelve (12) month period; or
Had five (5) moving violation convictions during the last twenty-four (24) month period; or
3. Has accumulated five (5) or more points as determined by tbe Accident Review Board, within
a thirty-six month period; or
4- Had a DWI/DUI conviction, to include deferred adjudication and/or nolo contendre, during
the last 36 month period; or
C~ty of College Station Employee Handbook Revised June 2004
59
5. Failed to meet the physical standards of the DOT or the State of Texas regulations.
6. Lost, or loses, State of Texas driving privileges by mason of revocation, suspension,
withdrawal, or denial of license to drive.
7. Failed to successfully pass the Department of Transportation's (DOT) road test.
The Department Director may also suspend an employee's driving privileges if the employee's health
or any condition or combination of conditions causes him/her to be considered dangerous to either
persons or property.
G. Notification of Driving Violations
An employee who is required to drive City owned or rented/leased vehicles or privately
owned vehicles while conducting authorized City business is required to notify his/her
immediate supervisor within one working day of receipt of violations which reflect serious
hazard or disregard for public safety, including but not limited to such offenses as:
a. receiving a citation for operating a vehicle under the influence of alcohol or any
controlled substance;
b. recciving a eltation for leaving the scene of an accident;
c. receiving a citation for driving under suspeusion or revocation of any driver's license.
d. Under review by the Medical Advisory Board.
The immediate supervisor is then required to notify the Department Director, Risk
Management, and Human Resources Depad,uent.
An employee who is required to drive City owned or rented/leased vehicles or privately
owned vehicles while conducting authorized City business is required to notify his/her
immediate supervisor within one working day of any property damage incidents or moving
violations involving City owned or rented/leased vehicles or privately owned vehicles while
conducting authorized City business. The immediate supervisor is then required to notify the
Depa,huent Director, Risk Management and Human Resources Department.
o
An employee who is required to drive City owned or rented/lensed vehicles or privately
owned vehicles while conducting authorized City business, who receives a citation listed in
this paragraph or like violations will lose his/her driving privilege. The employee may be
reassigned to a non-driving position, if available. The employee may be terminated from
employment ifa non-driving position is not available and/or upon conviction of the offense.
4. Failure to report the citation listed in th~s paragraph or like violation will result in
disciplinary action including termination of employment.
8.06. City Owned Vehicle Use Procedures
City-owned vehicles shall be assigned and used strictly in the performance of official job
duties.
City of College Station Employee Handbook RevJsed June 2004
6O
It shall be the responsibility of all operators of motor equipment to report to their supervisor
any defect in the mechanical equipment and to use every precaution to prevent additional
property loss, expense, or recurrence of such conditions.
City-owned vehicles shall be used primarily to transport City employees and individuals with
legitimate business-related reasons. Any other individual must have the prior approval of an
employee's supervisor before being transported in a City-owned vehicle.
With prior authorization and approval of the supervisor, employees who are on call may take
City vehicles home overnight to ensure emergency response. Limited personal use of the
vehicle will be allowed as long as such use is within the travel route to and/or from the
worksite or the employee's home.
8.07. Taxable Use of City-Owned Vehicles - Commuting
Internal Revenue Service regulations require that the City treat the commuting benefit of a
City-owned vehicle as a taxable fringe benefit. Under this ~gulation, any employee authorized to
take a city-owned vehicle home at night must be charged a fiat rate per day. The rate amount is
established by IRS regulations. This charge is categorized as a non-cash taxable fringe benefit. Tax is
not charged if the vehicle remains on City property during night time hours. The taxable benefit will
be calculated based on the number of work days that a City-owned vehicle is used for commuting
purposes
Exempt Vehicles:
Designated Police and Fire vehicles. To be exempt, the employee using the vehicle must be
subject to call at all times.
City trucks, if the employee is required to take the vehicle home at night for the purpose of
responding to emergencies.
3. Ambulances, dump trucks, garbage lrucks, buses with a capacity in excess of 20 people,
cherry pickers.
8.08. Substance Abuse Policy
A. Policy
It is the policy of the City of College Station that employees shall not be impaired and under the
influence of alcohol or drugs while subject to duty, nor report for work following the use of alcohol or
drugs, where such use may impair the employee's ability to perform assigned duties.
The possession and use of illegal substances is strictly prohibited and will not be tolerated.
The use of medically prescribed medications and drugs is not a violation of this policy. It Is, however,
the respousibflity of the employee to notify his/ber supervisor, prior to beginning work, of any
substance, which to the employee's know]edge might interfere with the safe and effective
performance of duties or operation of City equipment. Failure to do so may result in disdpline, up to
and including termination. In the event there is a question regarding an employee's ability to
perform safely and effectively the duties of his/her job or operation of City equipment as a result of
medications or drugs, clearance from a qualified physician may be required.
C~/y of College Statmn Employee Handbook Rewsed June 2004
61
The City reserves the right to search, without employee consent, all areas and property, which the
City maintains control or joint control with the employee. The City may also notify the appropriate
law enforcement agency that an employee may be impaired or have illegal drugs in his or her
possession or in an area not jointly controlled by the City.
Refusal to submit to alcohol and/or drug analysis when requested by C~ty management or law
enforcement personnel shall constitute insubordination and shall be grounds for termination.
An employee reasonably believed to be impah'ed and under the influence of alcohol or drugs shall be
prevented from engaging in further work and shall be requested to remain at the worksite for a
reasonable time until he/she can be safely transported from the work site. The employee will be
required to submit to an alcohol and/or drug test.
The City is committed to providing a reasonable accommodation to those employees whose drug or
alcohol addiction may qualify them as a qualified individual with a disability under the Americans
With Disability Act of x99o.
The City has a voluntary Employee Assistance Program (EAP) to assist those employees who
voluntarily seek help for alcohol or drag problems. Participation in this program is kept confidential.
Employees should contact their supervisors or Human Resources for additional information.
B. Employee's Responsibilities
An employee must:
Not report for work or be subject to duty while his/her ability to perform job duties is
impaired due to on or offduty alcohol or drug use.
Not possess, provide, or use alcohol or impairing drugs (illegal and prescription chugs)
during working hours or while subject to duty, on breaks, during meal periods, or at anytime
while driving or being transported in a City owned or rented/leased vehicles or privately
owned vehicles while conducting authorized City business, or while in a City-operated
facility, or on City property.
3. Submit immediately to an alcohol or drug test when requested by City management or law
enforcement personnel.
Notify his/her supervisor before beginning work, when taking medications or drugs,
prescriptions or non-prescription that the employee knows may interfere with the safe and
effective performance of duties or operations of aty equipment.
Provide within twenty-four (24) hours of request, bona-fide verification of a current valid
prescription for any potentially impairing drug or medication identified when a drug screen
test is positive. The prescription must be in the employee's name.
Notify departmental management, Human Resources and Risk Management within one
working day of any arrest or conviction (including pleas of nolo contendere) for any alcohol
or drug offense.
B. Management Responsibilities and Guidelines
1. Managers and supervisors are responsible for distribution and reasonable enforcement of
this policy.
City of College Station Employee Handbook R. ev~scd June 2004
62
Managers end supervisors with approval from their Department Director or designee and the
Human Resources Department may request an employee to submit to a drug and/or alcohol
test when a manager or supervisor has a reasonable suspidon that an employee is under the
influence of drugs or alcohol while on the job or subject to being called. "Reasonable
Suspicion" is a belief based on objective facts and or observable on-duty behavior suffident to
lead a reasonably prudent supervisor to suspect that an employee is under the influence of
drugs or alcohol to the extent that the employee's ability to perform the functions of the job is
impaired or so that the employee's ability to perform his/her job safely is reduced.
Any of the following (but not limited to the following), alone or in combination may
constitute reasonable suspicion:
a. Slurred Speech;
b. Alcohol and/or odors on breath;
c~ Unsteady walking and movement;
d. An accident involving City property or while on duty;
f. Verbal altercation;
g. Unusual behavior;
h. Possession of alcohol or drugs;
i. Information obtained from a reliable person with personal knowledge.
Any manager or supervisor requesting an employee to submit to a drug and/or alcohol test
should document in writing the facts constituting reasonable suspicion that the employee in
question is intoxicated or under the influence of drngs.
Any manager or supervisor encountering an employee who refuses an order to submit to a
drug and/or alcohol enalysis upon request shall remind the employee of the requirements
end disciplinary consequences of this policy. Where there is a reasonable suspicion that the
employee is under the influence of alcohol or drugs, the rmmager or supervisor should
request that the employee remain in the workplace for a reasonable time until the employee
can be safely transported home.
Managers and supervisors shah not physically search employees, nor shall they search the
personal possession of employees without the consent of, end in the presence of, the
employee.
Managers and supervisors shall notify the/r Department Director or his/her designee and the
Human Resources Depadment when they have a reasonable suspicion to believe that an
employee may have alcohol and/or iilegal drugs in his/her possession or in the area not
jointly or fully controlled by the City. If the Department Director or his/her designee end the
Human Resources Department concur that there is a reasonable suspicion of illegal alcohol
and/or drug possession, the Department Director shall notify the appropriate law
enforcement agency.
Chty of College Station Employee Handbook Rewsed June 2004
63
D. Physical Examination
The drug and/or alcohol test may test for any substance which could impair an employee's ability to
effectively and safely perform the functions of his/her job, including, but not limited to prescription
medication, heroin, cocaine, morphine and its derivatives, P.C.P., methadone, barbiturates,
amphetamines, marijuana and other cannabinoids. An initial drug and/or alcohol test will be
conducted.
An employee will be notified that a drug and/or alcohol test will be performed and the employee's
consent will be obtained prior to any such test being performed.
E. Results of Drug and/or Alcohol Analysis
1. Applicant Testinz
Final candidates for employment with the City will be required to undergo a drug test
prior to being made a formal offer of employment. The City shall not engage, employ or
otherwise give a commitment of employment to a final candidate fur a job position unless
that person successfully passes a drug test. (Refer to New Hire Conditional
Requirements).
If a pre-employment drug test and/or alcohol test result is positive, the final candidate
must provide within 24 hours of request, a bona fide verification of a valid current
prescription for the drug idenhfied in the drug screen. If the prescription is not in the
final candidate's name or the final candidate does not provide acceptable verification, or
ff the drug is one that is likely to impair the final candidate's ability to perform the job
duties, the final o~ndidate may not be hired. The applicant will be ineligible for
employment with the City for a period of one (1) year. (Refer to New Hire Conditional
Requirements).
2. Employee Testin~
Employees can be tested in the following circumstances:
· Random test if employee is in a DOT position that requires a commercial driver's
license
· Promotion/lransfer/demotion/reclassification into DOT position
· Reasonable suspicion test
· Post accident test if in a DOT position
· Return to duty test if in a DOT position
be
If a drug and/or alcohol screen result is positive, the employee must provide within 24
hours of request, a bona fide verification of a valid current prescription for the drug
identified in the drug screen. If the prescription is not in the employee's name or the
employee does not provide acceptable verification, or if the drug is one that is likely to
impair the employee's ability to perform the job duties, the employee will be terminated.
c. Failure to submit to a management request for a drug and/or alcohol test shall constitute
insubordination and will result in termination of employment.
City ofCollege Stallon En~loyee Handbook Revised June 2004
F. Confidentiality
Laboratory reports or test results shall not appear in an employee's general personnel file.
Information of this nature will be contained in a separate confidential medical folder that will be
securely kept under the control of the Human Resources Director.
The reports or test results may be disclosed to City management on a std~y need-to-know basis and
to the tested employee upon request. Disclosures, with patient consent, may also occur when:
The information is compelled by law or by judidal or administrative process.
2. The information has been placed at issue in a formal dispute between the employer and the
employee.
3. The information is to be used in achninistering an employee benefit.
4. The information is needed by medical personnel for the diagnosis or treatment of the patient
who is unable to authorize disclosure.
8.09. Drug & Alcohol Policy For Commercial Driver's License Holders
A. Policy
Effective January l, 1995, employees required to hold a Commercial Driver's License (CDL) are
subject to drug and alcohol testing regulations. These roles will be enforced by the U.S. Department
of Transportation. The types of tasting required are: pre-employment tests, post-acc/dent testing,
random drug testing, reasonable suspicion testing, and return to duty testing.
Alcohol Testing
Alcohol tests will be conducted with evidential breath testing devices by a trained technician.
A screening test will be conducted first. Any result less than .02 alcohol concentration will be
considered a ~negative" test. If the concentration is .o2 or greater, a second confirming test
will be conducted. If these results are greater than .o2 but less than .04, the employee would
not be in violation, but would be removed from driving a commercial vehicle for 24 hours, or
until a re-test is less than .02. Employees who test .o4 or greater would be in violation.
Dmz Testing
A lab certified by the Department of Health and Human Services will conduct drug testing.
This testing will be done by collecting a urine sample. The sample will be split into a primary
and secondary spedmen that can be used for further testing if needed. Ali primary tests that
test for prohibited dregs will be subjected to a confirming gas chromatography/mass
spectrometry (GC/MS) analysis. If this test is also positive, the employee may request within
72 hours to have the secondary sample analyzed by another approved lab at the employee's
expense. If this test is also positive, the employee will be removed from the safety-sensitive
function, if the drug test resulted from the unauthorized use of a controlled substance. If the
second lab fails to confirm the positive drug test, the results will be overturned, and the test is
shown as canceled. Under the Department of Transportation drug-testing regulations, all
urine spedmens are analyzed for the following dntgs: (~) marijuana (THC metabolite), (2)
cocaine, (3) amphetamines, (4) opiates (including heroin), and (5) phencyclidine (PCP).
C~ty of College S~at~on Employee Handbook Rev:sod June 2004
B. Types of Testing Required:
Pre-Emplo_~ent Drug Testing
Ali final candidates being considered for employment for positions requiring a CDL will be
given a drug test. A positive drug test will result in the final candidate not being hired. (Refer
to New Hire Conditional Requirements).
Post-Accident Testing
Post-accident testing for alcohol must be done within 8 houm and for drugs within 32 hours.
This testing must be performed after any on-the-job accident involving a commercial motor
vehicle driver that results in:
a. A fatality (regardless of who was at fault);
b. An injury treated away from the scene;
c. A Citation for a moving traffic violation;
d. Towing the vehicle from the scene.
e. The City's policy is to test all CDL licensed drivers, as required by the City, when involved
in an accident on a roadway. For the purposes of this policy, a 'roadway' is defined as
any sudace designed, improved, or ordinarily used for vehicle travel. This includes public
parking lots.
Random Drug and Alcohol Testing
Random drug and alcohol testing will be conducted to determine whether CDL employees are
engaging in proh~ited drug use or alcohol misuse. The testing will be done on an
unannounced, unpredictable basis, and will be spread throughout the year. Random sample
selection of employees will be done via a computer program.
Reasonable Susoicion Testing
Employees will be tested if the Supervisor has 'probable cause" to do so. This entails
observable behavior or the appearance of alcohol or drug use.
Return to Duty Testing
An employee who has violated the standards (.o2 to less than .o4) regarding alcohol must be
tested before they may return to duty. The alcohol test must indicate a concentration of less
than .o2.
C. Consequences of a Positive Alcohol/Drug Test
An employee testing .o2 to less than .o4 for alcohol would require a return to duty test, with a
concentration of less than .02. An employee testing .04 or above will be considered in violation/md
will be removed from duty, pending a termination hearing. Once an employee has a positive test for
drugs, he will immediately be removed from duty, pending a termination hearing. Employees who
test positive for drugs or alcohol will be terminated.
Refusal to submit to testing shall result in termination.
8.xo. Smoking and Tobacco Use Policy
The City of College Station endeavors to provide a healthy environment, therefore prohibits any form
of tobacco consumed in City buildings. Additionally, no smoking or tobacco use is allowed within a
twenty foot (2o') radius of exterior entrance way.
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66
8.11. Workplace Violence Policy
The City of College Station has a sero tolerance policy for violence in the workplace. Workplace
violence is defined as any act that results in threatened or actual harm to a person or property.
The City will not tolerate the following conduct or behavior:
· Threats, direct or implied;
· Physical conduct that results in harm to people or property;
Possession of deadly weapons on city property, other than sworn peace officers;
(a deadly weapon is defined aa any instrument, device or thing capable of inflicting death,
and designed or specially adapted for use as a weapon, or possessed, carried or used aa a
weapon).
· Intimidating conduct or harassment that disrupts the work environment or results in fear for
personal safety.
B. Employee Responsibility
All City employees are respons~le for notifying their immediate supervisors, Department Directors
and the Human Resources Department of:
1. Any threats they have witnessed, received, or have been told that another person has
witnessed or received.
Any legal protection order they have obtained, such as a "No Contact" or "Anti-Harassment"
or restraining order, against any other individual, and the employee believes the individual
may attempt to contact that employee at the workplace in violation of the protective order.
3. The existence of any other non-work-related situation that may cause harm to the employee
in any way in the workplace.
To the extent possible the City will keep the identity of the reporting employee confidential.
However, under certain circumstance,% the City may need to disclose the ~perting employee's
identity (for example, to protect the employee's safety). The City will not tolerate retaliation in any
form against an employee who makes a report of workplace violence.
Any person who makes threats, exhibits threatening behavior, or engages in violent acts on City
property will be removed from the premise aa quickly aa safety permits and shall remain off city
premises pending the outcome of an investigation. If necessary, the Police Department may be
summoned to remove the person.
If, after a thowngh investigation, the City determines that workplace violence has occurred,
appropriate corrective action to ensure such behavior is not repeated will be taken. Corrective action
may include, but is not limited to, suspension and termination of any business relationship,
discipline up to termination, and criminal prosecution of those involved.
Chty ofCollegv Statton Employee Handbook Revised June 2004
67
8.12. Concealed Weapons Policy
City employees, other than sworn peace officers, shall not use, conceal, carry or maintain a concealed
firearm or any other dangerous weapons of any type at any work location or while working in any
capacity for the City of College Station. This prohibition applies even if an individual is licensed in
his/her private capacity to carry a concealed weapon. In addition, any other related object carried for
the purpose to injure or intimidate others is not permitted in the workplace, City-owned or
rentedfleased vehicles or privately owned vehicles while conducting authorized City business, or City
facilities.
Any violation of this policy may subject an employee to disciplinary action to include termination of
employment.
8.13. Guidelines for Emergency Operations
The City of College Station's Guidelines for Emergency Operations (OEO) provide direction for City
staff to implement measures to be taken to mitigate, prepare for, respond to, and recover from the
effects of war, natural disasters, technological accidents, and all other types of major incidents. It is a
dynamic document that is updated frequently and published under separate cover.
All departments within the City have emergency functions in addition to normal duties; however, the
particular role is situation dependent. Each depa~h.ent is responsible for developing and
maintaining their own, more detailed and specific Guidelines for Emergency Operations.
Depa, l,l~ent Directors and their management staff are responsible for ensuring their employees are
familiar with the County Inter-Jursidictional Plan (to which College Station is a signatory) and to
both the City's Guidelines and the depa,~,,,ent's Emergency Operations procedures and what is
expected of him/her in an emergency situation.
C~ly of College Station Employee Handbook Revised June 2004
68
SEt;l'lON 9: EMPLOYEE CONDUCT
9.ol. Code of Ethics
The employees of the City of College Station have earned the trust of the citizens of College Station.
This earned trust means there is a special responsibility for Ctty employees to maintain the highest
ethical standards and to conduct themselves so as to justify the public's confidence in the City
employees.
Employees of the City of College Station shall adhere to the following standards:
Uphold the Constitution and laws of the United States and State of Texas and the laws,
ordinances and policies of the City of College Station.
2. Be honest and trustworthy in all they say and write.
3. Be dedicated to providing quality services.
4. Be cooperative, constructive, and efficiently use all available resources.
5. Be fair and considerate in the treatment of fellow employees and citizens, addressing
concerns and needs with equity, granting no special favors;
6. Be committed to aecomplishing all tasks in a superior way, and abstaining from all job
behavior that may tarnish the image of the City of College Station;
7. Recngnize that public and political decisions are ultimately the responsibility of City Council;
and
8. Be dedicated to service to improve the quality of life in the City of College Station.
Employees are encouraged to report any suspected violations of this Ethics Policy to their supervisor,
depal'hnental management, the Human Resources Director, or any other member of management.
No employee is required to complain to his/her supervisor if that person is the person suspected of
violating this Ethics Policy, or condoning such behavior.
Every complaint of suspected violations of this Ethics Policy will be investigated promptly and
thoroughly, and in a manner as confidential as possible. Where appropriate, corrective action will be
taken. In no case will the City tolerate any form of retaliation against an employee who makes a
complaint of a suspected violation of this Ethics Policy, or who cooperates in the investigation of
such a complaint.
If an investigation reveals that an employee has violated this Ethics Policy, or retaliated against
another employee for complaining of unethical behavior, or cooperating in an invcsfigat~on of such
harassment, the offending employee will be disciplined which may include termination of
employment.
9.02. Council Contacts
Employees at the City of College Station assigned directly or indirectly to the City Manager do not
have the need or authority to discuss matters affecting their employment or working conditions with
members of the C~ty Councd.
Chly ofCollege Slat~on Employee Handbook Revised June 2004
69
Employees with problems of this nature should follow their department's organizational chart, chain
of command, and/or the grievance procedure as established in the Employee Handbook. Employees
are not prohibited from discussing matters of public concern.
This policy does not apply to the City Manager, City Secretary, City Attorney, and Municipal Judge
who are appointed by the City Council.
9.03. Political Activity
The following provisions govern political activity by City employees.
A. In Uniform or During Working Hours
While in uniform or during working hours, an employee of the City may not engage in any political
activity relating to a campaign for an elective office.
For the purposes of this policy, a person engages in political activity if the person:
l. makes a public political speech supporting or opposing a candidate;
2. distributes a card or other political literature relating to the campaign of a candidate;
3- wears a campaign button;
4. circulates or signs a petition for a candidate;
5. solicits votes for a candidate; or
6. solicits campaign contributions for a candidate.
B. Out of Uniform and Not During Working Hours
While out of uniform and not during working hours, an employee of city may engage in political
activity relating to a campaign for an elective office, including each activity listed above.
C. Employees Seeking Political Office
Any City employee who files for a City of College Station City Council position automatically resigns
from his/her City employment. If the employee is unsuccessful in his/her attempt, he/she may
reapply for employment with the City. The decision as to whether or not the employee should be
considered for re-employment will be based upon the criteria set forth in section 3.13, Employment
Separation.
A City employee who is elected to any other political office should report the election to his/her
Department Director and the Human Resourees DLrector. The Department Director and the Human
Resources Director will determine if potential conflicts of interest or other reasons exist that could
require the employee to resign from his/her City employment.
City o£College Station Employee Hatsibook Revssed June 2004
7O
9.04. Conflicts of Interest
The Charter of the City of College Station provides that no employee of the City shall have a finandal
interest direct or indirect or by reason of ownership of stock in any corporation, in any contract with
the City, or be financially interested directly or indirectly in the sale to the City of any land, materials,
supplies or services except on behalf of the City as an officer or employee; provided, however, that
the provisions of this section shall only be applicable when the stock owned by the officer or
employee exceeds one (1) percent of the total capital of the corporation.
Any willful violation of this policy will result in termination of employment. Any violation of this
section with the knowledge expressed or implied of the person or corporation contracting with the
City shall render the contract voidable by the City Council or City Manager.
9-o$. Professional Appearance of Employees
It is the policy of the City of College Station that each employee's dress, grooming and personal
hygiene should be appropriate to the work situation.
During business hours or when representing the City of College Station, employees are expected to
present a professional, businesslike image to the public. On certain days or occasions, employees are
allowed to dress in a more casual fashion than normal. On these days or occasions, employees are
still expected to present a neat appearance.
All City employees should follow the following professional appearance standards:
· Employees should not wear suggestive attire such as tank tops, tube or halter tops, shortz, or
cutoffs.
· Employees should not wear unnaturally colored hair and extreme hairstyles that do not
present an appropriate professional appearance.
· Employees should avoid wearing excessive makeup.
· Employees should not have offensive body odor or poor personal hygiene
· Employees should not wear professionally inappropriate fadal jewelry, such as eyebrow
rings, nose tings, lip rings and tongue studs during business hours.
· Employees should not reveal professionally inappropriate tattoos during business hours.
Department Directors are responsible for establishing reasonable dress codes for their individual
departments that are appropriate for the job being performed. Certain employees may be required to
wear uniforms. These uniforms are supplied by the City at no cost to the employees. Employees may
be responsible, however, for replacement cosCs for lost or damaged uniforms.
Any employee who does not meet the standards of this policy will be required to take corrective
action, which may include leaving the workplace until he/she is properly dressed or groomed. Under
such cireumstances, the employee may be required to use accrued vacation or compensatory time to
compensate for any work time missed because of failure to comply with this policy.
C~ty of College Station Employee Handbook Revised June 2004
71
9.06. Acceptance of Gifta
It is the policy of the City of College Station that no employee shall accept or solicit any money,
property, or any other item of value, which could be perceived in any way as intent to influence the
employee in his/her official capacity. Any ~ or money received by an employee must be approved
by the Department Director and shared with other employees in the department. An award or gift
received in a public ceremony may be accepted by an individual employee when approved by the
Department Director.
9.07. Solicitation
It is the policy of the City of College Station to limit solidtation and distribution of literature by
vendors and/or employees in the workplace or within the community (on behalf of the City).
Solicitations must have the prior approval of the City Manager or his designee.
9.08. Se~o~nl Harassment
The City of College Station is committed to providing a workplace free of sexual harassment. Such
harassment is prohibited and will not be tolerated. The City will make every reasonable effort to
protect employees from sexual harassment by managers, supervisors, and co-workers. Similarly, the
City will not tolerate sexual harassment by non-employees with whom our employees have dealings
on the job.
Sexual harassment includes verbal and physical conduct that is sexual in nature and which creates
an offensive or hostile working environment that interferes with work performance. Examples might
include any activity from telling offensive jokes and posting of offensive materials to requests for
sexual favors or other unwelcome sexual advances.
Employees are urged to report all incidents of sexual harassment to their supervisors, the
supervisors of the offending employees, or the Human Resources Depa~ h.ent. No employee is
required to complain to his/her supervisor if that person is the person sexually harassing the
employee, or condoning such activity.
Every complaint of sexual harassment will be investigated promptly and thoroughly, and in a
manner as confidential as possible. Where appropriate, corrective action will be taken. In no case
will the City tolerate any form of retaliation against an employee who makes a complaint of
harassment or who cooperates in the investigation of such a complaint.
If an investigation reveals that an employee has sexually harassed another employee, or retaliated
against another employee for complaining of sexual harassment or cooperating in an investigation of
such harassment, the offending employee will be disciplined which may include termination of
employment. If the harassing party does not work for the City but is engaging in sexually harassing
behavior to a City employee on the job or on account of the job, the City will take corrective action to
remedy the situation.
9.09. Other Forms of Harassment
Harassment based upon factors such as race, color, sex, religion, national origin, age, disability, or
other protected basis includes verbal, physical and visual conduct that creates an offensive or hestde
working environment that interferes with work performance. Examples might include any activity
from telling offensive jokes and posting of offensive materials to name calling or using slurs in the
workplace.
C~ty of College Station Employee Handbook Revised June 2004
72
Employees are urged to report ail incidents of harassment based upon factors such as race, color,
sex, religion, national origin, age, disability or other protected basis to their supervisors, the
supervisors of the offending employees, or the Human Resources Department. No employee is
required to complain to his/her supervisor if that person is the person harassing the employee, or
condoning such activity.
Every complaint of harassment will be investigated promptly and thoroughly, and in a manner as
confidential as possible. Where appwpriate, corrective action will be taken. In no case will the City
tolerate any form of retaliation against an employee who makes a complaint of harassment based
upon factors such as race, color, sex, religion, nationai origin, age, disability, veteran status, or other
pwtected basis or who cooperates in the investigation of such a complaint.
If an investigation reveals that an employee has harassed another employee based upon factors such
as race, color, sex, religion, nationai origin, age, disability, or other protected basis, or retaiiated
against another employee for complaining of harassment or cooperating in an investigation of such
harassment, the offending employee will be disciplined which may include termination of
employment. If the harassing party does not work for the City but is engaging in harassing behavior
to a City employee on the job or on account of the job, the City will take corrective action to remedy
the situation.
9.xo. Reporting An Arrest
Employees of the City of College Station are required to notify their immediate supervisor when they
have been arrested for, charged with, or indicted on misdemeanor or felony criminal charges within
one working day of the event. For the purposes of this policy, a workday is defined as Monday
through Friday, excluding holidays when offices are closed.
An employee's arrest or indictment for a criminal misdemeanor or felony charge is not
sufficient grounds by itzelf for disciplinary action to be taken against the employee. The
employment status of such employees shail be determined on a case-by-case basis, and in a
consistent and fair manner. An employee may, however, be disciplined for failure to report
such actions.
Notification Process: Notification may be made by telephone or in person. The employee
shail provide the following information when contacting the employee's supervisor:
· Name of the jurisdiction/authority;
· Location (city or county and state) of the alleged offense;
· Nature of the arrest/allegation/charge; and
· Release status (e.g., held without bail, release pending, bond posted).
The employee's immediate supervisor shail provide the information tn the Department
Director and the Human Resources Department.
Return to Work: An employee shall not report to work after being arrested, charged, or
indicted unless the employee has received permission to return from his/her immediate
supervisor.
4. If an employee is not allowed to return to work until a review can be made, the employee may
use accrued vacation and/or compensatory time, or be placed on a leave without pay status.
C~ty of College Skatlon Employee Handbook RevJsed June 2004
73
5. If an employee is not allowed to return to work due to an ex'tended period of incarceration,
he/she may be terminated for inability to report to work.
The Deparhuent Director, the Human Resources Director and the Legal Depa,huent will
make a review of the circumstances. The purpose of the review shall be to determine, based
on the preponderance of the information, if a violation of a City policy has occurred. The
review may include written reports of the event, consultation with the arresting officials, and
information voluntarily provided by the employee regarding the arrest.
If it is determined that a policy violation has occurred, disciplinary action will be imposed to
include termination of employment. Even if there is no policy vinlation, it maybe determined
that the employee cannot continue to effectively function in the employee's previously
assigned position pending resolution of criminal charges. In such instances, the employee
may be terminated from employment with the City of College Station.
o
Status Updates: An employee who has been arrested, or indicted for criminal charges is
responsible for keeping his/her immediate supervisor, Department Director and Human
Resources Director fully updated on the status of the employ~'s case.
9.11. Computer Software Use Policy
The City of College Station and its employees shall comply with all applicable legal requirements
concerning the reproduction and use of computer sofbvare as outlined below:
U.S. Copyright Law allows soft, rare to be copied for backup purposes only. Reproduction of
software for any other reason constitutes a violation of'rifle 17 of the Copyright Act of 1976 es
amended by the Computer Sof0,vare Protection Act of 198o and wi]] not be tolerated by the
2. Making copies of computer software to do City and/or personal projects at home, or to share
with others is stdetly pwhibited.
o
SoR-ware purchased for and in use on one computer may not be used on a second computer
simultaneously. If there is a valid business need for additional copies of the sol,rare, they
will be purchased through established procurement channels.
4. Computers, software and/or associated documentation may not be removed from City
property without prior approval of the Department Director.
A violation of this policy will result in disciplinary action to include termination.
9.12. Internet Policy
This policy sets forth the City's guidelines in regards to the access and use of the Intemet system.
A. Use of lnternet
On-line services and the Internet, like other City of College Station technologies property, are to be
used for business purposes. Only employees specifically authorized by the City may access on-line
services and the lnternet.
City ofCollege $latmn Employee Handbook Rewsed Jtmc 2004
74
B. Personal Access of the Internet System
Occasional use of on-line services and the Internet system for personal masons is antidpated.
However, employees should exerc/se good judgment and restraint when accessing on-line services
and the Internet for personal reasons. Further, personal use of the Internet system must not
interfere with the performance of job duties. Department Directors and Supervisors will establish
procedures and guiddines for determining when personal access of the Internet system is excessive
and/or intederea with work performance.
C. Copyright Infringement
To prevent any pussfole copyright, trademark, patent or intellectual property violations, the
authority to load any soil, rare on City computers is limited to the Director of the Office of
Technology and Information System or his/her designated staff. Internet users shall not duplicate
or download from the Internet or e-mail any software or materials that are copyrighted, patented,
trademarked, or otherwise identified as intellectual property without express permission from the
owner of the material.
D. Personal Passwords
The Director of the Office of Technology and Information System or his/her designee has the
authority to override any individual password and give management access to an employee's
computer in order to insure compliance with City policy.
E. Internet Access Monitored
The Internet system is City property. An employee's access of on-line services and the lnternet
constitutes the employee's implied consent to the review. The Internet system is subject to
continuous or random review by Management in an effort to maintain and raise standards for
customer service, to enforce limited personal use and to ensure policy compliance.
F. Prohibited Access to Inappropriate Material
Access to the lntecnet may not be used to harass or embarrass anyone nor for any fraudulent,
sexually explidt, profane, obscene, intimidating, de/amatory, or otherwise unlawful or inappropriate
purpose.
O. Solicitation
Internet access shall not be used to solicit, advertise or otherwise market for outside business
ventures, personal parties, social meetings, charities, membership in an organization, or ether
matters not connected to the City of College Station.
H. Discipline
Improper access and use of the lnternet could result in disciplinary action, up to and including
termination.
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75
9.13. Electronic Mail and Voice Mail Policy
This policy sets forth the City's guidelines in regards to the use of the Electronic Mail and Voice Mail
systems.
A. Regulated Use of E-Mall and Voice Mail Systems
The e-mall and voice mail systems are to be used for internal and external business communications.
Only employees specifically authorized by the City may use the e-mail and voice mail systems.
B. Personal Use of E-Mail and Voice Mail Systems
Occasional use of the e-mail and voice mall systems for personal reasons is anticipated. However,
employees should exercise good judgment and restraint when using the e-mail and voice mall
systems for personal reasons. Further, personal use of the e-mall and voice mail systems must not
interfere with the performance of job duties. Department Directors and Supervisors will establish
procedures and guidelines for determining when personal use of the e-mall and voice mail systems is
excessive and/er interferes with work performance.
C. Personal Passwords
The Director of the Office of Technology and Information Services or his/her designee has the
authority to override any individual password and give management access to electronic (e-mail)
and voice mail messages.
D. P_,-Mail and Voice Mail Monitored
The e-mall and voice mail systems, including the messages transmitted or stored by them are solely
City property. An employee's use of the e-mall and voice mail system constitutes the employee's
implied consent to the review of any messages. The e-mail and voice mail system is subject to
continuous or random review by Management in an effort to maintain and raise standards for
customer service, to enforce limited personal use, and to ensure policy compliance.
E. Prohibited Use of Inappropriate Material in E-Mall and Voice Mail Systems
The use of any material in the e-mail and voice mall systems that is fraudulent, harassing, sexually
explicit, profane, obscene, intimidating, defamatory, or otherwise unlawful or inappropriate is
prohibited.
F. Solicitation
Neither e-mail nor voice mail shall be used to solicit, advertise or otherwise market for outside
business ventures, personal parties, social meetings, charities, membership in any organization, or
other matters not connected to the City of College Station.
G. Discipline
Improper use of the e-mail and voice mall policy could result in disciplinary action, up to and
including, termination.
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76
9.~4. CRy Owned Cellular Phone Policy
The policy sets forth the City of College Station's guidelines for the assignment, use, and control of
City owned cellular telephones and to ensure such equipment is used in the must efficient and ethical
manner. The acquisition and use of cellular phones by City of College Station departments and
employees shall be in accordance with this procedure.
A. Eligibility & Acquisition
The assignment of a cellular telephone is based on an employee's need for immediate two-way
communication with his]her office, other City departments, outside orgimiTatious, and/or City of
College Station citizens. Such assignments must be fully justified and approved by the Department
Director prior to an employee acquiring a cellular telephone. The assignment of cellular phones
should not be considered a benefit to City employees, but necessary tools in service delivery. The
Department Director should not assign cellular phones when a less costly alternative is safe and
effective (i.e. pager, two-way radio, normal landiine phone, etc.).
Examples of justified use may include (but are not limited to):
City staff who are f~equently in a vehicle, must conduct City business by telephone while in
the fidd, and it can be shown that cost savings and customer service effciency will be realized
thmngh the use of such devices;
· City staff who are on-call and/or operate a twenty four (24) hours per day, seven (?) day~ per
week operation and require a means of two-way communication al~er regular hours;
City staff who have a critical need to maintain accessibility with other department employees
or public officials in order to ensure uninterrupted customer service and/or the integrity of
the organization;
City staff who hold a public safety pusition and need to provide immediate and direct
telephone communications with citizens, outside agencies cooperating in operations, or other
resource entities outside of City government and City staff who may be involved in
emergency response activities.
Once an employee has been approved, the completed justification form must be returned to the
Purchasing Division for processing. The Purchasing Division shall maintain a master list of all staff
that has a City owned cellular phone. In addition, all City owned cellular telephones will be acquired
through the City's contract provider. It shall be the respons~ility of each department direaor to
ensure that sufficient funds are budgeted for the monthly operational costs associated with cellular
equipment prior to assigning a cellular telephone to an employee. Please note that cell phone
expenditures should be charged to each division's 'Mobile Phone" line item within their budget
B. Use of City Owned Cellular Phones
Cellular telephones are to be used to conduct municipal business and should not be misused
for personal communication.
· Cellular phones should not be used when a less costly aiternat~ve is safe, convenient, and
readily accessible (i.e. two-way radio, normal iendline phone, etc.).
City of College Station Employee Handbook Revised June 2004
77
· Using a cellular phone while operating a vehicle is strongly discouraged.
Cellular transmissions are not secure; therefore, employees should use discretion in relaying
confidential information. Reasonable precautions should also be made to prevent equipment
thef~ and vandalism.
C. Personal Use With City Owned Cell Phones
All City owned cellular phones are a public resource. Occasional use of cell phones for incidental
personal use is anticipated. However, employees should exercise good judgment and restraint when
using City owned cellular equipment and service for personal reasons. Further, personal use of
cellular service must not interfere with the performance of job duties.
D. Reimbursement Procedures
City owned cellular phones shall be used predominately for official City use. In the event that a
personal call is received and/or placed from a City owned cell phone, the employee is responsible for
the total cost of the call. The cost for personal use of city-issued cellular phones shall be based on
rates that are applicable to the City's overall cellular phone system.
The employee shall:
· Review the monthly cellular phone bill;
· Identify and highlight any personal calls;
Sign and date the billing statement verifying that all information is correct, attach payment
for their portion of the bill, and forward all documents to the Department Director for
signature approval.
NOTE: It is the responsibility of the employee to provide reimbursement to the Accounting
Department within ten (lo) business days receipt of a statement. Failure to make the reimbursement
within the set time period may result in disciplinary action up to and including termination.
E. Cellular Phone Misuse
Any abuse which indicates inordinate use of cellular devices will be considered misconduct and
neglect of duty, subject to removal of cellular phone usage and/or disciplinary action up to, and
including termination.
F. Cellular Phone Maintenance
Each employee who is assigned a City owned cellular phone is responsible for good care and
maintenance of the assigned phone. The employee may be required to pay for any damage done to or
loss of the phone due to his/her negligence. Replacement of any cellular equipment will be for
similar or equivalent equipment.
O. ~dministration
Each department shall be responsible for the administration of the Cellular Phone Policy and
Procedures. Any questions or concerns should be directed to the department director.
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9.x5. Personal Telephone Calls Policy
This policy sets forth the City of College Station's guidelines for personal telephone calls. City
telephones are for internal and external business communications. Occasional use of city telephones
for personal reasons is anticipated. However, employees should exercise good judgment and
restraint when using City telephones for personal reasons. Further, personal use of City telephones
must not interfere with the performance of job duties. Department Directors and Supervisors will
establish procedures and guidelines for determining when personal use of City telephones is
excessive and/or interferes with work performance by using the following standards:
Personal telephone calls received during business hours must be held to both a minimum
number and time limit.
When a long-distance call of a personal nature must be placed on a City telephone, the can is
to be billed to the employee's home number, credit card, or collect.
Violation of this policy will minimally result in cost reimbursement to the City and may subject an
employee to disciplinary action.
9.16. Facsimile Machine Usage Poliey
It is the policy of the City to allow employees occasional use of a City facsimile machine for personal
use when there is no cost to the City and with prior approval of the Departraent Director.
9.17. Theft or Misuse of Property
It is the policy of the City of College Station to ensure that the City's property is u~ill,ed for the sole
purpose of providing services to the dtizens of College Station.
Any employee who steals, intentionally destroys, defaces, or misuses City property shell be subject to
termination of employment. This prohibition also extends to the property of employees and others
on City premises.
Each department is responsible for having procedures to properly inventory and maintain City
property under its control.
9.18. City Procurement Card
The purchasing card is provided to the City of College Station employees based on their need to
purchase business related goods and services. This card is not an entitlement nor reflective of title or
position and may be revoked at any time. A Depa,h~ent Director must approve the card. The card
shall be used for business related purcha~s only. Personal charges shall not be made on the card.
The employee whose name appears on a card is the only person entitled to use the card. Improper
use of the card may be considered misappropriation of City funds, which may result in disciplinary
action, up to, and including termination. Cardholders must comply with internal control procedures
m order to pwtect the City's assets. These pwcedures include keeping receipts, reconciling
transactions at least weekly, reviewing monthly statements and following proper security measures.
A cardholder must surrender his/her card upon termination of employment (i.e. retirement,
voluntary or involuntary termination). All related purchasing policies and procedures must be
followed when using the procurement card. These procedures are found in the City's Purchasing
Manual.
City of College Statton Employee Handbook Revised June 2004
79
SEC'r[o~{ 1o| DISCIPI JNE AND APPEAL PROCEDURES
GRIEVANCE PROCEDU]H~-R
10.1. Disciplinary Policy
City employees are expected to comply with reasonable standards of job performance and personal
and professional conduct. Failure or refusal to meet these standards shall justify reason for
disciplinary action.
The purpose of this policy is to provide a uniform and consistent approach to employee discipline
and establish guidelines fur management actions designed to correct the conduct or pedormance of
employees who 1) fail to meet established standards, or 2) have engaged in unacceptable behavior.
This policy does not modify the status of employees as emplcyees-at-will or in any way restrict the
City's right to bypass the disciplinary procedures suggested.
Under normal circumstances, the City endorses a policy of progressive discipline in which an
attempt is made to provide employees with notice of deficiencies and an opportunity to improve.
Utilizing progressive discipline does not, however, preclude or inhibit t_he City from exercising its
right to impose severn discipline, inclodlng the immediate termination of an employee, whenever
such action is deemed appropriate.
A. Examples of Offenses Subject to Disciplinary Action
The following offenses serve as a descriptive guide of the types d offenses for which disciplinary
action may be appropriate. This listing is not intended to be exhaustive or inclusive of all types of
conduct for which disciplinary action may be taken and shall be supplemented by departmental rules
and regulations:
1. Willful and intentional violation of any law, ordinance, city and/or departmental policy.
2. Failure to meet reasonable work performance standards and requirements.
3. Failure to respond to the reasonable orders of representatives of management or neglect of
duty.
4. Insubordination
5. Unacceptable attendance record or habitual tardiness.
6. Absence without supervisor's approval; and or abandonment of position fur three (3)
consecutive work days, without notification.
7. Falsification, deception or fraud of City records (including employment application) or to a
City representative of management, or in any manner connected with City business.
8. Failure to abide by or violation of safety rules.
9. Waste, damage, destruction, theR, unauthorized or improper use of City property.
lo. Conviction of a felony or any misdemeanor involving moral turpitude.
il. Improper use of leave privileges.
12. Discourtesy, or offensive or abusive conduct, either thwngh attitude, language or actions, to
the public or to co-workers while on duty.
z3. Employees may be disciplined, up to and including termination, fur conduct, which occurs
after regular scheduled working hours, if such conduct affects the employee's ability to work
for the City, or if it places the City's reputation in a negatively viewed position. (An example,
which might be considered a negatively viewed position, is an employee's arrest or conviction
of a criminal or civil offense, which jeopardizes the citizen's trust or confidence m an
employee's ability to perform his/her job duties and responsibilities).
~4- Conduct showing lack of good moral character.
15. Violation of substance abuse policy.
16. Inability to perform job duties because of physical or mental impairments.
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80
B. General Criteria To Be Considered in Disciplinary Actions
The degree of the disciplinary action that a Supervisor imposes for a particular offense may vary,
from oral warning to written warning to disciplinary probation to involuntary demotion, suspension
or discharge depending upon:
1. The nature and severity of offense(s);
2. The impact of the offense(s) on other employees, the City and citizens;
3. The employea's length of service and work record;
4- The period of time since the discussion with the employee about a similar problem or recent
disciplinary action for the same or similar offense(s); and
5. The past disdplinary action taken by the City for the same or similar offense(s).
C. Disciplinary Process
All or a combination of the following progressive disciplinary measures may be taken by a
supervisor. Supervisors shall evaluate each situation and take the appropriate level of discipline. As
previously stated, the disciplinary process does not prevent immediate discharge when the nature of
the offense warrants such action. Regardless of what action is taken, a Supervisor should meet with
the employee to discuss the drcumstances leading to the employment action.
Minor Disciplinary Actions:
When a performance or behavioral problem is first identified, Supervisors should discuss the
problem with the employee, along with steps that need to be taken to correct the problem. No
official notification of the informal counseling is phced in the employee's personnel file.
Oral Warning
The Supervi~r should advise the employee of his/her unsatisfactory performance or conduct
and recommend spedfic areas for improvement. While the counseling is verbal, the
possibility of continued performance or conduct problems requires that the counseling be a
written document. An employee who receives an oral warning will be required to
acknowledge receipt of the warning by signing it. The employee's signature on the oral
warning merely indicates that the employee has received the document and does not imply
that he/she agrees with it. A copy of the oral warning shall be forwarded to Human Resources
Department to be placed in the employee's personnel file.
Written Warninz
A written warning should be given to an employee for unsatisfactory performance, policy,
procedural, or conduct violations or in instances where counseling has already been given
and the violation has occurred again or where unsatisfactory performance has continued. An
employee who receives a written warning will be required to acknowledge receipt of the
warning by signing it. The employee's signature on a written warning merely indicates that
the employee has received the document and does not imply that he/she agrees with it. A
copy of the written warning shall be forwarded to the Human Resources Department to be
phced in the employee's personnel file.
City of College Station Employee Handbook Revised June 2004
81
Major Disdplinary Actions:
Disc~olinarv Probation
An employee may be placed on disciplinary probation for a stated period of time in order to
allow the employee to show improvement in his/her performance. The notice of disc/plinary
pwbatiou must be signed by the supervisor and the employee and must identify the
pwblem(s), indicate the improvement expected, the length of the pwbatiouary period and
inform the employee of what disciplinary action may result from failure to show satisfactory
improvement within the pwbafionary period. A copy of the notice shall be forwarded to the
Human Resources Department to be placed in the employee's personnel file.
Demotion
A supervisor may, with the Department Director and Human Resources Director's approval,
reassign an employee from one classification to another claa~ification with or without a
reduction in pay. The employee shall be given a written notice outlining the reasons for the
demotion, the effective date of the demotion, and what further disciplinary action could
occur if another incident occurs. A copy of the notice shall be forwarded to the Human
Resources Department to be placed in the employee's personnel file.
Discinlinarv Suspension
A supervisor may, with the Department Director and Human Resources Director's approval,
suspend an employee without pay. The employee shall be given a written notice outlining the
reasons for the suspension, the effective date(s) of the suspension, and what further
disdplinary action could occur if another incident occurs. A copy of the notice shall be
forwarded to the Human Resources Department to be placed in the employee's personnel
file. (Note: The FLSA does allow employers to suspend an exempt employee without pay in
one or more full days increments for inappwpriate or illegal conduct like sexual harassment,
violence, drug or alcohol use, or violations of other laws).
Sus_nension With Pay
At the discretion of the Department Director, an employee may be suspended with
compensation and benefit accruals pending investigation of allegations of misconduct, where
the Department Director determines the nature of the allegations poses a risk of loss to the
City, or compromises the public confidence in the employee's integrity. Such a suspension is
not a disciplinary action and may not be appealed. An investigation, typically, should not take
longer than sixty (60) working days to complete. Employees are expected to cooperate with
all official investigations being conducted.
If the allegatious are substantiated, disciplinary action will be taken in accordance with the
nature of the offense. An employee may then appeal the disciplinary action that was taken. In
cases where the allegatious are not substantiated, the employee will be reinstated into his or
her regular job duties and responsibilities. The exception to this is when the Department
Director believes it is in the best interest of the City to reassign the employee to a different
classification, or to alter the duties of the employee in his or her existing position. The
employee's pay may or may not change.
Termination
A supervisor may propose that an employee be dismissed from employment with the City of
College Station. A supervisor proposing a dismissal must provide clear, specific and detailed
justification for the action.
All dismissals shall have the approval of the Department Director and the Human Resources
Director.
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82
The supervisor shall provide the employee a written notice as to the reason(s) for the
termination. A copy of the notice should be forwarded to the Human Resources Department
to be placed in the employee's personnel file.
~o.~. Appeal Procedures
Any reg~d~r fufi-time and regular part-time employee, who is not serving in the inh~luctory period
of employment, may appeal a disciplinary action that has been taken against him/her. An employee
serving in the introductory period of employment may not appeal a disciplinary action that has been
taken against him/her.
A. Appeals NOT Involving Suspension, Demotion or Termination:
An employee should initially discuss the action with his/or her immediate supervisor. If the
supervisors' response is not acceptable to the employee, he or she may appeal the action by
requesting a meeting with the Depa~h.ent Director within three (3) working days (Monday-Friday
schedule) following the action. The Depa~h.ent Director will set a date and time to meet with the
employee. The Department Director will make a determination and submit a finding, in writing, to
the employee and the Human Resources Director. If the Department Director's response is not
satisfactory to the employee, he or she may file a written rebuttal to be placed in his or her personnel
file.
Apl~Jl~ not involving suspension, demotion or termination may not be appealed any
further after this step.
B. Appeals Involving Suspension, Demotion or Termination:
An employee must submit any appeal, in writing, to the Department Director within three (3)
working days (Monday-Friday schedule) following the action. Where the Department Director is the
Supervisor, the employee may appeal, in writing, directly to the Human Resources Department
within three (3) working days (Monday- Friday schedule) following the action. The Human
Resources Director will review the appeal and notify the City Manager who will refer the appeal to a
Review Board.
In cases where the Human Resourees Director determines, upon review of the appeal, that the
information and evidence involved in the disciplinary action does not constitute grounds for a
benafide appeal, the Human Resources Director will obtain all information including taliring to the
employee, if necessary, end render a recommendation directly to the City Manager that the final
decision be to dose the appeal with no further action tsken. The City Manager will review the
Human Resources Director's findings and recommendation and shall render a decision in writing as
to whether or not to close the appeal or to refer the appeal to a Review Board. The City Manager's
decision is the final decision in this process.
C. l)epartment Director
The Department Director shall set a date and time to meet with the employee. The employee may
consult with a Representative of his or her choice. Either the employee or the Representative shall
present the reasons for the appeal. There will be no cwss-examination. The Depa~ h~ent Director
may rely upon any information that he or she deems to be credible, including opinions, and hearsay.
The Department Director shall provide the employee an opportunity to address each of the matters
discussed.
City of College S~atmn Employee Handbook Revised June 2004
After meeting with the employee, the Department Direetor will make a determination and submit a
finding, in writing, to the employee and the Human Resources Director. The Department Director
may affirm, modify, or reverse the action that was taken against the employee.
If the Department Director's response is not acceptable to the employee, he or she may appeal to the
Human Resources Department, in writing, within five (5) working days following receipt of the
Department Director's determination. The Human Resources Director will notify the City Manager
who will refer the appeal to a Review Board. The Review Board shall hear the appeal and make a
written recommendation to the City Manager. The Review Board may review the reports from the
initial hearing and any other relevant information. The Human Resources Director will be
responsible for notifying all parties and witnesses of the hearing no later than ten days in advance of
the hearing. The Review Board may recommend that the City Manager affirm, modify, or reverse the
action that was taken against the employee.
~o.3. Review Board
The Review Board will consist of three (3) staff members selected by the City Manager or his/her
designee. One staff member will be designated the "Chairperson" of the Board. The Review Board
members shall not be from the same department as the employee appealing the discipline. The
employee may request substitution of one of the three (3) chosen Board members if he/she can show
a substantial reason why the person could not be fair or objective in hearing the issue(s). The
decision to substitute any Board member is solely that of the City Manager. The Review Board will
act as a faa-finding body and will hold an informal meeting to hear matters pertinent to the
disciplinary appeal.
A. Witnesses
The Employee, the department and/or the Review Board may identify witnesses with relevant
information to testify at the Review Board meeting. Witnasses called by the employee are not
required to testify on behalf of the employee. The witness list must be provided to the Human
Resources Director ten (lo) working days prior to the meeting. Falsifying statements on the part of a
witness is considered "misconduct" and could result in termination of employment.
B. Review Meeting
The Review Board shall only consider matters that directly relate to the iasue(s).
2. The employee may represent him or herself or they may be represented by a person of their
choice to include an attorney. The City Attorney end/or the supervisor will represent the City.
The employee appealing the disciplinary action has the burden of proof to show by a
"preponderance of the evidence" that a different or modified recommendation should be
made to the City Manager. "Preponderance of the evidence" means that the quantity and
quality of evidence, when fairly considered, produces the stronger impression, and has the
greater weight, and is more convincing as to its truth than the evidence in opposition.
4. No Court Reporters or tape recorders maybe present to record the meeting.
C. O~der of Review Meeting
The Rewew Board Chairperson will call the meeting to order, state the purpose of the meeting,
identify the employee tiling the appeal, and the department representative.
Cay of College Station Employee Handbook Revised June 2004
84
The employee (and/or employee's representative) presents their opening statement(s). The
Review Board may set a specific amount of time for the opening statement(s).
The employee (and/or employee's representative) presents their evidentiary information
(witness testimony and documentary material). Cross-examination of witnesses will not be
allowed.
The Deparhuent Representative (and/or city attorney) presents their opening statement(s).
The Department Representative (and/or dty attorney) shall briefly outline their position.
The Review Board may set a specific amount of time for the opening statement(s).
The Depa,huent Representative (and/or dry attorney) presents their evidentiary
information (witnesses testimony and documentary material). Cross examination of
witnesses is not allowed.
Closing statements by the employee (and/or employee's representative) and then the
Depa~htient Representative (and/or City Attorney). Closing statements should identify the
conclusions which each party believes the evidence shows.
6. The Review Board may ask questions at any time during the proceedings in order to clarify
factual statements and to ensure their understanding of the points being presented.
D. Review Board Recommendation
Within five (5) working days of the meeting, the Review Board will submit its written findings and
recommendation to the City Manager. In rendering a recommendation to the City Manager, the
Review Board shall be limited to existing rules, regulations, policies and procedures of the City of
College Station and shall have no power to add to, delete from, or modify said rules, regulations,
polities and procedures. Neither shall the Review Board have power to make any recommendation
or change in said rules, regulations, polieies or procedures to the City Manager.
E. City Manager's Decision
The City Manager will review the Review Board findings and recommendations and shall render a
decision, in writing. The City Manager may affirm, modify, or reverse the recommendation of The
Review Board, or arrange a meeting with those affected before rendering a decision. The City
Manager's decision is the final decision in the Grievence/Appeal Process.
Upon receipt of the decision of the City Manager, the Human Resources Director shall forward
copies of the written decision to the employee (and representative, if applicable), the City Attorney,
the Depadu~ent Director, and the Review Board members.
10.4. (~rieva/Ic~ Policy
It is the policy of the City to provide each employee an opportunity to file work-related complaints
and to submit §rievances concerning management decisions, which personally affect employees.
Any regular full-time and regular part-time employee, who is not serving in the introductory period
of employment, may submit a benafide grievance. An employee serving in the introductory period
of employment may not submit a grievance.
Chty of College Statton Employee Handbook Revssed June 2004
85
A. Purpose
The purpose of the grievance procedure is to provide a process to discuss work-related issues on as
low an administrative level as possible after the applicable event, and to reach, whenever possible,
mutually satisfactory solutions to work-related problems.
B. Definitions
Grievance - an employee's expressed allegation that he/sbe has been personally adversely
affected by the interpretation and/or application of any administrative rule, regulation,
policy, or procedure which exists under the personnel administration system of the City of
College Station.
Complaint - an allegation that an employee's non-specific employment conditions have been
adversely affected (such as working conditions, supervisory practices, etc.)
C. Policy Exclusions
Formal Progressive Disciplinary Actions (oral warnings, written warnings, suspensions,
probations, involuntary demotions, reassignments and termination). Disagreement with
these actions will be handled through the Disciplinary Appeal Process. (See Disciplinary
Policy).
Complaints of Discrimination. Any employee that feels he/she has been discriminated
against because of their race, color, sez (including sexual harassment), religion, national
origin, age or disability may complain to his/her supervisor, Deparhuent Director, Human
Resources Department or any member of management. Supervisors, Department Directors
and any other member of management are responsible for informing the Human Resources
Director if an employee makes a complaint of discrimination or harassment (including sexual
harassment) to them. The Human Resources Department will investigate the matter and
provide a written report. Should evidence of discrimination or inappropriate behavior be
found, the Human Resources Director wi]] notify the Department Director and the City
Manager so that prompt corrective action can be taken to resolve the matter.
3. Wage and Compensation issues pertaining to the City's pay plan.
4. Matters that have been established by a law or the City Charter.
D. General Provisions
1. No adverse action will be taken against an employee for proper use of the Grievance and
Complaint procedure.
2. Only the employee affected by the action or management decision may file a grievance and
complaint. One employee cannot file a grievance or complaint on behalf of another employee.
3. Repeated filing of grievances and complaints concerning the same issue, which has been
denied, will not be considered.
The grievance process is normally intended for the use of individual employees. Should a
number of employees file separate grievances or complaints on the same matter; the
grievances or complaints may be combined.
C~ty of College Stahon Employee Handbook Rewsed June 2004
86
A final determination on a combined grievance or complaint will be binding on all such
similar grievances and complaints, and a copy of the final reply will be provided to all
complainants.
The filing of frivolous grievances or complaints is unacceptable. Filing a grievance or
complaint for malicious reasons is also unacceptable. Such action, if proven, could result in
disciplinary action being taken which could include termination.
The grievance and complaint procedure has a maximum of three (3) steps, but a grievance
can be considered resolved at any step in the process. Grievances will be processed until the
employee is satisfied, does not file a timely appeal or when a decision is made in the final step
and the right to appeal no longer exists.
E. Proredure for Filing a Grievance
Sten One - Su_oervisor*s Review
The City encourages open communication between supervisors and employees. An employee
who believes that he/she has a bona fide grievance or complaint should promptly discuss the
issue with his/her immediate supervisor and attempt to resolve the matter at this level. If the
grievance or complaint involves the immediate supervisor, the employee may proceed
directly to Step Two.
An employee has three (3) working days to file a grievance or complaint with his/her
immediate supervisor alter the complained of event occurs. A working day is defined as a
calendar day, Monday through Friday, exclusive of designated City holidays. The Supervisor
should make every effort to investigate the matter, attempt to resulve it, and give a written
response to the employee within a reasonable time. If the employee is not satisfied with
his/her supervisors response, the employee may pmeecd to Step Two.
Step Two - Denartment Director's Review
An employee may appeal the decision to the Department Director, if dissatisfied with the
supervisor's decision, or to initiate the grievance and complaint procedure with the
Depa,;,,ent Director ff Step One has been bypassed. The written appeal or initial grievance
or complaint notification must be made within three (3) working days of the immediate
supervisor's response or the complained of event. The Depath',ent Director will meet with
the employee and the employee's immediate supervisor to discuss the matter. The
Department Director will conduct whatever investigation deemed necessary and provide a
written response to the Complainant. A copy of the response will also be provided to the
immediate supervisor and to the Human Resources Director.
Complaint Matters are not to be submitted any further after this step
Steo Three - Human Resources Director's Review
If the Department Director's response to a grievance is not acceptable to the employee,
he/she has five (5) working days after receiving notification of the Department Director's
decision to make a written appeal to the Human Resources Director. The Human Resources
Director wall review the grievance and may obtain other information deemed necessary to
render a recommendation to the City Manager. The City Manager will review the Human
Resources Director's findings and recommendation and shall render a decision in writing.
The City Manager's decision is the final decision in the grievance process.
CRy of College Station Employee Handbook Rewsed June 2004
87
Administrative Leave .................................................................. Section 6: Approved Leaves -Page 43
Ambulance Service .............................................. Section 5: Employee Benefits and Services -Page 32
Appeal Procedures ........................................................... Section lO: Discipline andAppeal Procedures/
Grievance Procedures - Page 83
Appearance ............................................................................. Section 9: Employee Conduct - Page 71
Arrests ............................................................................. Section 9: Employee Conduct - Pages 73-74
At-Will Employment ................................................................ Section l: General Provisions - Page 2
Attendance .................................................................................... Section 3: Employment -Page - 11
Break Period ........................................................................................................... Section 3 - Page 12
Catastrophic Sick Leave ........................... Section 5: Employee Benefits and Services - Pages 3o-32
Cell Phones .................................................................. Section 9: Employee Conduct - Pages 77-78
Council Contacts .................................................................. Section 9: Employee Conduct - Page 69
Child-Labor Provision .......................................... Section 2: Staffing and Development - Pages 4-5
Citizenship Verification (I-9) ................................... Section 2: Staffin~ and Development - Page 7
City Ambulance Service ................................. Section 5: Employee Benefits and Services - Page 32
City-Owned Vehicles ....................................................... Section 8: Health and Safety - Page 6o-61
Code of Ethies ...................................................................... Section 9: Employee Conduct - Page 69
Compensatory Time Off ..................................................... Section 4: Compensation - Pages 23-24
Computer Software Use ...................................................... Section 9: Employee Conduct - Page 74
Concealed Weapons ............................................................... Section 8: Health and Safety- Page 68
Conflicts of Interest ............................................................. Section 9: Employee Conduct - Page 71
Council Contacts ............................................................... Section 9: Employee Conduct - Page 69
Credit Union .................................................. Section 5: Employee Benefits and Services - Page 4o
Daylight Savings Time .............................................................. Section 4: Compensation - Page 25
Deferred Compensation ............................... Section 5: Employee Benefits and Services - Page 4o
Demotions ..................................................................................... Section 3: Employment - Page 13
Dependent Life Insurance .................................................................... Section 5: Benefits - Page 36
Disciplinary Policy ................................................... Section lo: Discipline and Appeal Procedures/
Grievance Procedures - Pages8o-82
Drug & Alcohol Policy for
Commercial Driver's License Holders ........................ Section 8: Health and Safety - Pages 65-66
Educational Incentive Pay
For Fire and Police ......................................................... Section 4: Compensation - Pages 25-26
Educational Reimbursement .............................................. Section 7: Employee Development and
Reimbursement Procedures - Pages 48-49
E-mail and Voice Mail .................................................... Section 9: Employee Conduct - Page 76
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Emergency Operations Guidelines ....................................... Section 8: Health and Safety - Page 68
Employee Assistance Program ................ Section 5: Employee Benefits and Services - Pages 41-42
Employee Development ....................................................... Section 7: Employee Development and
Reimbursement Procedures - Page 47-48
Employee Identification Cards ........................................................................... Section: 2 - Page 7
Employment Separation ...................................................... Section 3: Employment - Pages 15-16
Equal Employment Opportunity. ........................... Section 2: Staffing and Development - Page 3
Facsimile Machine ............................................................ Section 9: Employee Conduct - Page 79
Family Medical Leave Act (FMLA) ............................... Section 6: Approved Leaves - Pages 44-45
Flexible Benefit Plan ..................................... Section 5: Employee Benefits and Services - Page 37
Flexible Work Schedule Procedures ..................................... Section 3: Employment - Pages lo-ll
Funeral (Sick-Leave Policy) .................... Section 5: Employee Benefits and Services - Page 29-3o
Gifts - Acceptance of. ....................................................... Section 9: Employee Conduct - Page 72
Grievance Policy / Procedures ........ Section lo: Discipline and Appeal Pwcedures - Pages 85-86
Harassment- Other Forms of. ................................... Section 9: Employee Conduct - Pages 72-73
Holiday .................................................. Section 5: Employee Benefits and Services - Pages 33-34
Hours of work ............................................................................. Section 3: Employment - Page lo
I
Internet Policy ........................................................... Section 9: Employee Conduct - Pages 74-75
Introductory Employment Period ........................................ Section 3: Employment - Pages 9-lo
Jury Duty/court Service Policy ......................................... Section 6: Approved Leaves - Page 43
language Skills Pay ........................................................ Section 4: Compensation - Pages 27-28
Life Insurance ................................................................................... Section 5: Benefits - Page 36
Long-Term Care ......................................... Section 5: Employee Benefits and Services - Page 36
Long-Term Disability ................................. Section 5: Employee Benefits and Services - Page 38
M
Medical/Dental Insurance .................... Section 5: Employee Benefits and Services - Page 34-35
Military Leave ............................................................... Section 6: Approved Leaves - Page 43-44
Modified Work Duty .................................................... Section 8: Health and Safety - Page 55-57
Nepotism Po]icy ................................................ Section 2: Staffing and Development - Pages 3-4
Neutral Leave ............................................................ Section 6: Approved Leaves - Page 45-45
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New Hire Orientation ........................................... Section 2: Staffing and Development - Page 8
New Hire Conditional Requirements ............. Section 2: Staffing and Development - Pages 6-7
On-Call .................................................................................... Section 4: Compensation - Page 25
Overtime Pay ................................................................. Section 4: Compensation - Pages 23-24
_P
Pay Plan Policy. ................................................................ Section 4: Compensation - Pages 17-18
Pay ................................................................................................................ Section 4: Page 18-22
Pay Checks .............................................................................. Section 4: Compensation - Page 23
Payroll Deductions ................................................................. Section 4: Compensation - Page 23
Performance Reviews ................................................................ Section 3: Employment - Page 12
Personal Leave of Absence ................................................ Section 6: Approved Leaves - Page 46
Personal Telephone Calls ............................................. Section 9: Employee Conduct - Page 79
Personnel Files ..................................................... Section 2: Staffing and Development - Page 8
Political Activity .............................................................. Section 9: Employee Conduct - Page 7o
Procurement Card (P-card) ............................................ Section 9: Employee Conduct - Page 79
Promotions ................................................................................ Section 3: Employment - Page ~2
Public Safety Assignment Pay ........................................ Section 4: Compensation - Pages 26-27
Recruitment .......................................................... Section 2: Staffing and Development - Page4
Retirement ........................................ Section 5: Employee Benefits and Services - Pages 39-40
Review Board ...................................................... Section lo: Discipline and Appeal Procedures/
Grievance Procedures - Page 84
S
Savings Bonds ............................................ Section 5: Employee Benefits and Services - Page 40
Secondary Employment ...................................................... Section 3: Employment - Page x4-15
Service Awards ..................................... Section 5: Employee Benefits and Ser¥ices - Page 4o.41
Sexual Harassment Policy ............................................. Section 9: Employee Conduct - Page 72
Sick Leave ............................................. Section 5: Employee Benefits and Services - Page 29-3o
Sign Language Skills .............................................................. Section 4: Compensation - Page 28
Skills Testing ........................................................ Section 2: Staffing and Development - Page 5
Smoking Policy ................................................................. Section 8: Health and Safety - Page 66
Solicitation Policy ........................................................... Section 9: Employee Conduct - Page 72
Substance Abuse Policy ............................................... Section 8: Health end Safety - Page 61-65
Supplemental Life .................................... Section 5: Employee Benefits and Services - Page 36
Swimming Pools ......................................... Section 5: Employee Benefits and Services - Page 41
Theft/Misuse of City Property ....................................... Section 9: Employee Conduct - Page 79
Transfers ............................................................................. Section 3: Employment - Page ~2-~3
Travel Reimbursement ................................................. Section 7: Employee Development and
Reimbursement Procedures - Page 49-52
Use of City Swimming Pools ........................................................................... Section 5 - Page 4t
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Vacation .............................................. Section 5: Employee Benefits and Services - Page 32-33
Vehicle Driving Policy ............................................... Section 8: Health and Safety - Pege 57-6o
Vision Care Reimbursement .................... Section 5: Employee Benefits and Services - Page 36
Voting (Time Off) ............................................................ Section 6: Approved Leaves - Page 43
Workplace Violence ...................................................... Section 8: Health and Safety - Page 67
Worker's Compensation .......................................... Section 8: Health and Safety - Page 53-55
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