The document summarizes proposed changes to an employee policy manual for a municipal government. Key points include: 1) An employee committee spent over a year rewriting and updating the policies which had not been revised in 30 years. 2) The new policy manual includes 7 items that may have a financial impact and require city council approval, including reasonable suspicion drug testing, hiring rates, call back pay, disaster preparedness overtime for exempt employees, a sick leave incentive program, funeral leave, and severance pay. 3) The city manager approved the new employee policy manual in January 2012 and employee training will occur later in the year.

1. Employee Policy Manual
February 21, 2012

2. Background
Personnel Policies for Municipal Employees was last
revised in March 1998. That was the only revision
since the policies were written 30 years ago.
In 2009, the City Manager asked that an employee
committee be appointed and work to rewrite/update
the policies.
15 employees from 15 different divisions/departments
participated on the committee.

3. Background
The work of the committee lasted in excess of 1 year.
The draft was then created by HR, approved by the
City Attorney and was presented to the City Manager
for his approval in late 2011.
The new Employee Policy Manual was approved by the
City Manager in January 2012.
Training for employees, supervisors, managers and
department directors will occur later this year.

4. Background
According to the April 2009 Resolution, any employee
policies that have or expect to have an increased
financial impact on the City must be approved by the
City Council.
The new policy manual includes 7 items that have or
may have a financial impact. Those items are what
will be discussed today.

5. 1. Reasonable Suspicion Drug Testing
Current Policy = No provisions.
Proposed Policy = Follows the Drug-Free Workplace Act of 1988
which is required by employers who receive any federal
grants. The Act requires employers to make an ongoing,
good faith effort to maintain a drug-free workplace by meeting
the requirements of the Act.
Presently drug testing is performed on all new hires and
randomly for City “safety sensitive” positions as defined by the
DOT.

6. 1. Reasonable Suspicion Drug Testing
While at work, each City employee has a responsibility to the
public to deliver services in a safe, efficient, and
conscientious manner. In order to perform a job in the safest
manner possible, City employees must be able to work in a
drug free environment and themselves be free from the
affects of alcohol and other job impairing substances while on
the job.

7. 1. Reasonable Suspicion Drug Testing
• Reasonable suspicion drug testing costs $200/test.
• Currently $2600 is in the HR budget for drug testing
(both DOT & reasonable suspicion).
• In the last 5 years, there have been 3 occasions
where reasonable suspicion has been identified.

8. 1. Reasonable Suspicion Drug Testing
Discussion

9. 2. Hiring Rates
Current Policy = No specific provisions, but current practice is
everyone starts at the minimum of the range, unless directly
related and documented work experience exists and the
budget can sustain the increase. No guidelines for how to be
consistent in paying for experience. Analysis is done on a
case-by-case basis to ensure no compression with other
existing employees in the department.
Proposed Policy = Establishes guidelines for hiring rates. 3%
credit for each year of relevant experience up to 5 years (or
15%) of the minimum. Requests above minimum must be
approved by HR and funds must exist in the department’s
budget. Any requests over 15% must be approved by the
City Manager.

10. 2. Hiring Rates
Discussion

11. 3. Call Back Pay
Current Policy = No provision for paying non-exempt
employees for call back, only that they are paid for
the work performed.
Proposed Policy = When called back to work, the first
hour is made whole. Any incident exceeding one
hour will be paid according to the length of time
required to work, rounded to the nearest quarter
hour.

12. 3. Call Back Pay
Discussion

13. 4. Disaster Preparedness (Exempt Employees)
Overtime paid to exempt employees by local governments is
eligible for reimbursement in a federally declared disaster,
provided local overtime rules are in place (before the disaster)
and are applied consistently when disaster-related overtime
occurs.
This means a policy to pay exempt employees overtime must be
consistently applied whether FEMA reimbursement is
expected. Federal reimbursement for exempt employees is
allowed for emergency protective efforts, debris removal and
public infrastructure repair.

14. 4. Disaster Preparedness (Exempt Employees)
Current Policy = No provision. Exempt employees are not
eligible for overtime or comp time.
Proposed Policy =
• Exempt positions grade 29 and below will be eligible for
overtime or comp time for disaster hours worked outside of
their normal 40 hour work week.
• Exempt positions grade 30 and above receive comp time for
hours over 40 and up to 50 hours during the work week.
They will be paid straight time or comp time for hours worked
over 50 hours during the work week.

15. 4. Disaster Preparedness (Exempt Employees)
Discussion

16. 5. Sick Leave Incentive Program
Current Policy = Sick Leave Buy-Back:
• City must have sufficient funding any given year, or
buy-back is not offered;
• Participants must have 6 years minimum City
seniority;
• Employees who have 90 days of sick leave may
redeem up to 10 days of sick leave, minus any sick
leave used during the year, so long as employee can
maintain a balance of 90 days at time of redemption.
Redemption is at 50% of their daily wage.

17. 5. Sick Leave Incentive Program
Current Policy Continued:
• Employees who have 150 days of sick leave may
redeem up to 20 days of sick leave, minus any sick
leave used during the year, so long as employee can
maintain a balance of 150 days at time of
redemption. Redemption is at 50% of their daily
wage.
• In 90 day scenario, employee can use 9 days of sick
leave & still get a redemption; in 150 day scenario,
employee can use 19 days & still get a redemption.

18. 5. Sick Leave Incentive Program
Proposed Policy = Designed to reward non-exempt employees
for good attendance by annually converting a portion of
unused sick leave into vacation. Eligibility at one year of
service. Annual conversion based on calendar year usage.
• 0 sick days taken = can convert up to 3 sick days into
vacation.
• Up to 1.5 sick days taken = can convert up to 2 sick days into
vacation.
• More than 1.5 sick days and up to 3 sick days taken = can
convert 1 sick day into vacation.
• More than 3 sick days taken = no conversion allowed.

19. 5. Sick Leave Incentive Program
For 2011:
• Under current program 200 employees were eligible for a total
cost of $141,360.
• Under proposed program 275 employees would be eligible
• 93 employees eligible for 3 days converted from sick to
vacation
• 85 employees eligible for 2 days converted from sick to
vacation
• 97 employees eligible for 1 day converted from sick to vacation.

20. 5. Sick Leave Incentive Program
Discussion

21. 6. Funeral Leave
Current Policy = Limited to 3 emergency leave days per calendar year.
Can be used for any personal emergency involving immediate
family at the supervisor’s discretion. Emergency is defined as an
unforeseen situation that calls for immediate action.
Proposed Policy = Is for funerals only, not other family emergencies.
Vacation to be used in cases not involving death of immediate
family.
• 5 consecutive days including weekends and holidays (2 days before
the funeral, the day of the funeral and 2 days after funeral) for
specified immediate family members.
• 3 consecutive days including weekends and holidays (day before
the funeral, the day of the funeral and 1 day after funeral) for
specified other family members.
• Provides for consistent policy application.

22. 6. Funeral Leave
Immediate Family Definitions:
• Current Policy = spouse, mother, father, brothers, sisters,
grandparents or child of the employee and persons close to the
employee who are members of the employee’s household.
• Proposed Policy =
• 5 days = spouse, domestic partner, father, mother, children,
brother, sister, or any individual for whom the employee is the
legal guardian.
• 3 days = parent-in-laws, grandparent, great grandparent,
grandchildren, son-in-law, daughter-in-law, sister-in-law,
brother-in-law, step-parent, step-children, uncle, aunt, niece,
nephew, step-brother, step-sister, half-brother, half sister.

23. 6. Funeral Leave
Discussion

24. 7. Severance Pay
Applies only to reduction in force situations.
Current Policy =
• 5/6 of a day for each month past 6th month up to 1 year
• 1 year to 10 years = 2 weeks
• Over 10 years = 4 weeks
Proposed Policy =
• Probationary employees = 0 weeks
• 1 year to 10 years = 2 weeks
• Over 10 years = 4 weeks

25. 7. Severance Pay
Discussion

26. Other Policy Changes
Significant changes to existing policies without financial impact and
requested by policy review committee:
• Tobacco Free Workplace
• Dress Guidelines
• Gratuities
• LWOP – no leave accrued
• Discipline Policy
• Appropriate Notice of Resignation for Leave Payouts

27. Tobacco Free Workplace
• Aligns with Wellness Program
• Smokeless tobacco hazards involve many of the same chemicals
and poisons as smoking.
• Policy: Smoking, chewing, and dipping of any tobacco products
in any City-owned or leased building, facility, garage, or motor
vehicle and equipment is prohibited except in designated tobacco
use areas.

28. Dress Guidelines
• As a public service organization, most employees are in contact
with the public.
• Expected to dress in a manner that is appropriate to a business
environment & their specific position.
• Policy provides guidelines for appropriate business attire &
inappropriate attire.
• Addresses Casual Friday.
• Clothing must be clean and in good repair. Items must be gender
specific.

29. Gratuities
Previous Policy = No employee shall accept any gifts, free tickets,
passes, services or anything of material value, directly or indirectly
from any person, private firm or corporation, upon terms more
favorable than are granted to the general public.
New Policy aligns with Texas Penal Code:
• Employees are prohibited from soliciting or accepting any gift or
benefit with a value of more than $50.
• Unsolicited gifts valued at greater than $50 that are delivered or
arrive by mail must be donated to a recognized tax-exempt
charitable organization.
• Unsolicited gifts valued at less than $50 that are delivered or
arrive by mail must be placed in a common area of the department
and shared by all.

30. LWOP – No Leave Accrual
Previous Policy = Not addressed.
New Policy =
• Employees with zero hours in their vacation or sick leave balance
may request leave without pay (LWOP).
• For pay periods that contain LWOP, employees will not earn
vacation or sick leave hours.

31. Progressive Discipline
Previous Policy = Discipline Without Punishment (DWP). Does not
apply to Civil Service positions.
New Policy =
• Does not apply to Civil Service positions.
• Pursues a philosophy of “progressive discipline” by administering
gradually increasing disciplinary actions for each successive
instance of employee misconduct.
• 5 levels of discipline with specific infraction guidelines at each
level. Levels are: verbal notice, written warning, written reprimand
with 1 – 3 days suspension without pay, written reprimand with 4 – 5
days suspension without pay, and termination.

32. Appropriate Notice of Resignation for Leave Payouts
Previous Policy = Appropriate notice is 2 weeks. Leave payouts are
paid regardless of whether or not appropriate notice is given.
New Policy =
• Recognizes that inappropriate notice puts strain on the
department.
• Failure to provide 2 weeks notice of resignation (non-exempt, or
3 weeks for exempt positions) disqualifies the employee from
receiving sick, vacation and/or holiday leave payoffs.
• Also jeopardizes their eligibility for rehire.
• Comp time earned in lieu of overtime is not jeopardized by failure
to submit appropriate notice of resignation.

33. Thanks to Policy Review Committee
Marie Aguilar – Nursing
Fred Barnett – Fire
Bob Bluthardt – Fort Concho
John Eades – IT
Patrick Frerich – Vehicle Maintenance
Greg Gilbert – Utility Maintenance
Art Goetz – Water Distribution
Linda Gossett – Municipal Court
Ed Kading – Police
Jack Nalepka – Water Reclamation
Alicia Ramirez – City Clerk
Veronica Sanchez – Human Resources
Bill Smith – Finance
Teresa Special - Legal
Don Vardeman – Fire Prevention