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Personnel Rules and Regulations

Pay

Acting Pay

Employees who are temporarily assigned to work in a position with a higher salary grade or entry-level salary than his/her position may be paid at the entry level of the higher position. (Revised 02/23/2009)  If an employee’s salary is higher than the entry of the higher position, the acting pay increase will be at least 5%. (Revised October 9, 1999)

To receive acting pay a Request for Acting Pay form must be completed and approved by the Human Resources Department. (There are no back pays for acting pay) (Revised 02/23/2009) Employees must meet the minimum qualifications reflected in the job description of the higher position.  Employees who act in a non-supervisory position and act in the higher position for at least one (1) work week (Revised 5/8/2007). must perform most, if not all, of the duties of the position.  Employees who act in a supervisory position may not have the opportunity to perform all the duties of the position (e.g., disciplinary actions, performance evaluations, leave request reviews, etc.), but they must satisfactorily perform all the duties which arise. (Revised October 9, 1999)

Managers must decide when acting pay is appropriate based upon the circumstances of each situation.  Qualifications, duration of assignment, and actual duties performed should be considered to determine when acting pay is appropriate. (Revised October 9, 1999)

Employees engaged in on-the-job training in a higher position are not eligible for acting pay.  Departments which provide on-the-job training should develop a method to determine when an employee qualifies to move out of the on-the-job training status into an acting pay status.  All qualified employees should be given an opportunity to receive on-the-job training.

Employees will receive acting pay only for the time they are at work performing the duties of the higher-level position; they will not receive the higher rate of pay when off work using accrued leave time. (Revised 5-9-07)  However, employees who have served in an acting capacity for more than six (6) consecutive months and who have been performing all of the job functions and responsibilities of the higher position will receive the acting rate for leave time and compensatory time. (Revised 02/23/2009)

A non-exempt employee (Revised May 8, 2007) who is receiving Acting Pay in an exempt position, and who is performing in the exempt position for more than 80% (Revised May 8, 2007) of his or her time will accrue compensatory time at straight time after forty (40) hours in a work week. (Revised Nov. 15, 2004) 

Acting pay for Civil service personnel in Police and Fire is governed by Chapter 143 of the Local Government Code.

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Advance Pay

Effective January 1, 2014, pay advances will no longer be available for City employees.

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Bilingual Skills Pay

Employees whose job duties require the use of their bilingual skills may be eligible for additional compensation (verbal skills $100 (Revised 02/23/2009) per month ; written skills $125 (Revised 02/23/2009) per month). A language proficiency test administered by the Human Resources Department must be taken and passed to be eligible for bilingual skills pay.

The Human Resources Department has a list of employees who receive bilingual skills pay. This list is available on the intranet. (Revised 2-10-06)

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Compensation

The pay of City employees shall be in accordance with the Salary Schedules approved by the City Council.

This compensation policy is applicable to all City employees except Civil Service employees in the Police and Fire Departments unless otherwise stipulated by contract or agreement. (Revised March 8, 2010) 

Department Directors are given latitude in setting the salaries of their employees, but ensuring consistency and fairness continues to be a goal in that process.   Therefore, the following policies are established to provide guidance.  (Revised October 9, 1999)

The City's Compensation system includes a Performance Step Plan for non-exempt employees and a Performance Pay Plan for exempt employees.  Both plans are designed to provide salary increases based upon performance, but the non-exempt plan also recognizes tenure.  (Revised October 9, 1999)

Non-Exempt Employees' Performance Step Plan

Steps

Non-exempt employees will be compensated using a Performance step Plan.  There are twelve (12) steps in the plan, A through L.  Entry level is Step A and the top of the range is Step L. The step increase are: A to B, 2.5%; B to C, 2.5%, C to D, D to E, E to F, 5%; and F to G, G to H, H to I, I to J, J to K, K to L, 2.5%.  (Revised October 9, 1999) 

Movement from step-to-step is based upon the following increments: A B, 6 months; B C, 6 months; movement form Step C thru Step L is 1 year between steps.  (Revised October 9, 1999)

Movement from one step to another step is contingent upon an employee's performance evaluation.  Movement from Step A thru Step F requires an overall performance rating of Competent or above subject to the budget approved by Council (revised June 1, 2004). An overall rating of Unacceptable or Improvement Needed results in no step increase. (Revised October 9, 1999)

Movement from Step F thru Step L requires an overall performance rating of excellent to move one step and an Outstanding rating results in a two step movement, subject to the budget approved by Council (revised June 1, 2004).  An overall rating of Competent does not result in movement between Steps F thru L. (Revised October 9, 1999)

An employee will be eligible for a step increase at the beginning of the pay period in which his or her anniversary date occurs. (Revised 2-10-06)

(Additional implementation guidelines for non-exempt employee performance salary increases are provided at the end of this policy.) (Revised January 26, 2001)

Anniversary Dates

Anniversary Dates under this plan are based upon the effective date of the most recent personnel transaction which affects an employee's pay (date of hire,  promotion, demotion, reclassification, delay in performance pay increase due to extended initial probationary period or an extended absence from work) (Revised January 26, 2001). In addition, anniversary dates of non-exempt employees will change when eligibility for a step increase occurs while the employee is under a disciplinary probationary period.  See Pay for details. (Revised July 1, 2003).

Special merit increases do not result in an anniversary date change. (Revised October 9, 1999)

Lateral transfers do not affect an employee's anniversary date unless there is a change in pay. (Revised January 26, 2001)

Movement from Step A to Step B results in a new anniversary date which is 6 months after the effective date of Step B.  Movement from Step B to Step C results in a new anniversary date which is 12 months after the effective date of Step C.  Movement between Steps C thru L results in a new anniversary date which is 12 months after the effective date of each step movement. (Revised October 9, 1999)

Extension of (Revised 2-10-06)Initial Probationary Periods:  At the request of a Division Head, the initial six-month probationary period of a non-exempt employee may be extended up to a maximum of an additional three months if sufficient information is not available to adequately evaluate performance or if performance or conduct issues exist.  A Personnel Action Request (PAR) form must be completed to extend the probationary period because the employee's anniversary date will change.  The employee will not be eligible for movement to the next step until successful completion of the extended probation.

The Rate of Pay for New Employees will normally be at the entry level, Step A for the classification occupied by the employee.  Department Directors may appoint a new employee at a higher rate up to and including the "F" Step, based on qualifications beyond the minimum qualifications listed on the class specification.  Placement at a step above the "F" Step requires the approval of the Human Resources Director or designee.   (Revised October 9, 1999)

Starting Rate of Pay for Re-employment into the same class or a classification with a lower salary grade within the same classification series (after separation from City service which has not exceeded one (1) year) shall be at the department director's discretion, not to exceed the same rate of pay when the person left the City.   (Revised October 9, 1999)

Starting Rate on Return from Active Duty. Any employee who has left the City service to enter active duty for the Armed Forces of the United States at the time he/she entered active duty shall be entitled to receive a rate of pay equivalent to the rate previously held provided the employee has been granted a leave of absence and returns within prescribed time limits to a position in the class previously held.  (Revised October 9, 1999)

The Rate of Pay after a Transfer (the movement of an employee to a classification with the same salary grade as the previously held classification) will not change.

The Rate of Pay after a Promotion (movement into a classification having a salary grade with a higher entry rate than the previously held classification) will be to a step in the new salary grade that is at least approximately (Revised January 26, 2001) a 5% increase in pay and no greater than approximately (Revised January 26, 2001) 10%, unless movement to the entry level step provides an increase greater than 10% or unless the promotion occurs following competitive recruitment in which the employee competed.  (Revised October 9, 1999)

Competitive recruitment includes newspaper ads, internet advertising, job fairs, national journal advertising, etc., in the market in which the City competes for employees for that job.  The Human Resources Department will decide the appropriate market, in conjunction with the hiring department, and the appropriate recruitment activities.  If an employee is promoted after competing for the position, the department director may place the employee at a step that results in more than a 10% increase in pay, up to the "F" step, to reflect the market value, job conditions and the employee's qualifications. (Revised October 9, 1999)

Promotions above the "F" step that result in an increase greater than 10% must be approved by the Human Resources Director or designee. (Revised October 9, 1999)

The Rate of Pay after a Demotion (movement into a classification having a salary grade with a lower entry rate than the previously held classification) is determined by the reasons for the demotion.

In any demotion, an employee's salary may not exceed the top of the salary range so that an employee could not move into a classification and remain at a salary above the range.   (Revised October 9, 1999)

The Rate of Pay after a Reclassification: If the reclassification results in a promotion, an employee will be placed at a step where the pay is increased by approximately (Revised January 26, 2001) at least 5% and no more than approximately (Revised January 26, 2001) 10%. If a transfer or demotion occurs, there is no change in the rate of pay unless, if the incumbent's rate of pay exceeds the top of the range of the new classification, in which case the rate of pay will be reduced to the top of the new range. (Revised October 9, 1999)

A non-exempt employee promoted or reclassified to an exempt position will serve a probationary period of six months.  Upon successful completion of the probationary period the employee's anniversary date will be changed to an October 1st date as is currently done for new hires in exempt positions. (Revised October 9, 1999)

Pay increases due to reclassifications are effective at the beginning of the pay period in which the date of the reclassification occurs Back pay will not be paid prior to the effective date (Revised 2-10-06).

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Exempt Employees' (Revised 2-10-06) Performance Pay Plan

(Deletion of paragraph 2-10-06)

The Rate of Pay for New Employees will normally be at the entry level of the First Quintile for the classification occupied by the employee.  Department Directors may appoint a new employee at a higher rate up to the maximum rate for the Second Quintile, based on qualifications beyond the minimum qualifications listed on the class specification.

Starting Rate of Pay for Re-employment into the same class or a classification with a lower salary grade within the same classification series (after separation from City service which has not exceeded one (1) year) shall be at the department director's discretion, not to exceed the same rate of pay when the person left the City. (Revised October 9, 1999)

Starting Rate on Return from Active Duty. Any employee who has left the City service to enter active duty for the Armed Forces of the United States at the time he/she entered active duty shall be entitled to receive a rate of pay equivalent to the rate previously held provided the employee has been granted a leave of absence and returns within prescribed time limits to a position in the class previously held.   (Revised October 9, 1999)

The Rate of Pay after a Transfer (the movement of an employee to a classification with the same salary grade as the previously held classification) will not change.

The Rate of Pay after a Promotion (movement into a classification having a salary grade with a higher entry pay level (Revised 2-10-06) than the previously held classification) will be a minimum increase of 5% and no greater than 10%. The Department Director, on a case-by-case basis, may increase the rate of pay beyond 10% up to the top of the Second Quintile if the employee was promoted through a competitive recruitment process.   (Revised October 9, 1999)

Competitive recruitment includes newspaper ads, internet advertising, job fairs, national journal advertising, etc., in the market in which the City competes for employees for that job.  In conjunction with the hiring department, the Human Resources Department will decide the appropriate market and the appropriate recruitment activities.  If an employee is promoted after competing for the position, the department director may give the employee more than a 10% increase in pay, to reflect the market value, job conditions and the employee's qualifications, up to the top of the Second Quintile. (Revised October 9, 1999)

The Rate of Pay after a Demotion (movement into a classification having a salary grade with a lower entry rate than the previously held classification (Revised 2-0-06))is determined by the reasons for the demotion.

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Disciplinary demotions must involve a minimum 5% reduction in pay. Reductions greater than 5% may be appropriate and will be determined on a case-by-case basis by the department director or designee.  The Human Resources Director or designee should be consulted for guidance.  (Revised October 9, 1999)

Performance- based and voluntary demotions within the first year after a promotion will result in a reduction equal to the increase received a the time of promotion.   (Revised October 9, 1999)

Voluntary non-performance related demotions must be determined on a case-by-case basis in consultation with the Human Resources Director or designee.  Departments must consult with the Human Resources Director or designee  to determine the appropriate compensation in cases of voluntary demotions if the department wants less than a 5% decrease. Sometimes it is inappropriate to use salary ranges as the sole determinant of whether a job change is a demotion. Transfers from one career track into another track may result in more responsibility, but the salary range may be lower because of the market for the job. Consultation with the Human Resources Department will provide for an evaluation of the reasons for the demotion and the differences in the salary ranges and job responsibilities, so an appropriate salary rate can be determined. An employee's salary may not exceed the top of the salary range so that an employee could not move into a classification and remain at a salary above the range. (Revised October 9, 1999)

The Rate of Pay after a Reclassification: If the reclassification results in a promotion, the rate of pay is increased by at least 5% and no more than 10%. If a transfer or demotion occurs, there is no change in the rate of pay unless, if the incumbent's rate of pay exceeds the top of the range of the new classification, in which case the rate of pay will be reduced to the top of the new range.  (Revised October 9, 1999)

Pay increases due to reclassifications are effective at the beginning of the pay period in which the reclassification occurs. Back pay will not be paid prior to the effective date (Revised 2-10-06)

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S01 Employee's Pay Plan (Revised 2-10-06)

Rate of Pay for S01 Employees shall be at the discretion of the Department Director. Factors which may be considered in determining the appropriate salary include; 1) the entry level of the classification which is comparable to the temporary position; 2) whether the S01 employee will be performing some or all of the tasks assigned to incumbents in the comparable classification; 3) the current market salary for such positions (realizing the City’s salary structure is not based solely on outside market salaries); 4) whether the position is part time, full time or seasonal; 5) the employee’s past tenure and performance; and, 6) whether the position is a training type assignment.

At the discretion of the Department Director (Revised 2-10-06), S01 employees who have completed at least one (1) year of service from the date of hire (anniversary date) in their current position and are performing at a satisfactory level will be eligible for: 1) any "cost of living" across-the-board pay raise granted by the City Council and 2) any meritorious percentage increase within the matrix established for all regular full time City employees if a performance evaluation is conducted. Evaluation intervals will be every 12 months thereafter.  These raises are not automatic; they are made at the discretion of the department director.

Compensation for short term seasonal employees (i.e. lifeguards, summer groundskeepers, etc.) returning from previous year(s) service with a documented satisfactory work history, shall be determined according to the factors listed above and the availability of funding.

Exceptions

Exceptions to these guidelines may be requested by submitting a written waiver to the Human Resources Director, "if in the best interest of the City." Waivers denied by the Human Resources Director may be appealed to the Personnel Committee for final disposition upon Department Director request. (Revised October 9, 1999)

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Performance Pay Increases (New Guidelines effective October 2000)

Performance step increases (non-exempt) and performance increases (exempt employees) are monetary rewards (increases in rate of pay) given to eligible employees who receive job performance ratings which qualify them for an increase. The availability of increases is contingent upon City Council approval of monies to be budgeted for increases. (Revised October 9, 1999)

Special Merit increases may be awarded by Department Directors with the concurrence of the Human Resources Director. See "Special Merit Increase" policy.

For procedures regarding Performance Pay Increases, see Appendix 10. (Revised 2-10-06)

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Education/Certification/Assignment Incentive Pay Plan for Civil Service Personnel

To provide the incentive to Fire Fighters and Police Officers to upgrade their own professionalism by education or training, education/certification/assignment incentive pay is authorized in addition to regular pay for Civil Service employees in the Fire and Police Departments.  In limited instances non-civil service employees may receive assignment pay

Fire Fighter – A sworn member of the Fort Worth Fire Department who is covered by the Firemen’s and Policemen’s Civil Service Act of the State of Texas.

Police Officer – A sworn member of the Fort Worth Police Department who is covered by the Firemen’s and Policemen’s Civil Service Act of the State of Texas.

Education incentive pay shall relate to pay authorized for successful completion of course semester hours at an accredited college or university in fire or police science or other related fields of study, such as courses dealing with administrative staff or technical support services.

Certification incentive pay shall relate to pay authorized for successful completion of training courses that are certified by the Texas Commission on Fire Protection Personnel Standards and Education (TCFPPSE) or the Texas Commission on Law Enforcement Officers Standards and Education (TCLEOSE).

Education/certification incentive payments are based upon the following criteria:

  1. Completion of basic or advanced fire science or law enforcement related courses at an accredited college or university.
  2. Attainment of higher level state certification and/or assigned to clearly designated positions.
  3. Semester hours on any college subjects earned as part of an approved degree plan from a four-year college or university are acceptable. College courses must be directly related to an approved degree plan or must be part of an approved degree in order to qualify for education incentive pay.
  4. Work experience semester hours will be accepted for education incentive payment only if they are part of an approved degree or an approved degree plan from a four-year college or university.
  5. Examination-type semester hours and correspondence course hours are acceptable for education incentive pay only if they are part of an approved degree plan or an approved degree.
  6. Education (Revised 2-10-06) reimbursement rules governing courses taken at colleges and universities outside of Tarrant County will apply to the education incentive pay program. The only exception shall be those cases wherein a Fire or Police Officer resides close to the school and shall require prior approval of the Human Resources Department.
  7. Repeat or duplicate courses will not be accepted for credit towards education incentive pay, nor will the duplication of training be accepted for credit towards certification incentive pay. Some basic courses taught on a more advanced level may be deemed acceptable after review by the Human Resources Department.
  8. Credit for courses that are held on the same day(s) at the same time(s) will be granted for only one of the courses.

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Processing Procedures

When an individual officer qualifies for certification incentive pay, proof of accomplishment must be submitted by the appropriate Training Academy to the TCFPPSE for certification of Fire Training or TCLEOSE for certification of Police Training. After the certificates are sent to the Training Director from TCFPPSE or TCLEOSE, they will be forwarded to the Human Resources Department along with the IPA forms.

When an individual officer qualifies for education incentive pay, he/she must submit to the Fire or Police Training Director (as appropriate) the Incentive/Assignment Pay Authorization (IPA) form along with an official copy of his/her transcript(s). These documents must then be submitted by the Fire or Police Training Director to the Human Resources Department within ten (10) working days after the officer notifies the Training Academy.

The IPA form must show the 1) date of qualification, 2) the level of qualification, 3) the amount of education/certification incentive pay, and 4) the date payment shall begin.

It will be the responsibility of the Fire or Police Department to notify the Human Resources Department of any changes in an officer’s education or certification level.

The Fire and Police Departments will receive a Master Control listing of all commissioned officers in their respective departments by the 15th of each month. Any additions, changes, or corrections regarding the officers who are receiving education/certification/assignment incentive pay should be made on the master listing and a new IPA form submitted. The master listing and IPA form shall be returned to the Human Resources Department no later than the 25th of the month, or five (5) working days after the Department receives it if it arrives after the 15th.

The Human Resources Department will be responsible for documenting, checking, and coding all corrections and changes on the Master Control listing.

The Human Resources Department enters changes into the payroll system. After verification of information and entry into the payroll system has been completed, the copies of transcripts and certificates will be filed in the officers’ folders.

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Payment of Education/Certification/Assignment Incentive Pay

Education/certification/assignment incentive payments are made to Fire and Police Officers on a monthly basis by check. This payment shall be included in the pay check distributed on the first payday of each month with appropriate retirement and tax deductions withheld.

Fire and Police Officers may draw either education incentive pay or certification pay but not both.

Education/certification/assignment incentive payments will commence within one month after the Human Resources Department is notified of an officer’s qualification for such pay. In the event there is a time lapse between qualification and notification, there will be no retroactive payments.

If an officer retires, dies or terminates their education or certification pay will be paid based on the total amount of sick leave hours paid, up to 90 days

Education/certification/assignment incentive payments will not be paid for termination leave time, i.e., accrued leave for which an employee is paid at the time of termination.

Investigations and Audits

Investigations of the Education/Certification/Assignment Incentive Pay Plan and the administration of same may be performed and reported upon by the Firemen’s and Policemen’s Civil Service Commission of Fort Worth. In the course of such investigation, the Civil Service Commission shall have the power to administer oaths, subpoena and require the attendance of witnesses, require witnesses to bring books, papers, documents, and accounts pertinent to the investigation.

Investigations or audits may be performed when deemed necessary by the Civil Service Commission, the Internal Audit Department, the Human Resources Director, or any other party designated by the City Manager.

Education/Incentive Pay Plan for Civil Service Personnel

Education/Certification Incentive Pay Schedule

Amount
Incentive Pay
Eligibility Required
for Fire Officers
Eligibility Required
for Police Officers
Level I
$ 30
TCFPPSE Intermediate Certification TCLEOSE Intermediate Certification
Level II
$ 60
TCFPPSE Advanced/Master Certification
OR
Associate Degree or 60 semester hours in an approved degree plan from a four-year accredited college or university and one year's service as a sworn officer with the Fort Worth Fire Department.
TCLEOSE Advanced Certification


Associate Degree or 60 semester hours in an approved degree plan from a four-year accredited college or university and one year’s service as a sworn officer with the Fort Worth Police Department.
Level III
$120
Approved Bachelor’s or Master’s Degree and one year’s service as a sworn officer with the Fort Worth Fire Department. Approved Bachelor’s or Master’s Degree and one year’s service as a sworn officer with the Fort Worth Police Department. OR TCLEOSE Master Certification (Revised January 26, 2001) 

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Education/Certification Pay Plan for Marshals (Revised January 26, 2001, and July 1, 2003)

To provide incentive to Marshals to upgrade their own professionalism by education or training. Education/Certification pay is authorized (in addition to regular pay) for Marshals (employees who are state certified peace officers in accordance with the rules of the Texas Commission on Law Enforcement Standards and Education (TCLEOSE)) in the City Marshal’s Office.  Marshals must complete their initial probation to be eligible for education/Certification pay.  S01 Marshals become eligible after six (6) months of employment. (Revised January 26, 2001)

Education incentive pay shall relate to pay authorized for successful completion of course semester hours at an accredited college or university in police science or other related fields of study, such as courses dealing with administrative staff or technical support services.

Certification pay shall relate to pay authorized for successful completion of training courses that are certified by the Texas Commission on Law Enforcement Officers Standards and Education (TCLEOSE).

Certification – Confirmation that a Marshal in the City Marshal’s Office has met the State requirements of varying levels of competency to qualify for Education/Certification Pay.

Requirements for Eligibility for Education/Certification Pay (Revised January 26, 2001)(Revised July 1, 2003)

The requirements for certification established by TCLEOSE are used as guidelines for education/certification pay. Pay is based on the number of college hours or a degree plus years of service or the level of certification plus years of service.

Education/certification payments are based upon the following criteria:

  1. Completion of basic or advanced law enforcement related courses at an accredited college or university.
  2. Attainment of higher level state certification.
  3. Semester hours on any college subjects earned as part of an approved degree plan from a four-year college or university are acceptable.       

    College courses must be directly related to an approved degree plan or must be part of an approved degree in order to qualify for education incentive pay.
  4. Work experience semester hours will be accepted for education payment only if they are part of an approved degree or an approved degree plan from a four-year college or university.
  5. Examination-type semester hours and correspondence course hours are acceptable for education payment only if they are part of an approved degree plan or an approved degree.
  6. Education (Revised 2-10-06) reimbursement rules governing courses taken at colleges and universities outside of Tarrant County will apply to the education incentive pay program. The only exception shall be those cases wherein a Marshal resides close to the school and shall require prior approval of the Human Resources Department.
  7. Repeat or duplicate courses will not be accepted for credit towards education incentive pay, nor will the duplication of training be accepted for credit towards certification pay. Some basic courses taught on a more advanced level may be deemed acceptable after review by the Human Resources Department.
  8. Credit for courses that are held on the same day(s) at the same time(s) will be granted for only one of the courses.
    (Revised July 1, 2003)
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Processing Procedures

When an individual Marshal qualifies for education or certification pay(Revised July 1, 2003), he/she must submit to the City Marshal the Incentive Pay Authorization (IPA) form along with an official copy of his/her transcript(s) or TCLEOSE certificate. (Revised July 1, 2003) These documents must then be submitted to the Human Resources Department within ten (10) working days after the Marshal makes notification.

The IPA form must show the 1) date of qualification, 2) the level of qualification, 3) the amount of education/certification pay, and 4) the date payment shall begin.

Proof of eligibility for education incentive pay must be established by the Marshals. The responsibility for notifying the appropriate official rests solely with the individual Marshal.

All courses or degrees completed by Marshals establishing eligibility for education incentive pay must be documented. Documentation must be in the form of official transcripts submitted to the Human Resources Department at the time a Marshal is eligible for education incentive pay at any level.

It will be the responsibility of the City Marshal’s Office to notify the Human Resources Department of any changes in a Marshal’s education or certification level.

The Department will receive a Master Control listing of all Marshals by the 15th of each month. Any additions, changes, or corrections regarding the Marshals who are receiving education or certification (Revised July 1, 2003) incentive pay should be made on the master listing. The master listing shall be returned to the Human Resources Department no later than the 25th of the month, or five (5) working days after the Department receives it if it arrives after the 15th.

The Human Resources Department will be responsible for documenting, checking, and coding all corrections and changes on the Master Control Listing.

The Human Resources Department enters changes into the payroll system. After verification of information and entry into the payroll system has been completed, the copies of transcripts and certificates will be filed with the City Marshal’s Office for filing in the Marshals’ folders.

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Payment of Education/Certification (Revised Jan. 26, 2001, and July 1, 2003) Pay

Payments (Revised Jan. 26, 2001) shall be included in the pay check distributed on the first payday of each month with appropriate retirement and tax deductions withheld.

Marshals may draw either education incentive pay or certification pay but not both.

Payments (Revised Jan. 26, 2001) will commence within one month after the Human Resources Department is notified of qualification for such pay. In the event there is a time lapse between qualification and notification, there will be no retroactive payments.

Investigations and Audits

Investigations of the Education/Certification (Revised July 1, 2003, and Jan. 26, 2001) Pay Plan and the administration of same may be performed and reported upon by the City. In the course of such investigation, the City shall have the power to administer oaths, subpoena and require the attendance of witnesses, require witnesses to bring books, papers, documents, and accounts pertinent to the investigation.

Investigations or audits may be performed when deemed necessary by the Internal Audit Department, the Human Resources Director, or any other party designated by the City Manager.

Education/Certification Pay Schedule For Marshals (Revised July 1, 2003)

$ 60.00 per month – Associate Degree
$120.00 per month – Four Year Degree

OR

$ 30.00 per month – TCLEOSE intermediate certificate
$ 60.00 per month – TCLEOSE advanced certificate
$120.00 per month – TCLEOSE master certificate

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Emergency Callback

Emergency callback pay eligibility is limited to those employees who are eligible for overtime compensation. Emergency callback pay may be paid in compensatory time or overtime pay. (Revised May 8, 2007) Employees eligible for 1½ time overtime, receive 1½ time for emergency callback overtime. Employees eligible for straight time overtime, receive straight time overtime for emergency callback overtime.

Whenever an employee is called back on an emergency basis to work after regular working hours and after having left the job site, or to work a double shift (for emergency situation) (Revised 02/23/2009), the employee will be eligible for Emergency Callback pay.

Non-Civil Service employees will be paid emergency callback pay (Revised June 1, 2004) for all hours worked, with a minimum of two (2) hours at time and one-half for each callback occurrence. If an employee is called out and another call comes in within the two (2) hour time period, regardless of the reason for the second call, the second call is not another emergency call out.  Any call outs while an employee is on the clock is considered extensions of the original callout. (Revised July 1, 2003).

Civil Service employees and Deputy City Marshals (Revised May 8, 2007) will be paid emergency callback pay (Revised June 1, 2004) for no less than four (4) hours for each callback.

Documentation stating the need for the emergency callback must be maintained in the department for possible review.

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Final Paycheck

Final paychecks of employees who leave the City’s service (Revised 2-10-06) will be sent via certified mail to the employee's permanent address on the following regular pay day after the termination PAR is processed (Revised 02/23/2009).

Employees who terminate during a pay period will not be paid for Vacation and Short Term Sick Leave (Revised December 16, 2000) accrued during their final pay period. Employees who terminate at the end of a pay period (who worked the entire pay period) will be paid for Vacation and Short Term Sick Leave (Revised December 16, 2000) accrued during that pay period.

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Holiday Pay

Only employees in regular positions are eligible for paid holidays. Extra help, S01, seasonal, and other similarly-situated employees are not eligible for paid holidays. A holiday is defined as 8 hours (Revised 2-10-06).

Employees on approved leave such as old sick leave, short term sick leave/family leave, (Revised December 16, 2000) major medical sick leave, vacation, family illness or sick leave, jury duty, military leave and compensatory time, will receive holiday pay. Employees who are on leave due to an occupational injury will accrue a holiday (K8). (Revised 2-10-06)

Employees may not accrue a K day for a holiday if they use other leave such as Vacation, Sick, Major Medical or compensatory time for the holiday. (Revised 2-10-06)

Employees eligible for holiday pay (S key code employees are not eligible) and (Revised 02/23/2009) who are required to work on a holiday may be compensated as follows

1) Non-exempt employees may receive pay for the holiday (H8) (Revised 2-10-06) and holiday overtime for the time worked; or accrue a holiday (K8) (Revised 2-10-06) and receive holiday overtime for the time worked; (total holiday overtime will never be more than 2 1/2 times regular pay); 2) exempt employees may receive pay for the holiday and straight time pay for the hours worked; or accrue a holiday (K8) (Revised 2-10-06) and receive straight time for the hours worked.

If an employee’s regular day off falls on a holiday, .his/her holiday will be moved to their last work day immediately prior to the holiday or their first workday immediately after the holiday or employees may accrue a holiday at the department’s discretion. (Revised 2-10-06)

Accrual of holiday time and/or payment of holiday overtime will only occur on the day that the City recognizes the holiday and not the actual holiday if the dates differ. (Revised 2-10-06)

If a non-exempt employee has an unscheduled absence of a full day (revised Nov. 15, 2004) on the workday immediately before or after a holiday, he or she will not be eligible for holiday pay. The employee should use appropriate leave such as Vacation, Sick or Compensatory time for the holiday. If no leave is available, a non-exempt employee will need to go without pay for the holiday. An unscheduled absence is defined as one that has not been approved in advance by the supervisor. Supervisors may make exceptions for unscheduled absences due to emergency situations or illnesses. Employees who terminate employment with their last day of employment being the day before a holiday will not receive pay for the holiday. New employees who begin employment on the day after a holiday will not receive pay for the holiday. Unscheduled tardies or unscheduled partial-day absences should be handled through the City’s disciplinary system (revised Nov. 15, 2004). If a holiday falls within an approved vacation period, the employee will receive holiday pay for the scheduled holiday.(revised June 1, 2004)

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Incentive and Bonus Pay/Award Plans

Incentive and Bonus Pay/Award Plans may be established for the following reasons: 1) to recognize, encourage, and reward employees who provide a service or work on mission critical projects (of a temporary nature) beyond the normal scope of their job or achieve results for their department that is deserving of a one time compensatory or other type award; 2) to address critical recruitment/retention problems; 3) to provide opportunity for gainsharing and, 4) to address other issues as appropriate.

Incentive and Bonus Pay/Award: compensation may be in the form of a one time sum of money; additional compensation for a limited, specified duration; leave time added to an employee's account; or an award such as, hat, T-shirt, certificate/plaque of recognition or any other award deemed appropriate and reasonable. Compensation will not be added to base pay.

Department Directors may submit proposals for incentive, bonus pay/award plans to the Human Resources Director for review and consideration. Proposed plans must include the following information:

  1. Justification for the proposed plan; why is it necessary?
  2. Describe the service, project or achievement to be provided by covered employees and the benefit to be realized by the department/city.
  3. Describe the type of the compensation/award being considered.
  4. Describe the criteria utilized to include employees in the plan or program.
  5. Explain how an employee is eligible or qualifies to receive the pay/award.
  6. Describe procedures, guidelines, and mechanisms to administer the plan ensuring equity, fairness and safeguards against its misuse. Identify the expected duration of the plan, e.g., completion of project, annual, on going, etc.

The Human Resources Director or designee will review the proposal, then submit it with appropriate comments and analysis to the Personnel Committee for review and implementation consideration. The Personnel Committee's decision is final.

Employees receiving compensation under an approved plan must be directly responsible or in control of outcomes; no one should be a passive recipient of other's efforts.

All approved plans will be subject to periodic review (no less than once annually) to assess the feasibility and appropriateness of its continuance. Approved plans may be eliminated at any time if deemed appropriate by the Department Director or the Personnel Committee.

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Longevity Pay

Longevity Pay for Non-Civil Service Employees (Revised 2-10-06)

Longevity pay is additional compensation paid to eligible employees (all classifications except "F" key code positions and appointed officials) (Revised January 21, 2002) for long-term continuous service. After the 3rd, 4th, and 5th year of continuous service, eligible employees receive $300 each year. After the 6th, 7th, and 8th year of continuous service, eligible employees receive $600 each year. After the 9th and each subsequent year of continuous service, eligible employees receive $900 each year. Longevity pay is included in pay checks issued on the first payday in June and December. Employees receive one-half of the year’s longevity pay on these paydays.

(Paragraph deleted on 5-8-07)

To receive longevity pay, an employee must have completed the required years of service by September 30th or March 31st of each year.

Departmental HR Coordinators will receive a report in April and November listing all eligible employees and their respective longevity amounts.  Departments will review the lists for accuracy and make any adjustments according to policy and return them to the Human Resources Department. (Revised 5-8-07)

Employees who are in a without pay status should be removed from the report.  Employees with absences (includes ALL absences from work - vacation, sick, major medical sick, without pay, etc., except holidays and personal holidays) of more than 90 consecutive calendar days must be prorated.  Prorating longevity should apply consistently for all absences greater than 90 consecutive calendar days in a department. (Revised 5-8-07)

Interrupted service will affect the amount of longevity pay received.  The terms and conditions of reinstatement directives will determine the impact, in any, upon longevity pay for regular employees. (Revised 5-8-07)

Regular part-time employees will receive longevity pay based on their authorized position percentage (e.g., .5, .75, .80, etc.).  Examples: .5 = 50% of longevity, .75 = 75% of longevity, etc. (Revised 5-8-07)

Employees with interrupted service will establish eligibility from the latest date of employment.

Employees who terminate employment after establishing eligibility, but before longevity checks are issued, will not receive longevity pay. An employee must be on the active payroll to receive a longevity check. However, if an employee’s service ends because of layoff, disability retirement, normal retirement or death before the check is issued, the employee or beneficiary will be eligible to receive the earned pay.

Department Directors may submit an exception request to the Human Resources Director in those instances where they believe the longevity amount should be prorated due to extended absences from work.  (Revised January 26, 2001).

(Deleted Paragraph effective 2-10-06)

Longevity Pay for Civil Service Employees (New section 2-10-06)

Longevity pay is additional compensation paid to Civil Service employees after completion of one (1) year of service. Employees will receive $4 per month for each year of service, not to exceed 25 years. Employees in a without pay status for the last pay period of the month will not receive longevity pay for that month. (Revised May 8, 2007) 

Interrupted service will affect the amount of longevity pay received. Civil Service employees’ longevity pay is calculated based on their adjusted commission date. (Revised May 8, 2007) 

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On-Call or Stand-By Duty (New policy effective Oct. 9, 1999)

On-call or Stand-by duty is covered under the Fair Labor Standards Act (FLSA).  The FLSA requires "on-call" pay when an employee is so restricted by such duty that he/she does not have control over his/her time.  Four (4) factors are used to determine eligibility for on-call pay: 1) whether the employee has a beeper (thereby permitting mobility); 2) the required response time after receiving a call; 2) whether the duty is absolutely mandated (no trade-offs and no consideration of emergencies); and 4) disciplinary consequences, if any, for failure to respond to a call.

Department managers are expected to establish their on-call policies so they are not restrictive enough to require compensation.

Overtime Pay/Compensatory Time

All overtime work must be approved by a supervisor. Unauthorized overtime work is grounds for disciplinary action. Departments should limit overtime work. Opportunities to work overtime should be distributed as evenly as possible among qualified employees.

Non-exempt employees are eligible to receive time and one half for compensatory time or overtime pay. Exempt employees are eligible to earn compensatory time for overtime worked. In rare instances, exempt employees below the division head level (D Key Code) may receive (Revised July 1, 2003) straight time pay for overtime worked. A few exempt employees, as designated by the City Manager, are eligible to receive 1 1/2 time pay for overtime worked.

Definitions

"Overtime work" is the hours worked in excess of 40 hours in a workweek.

"Inactive hours" are those hours an employee is released from work by a supervisor because it is not possible for the employee to perform his/her work (equipment breakdown, inclement weather, etc.) and the employee has not leave tie or compensatory time available to cover the hours off work (Revised January 26, 2001). The regularly scheduled work hours after an employee has been released from work will be recorded as "inactive hours." Departments must maintain accurate records of "inactive hours."

A "workweek" is a regularly recurring period of 168 hours in the form of seven (7) consecutive 24-hour periods.

"Regular Employee" refers to employees who are required to join the Retirement Fund.

A "pay period" is a regularly recurring period of 336 hours in the form of 14 consecutive 24-hour periods.

"Hours worked" includes all the time an employee is required to be on duty, on the employer’s premises or at a prescribed work-place. "Holiday time off" and "Personal Holiday time off" are considered "hours worked."

Leave time (Short Term Sick Leave/Family Leave, Old Sick Leave (Revised December 16, 2000), Major Medical, Sick, Vacation, Family Illness, Compensatory time, inactive hours, (Revised January 26, 2001) etc.) and time off without pay is not counted as "hours worked."

Employees returning to work on light duty status must not be allowed to work overtime until returned to full duty status.(Revised Nov. 15, 2004)

Non-exempt employees who work over 40 hours in a work week will be compensated at the rate of 1 1/2 times the number of hours worked. Compensation may be either pay or compensatory time. The supervisor decides which type of payment is appropriate.

Non-exempt employees may not accrue more than 120 hours of compensatory time. Overtime hours accrued beyond the 120 hour limit will be compensated with pay.

Exempt employees may not accrue more than 120 hours of compensatory time.

Department Directors may pay exempt employees straight time overtime pay if they have accrued 120 hours of compensatory time, hold a position below the division head level (D key code), and would not be able to use accrued compensatory time in the foreseeable future.

Non-exempt employees who leave the City will be paid for all accrued compensatory time. Exempt employees will not be paid for unused, accrued compensatory time when they leave the City.

If an employee uses leave time during a pay period and also works overtime, only those hours actually worked in excess of 40 hours worked will be compensated at the 1 1/2 overtime rate (either pay or compensatory time). If the hours worked are less than 40 hours, the extra hours are not considered overtime. (Revised 2-10-06).

Straight time shall be paid for all "inactive hours" and for hours of actual work except for the following:

Departments must maintain accurate records which reflect an employee’s actual hours worked. Hours not recorded on Time and Attendance sheets will not be compensated and employees will not be entitled to time off for unreported hours worked.

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Mandatory Use of Compensatory Time (New Policy January 26, 2001)

Required Use of Compensatory Time. Under appropriate circumstances, a supervisor may require an employee to use accrued compensatory time. Required use of compensatory time should be utilized to control overtime expenses and to effectively utilize employee time. When productive work is not available or it is not essential that the employee be at work, the supervisor may release the employee from work. If the employee has available compensatory time, this time will be used to cover the hours not at work. If the employee does not have compensatory time available, the time will be charged to “inactive time”.

The required use of compensatory time should be planned in advance where possible. A supervisory may release an employee for a partial work day, but should consider the amount of time the employee has already worked and the convenience of the employee.

Required use of compensatory time is especially appropriate for those jobs that tend to have periodic cycles of work volume. During certain periods, employees may be required to accrue large amounts of compensatory time. In other parts of the cycle, the work volume is such that the employee has considerable non-productive time on the job. Required use of compensatory time can be used to even out the hours work in this cycle. An example would be work crews that must put in considerable hours during cold periods in the winter. Then in the summer, the workload is considerably less. Another example is an employee who is required to work considerable hours due to special events. When the event is over or at interim times, there may be insufficient productive work for the employee.

In some cases, it may be appropriate for a supervisor to require use of compensatory time instead of vacation leave when an employee requests use of vacation leave. The supervisor should first check to determine if the employee is in a “use or lose situation” in regards to vacation leave. If the employee has already used the required number of vacation leave hours in a year or is otherwise in no danger of losing vacation leave, use of compensatory time can be required rather than vacation leave. If the employee is in a “use or lose situation” with vacation leave, the supervisor must evaluate the probability that the employee will have sufficient opportunity to use the required number of vacation leave hours during the remainder of the year.

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Recovery of Pay and/or Benefits (New Policy January 26, 2001)

It is the employee's responsibility to review their payroll information and deductions for accuracy (Revised 02/23/2009). In the event that an employee is over paid, given excessive leave benefits or receives any other benefit and/or compensation in error, through an employee's misrepresentation or through the misapplication of a policy or an error in processing, (Revised 2-10-06), the employee is expected to notify management and the City will take steps to recover those benefits and/or compensation.  This also includes any form of payroll deduction that results in an underpayment. (Revised 02/23/2009)

Attempts will be made to establish an agreed upon method to recover the resources. Failure to agree on a method will result in appropriate actions (such as payroll deduction, reduction in leave time accrual rate, reduction in rate of pay, etc.) to recover the City's resources. An employee's failure to cooperate in the recovery process could result in disciplinary action up to and including termination.

Upon notification of an error employees will be expected to repay the City. Employees will be given the same amount of time to complete repayment to the City as the time period during which the error was made. For example if an employee received too much pay for three (3) pay periods the employee will have three (3) pay periods from the date of notification to complete repayment to the City. (Revised 02/23/2009)

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Release Of Employee’s Payroll Check

An employee who is unable to pick up his/her paycheck, may designate an individual to pick up his/her paycheck. A written, signed authorization from the employee must be presented and the person picking up the paycheck must present valid identification. An Employee Payroll Check Release form should be completed.

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Shift Differential Pay

All employees (excluding S key codes) are eligible to receive shift differential pay, except Civil Service Fire personnel. (Revised October 9, 1999)

Employees whose assigned shift has a majority of its time between the hours of 4 p.m. and 12 midnight or between the hours of 12 midnight and 6 a.m. shall receive shift differential pay.

Eligible Civil Service Police employees (X key code up through Lieutenant) and Deputy City Marshals working a shift with the majority of its time between 4 p.m. and 12 midnight receive shift pay at the rate of 3% of hourly step rate of pay in addition to their hourly step rate of pay (Revised July 1, 2003). Those working a shift with the majority of its time between 12 midnight and 6 a.m. receive 5% of their hourly step rate of pay in addition to their hourly step rate of pay. (Revised July 1, 2003).

A temporary assignment means an employee is removed from his/her regular shift and is temporarily assigned to work a different shift.  An assigned shift means an employee is assigned to work a particular shift.  Employees temporarily assigned to a shift will receive shift differential pay for the hours worked.  Employees who work continuously beyond their shift and into another shift and employees who work an emergency call back will not receive shift differential pay.  (Revised October 9, 1999)

Employees receiving shift pay who work overtime will be paid for the overtime hours based on their regular shift rate. The shift rate will be subject to the time and one half multiplication for overtime work.

Shift pay will be paid only for time worked. Holiday pay and any leave pay will not include shift pay.

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Special Merit Increases

A Special Merit Increase is a monetary reward given to an employee for consistent performance above and beyond that level of performance required for their level and position. A Special Merit Increase may be granted to an employee with the approval of the Department Director and in concurrence with the Human Resources Director. (Revised Oct. 9, 1999) In addition, employees being considered for a Special Merit increase should embrace, model, and encourage the City’s values of customer service, diversity, and communication in all of their work activities. They should also exhibit the City’s five (5) (Revised May 8, 2007, and June 1, 2004) core competencies in their daily work and serve as a model for others. (Revised July 1, 2003)

Employees still in their initial probationary period are ineligible for Special Merit Increases.

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Wage-Hour Policy

FLSA: Fair Labor Standards Act

This law establishes "standards" for minimum wages, maximum hours, overtime pay, and child labor. All employees at every level in the City are responsible for compliance with the FLSA, as amended.

The Human Resources Department is responsible for the administration and interpretation of the FLSA. These responsibilities include: determining the existence of an employer-employee relationship; determining an employee’s exempt or non-exempt status under the FLSA; interpreting and applying minimum wage, work time, coded hours, overtime, work schedules, special residency agreements, and other FLSA provisions such as child labor standards.

The Human Resources Department is solely responsible for negotiations and serves as the liaison with the Wage and Hour Division of the U.S. Department of Labor, on FLSA matters affecting employees.

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Wage-Hour Policy: Adjusting Work Schedule For Budget Reasons

Department Directors are expected to minimize the need for overtime worked in their respective departments.

Adjusting work schedules within a workweek may be done to reduce overtime hours. Supervisors may require an employee to be off without pay to offset "extra" hours worked during the same workweek. For instance, if an employee works three extra hours on a Monday, the supervisor may adjust the employee’s work schedule by reducing his/her work time by three hours on Tuesday.

Overtime compensation is mandatory for all non-exempt employees who work over 40 hours in a workweek. Adjusting an employee’s work schedule can keep work time at 40 hours, thereby avoiding overtime pay.

Adjusting work schedules within a pay period may be done to reduce overtime hours. For instance, if an employee works 4 hours overtime during the first week of a pay period, the number of hours the employee works during the second week of the pay period can be reduced by six (1 1/2 times 4 = 6) so the amount of the employee’s pay check remains unchanged (constant) pay period to pay period. (The "without pay" time during the second week of the pay period is called "budget time off.") In this example, the employee’s 4 hours of overtime is offset by the six hours of budget time off.

The FLSA permits departments to "pay" employees for overtime work in one workweek with paid time off (compensatory time) in another workweek. Compensatory time is earned at a one and one-half time rate for non-exempt employees.

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Wage-Hour Policy: Declaration Of Police And Fire Civil Service Work Periods

Work periods for Police civil service personnel shall have a maximum work hours standard of 171 hours in a 28-day cycle.

Fire civil service personnel shall have a maximum work hours standard of 212 hours in a 28-day cycle. Police and Fire civil service personnel are subject to state civil service statutes; where those statutes are more restrictive than the FLSA, those statutes will be followed.

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Wage-Hour Policy: Definition Of "Time"

Department Directors are responsible for ensuring that employees adhere to and comply with established work schedules. Unscheduled work should be performed only with proper authorization.

Work time or hours worked is all time an employee "is suffered or permitted to work" regardless of where the work is performed.

Work time includes all time spent in physical or mental exertion controlled or required by the City and pursued primarily for the City and its business.

"Incidental time" is time an employee spends at work, which is 7 minutes or less in duration. Incidental time is not compensable. Examples would include coming to work early or staying late.

Work time is referred to as "Hours Worked," it is all time the City requires, suffers, or permits a non-exempt employee to be on duty.

A workday is, for most employees, the standard period of twenty-four hours, which begins at 12:01 a.m. and ends at midnight. Any schedule that is so unusual it will not allow the tracking of leave will be handled as an 8-hour day for purposes of determining leave. Alternate work schedules must be approved by the Human Resources Department. (revised June 1, 2004)

A workweek is the time span of seven consecutive twenty-four hour periods within which the City calculates overtime hours and corresponding compensation for Non-Exempt employees, i.e., hours "over 40." The workweek begins at 12:01 a.m. on Saturday morning and ends at midnight on the following Friday, for most employees. This must not be confused with the "work schedule."

Departments may adjust the workweek definition in order to adequately cover the work to be performed and to minimize overtime costs. Changes in the workweek definition must be approved by the Human Resources Department.

Overtime work is time worked "over 40" in a workweek.

A work schedule is the work schedule for a full time non-exempt employee, which is usually 40 duty hours in each workweek.

Coded hours is non-work time charged to vacation leave, short term sick leave/family leave, old sick (Revised December 16, 2000), major medical sick leave, vacation, sick, family illness leaves, occupational injury, jury or court duty, military leave, inactive time, compensatory time or holidays that fall on an employee's regular day off (Revised January 26, 2001).

Coded hours are not considered as hours worked for overtime purposes, except holidays, personal holidays, business time and training time.

"On-Call" time occurs when an employee is not required to remain on the City’s premises but is asked to leave word at his/her home or with his/her supervisor as to where and how he/she might be reached for callback. Employees assigned to an "On-Call" status may be required to wear pagers. On-Call time is not work time, therefore, it is not paid time.

Travel time may or may not be work time. Travel from home to work and from work to home is not work time.

Time spent by an employee in travel as part of his/her normal activities, such as travel from job site to job site during the employee’s regular working hours, is work time and must be recorded.

Travel performed outside an employee’s normal work schedule as a result of assigned duties may constitute work time. The Human Resources Director or designee must be consulted to determine whether or not such travel time is work time.

Time spent resolving issues under the City’s grievance, complaint, and appeal procedures, during regular hours of work, is work time. Such time spent outside regular hours of work is work time only if the employee’s attendance is required by the City.

Attendance at Training Sessions and Other Meetings -- Time spent in attending training required by an employer is normally considered compensable hours of work.

Voluntary attendance at training or other meetings outside of an employee’s regular work schedule, is not work time. Attendance is "voluntary" only where an employee is not led to believe that his/her working conditions or chance of continued employment would be adversely affected by non-attendance.

Voluntary attendance outside of regular working hours at specialized or follow-up training, even if required by law for certification of employees does not constitute compensable hours of work, even if the training is paid for by the City.  However, at the discretion of the Department Director, employees may be compensated for the training time.

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Wage-Hour Policy: >Employee Rights

All employees are guaranteed the right to be employed in accordance with the City’s Wage-Hour policy and in compliance with the FLSA, as amended. All employees are encouraged to ask questions about their status and rights under the FLSA. Questions should be directed to the employees’ departmental staff person(s) who handles payroll matters. The Human Resources Department may also be consulted on such matters.

The FLSA states that no one can take action against an employee who "… files a complaint and/or initiates any proceeding under or related to … the Act."

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Wage-Hour Policy: Recording Work Time (Hours Worked)

Work time (hours worked) must be recorded exactly the way it is worked. The dates worked and the number of hours worked each day must accurately reflect what actually occurred.

Employees who fail to accurately record work time or who falsify time records are subject to disciplinary action, up to and including termination.

Recorded work time must accurately reflect the actual time worked, what actually occurred.

(Revised October 9,1999, deleted paragraph)

Examples of inappropriate practices in recording work time which are violations of this policy and the FLSA include:

  1. Not recording work performed at home with proper authorization.
  2. Not recording work performed during a meal period.
  3. Permitting employees to arrive "early" and work or to stay "late" and work, and not recording the time worked.
  4. Permitting an employee to leave early on a day in one workweek and permitting the employee to report early, stay late or work during meal periods as "make up" in another workweek, without recording the partial day absence or the overtime work.
  5. Maintaining dual time records, such as, one set for pay purposes and another set for actual time worked.
  6. Permitting an employee to record "coded hours" (vacation, sick, holiday, etc.) as "hours worked."
  7. Permitting an employee to record "hours worked as "coded hours".

Employees who fail to record on a Time and Attendance record sheet time worked in excess of forty (40) hours per week are subject to disciplinary action, up to and including termination.

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