HomeMy WebLinkAbout1971 Approving a Revised Employee HandbookBILL NO. 2023-080 ORDINANCE NO. 1 / /
AN ORDINANCE APPROVING A REVISED EMPLOYEE HANDBOOK OF THE CITY
OF RIVERSIDE, MISSOURI
WHEREAS, the City of Riverside, Missouri (the "City") and its staff have conducted a
comprehensive review of the City's personnel policies set forth in the Employee Handbook; and
WHEREAS, the City and its staff have created amendments to the current version of the
Employee Handbook; and
WHEREAS, the City staff and the Board of Aldermen have reviewed, examined and
deemed adoption of the amendments to be advisable and in the City's best interests.
NOW, THERFORE, BE IT ORDAINED BY THE BOARD OF ALDERMEN OF THE
CITY OF RIVERSIDE, MISSOURI, as follows:
Section 1. The City of Riverside Employee Handbook is hereby amended and restated
in its entirety as set forth in Exhibit A, attached hereto.
Section 2. This ordinance shall become effective upon its passage and approval.
BE IT REMEMBERED that the above was read two times by heading only, PASSED AND
APPROVED by a majority of the Board of Aldermen and APPROVED by the Mayor of the City
of Riverside this I-,9A day of Z�r- em 6 eje-� 2023.
Mayor Kathleen L. R se
Robin Kincaid;-Uity Clerk
CITY OF
RIV RS1
55UUK1
Upstream from ordinary.
Employee Handbook
2024 Edition
TABLE OF CONTENTS
** Click on a section or page number to jump directly to that section **
WELCOME FROM THE CITY ADMINISTRATOR
SECTION 1. ORGANIZATION OF CITY GOVERNMENT
SECTION1.1 ELECTED OFFICIALS................................................................................................................................. 1
SECTION 1.2 MANAGEMENT TEAM / APPOINTED OFFICIALS................................................................................. I
SECTION 2. GENERAL PROVISIONS
SECTION2.1
PURPOSE......................................................................................................................................................3
SECTION2.2
SCOPE........................................................................................................................................................... 3
SECTION 2.3
ROLE OF THE EMPLOYEE........................................................................................................................ 3
SECTION 2.4
ROLE OF THE BOARD OF ALDERMEN.................................................................................................. 3
SECTION 2.5
ROLE OF THE CITY ADMINISTRATOR................................................................................................... 3
SECTION 2.6
ROLE OF DEPARTMENT HEADS..............................................................................................................4
SECTION 2.7
ROLE OF THE HUMAN RESOURCES MANAGER.................................................................................. 4
SECTION2.8
AT -WILL EMPLOYEES............................................................................................................................... 4
SECTION 2.9
REVISIONS TO THE EMPLOYEE HANDBOOK....................................................................................... 4
SECTION 2.10
EMPLOYEE HANDBOOK DISTRIBUTION.............................................................................................. 4
SECTION 3. CLASSIFICATION OF EMPLOYEES
SECTION3.1 TYPES OF EMPLOYEES............................................................................................................................. 5
A. Full -Time Employees...................................................................................................................................................................5
B. Part -Time Employees...................................................................................................................................................................5
C. Seasonal / Temporary Employees.................................................................................................................................................5
SECTION 3.2 FAIR LABOR STANDARDS ACT (FLSA) CLASSIFICATIONS.............................................................. 5
A. Exempt Employees.......................................................................................................................................................................5
B. Non -Exempt Employees...............................................................................................................................................................5
SECTION3.3 SENIORITY.................................................................................................................................................. 6
SECTION 4. APPOINTMENT PROCEDURES
SECTION 4.1 EQUAL EMPLOYMENT OPPORTUNITY................................................................................................. 7
SECTION4.2 POSITION VACANCIES............................................................................................................................. 7
SECTION 4.3 RECRUITMENT AND POSITION POSTINGS........................................................................................... 7
A. Internal position postings..............................................................................................................................................................8
B. External position postings.............................................................................................................................................................8
SECTION 4.4 INTERNAL CANDIDATES......................................................................................................................... 8
SECTION4.5 RE-EMPLOYMENT..................................................................................................................................... 8
SECTION 4.6 PLACEMENT PROCEDURES..................................................................................................................... 9
SECTION 4.7 PRE -EMPLOYMENT TESTING.................................................................................................................. 9
SECTION 4.8 EMPLOYMENT OF RELATIVES................................................................................................................ 9
A. Elected and Appointed Officials...................................................................................................................................................9
B. Staff Members............................................................................................................................................................................10
C. Part -Time Employees.................................................................................................................................................................10
D. Definition .............................. 10
......................................................................................................................................................
SECTION 4.9 HIRING AND RELOCATION INCENTIVE PROGRAMS....................................................................... 10
SECTION 4.10 INTERNSHIP AND JOB SHADOWING.................................................................................................... 11
SECTION 4.11 EMPLOYMENT OF MINORS.................................................................................................................... 1 l
SECTION 5. JOB DESCRIPTIONS, EVALUATIONS, COMPENSATION AND BENEFITS
SECTION5.1 JOB DESCRIPTIONS.................................................................................................................................. 12
SECTION 5.2 EMPLOYEE EVALUATIONS...................................................................................................................
12
SECTION 5.3 COMPENSATION GUIDELINES.............................................................................................................. 12
A. Compensation Philosophy..........................................................................................................................................................12
B. Pay Ranges.................................................................................................................................................................................13
C. Pay Periods.................................................................................................................................................................................13
D. Work Periods..............................................................................................................................................................................13
E. Work Schedule...........................................................................................................................................................................13
F. Overtime Compensation.............................................................................................................................................................14
G. Working Remote........................................................................................................................................................................15
H. Nursing Break.............................................................................................................................................................................16
I. Meal Periods...............................................................................................................................................................................16
J. Wellness Break...........................................................................................................................................................................16
K. Timesheet Records.....................................................................................................................................................................16
L. Payment of Correct Wages.........................................................................................................................................................17
M. Garnishments..............................................................................................................................................................................17
SECTION 5.4 PAY PLAN ADMINISTRATION...............................................................................................................
17
A. New Employee Starting Pay.......................................................................................................................................................17
B. Merit -Based Pay Increases..........................................................................................................................................................18
C. Promotion Increase.....................................................................................................................................................................18
D. Lateral Transfer..........................................................................................................................................................................18
E. Temporary Out of Classification Pay..........................................................................................................................................18
F. Transfer to a Lower Pay Range...................................................................................................................................................18
G. Position Reclassification.............................................................................................................................................................19
H. Across the Board Increase..........................................................................................................................................................19
1. Top of the Pay Range...................................................................................................................................................................19
J. Premium Pay................................................................................................................................................................................19
K. Call Back Compensation............................................................................................................................................................19
L. Snow Removal Compensation....................................................................................................................................................20
M. Travel Time................................................................................................................................................................................20
SECTION 5.5 ADDITIONAL BENEFITS OF CITY EMPLOYMENT.............................................................................
20
A. Longevity Pay.............................................................................................................................................................................20
B. Insurance Coverage....................................................................................................................................................................20
C. Health Savings, Flexible Spending & Dependent Care Accounts..............................................................................................21
D. Retirement Program....................................................................................................................................................................21
E. Financial Investment Programs..................................................................................................................................................21
F. Cell Phone Allowance................................................................................................................................................................21
G. Take Home Vehicles..................................................................................................................................................................21
H. Retention & Referral Incentives.................................................................................................................................................22
I. Clothing and Uniform Allowance...............................................................................................................................................22
J. Healthy Employees Initiative.....................................................................................................................................................22
K. Employee Assistance Program...................................................................................................................................................23
L. College Incentive Program.........................................................................................................................................................23
M. Tuition Reimbursement Program................................................................................................................................................23
SECTION 6. LEAVE TIME
SECTION 6.1 VACATION LEAVE................................................................................................................................... 25
A. Accrual Rates and Rollover Maximums.....................................................................................................................................25
B. Annual Rollover.........................................................................................................................................................................25
C. Vacation Leave Usage................................................................................................................................................................26
D. Payment Upon Separation of Employment.................................................................................................................................26
SECTION6.2 SICK LEAVE............................................................................................................................................... 26
A. Accrual Rates.............................................................................................................................................................................27
B. Sick Leave Usage.......................................................................................................................................................................27
C. Payment Upon Separation of Employment.................................................................................................................................28
SECTION6.3 PAID HOLIDAYS....................................................................................................................................... 28
A. City Holidays..............................................................................................................................................................................28
B. Definitions and Eligibility..........................................................................................................................................................28
SECTION 6.4 MAINTENANCE OF INSURANCE DURING LEAVE............................................................................. 29
SECTION 6.5 FAMILY AND MEDICAL LEAVE ACT (FMLA)...................................................................................... 29
A. Eligibility....................................................................................................................................................................................29
B. Requirements..............................................................................................................................................................................30
C. Additional Provisions.................................................................................................................................................................30
D. How Leave May Be Taken.........................................................................................................................................................30
E. Pay During Leave.......................................................................................................................................................................31
F. Employee Benefits During Leave...............................................................................................................................................31
G. Reinstatement.............................................................................................................................................................................31
H. Return to Work Testing..............................................................................................................................................................31
SECTION 6.6 WORKERS' COMPENSATION LEAVE.................................................................................................... 31
SECTION6.7 MILITARY LEAVE................................................................................................................................... 32
SECTION 6.8 BEREAVEMENT LEAVE.......................................................................................................................... 33
SECTION 6.9 ADMINISTRATIVE LEAVE...................................................................................................................... 33
A. Leave with Pay...........................................................................................................................................................................33
B. Leave without Pay......................................................................................................................................................................34
SECTION6.10 PARENTAL LEAVE................................................................................................................................... 34
SECTION6.11 CIVIL DUTY LEAVE.................................................................................................................................34
SECTION 6.12 INCLEMENT WEATHER LEAVE............................................................................................................ 35
SECTION 6.13 LEAVE OF ABSENCE................................................................................................................................ 35
SECTION 6.14 UNAUTHORIZED ABSENCES................................................................................................................. 36
SECTION 6.15 RETURN TO WORK TESTING................................................................................................................. 36
SECTION 6.16 VESSA (VICTIMS ECONOMIC SAFETY & SECURITY ACT)............................................................... 36
SECTION 7. EMPLOYEE CONDUCT
SECTION7.1 EXPECTATIONS........................................................................................................................................39
SECTION 7.2 CURRENT INFORMATION...................................................................................................................... 39
SECTION 7.3 TRAVEL REIMBURSEMENT POLICY.................................................................................................... 39
SECTION 7.4 USE OF CITY FACILITIES, EQUIPMENT AND MATERIALS.............................................................. 41
SECTION 7.5 ACCESS TO PERSONNEL FILE............................................................................................................... 41
SECTION7.6 VEHICLE USE............................................................................................................................................ 42
SECTION 7.7 TELEPHONE AND CELL PHONE USE.................................................................................................... 42
A. General Regulations...................................................................................................................................................................42
B. Cell Phone and Data Packages....................................................................................................................................................43
SECTION 7.9 INFORMATION TECHNOLOGY (IT) USE............................................................................................. 44
A. Computer Usage.........................................................................................................................................................................44
B. Internet Usage.............................................................................................................................................................................44
C. Email Usage...............................................................................................................................................................................45
D. Social Media Use........................................................................................................................................................................45
E. Unacceptable Practices...............................................................................................................................................................46
F. Retention....................................................................................................................................................................................46
SECTION 7.9 WORKPLACE RELATIONSHIPS............................................................................................................ 46
A. Procedures and Expectations......................................................................................................................................................47
B. Definitions..................................................................................................................................................................................47
SECTION 7.10 CHILDREN AND FAMILY AT WORK..................................................................................................... 47
SECTION 7.11 PERSONAL APPEARANCE AND DRESS CODE.................................................................................... 48
A. City Hall / General Office Employees........................................................................................................................................48
SECTION 7.12 POLITICAL ACTIVITIES.......................................................................................................................... 48
SECTION 7.13 OUTSIDE EMPLOYMENT........................................................................................................................49
SECTION 7.14 TOBACCO -FREE POLICY........................................................................................................................ 49
SECTION 7.15 WORKPLACE EXPECTATIONS.............................................................................................................. 50
SECTION 7.16 CONTROLLED SUBSTANCE & ALCOHOL TESTING POLICY.......................................................... 50
SECTION7.17 FITNESS FOR DUTY................................................................................................................................. 55
SECTION 7.18 TEMPORARY LIGHT DUTY ASSIGNMENTS....................................................................................... 56
SECTION 8. DISCIPLINARY ACTION
SECTION 8.1 PROGRESSIVE DISCIPLINARY STEPS.................................................................................................
58
A. Oral Warning / Counseling.........................................................................................................................................................58
B. Employee Counseling Report.....................................................................................................................................................58
C. Suspension Without Pay.............................................................................................................................................................58
D. Termination................................................................................................................................................................................59
SECTION 8.2 CAUSES FOR DISCIPLINARY ACTION AND RECOMMENDED ACTIONS .....................................
59
A. Level I Offenses.........................................................................................................................................................................59
B. Level II Offenses........................................................................................................................................................................60
C. Level III Offenses.......................................................................................................................................................................60
SECTION 9. SEPARATION OF EMPLOYMENT
SECTION9.1
LAY OFFS...................................................................................................................................................
62
SECTION9.2
RESIGNATION...........................................................................................................................................
62
SECTION 9.3
ABANDONMENT OF POSITION..............................................................................................................
62
SECTION9.4
TERMINATION..........................................................................................................................................
63
SECTION 9.5
INABILITY TO PERFORM JOB DUTIES.................................................................................................
63
SECTION 9.6
EXHAUSTION OF LEAVE TIME..............................................................................................................
63
SECTION9.7
DEATH........................................................................................................................................................
63
SECTION9.8
RETIREMENT............................................................................................................................................
63
SECTION 9.9
EMPLOYEE RESPONSIBILITIES AT SEPARATION.............................................................................
64
REGULATION 10. NON-DISCRIMINATION AND NON -HARASSMENT POLICY
SECTION 10.1 DEFINITION OF DISCRIMINATION.......................................................................................................65
SECTION 10.2 REASONABLE ACCOMMODATION FOR DISABILITIES.................................................................... 65
SECTION 10.3 DEFINITION OF HARASSMENT............................................................................................................. 66
SECTION 10.4 COMPLAINT PROCEDURE...................................................................................................................... 66
APPENDIX
Welcome from the City Administrator
Welcome to the City of Riverside!!
Whether you are a new employee or a longstanding member of our staff, it is my pleasure to work alongside
you here at the City of Riverside. Let me take this opportunity to extend a warm welcome to you and to
personally commend you for your desire to serve the public. On behalf of the Mayor, Board of Aldermen
and the entire staff team, we are excited to have you as a part of our organization and look forward to
serving our community together.
This handbook has been designed to clearly communicate our expectations of you as an employee of the
City and, equally as important, to share with you the benefits and responsibilities that come as a part of
employment with the City of Riverside. Our focus, first and foremost, is providing exceptional municipal
services that support the people and places of Riverside. We recognize that a dedicated, skilled staff team
is critical to the delivery of those services and these regulations guide our efforts in developing our staff.
The pages that follow are more than rules of the road and policies to follow. Not every situation can
reasonably be addressed in a brief document so the intent is to communicate our vision of local government
and the values that we share in serving the public. As our vision and values align, the policy questions tend
to become easier to answer. The goal here is not to answer every question but rather to shape the
understanding through which future questions should be viewed.
These regulations are general in nature and are intended to apply to all employees of the City. Employees
represented under Collective Bargaining Agreements are further guided by those agreements. As updates
are made to the provisions of these regulations, copies of those updates will be provided to you by our
Human Resources team.
Review these regulations carefully and please ask your leader for clarifications as needed.
Congratulations again and welcome. On behalf of the more than 4,000 people who call Riverside home,
thank you for your service as a part of our Upstream from Ordinary team!
Respectfully Yours,
Brian Koral
City Administrator
Section 1. Organization of Citv Government
The City of Riverside is incorporated under the Constitution and laws of the State of Missouri as a city of
the fourth-class. The City is governed by the Mayor and Board of Aldermen (hereafter "Board") with daily
operations overseen by the City Administrator. Incorporated in 1951, Riverside is one of the smallest
municipalities in the Kansas City metropolitan area north of the Missouri River and yet, at the same time,
provides some of the highest levels of citizen service and quality of life found anywhere in the state.
The City is home to the Horizons Business Park— a levee -protected industrial and commercial development
that has brought thousands of jobs and hundreds of millions of dollars of private investment to our
community. Park Hill South High School also calls Riverside home, bringing a daily influx of students and
staff while providing unique partnership opportunities for the City.
The City maintains a diverse housing stock and provides services and public facilities to meet a wide range
of interests and needs.
SECTION 1.1 ELECTED OFFICIALS
As a city of the fourth class, Riverside is governed by a Mayor and six (6) Aldermen. The Mayor is elected
at -large and two (2) Aldermen are elected to represent each of the City's three (3) wards. All elected officials
in Riverside serve two (2) year terms with Aldermen serving staggered terms in each ward. Each ward has
one (1) Alderman who is up for election every year and the Mayor is elected in even -numbered years.
Municipal elections are held in April.
The Mayor presides over meetings of the Board and votes only in the case of a tie among the Aldermen.
The Mayor is the head of government for all legal and ceremonial purposes. The Board of Aldermen pass
all ordinances and determine the general goals of the City.
The current elected officials for the City of Riverside are:
Mayor Hon. Kathleen L. Rose
Aldermen Jill Beck Dawn Cockrell
Nathan Cretsinger Jason Draut
Robert Milner Steve Palma
The Board of Mayor and Aldermen appoint a Municipal Court Judge to preside over the Riverside
Municipal Court and a Prosecutor to represent the City in municipal cases.
Municipal Judge Hon. Mark Ferguson
Prosecutor Collin Van Ostran
SECTION 1.2 MANAGEMENT TEAM / APPOINTED OFFICIALS
The Board has, in the interest of effective and efficient operations of the municipal government, appointed
staff members to serve as the management team of the City. The management team is led by the City
Administrator, who carries out the policy directives of the Board and oversees the day-to-day operations of
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the City. These staff members are commonly referred to as Department Heads and are charged with
overseeing key functions of municipal government.
The current Department Heads for the City of Riverside are:
City Administrator
Brian Koral
City Clerk
Robin Kincaid
City Engineer
Travis Hoover
Community Development Director
Mike Duffy
Finance Director
Erika Benitez
Fire Chief
Gordon Fowlston
Human Resources Manager
Amy Strough
Information Technology Manager
Jason Ketter
Police Chief
Chris Skinrood
Public Works Director
Tom Wooddell
An organizational chart, detailing the various departments of the City, is included in this handbook as
;lppcndix C.
Section 2. General Provisions
SECTION 2.1 PURPOSE
The purpose of this handbook is to establish an efficient, equitable and functional system of personnel
management and benefit administration that is compliant with all federal, state and local employment and
labor laws. These regulations establish the roles and functional responsibilities that support the City's
personnel system and defines the scope of this handbook. The provisions of this handbook are not intended
by the City to grant any employee any property interest or contractual commitment, expressed or implied,
by its adoption. Departments may adopt additional operating guidelines beyond those defined in these
regulations. In the event that there is conflict between any communication or representation by a supervisor
or other agent of the City and the provisions of this handbook, this document will take precedence.
SECTION 2.2 SCOPE
This handbook covers all employees in service of the City of Riverside, except as may be modified for any
person who is employed under the terms of an employment contract. In the event that a term outlined in
this handbook is in conflict with a provision of an adopted Collective Bargaining Agreement, the Agreement
will govern in the area of the conflict.
Elected officials and appointed Board or Commission members are not, for the purposes of these
regulations, considered employees.
SECTION 2.3 ROLE OF THE EMPLOYEE
Every City job exists specifically to provide service to the public. That is the core function of our
organization and our highest priority at all times. As such, every staff member is expected to give their best
at all times in performing their assigned duties in order to meet the service delivery needs of the City. All
employees will receive a copy of these regulations and their subsequent updates and will be expected to
read and follow the provisions. It is the responsibility of each employee to become and remain familiar
with the handbook as amended. Lack of knowledge of or familiarity with the handbook is not an excuse
for failing to meet the expectations contained in this handbook.
SECTION 2.4 ROLE OF THE BOARD OF ALDERMEN
The Board of Aldermen is responsible for establishing personnel policies. While personnel administration
is delegated and the responsibility of City staff, the Board is the ultimate policy -making authority for the
City in matters pertaining to personnel administration. No major changes in the compensation plan or fringe
benefits will be effective unless submitted to and approved formally by the Board through enactment of
appropriate Board action or adoption of the annual budget.
SECTION 2.5 ROLE OF THE CITY ADMINISTRATOR
The City Administrator is the chief administrative officer of the City and is charged with enforcing all laws,
ordinances, and provisions of the Riverside Municipal Code of Ordinances and acts of the Board of
Aldermen. The City Administrator is responsible for the administration of the City's personnel program.
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The regulations will provide for hiring procedures, employee standards of conduct, disciplinary procedures
and grievance procedures. While implementation of these policies may be delegated to Human Resources
and/or the Department Heads at the Administrator's discretion, ultimate responsibility for the administration
of the personnel program rests with the City Administrator.
SECTION 2.6 ROLE OF DEPARTMENT HEADS
Department Heads are expected to effectively supervise the employees of their department and to maintain
appropriate working relationships. They have the authority to establish guidelines affecting departmental
functions, provided that such policies are consistent with the City's ordinances and policies. All department
guidelines that are personnel -related will be in written form and provided to all impacted employees.
Department Heads will periodically report upon the efficiency of their subordinates and coordinate with the
City Administrator on any changes in duties of their employees for the purpose of pay plan maintenance.
SECTION 2.7 ROLE OF THE HUMAN RESOURCES MANAGER
The Human Resources Manager is responsible for the proper administration and interpretation of the City's
Employee Handbook, pay plan and job descriptions; and for providing appropriate recommendations on
personnel matters including reviewing and making recommendations for updates to this handbook as may
be necessary, under the direction of the City Administrator. Additionally, the Human Resources Manager
is the point of contact for employee inquiries regarding the various benefit programs and packages offered
to employees of the City.
SECTION 2.8 AT -WILL EMPLOYEES
All employees of the City of Riverside are hired at -will and may be discharged at -will. Employees and the
City each have the right to end the employment relationship at any time, with or without advance notice,
and with or without cause, except as provided by law.
The adoption of these regulations will in no way conflict with federal, state or local laws in that respect.
The City fully retains its rights, and all employees, by accepting employment with the City of Riverside,
acknowledge the City's rights as an at -will employer.
SECTION 2.9 REVISIONS TO THE EMPLOYEE HANDBOOK
The City reserves the right to interpret, amend, modify, cancel, or withdraw any or all sections or provisions
of the Employee Handbook at any time. Revisions to these regulations will be presented to the Board for
consideration. Upon adoption, revisions to the regulations will be issued to each employee by the Human
Resources Manager. The City will maintain a current version of the regulations in an electronic format that
is accessible to all employees.
SECTION 2.10 EMPLOYEE HANDBOOK DISTRIBUTION
With the issuance of each handbook and any subsequent revisions, employees will be required to verify
receipt of the handbook or the update and such documentation will be sent to Human Resources to be placed
in employee personnel files.
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Section 3. Classification of Employees
SECTION 3.1 TYPES OF EMPLOYEES
There are three (3) classifications of City employees: full-time, part-time and seasonal/temporary.
A. Full -Time Employees
Full-time employees are all employees whose appointment is permanent, whose position is designed so that
the employee is expected to work more than 1,500 hours per year, who provide services not limited in
duration, and who fill approved and regularly funded positions. Such employees are eligible for all benefits
as provided to employees of the City of Riverside.
B. Part -Time Employees
Part-time employees are all employees whose appointment is permanent and whose position is designed so
that the employee is expected to work less than 1,500 hours per year, who provide services not limited in
duration, and who fill approved and regularly funded positions. Such employees are not eligible for benefits
except the Employee Assistance Program (EAP), those required by the Social Security Administration and
any specifically authorized in these regulations. Part-time employees are eligible to apply for full-time
positions posted with the City.
C. Seasonal / Temporary Employees
Seasonal and temporary employees are all employees whose appointment is temporary and for a period not
to exceed nine (9) months. Such employees are not eligible for benefits and do not earn seniority with the
City. Seasonal / temporary employees are eligible to apply for full-time and part-time positions posted with
the City.
SECTION 3.2 FAIR LABOR STANDARDS ACT (FLSA) CLASSIFICATIONS
A. Exempt Employees
Employees assigned to job classifications that are designated as executive, administrative or professional
are considered exempt employees under the FLSA. Exempt employees are paid on a salaried basis under
the provisions of the FLSA and are not eligible to receive overtime compensation. Exempt employees are
typically paid a salaried amount regardless of hours worked. Positions classified as exempt are identified
in the City's Compensation Schedule.
B. Non -Exempt Employees
All other employees are considered non-exempt and are governed by the provisions of the FLSA. Non-
exempt employees are considered hourly employees and will be compensated with overtime pay or
compensatory time -off in accordance with FLSA guidelines. Positions classified as non-exempt are
identified in the City's Compensation Schedule.
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SECTION 3.3 SENIORITY
Seniority, for the purposes of these regulations, will be determined based on continuous length of full-time
service with the City, as adjusted for interruptions. The Police and Fire Departments may define seniority
as the continuous length of service within the department.
Whenever there is a question of seniority, the Human Resources Manager will make the seniority list
available for inspection to interested individuals.
The following will not be considered as interruptions of employment or break in seniority:
• Military leave
• Authorized leaves of absence with pay
• Authorized leaves of absence without pay not to exceed three (3) months
• Authorized education leave without pay not to exceed six (6) months
• Suspension and/or dismissals withdrawn by the employer or reversed through the appeal process
• Leave of absence due to sickness or injury under the Family and Medical Leave Act (FMLA) as
outlined in Section 6.5.
• Leave of absence under the Victims' Economic Security and Safety Act (VESSA) as outlined in
Section 6.16.
Illnesses or injuries subject to Workers' Compensation laws as outlined in Section 6.6.
An employee that separates from employment with the City for more than ninety (90) days and who is
subsequently re-employed will be considered a new employee for the purposes of benefit accrual, seniority
and service awards. An employee who is re-employed prior to ninety (90) days will retain all accrual and
seniority as though there was no break in service.
Section 4. Appointment Procedures
SECTION 4.1 EQUAL EMPLOYMENT OPPORTUNITY
No person will be appointed to or removed from, or in any way favored or discriminated against with respect
to any City position because of race, color, religion, gender, age, ancestry, national origin, disability, genetic
information, veteran status, sexual orientation or other status protected by law (collectively referred to as
"protected status").
This policy applies to all employment practices including hiring, promotions, training, disciplinary actions,
job assignments, pay, benefits, and termination of employment.
The screening process, including application forms, interview/test procedures, and final selection process,
as well as transfer and promotion practices, will be constantly monitored to provide equal opportunity for
all candidates.
SECTION 4.2 POSITION VACANCIES
A vacancy occurs when the incumbent has left the position or when a new position is created. There may
be occasions when it is in the best interest of the City to fill a position prior to the time that the incumbent
leaves so the incumbent can assist in training the new employee. All such instances will be approved in
advance by the Board.
Supervisors are expected to anticipate employee retirements and turnover and will, whenever possible, train
employees to assume greater responsibilities and to be eligible for promotion. The City provides training
and educational opportunities to position our team members for career growth.
Department Heads will immediately notify the Human Resources Manager when a position becomes
vacant. When necessary for the effective operation of the organization, the City Administrator may
recommend the appointment of an employee to serve in an acting capacity pending a permanent
appointment to fill the vacancy as outlined in Section 5.40.
Temporary positions may be created as needed and based on funding availability for salary and benefit
costs. These positions will be approved by the City Administrator prior to recruiting. Temporary positions
will have a specific period of service in accordance with Section 3.1(Q.
SECTION 4.3 RECRUITMENT AND POSITION POSTINGS
It is the goal of the City of Riverside to recruit and hire the most qualified individual for every available
position with the City. The City considers and evaluates the knowledge, skills, abilities and work /
performance history of all candidates for position vacancies. Our organization believes in continually
growing and developing our staff so that, when promotional opportunities exist, internal candidates are
qualified, prepared and able to successfully compete for those positions.
Job openings will be posted as specified below. All postings will include the position title, department,
employee type, compensation rate or grade, posting date, closing or first review date and any relevant
application instructions. Notice of all pre -employment testing requirements as authorized in Section 4.7
will be clearly indicated in the position posting.
Positions may be posted as open until filled or may be posted to include a specific closing date. When a
closing date has been established, posting periods may be extended if an insufficient number of qualified
applicants have been received by the closing date. The City may cancel a recruitment or screening process
at any time. Applications will only be accepted during posting periods and only for the position being filled
by the position posting. Human Resources will support departmental efforts with the recruitment process.
A. Internal Position Postings
Job vacancies will be distributed so that all City employees will have an opportunity to know of the vacancy.
E-mail notifications will be considered appropriate posting for the purposes of this section. Internal position
postings will be posted for a minimum of ten (10) business days. While we should be positioning our
employees to be qualified and prepared for every promotional opportunity, when the City will be best -
served by an internal -only process, an internal -only posting can be used.
B. External Position Postings
Positions posted externally will be posted with local media sources and appropriate trade -related
publications or organizations. External position postings will also be posted for internal candidates to
consider utilizing the posting methods required for internal position postings; however, external position
postings will be posted for a minimum of ten (10) business days.
All applications will be due by the closing date as outlined in the posting. All applicants must submit a
City of Riverside application for employment. Additional resumes or supporting documentation may be
required as directed in the position posting.
SECTION 4.4 INTERNAL CANDIDATES
While the City strives to equip internal candidates with the training and skills to be ready to fill vacant
positions, the City will interview and hire candidates who best fit the needs of the City at every opportunity.
Internal candidates interested in a vacancy should apply for the position in accordance with the application
instructions to be considered for the position. Work history, including, but not limited to, tenure, employee
evaluations and disciplinary actions, will be considered in evaluating internal candidates. If two or more
candidates are substantially equal, preference will be given to the applicant within the hiring department
over an applicant from a different department. If two or more candidates are substantially equal and from
the same department, preference will be given to the applicant with seniority.
SECTION 4.5 RE-EMPLOYMENT
Former employees with a satisfactory service record can apply for re-employment for any position for which
they are qualified. Former employees are considered external candidates. The past service of former
employees, including, but not limited to, tenure, employee evaluations and disciplinary actions, will be
considered in the applicant screening process.
An individual who is re-employed with the City will have seniority as defined in Section 3.3. Access to
and levels of benefits are governed by the specific benefit plans.
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SECTION 4.6 PLACEMENT PROCEDURES
Applications and information pertaining to vacant positions will be made available by Human Resources to
job applicants. Human Resources will receive job applications unless otherwise designated in the
application instructions.
The Department Head, in consultation with Human Resources, will establish an applicant screening process
appropriate to the position to be filled. The screening process may involve written tests, psychological
tests, physical assessment testing, background checks, oral interviews, and other appropriate measures as
allowed by law. A selection committee may be used to assist in the hiring process.
Upon completion of the screening process, the Department Head will recommend to the City Administrator
an individual to fill the vacant position and a proposed starting rate of pay. The City Administrator may
conditionally approve the hire, provided that the position is authorized in the annual budget and that the
compensation is within the designated pay range. A conditional offer of employment may be issued, and
any additional pre -employment screenings conducted. Upon the successful completion of all pre-
employment screenings, the Board will consider the appointment by ordinance that will specify a start date
and rate of pay.
Human Resources will maintain all applications and documentation of the completed screening process as
required by law.
SECTION 4.7 PRE -EMPLOYMENT TESTING
The City may, for certain positions, require competitive testing of applicants to help determine most
qualified individuals. Applicants must sign all appropriate consent forms as a part of the pre -employment
testing process.
Depending on the position, the screening process may include, but is not limited to, the following: physical
agility test; written test or questions; assessment centers; oral interviews; reference checks; driver's license
and record checks; background investigations; criminal records check; compatibility profile instruments;
credit history; polygraph. The City may also, upon the extension of a conditional offer of employment,
complete additional testing or background investigation as identified in the position posting.
Prior to starting service with the City of Riverside, all applicants receiving a conditional offer of
employment are required to undergo a pre -employment medical screening, fingerprinting and a controlled
substance screening in accordance with Section 7.16. Certain positions require a psychological screening
prior to employment and such a requirement will be clearly identified in the position posting. Credit history
checks, if applicable, will be completed in accordance with the Fair Credit Reporting Act (FCRA).
All pre -employment testing and screening requirements will be clearly identified in the position posting
notice and may not be changed once issued. Failure of a candidate to successfully complete the required
testing or screenings as required will result in the candidate being removed from consideration and/or the
withdrawal of the conditional offer of employment.
SECTION 4.8 EMPLOYMENT OF RELATIVES
A. Elected and Appointed Officials
No department can consider hiring a member of the immediate family of the Mayor, an Alderman or the
City Administrator.
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An employee who is in the immediate family of the Mayor, an Alderman or the City Administrator and
who was employed prior to the official taking office may retain employment with the City.
B. Staff Members
No person will be hired or otherwise appointed to a position where a member of their immediate family is
employed in the same department. Within the Police Department, Police and Communications are
considered separate divisions and family members may be employed within different divisions. The
provisions of this section will not be retroactive, and no action will be taken concerning those members of
the same family employed at the time of the adoption of these regulations.
C. Part -Time Employees
The prohibition against employing immediate family members does not apply to part-time employees so
long as the applicant is not a member of the immediate family of a full-time employee in the same
department where the full-time employee would be in a position of authority over the part-time employee
or other employees.
D. Definition
For this section, immediate family members are defined to include a spouse, child, stepchild, brother,
stepbrother, sister, stepsister, parent, stepparent, father-in-law, mother-in-law, sister-in-law, brother-in-law,
son-in-law, daughter-in-law, grandparent or grandchildren, first cousins, aunts, uncles, nieces and nephews.
SECTION 4.9 HIRING AND RELOCATION INCENTIVE PROGRAMS
In an effort to recruit new employees in difficult to fill positions, the City may provide a retention incentive
to new hires. Knowing that current employees are the best recruiters, staff members who provide referrals
will receive a recruitment incentive if their referrals complete one (1) year of employment.
A. Eligibility
Applicants who are hired in certain, difficult to fill positions at full-time status will be eligible for the
retention incentive. The designated eligible positions are approved by ordinance and identified annually in
the City's Compensation Schedule. Retention incentive information, if applicable, will be included in the
position posting notice.
B. Retention Amounts & Payment Schedule
New Hires
New hires will receive a retention incentive of $3,000 paid in three (3) equal $1,000 installments on:
• 6-month anniversary of employment;
e First year anniversary of employment;
• Second year anniversary of employment.
C. Referral Incentive
Any eligible staff member who refers a candidate that is hired for any full-time City position will receive a
referral incentive of $1,000 payable on the first -year anniversary of employment for the candidate they
referred. All City employees are eligible for the referral incentive except for Department Heads, the Human
Resources Manager, and the City Administrator.
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D. Relocation Reimbursement
Any newly hired full-time staff member who is moving from a distance of seventy-five (75) miles or more
is eligible for reimbursement of relocation expenses, up to $3,000. The employee must furnish paid receipts
to the Human Resources Manager within two (2) weeks of the relocation and all expenses must be incurred
within one (1) year of beginning of employment. Qualifying expenses include: moving companies, rental
trucks, and personal mileage paid at the current federal rate. If the employee leaves employment for any
reason prior to one year of employment, they will be required to repay the City a prorated percentage of the
reimbursement. For example, a new hire receives a $2, 000 reimbursement for relocation from Bentonville,
Arkansas and leaves City employment 200 days after starting. The employee would be required to
reimburse the City $904 of their relocation reimbursement (($2,000 / 365) x (365 - 200)). The City will
deduct the repayment amount from the employee's wages and/or salary and/or any sums owed to the
employee by the City, including but not limited to their final paycheck. All sums collected by the City shall
not reduce the employee's wage rate below the applicable federal minimum wage rate. If full payment is
not received by the final day of employment, the employee will pay the remaining balance in full within
thirty (30) days.
E. Police Academy Sponsorship
In an effort to recruit and retain sworn law enforcement personnel, the City may sponsor a candidate in an
accredited police academy program. The employee will be required to enter into an Employment Incentive
Agreement with the City related to the sponsorship program. During the duration of the academy, the
candidate will be an employee of the City at full-time status.
Following completion of the academy program and certification as a Police Officer, the employee will agree
to remain an employee of the City for a period of three (3) years. Failure to complete the three (3) year
term of service will result in the employee repaying all money paid for the academy program.
SECTION 4.10 INTERNSHIP AND JOB SHADOWING
The City recognizes the importance of providing educational opportunities to students as a way to connect
young people with potential career options related to public service. Students who are affiliated with a
public, private or home school program are welcomed to participate in either an internship or job shadowing
experience.
Prior to a student beginning an internship or job shadow experience with the City, the sponsoring school
must complete a waiver and assume the liability of the student. This waiver can be obtained from Human
Resources. A copy of the internship agreement from the school must be filed with Human Resources for
all internships.
Internships must be approved by the sponsoring Department Head. Interns are not considered employees
of the City; however, interns will be made aware of and expected to follow City personnel and safety
policies while engaged in their internship experience. Students participating in a job shadowing experience
are present strictly as observers and should not be allowed to perform any job duties.
SECTION 4.11 EMPLOYMENT OF MINORS
If the City employs a minor in a position, the regulations and restrictions of the State of Missouri related to
minor employment will be followed in relation to type and hours of work.
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Section 5. Job Descriptions, Evaluations, Compensation and
Benefits
SECTION 5.1 JOB DESCRIPTIONS
Job descriptions form the foundation for compensation classification of each position, for recruiting efforts,
performance expectations, and training needs. Job descriptions will include a title; a description of the
nature of work and relative responsibilities of the position; examples of work which are illustrative of the
duties of the position; requirements of work in terms of knowledge, skills and abilities necessary to perform
the work and a statement of minimum qualifications for recruitment into the position.
Human Resources maintains an inventory of budgeted positions in the City's service as well as job
descriptions for each position, the allocation of each position to its proper pay range in the City's pay plan
and the compensation guidelines governing the plan. All job descriptions will be reviewed whenever there
is a vacancy for the position or once every five (5) years.
All employees will receive a copy of their job description upon hire, promotion or transfer, and at any point
where changes in the essential functions or requirements to the job are made. The City Administrator has
the responsibility to approve job descriptions and associated job titles.
SECTION 5.2 EMPLOYEE EVALUATIONS
The City considers the growth an employee demonstrates on the job to be an important factor affecting the
employee's future with the organization. Employee evaluations help communicate the City's expectations
while guiding the growth and development of each member of our staff team. The evaluation process
should not be a once -a -year event, but rather an on -going effort where supervisors are in regular
conversation regarding employee performance. The formal annual evaluation should simply capture and
reinforce the ongoing employee performance conversation.
Each employee has the opportunity and is expected to discuss their review with their supervisor. In this
way, an employee can identify their strengths and growth areas on the job and take corrective action as
necessary. Opportunities for promotion and transfer to other jobs within the organization often arise and
the annual evaluations are an important consideration when selecting employees to fill vacancies.
SECTION 5.3 COMPENSATION GUIDELINES
A. Compensation Philosophy
The City strives, in everything we do, to be Upstream from Ordinary and deliver outstanding municipal
services to the community. The ability to recruit and retain exceptional employee talent is what allows our
organization to meet and exceed the expectations of our residents, guests and business community.
To remain an employer of choice in a competitive employment environment, the City will target our total
compensation rates at or above the market average. Human Resources will monitor pay and benefit surveys
from, but not limited to, the Mid -America Regional Council (MARC), the Missouri Municipal League
(MML), the Missouri City Management Association (MCMA) and informal survey requests from regional
communities.
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Recognizing that it is our staff team that powers the organization, the employee compensation and benefits
program exists to provide for the well-being of our employees — both now and in the future. Recruiting and
retaining outstanding employees is at the heart of the City's compensation philosophy.
B. Pay Ranges
All positions within the City will be analyzed, evaluated and properly classified into a corresponding pay
range. It is the policy of the City to establish compensation guidelines which incorporate midpoint pay for
all pay ranges at or above the regional market median for comparable or benchmarked positions.
The City will regularly evaluate pay ranges and compensation guidelines to ensure competitiveness for
attracting, hiring and retaining talent. All pay ranges will be evaluated at least every other year to ensure
all positions are classified properly and competitively. Pay ranges should be adjusted on a regular basis to
reflect increases in the regional cost of living.
Compensation schedules are included in the City's annual budget document.
C. Pay Periods
All pay periods begin on a Wednesday and run fourteen (14) days, ending on a Tuesday. There are typically
twenty-six (26) pay periods in a calendar year.
All employee paychecks will be distributed by direct deposit to the financial institution designated by the
employee on the Friday following the close of a pay period. If paycheck distribution falls on a City holiday,
paychecks will be issued on the business day immediately preceding the holiday.
D. Work Periods
The work period for all City employees, except as noted below, will be a seven (7) day period, beginning
on a Wednesday and ending on a Tuesday.
Fire Department Shift Employees
The work period for Fire Department shift employees on an A-B-C rotation cycle will be a twenty-eight
(28) day period beginning on a Wednesday and ending on Tuesday. Two (2) pay periods will make up a
work period.
Police Department Sworn Shift Employees
The work period for sworn Police Department shift employees will be a fourteen (14) day period beginning
on a Wednesday and ending on a Tuesday. The work period and pay period will run concurrently so that
the beginning of a pay period is also the beginning of a work period.
E. Work Schedule
All offices of the City will be open to the public for business as posted by the various offices and
departments. City Hall administrative offices will be open on all days except Saturdays, Sundays, holidays
and for certain public functions.
General Employees
General employee positions will work eighty (80) hours in a pay period. Employees who work in the
Administration, Community Center, Community Development, Engineering, Municipal Court and Public
Works Departments are considered general employees. Public Safety command and administrative staff
members are also considered general employees.
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Communications Division Shift Employees
Communications Division shift employees, commonly referred to as dispatchers, on an A-B-C-D rotation
cycle will work eighty (80) hours in a pay period. Due to the alternating shift cycle, employees will be
scheduled to work one thirty-six (36) hour week and one forty-four (44) hour week in each pay period.
Fire Department Shift Employees
Fire Department shift employees on an A-B-C rotation cycle will work nine (9) twenty-four (24) hour shifts
in a twenty-eight (28) day work period.
Consistent with the City's goal of managing overtime costs, Fire Department shift employees will have a
scheduled twenty-four (24) hour shift off every third work period to offset the additional hours worked over
the 212 hours allowed by FLSA. This practice is commonly known as a Kelly Day and these days will be
assigned through Fire Department procedures to facilitate operations.
Police Department Shift Employees
Police Department shift employees on an A-B-C-D rotation cycle will work eighty (80) hours in a fourteen
(14) day work period.
All employees will be assigned to a regular work schedule with specific starting and ending times as
determined by the City. The City does not guarantee a minimum or maximum number of hours employees
may be required to work as conditions necessitate. Employees are expected to be at their assigned location
and ready for work at the start of their designated workday. The City Administrator may adjust work
schedules as deemed necessary and in the best interest of the City. Under normal circumstances, the City
will notify employees seven (7) days in advance of changes in the work schedules.
F. Overtime Compensation
Non-exempt employees will be eligible for overtime compensation for all hours worked as defined below.
Overtime compensation may, at the discretion of the employee, be taken in the form of cash payment or
compensatory time. Exempt employees are not eligible for overtime compensation.
For the purpose of computing overtime, hours worked will be considered all time where the employee is
performing work for the City. Approved vacation and holiday hours are considered hours worked whereas
compensatory hours and sick leave are not considered hours worked for the purposes of determining
overtime compensation.
General and Communications Division Shift Employees
Employees will be eligible for additional compensation at the rate of one and one-half (1 ''/2) times their
regular hourly rate or compensatory time at the rate of one and one-half (1 ''/z) hours for every hour worked
beyond forty (40) hours in any work period. Employees may accrue up to 120 hours of compensatory time.
Any overtime earned above 120 hours will be paid in the form of cash payment as specified above.
Police Department Shift Employees
Police Department shift employees will be eligible for additional compensation at the rate of one and one-
half (1 %) times their hourly rate or compensatory time at the rate of one and one-half (1 ''/z) hours for all
hours worked beyond eighty (80) hours in any work period. Employees may accrue up to 120 hours of
compensatory time. Any overtime earned above 120 hours will be paid in the form of cash payment as
specified above.
Fire Department Shift Employees
Fire Department shift employees will be paid overtime in accordance with Section 7(K) of the Fair Labor
Standards Act (FLSA).
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Fire Department personnel assigned to an A-B-C Shift Rotation Cycle will be eligible for additional
compensation at the rate of one and one-half (1 %) times their hourly rate or compensatory time at the rate
of one and one-half (1 %) hours for all hours worked beyond two hundred and twelve (212) hours in any
twenty-eight (28) day work period. Employees may accrue up to 120 hours of compensatory time. Any
overtime earned above 120 hours will be paid in the form of cash payment as specified above.
Part -Time Employees — Non -Fire Department
Part-time employees will be eligible for additional compensation under the same terms as full-time
employees assigned to similar job titles, providing however, that they will not be allowed to accrue
compensatory time.
All overtime work must be approved in advance by the appropriate supervisor. It is the expressed goal of
the City to minimize overtime hours and supervisors are to manage workloads in such a manner to limit
overtime hours. Employees should not be working beyond their normal work schedule except in the event
of an emergency or when their work is necessary to carry out the essential services of the City. When
overtime is deemed necessary, every effort will be made to secure volunteers before overtime is assigned.
Whenever possible, supervisors should offer flexible scheduling within the same work period to reduce
overtime hours. For example, if an employee is required to stay late for two (2) hours on a Tuesday, that
employee may be able to come in late on a subsequent day during the work period. Flexible scheduling
should be used in a manner that will not unduly disrupt operations or create additional overtime work.
Upon promotion to an exempt classification or separation from service, accrued compensatory balances
will be paid to the employee. In the event of a promotion to an exempt classification, compensatory time
payment will be at the hourly rate of pay prior to the promotion.
G. Working Remote
For many of our positions, effectively serving the community requires the presence of our employees during
their work shifts. Research and experience also reminds us that organizational culture depends, in large
part, on colleague proximity and interactions. Building interpersonal relationships strengthens our team
and oftentimes, it is the "water cooler" conversations that help reinforce those relationships. It is difficult
to foster the spontaneous, informal interactions that help develop a team over a video conference or phone
call.
That being said, there is also a benefit to the added flexibility, reduced travel time and focused work
environment that can be available when working remotely. This is a concept that continues to evolve - both
within our organization and in the workforce in general - and we will regularly evaluate how the practice
can best serve our citizens and our employees.
Working remote on a regular basis may not be an option available to all City employees. There are
positions, however, where the duties and responsibilities of the employee are such where remote work can
be accommodated at the discretion of the supervisor. Positions eligible for working remotely will be
identified annually in the Compensation Schedule.
The ability to manage City operations in emergency situations from remote locations is a critical component
in our emergency management planning. Employees designated as eligible for working remotely are
encouraged to schedule one (1) remote work shift per month to maintain readiness for emergency or
recovery situations.
In the event of forecasted inclement weather, the City Administrator may approve remote work for eligible
employees in accordance with Section 6.12. Remote work should not be used in place of sick leave in the
event of an employee illness but may be used in the event of a sick family member or other extenuating
circumstance.
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While working from home must be pre -approved by the supervisor, non-exempt employees will be
compensated for all time worked for the City even in the event a supervisor has not given pre -approval.
Employees will be subject to discipline for working from home without appropriate approval.
H. Nursing Break
All nursing mothers will be provided with reasonable paid breaks to express breast milk for their nursing
child. Employees in need of this break should work with their supervisor to determine a place, other than a
bathroom, that is shielded from view and free from intrusion from co-workers and the public, which may
be used by the employee. The City provides a dedicated space in the Public Safety Building that is available
to any City employee needing space for this purpose.
I. Meal Periods
Scheduled lunch periods for non-exempt employees are one (1) hour in length unless department policy
dictates otherwise. It is the responsibility of the supervisor to schedule lunch periods for employees to
ensure proper staffing levels.
Non-exempt employees may work through their lunch period if approved by their supervisor. For example,
at the discretion of their supervisor, an eight (8) hour office employee may be allowed to work through their
lunch period and work a shift from 8 am to 4 pm. Past approval of working through a lunch period does
not guarantee that option in the future.
On occasion, the City may provide a Lunch and Learn or other noontime training session. These events
will be clearly labeled as training and attendance is considered an hour worked. In the event that a City
social function, potluck or non -training event occurs during the lunch hour, employees that normally take
a lunch break will consider that time as a non -working lunch period.
J. Wellness Break
To encourage employee health and wellness, the City may provide full-time employees with an optional
thirty (30) minute wellness break for each shift worked. During a wellness break, the employee is
encouraged to walk / jog / run or exercise in the Fit for Duty Center / Fitness Court. Employees will remain
on the City Hall Campus or at Renner Brenner Park during their wellness break.
Employees wishing to take a wellness break will coordinate the timing with their supervisor. Wellness
Breaks are not available to employees who take tobacco / smoking breaks.
K. Timesheet Records
All employees of the City are expected to complete time and attendance records as described below.
Employee timesheets will be checked and approved by the appropriate supervisor prior to processing.
Supervisors have the authority to adjust employee timesheet records in the event an error is discovered.
Employees will be notified and asked to approve of any changes made to their timesheet.
To provide for timely payment of all wages earned, timesheet records should be completed no later than the
end of the day on the final day of the pay period. For example, timesheets would be due by the end of the
day on Tuesday when the pay period closes. Each employee is responsible for completing and signing,
either physically or electronically, their own timesheet record. Failing to complete a timesheet, filling out
the timesheet of another employee, clocking in or out for another employee or falsifying any timesheet
record is prohibited and will be grounds for disciplinary action.
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Non -Exempt Employees
All non-exempt employees are responsible for accurately reporting their daily hours worked. It is
encouraged that hours worked should be recorded on the day they are worked. For employee shifts that
span two calendar days, hours worked should be reported on the day the shift ends. For example, a Fire
Department shift employee who begins their tour on Tuesday at 7 am and ends on Thursday at 6:59 am
should report twenty-four (24) hours worked on Tuesday and twenty-four (24) hours worked on Wednesday.
Non-exempt employees should not arrive at or remain on City premises outside of their work shift without
approval from their supervisor. Employees are expected to be ready to begin work at the beginning of their
assigned shift.
While Section 5.3(F) requires that overtime work must be pre -approved by the supervisor, non-exempt
employees will be compensated for all time worked, even in the event a supervisor has not given pre -
approval. Employees will be subject to discipline for working overtime hours without appropriate approval.
Exempt Employees
All exempt employees are responsible for accurately reporting days worked.
Exempt employees are expected to use the appropriate leave time in half -day increments if an absence is
for four (4) hours or more. For example, if an exempt employee who normally works an eight (8) hour day,
begins work at 8 am and then leaves at 10 am to take a child to the doctor and returns at 4 pm, the employee
should report four (4) hours of sick leave for the day. If the same employee under the same circumstances
left at 2 pm and did not return to work, no sick leave should be reported.
L. Payment of Correct Wages
The City strives to pay all employees in an accurate and timely manner and in compliance with applicable
law. Employees are expected to review each paycheck stub to confirm that the correct wages and deductions
have been applied to their record. Employees should notify their supervisor if they believe that their pay is
incorrect and in the event an error has occurred, arrangements will be made to remedy the situation as
quickly as possible.
Organization -wide annual compensation increases will be effective through the entirety of the pay period
in which the increase is to be effective. For example, if an annual raise is approved for the fiscal year
starting on July 1, all hours worked in the pay period that includes July 1 will be at the new rate of
compensation.
Individual promotions, demotions or temporary compensation adjustments will be as of the effective date
of the promotion, demotion or temporary adjustment. Except in extraordinary circumstances, these
adjustments should coincide with the beginning of a pay period.
M. Garnishments
The City complies with all court -ordered payroll garnishments and will remit deductions as ordered
SECTION 5.4 PAY PLAN ADMINISTRATION
A. New Employee Starting Pay
A new employee's starting pay will be based on the knowledge, skills, abilities and experience of the
employee. Typically, new employees will be hired at a rate of pay that is within the bottom quarter of the
grade in which their position is classified. For new hires with considerable experience in their job, the
employee may be placed at a rate of pay that is comparable to similarly experienced employees within our
organization. An employee may be started higher than the starting pay range based upon the
recommendation of the Department Head and with the approval of the City Administrator.
B. Merit -Based Pay Increases
Reserved for Future Use
C. Promotion Increase
For employees who promote to a position in a higher pay range, the employee's rate of pay will be increased
to the starting point of the new pay range or to a rate of pay equal to a five (5) percent increase over their
rate prior to promotion, whichever is greater.
D. Lateral Transfer
For City employees who transfer to a position within the same pay range, the employee's rate of pay will
remain unchanged.
For employees hired from outside the City, compensation will be based on the comparable wages of other
Riverside employees in the same position with similar experience and years of service. For example, if an
applicant for a Police Officer position had seven (7) years of prior Police Officer experience with another
agency, their starting compensation with the City should align with existing City employees with
comparable years of service, training and experience.
E. Temporary Out of Classification Pay
In the event that an employee assumes full or partial duties of a higher -level position for a period of time
lasting more than two (2) weeks and less than one (1) year, the City Administrator may approve the
temporary assignment. This may occur due either to a vacancy in a higher -level position or the extended
absence of an employee in a higher -level position.
The affected employee's pay rate will be adjusted by the same process as if the temporary assignment were
a promotion. If the additional duties, nature of the assignment and combined workload are significant
enough to warrant a temporary pay increase of more than five (5) percent, Board approval will be required
prior to the temporary assignment.
Rate of pay increases associated with temporary duty assignments will not take effect until the employee
assuming the duties has served in that role for two (2) weeks. This approach allows the City to treat planned
and unplanned extended absences the same for employees who take on additional duties. For example, a
Communications Supervisor will be out for six (6) weeks to care for a newborn child. A Communications
Officer is assigned to fill in for the Supervisor slot and would receive a rate of pay increase after the f rst
two (2) weeks of the absence —giving the Officer four (4) weeks at the higher rate of pay.
When the additional duties are complete, the employee will return to their former rate of pay. Any across
the board increase that occurs during the temporary assignment will be applied to the temporary rate of pay.
When the temporary duties end, the employee will be returned to their previous rate of pay with the across
the board increase applied to that rate.
F. Transfer to a Lower Pay Range
When the best interests of the City dictate, an employee may be transferred into a position classified in a
lower pay range. An employee may also voluntarily transfer to a position in a lower pay range if they are
qualified for such position. Board approval will be required for all transfers to a lower pay range. When
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an employee transfers, the rate of pay will be set based on their experience similar to how a new hire would
be placed within the pay range.
G. Position Reclassification
Department Heads may initiate requests for position reclassification when circumstances produce
significant changes in the duties of a particular position. The City Administrator and the Human Resources
Manager will review the request with the Department Head and determine whether or not a change is
appropriate. The Administrator's decision concerning the request is final.
When a position is reclassified to a higher classification, the affected employee's pay rate will be adjusted
by the same process as a promotion.
H. Across the Board Increase
Across the board increases will be subject to funding availability and are typically awarded as a percentage
of compensation. Normally, these increases will be effective at the beginning of the fiscal year unless
otherwise approved by the Board.
All positions listed in the pay plan are eligible for across the board increases unless the employee in the
position has reached the top of the pay range.
I. Top of the Pay Range
In the event an employee has a rate of pay that meets or exceeds the pay range maximum for their position,
they will not be eligible for future pay increases until the pay range is increased and then, future pay
increases may not exceed the maximum of the pay range. In this instance, any compensation that would be
earned above that top of range will be provided as additional pay and distributed on a bi-weekly basis. The
rate of pay of the employee, for future raises, would remain at the top of the pay range until such time as
the pay range is adjusted. For example, a long-time employee making $49, 000 a year is in a pay range with
a maximum of $50, 000. The City awards a three (3) percent annual rate ofpay increase (or $1, 470 for this
employee) as a part of the budget and, since ranges were adjusted last year, does not adjust the salary
ranges in the current year. The employee's new salary would be $50, 000 a year. The employee would
receive the additional pay of $470 divided evenly over the twenty-six (26) annual pay periods. In the
subsequent year, if the City awards an annual raise, the raise would be based off the $50, 000 salary, subject
to the same top of range restrictions listed above.
The City should make an effort to adjust pay ranges on a regular basis to reflect market conditions and cost -
of -living changes.
J. Premium Pay
Premium pay is a rate of pay that is paid at a rate above an employee's normal rate pay. The City defines
this as one and one-half (1 ''/2) times the normal hourly rate of compensation for the employee.
K. Call Back Compensation
Some departments may find it necessary to call employees to work in response to an emergency event. If
a non-exempt employee, having left their normal place of work or at home on a non-scheduled workday, is
called back to work, the employee will be credited with a minimum of three (3) hours, or the actual hours
worked, whichever is greater, at the regular rate for those hours in which they are performing call back
duty. The three (3) hour minimum does not apply for calls within one (1) hour of the normal workday. Call
back compensation commences when the employee arrives at the duty location.
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Call back compensation is paid at the regular rate of pay for the employee and is considered time worked
for the purpose of overtime eligibility.
L. Snow Removal Compensation
Snow removal is often necessary to provide for the public safety and the safety of the motoring public. If
snow removal during non -work hours becomes necessary, non-exempt employees providing snow removal
services will be compensated at their normal rate for those hours in which they are performing snow removal
duties. The three (3) hour minimum outlined in Section 5.4(K) also applies to snow removal work. If an
employee is sent home during their regular work shift to rest and prepare for after-hours snow removal, the
employee will be paid as though they had completed their regular shift in addition to any snow removal
hours that may be earned. For example, if an employee, who normally works eight (8) hours beginning 8
am is sent home at 12 noon to rest in advance of a forecast snowstorm and returns at 7 pm to work for two
(2) hours, the employee will receive eight (8) hours compensation at their normal rate ofpay and three (3)
hours of snow removal pay.
Snow Removal Compensation is paid at the regular rate of pay for the employee and is considered time
worked for the purpose of overtime eligibility.
M. Travel Time
Compensation for travel time will be paid in accordance with the Fair Labor Standards Act (FLSA) travel
time guidelines. Expenses incurred while on official travel are reimbursed as defined in Section 7.3.
SECTION 5.5 ADDITIONAL BENEFITS OF CITY EMPLOYMENT
A. Longevity Pay
The City of Riverside recognizes the benefit of a stable workforce in providing outstanding service to our
community. In an effort to reward long-term employees, the City offers an annual longevity pay for all
full-time and permanent part-time employees who have completed their third year of service by November
1 of the year. The longevity pay is paid in an amount set in the annual budget for each year of service and
is paid with the payroll immediately preceding Thanksgiving in the month of November.
Part-time employees are eligible to receive a longevity pay at half the annual amount being awarded to full-
time employees provided that they have worked at least 200 hours in the preceding twelve (12) months.
Every full year of service will be counted in calculating the number of years for the longevity pay but the
amount will be determined by the full-time or part-time status as of November 1 each year.
B. Insurance Coverage
The City offers health insurance to all full-time employees at a cost established annually during the budget
process. The City also offers family and dependent health insurance coverage to all full-time employees
for an additional cost that is determined on an annual basis. Other insurance coverage options, including
dental, vision, disability, critical illness and accident, are available to all full-time employees, their families
and dependents for a cost that is determined on an annual basis.
The City supports the health and well-being of employees by subsidizing a significant portion of the health,
dental and vision insurances available to our employees. The City also provides a base life insurance policy
to all full-time employees at no cost to the employee. Additional life insurance coverage is available for an
additional cost that is determined on an annual basis.
For the purposes of health insurance eligibility in this section, an eligible employee is any employee who
regularly works thirty (30) hours or more per week.
C. Health Savings, Flexible Spending & Dependent Care Accounts
The City of Riverside offers Health Savings Account (HSA), Flexible Spending Account (FSA) and
Dependent Care Account (DCA) options for full-time employees of the City. Depending on plan
requirements, HSA and/or FSA availability may be limited to employees who participate in eligible health
insurance plans. Enrollment occurs during an annual open enrollment period, and for the purposes of HSA
and FSA spending, the year begins on July 1 and ends on June 30.
HSA, FSA and DCA accounts are independently administered by a vendor selected by the City.
D. Retirement Program
All employees who work 1,500 hours in a calendar year are enrolled in Missouri's Local Government
Employees Retirement System (LAGERS).
Every eligible employee of the City participates in the L-6 life program with LAGERS at no cost to the
employee. The City contributes a defined percentage of compensation toward the LAGERS retirement
program to provide a defined benefit retirement plan for our employees. A defined benefit plan means that
an employee can calculate a monthly retirement benefit based on years of service and final average salary.
The LAGERS plan calculates final average salary using the highest five (5) consecutive years in the last
ten (10) years of employment.
Employees who have served with other LAGERS -participating employers may be eligible to continue
building service credit during their employment with the City. For example, an employee who worked for
the City of Sedalia for four (4) years and then with the City of Riverside for ten (10) years would have
fourteen (14) years of service credit.
Employees become vested for benefits with LAGERS after five (5) years of full-time service.
E. Financial Investment Programs
In an effort to support employees with additional savings for their retirement, the City allows full-time
employees to invest in 457(b) deferred compensation and IRA plans through direct payroll deduction. A
deferred compensation program allows employees to save and invest for retirement by contributing a
portion of their earnings on a pre-tax basis. IRA's may have pre-tax benefits, depending on the plan.
F. Cell Phone Allowance
The City provides cell phones or allowances to employees based on the needs of the City and the duties of
the position. Allowances are paid monthly as a part of a payroll disbursement. Cell phone allowances are
issued in accordance with Section 7.7(B).
G. Take Home Vehicles
For the purposes of public safety and to provide for a rapid response in emergency situations, the City
provides take home vehicles to certain employees based on the duties of their position. Take home vehicles
are governed in accordance with Section 7.6.
H. Retention & Referral Incentives
The City has identified several critical positions that may be eligible for a hiring, retention or referral
incentive. These incentives are paid in accordance with Section 4.9.
I. Clothing and Uniform Allowance
While in general, employees are expected to provide their own clothing when coming to work, the City
does provide formal uniforms and clothing for certain employees of the City that are specific in nature to
their employment with the City. These items specifically indicate that the wearer represents the City of
Riverside and would not typically be worn in non -working situations and are not subject to payroll taxes as
a benefit. For example, the City may provide Police, Fire and Public Works uniforms. At the conclusion
of their service to the City, the employee is expected to return the items that have been provided.
For clothing items provided that are generic in nature, that do not specifically indicate that the wearer
represents the City, employees will be subject to payroll tax for those items. For example, the City may
provide sneakers for fitness class instructors that have use beyond work function and should thereby be
considered a taxable benefit. At the conclusion of their service to the City, the employee is free to keep the
items that have been provided.
J. Healthy Employees Initiative
Healthy, active people make for better, happier employees and the City is committed to helping employees
get and stay well. The Employee Betterment Committee works to provide health and wellness related
activities throughout the year. These programs may include monthly themes, challenges and interactive
events, lunch and learns, and other educational opportunities. The Betterment Committee also oversees the
on -site Fit for Duty employee fitness center.
In addition to the Fit for Duty center, the City supports full-time employees who are actively seeking to
improve their health and fitness level with program options as outlined below.
Program Choice
Description
Incentive Levels
YMCA or other fitness
membership / personal training
Wellness Programs & Fitness
/ wellness programs / weight
City pays 75%, up to $840
Activities
loss program fees / shoes /
annually, of costs and fees
equipment / sports league
registration / race entry fees
Clothing and ood delivery excluded
For participating employees, the City will provide reimbursement for seventy-five (75) percent of the cost
incurred for programs, equipment or fees reasonably related to improving the health and well-being of our
employees in the manner that best supports their wellness goals. YMCA or other fitness membership fees
may be reimbursed if the membership is a family membership whereas all other reimbursements are
specifically for costs or fees incurred by the employee.
The maximum reimbursement will be on a calendar year basis and may be reimbursed monthly or for up to
one (1) year of membership fees at a time. Reimbursements are considered taxable income and will be
processed through the payroll system. Receipts must be turned in within three (3) months of the date on
the receipt to be eligible for reimbursement.
If an employee is reimbursed for a year -long membership and leaves employment prior to the end of that
year, the employee will reimburse the City for the remaining portion of the year. For example, if an
employee pays and is reimbursed for a $500 yearly membership that runs January I to December 31 but
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leaves employment with the City on July 1, the employee will reimburse the City $250 for the remaining
portion of the year. The City may elect to withhold the reimbursement from a final paycheck.
K. Employee Assistance Program
The City cares about the well-being of our staff and, for those experiencing challenging times, offers an
Employee Assistance Program (EAP) to all full and part-time employees. The EAP provides confidential,
accessible professional counseling services for employees whose personal problems may impact their
ability to function effectively at work or at home. This may include family issues, grief, stress, relationships,
substance abuse or addiction concerns, work -related issues, legal or financial issues, and any mental health
issue. The EAP is administered by a third -party vendor and the City never receives personally -identifiable
information about employees accessing this benefit.
L. College Incentive Program
The City values educated, engaged learners as a benefit to the organization and to the community. In
recognition of the importance of advanced educational achievement, the City provides full-time employees
with an incentive for completed degrees from an accredited college or university.
Associates Degree
Bachelor's Degree
Master's Degree
$50 per month
$100 per month
$150 per month
To be eligible, the employee will submit a certified copy of their transcript from an accredited college or
university showing the degree awarded to Human Resources. For an employee receiving an incentive under
this program prior to January 1, 2024 for credits earned toward a degree but who have not been awarded
the degree, the employee will continue receiving the incentive payment in place prior to January 1, 2024.
M. Tuition Reimbursement Program
The purpose of this program is to support the ongoing academic education of City employees which is a
benefit to both the City and the employee. This policy pertains to courses attended by employees that accrue
credit toward a high school diploma, high school equivalency certificate or college degree. The policy also
applies to Firefighter / ENITs who enroll in an accredited paramedic program.
ProKram IZequirrmcnts
This program is available to all full-time employees with at least six (6) months of continuous service prior
to beginning participation in the program.
Eligible employees may participate in the program by applying and receiving the recommendation of their
Department Head. Interested employees should contact Human Resources for information and an
application.
The course must directly relate to the employee's current job duties, or any course including electives
required for a degree or certificate in a field either directly related to the employee's current duties,
or a field in which the employee would have a reasonable expectation of being promoted to while
employed with the City. Such course work must be completed at an accredited educational
institution.
Application for the Tuition Reimbursement Program must be made in advance of enrollment in the
course or program that the employee is requesting to be reimbursed. An application is available
from Human Resources. This form requires information about the course or program the employee
is planning to attend.
Funding will generally be assigned on a first -come, first -approved basis.
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Additional Program Delails
Tuition reimbursement requests will be processed when an employee furnishes evidence of
completing a course (copy of the final grade and receipts for tuition, fees and textbooks). To be
eligible for reimbursement, the employee is responsible for submitting documentation of expenses
and final grades within thirty (30) days of completion of the course(s) to Human Resources for
approval and reimbursement. No reimbursements will be made for expenses incurred for a class
that is not successfully completed or for documentation turned in more than thirty (30) days after
the completion of the course.
Reimbursement payments will be based on the following schedule:
o Grade of "A", the City will reimburse 90% of tuition, fees and required textbooks.
o Grade of "B", the City will reimburse 80% of tuition, fees and required textbooks.
o Grade of "C", the City will reimburse 70% of tuition, fees and required textbooks.
o There will be no reimbursement for any grades below a "C".
o Courses taken as "Pass / Fail" will be considered to have earned a "C".
For the purposes of this schedule, "A+"and "A-" are considered an "A", and so on.
• For Fire Department employees enrolled in a paramedic program, employees will be eligible for
reimbursement of 90% of registration, fees and required textbooks upon successful completion of
the program and issuance of a paramedic license by the State of Missouri.
• Employees will be eligible to receive up to the then -current tax-free fringe benefit maximum per
calendar year as defined by the Internal Revenue Service. Any reimbursement above the defined
amount will be considered taxable income.
• The City will not reimburse employees for the cost of tuition and mandatory fees which are paid for
by other sources, such as scholarships, grants, veteran's programs, U.S. military reserves, aid
programs, or other subsidies.
• The City views Tuition Reimbursement Program as an investment in our employees. Any employee
leaving the service of the City will reimburse the City via personal check, cash or money order, with
the below schedule:
o Less than one year after reimbursement — 100% repayment
o More than one but less than two years after reimbursement — 75% repayment
o More than two but less than three years after reimbursement — 50% repayment
For the purposes of this schedule, the date(s) will be defined as the date(s) of the reimbursement. Upon
separation, any amount still owed to the City will be deducted from the employee's final paycheck after
taxes and appropriate deductions and withholdings. All sums collected by the City will not reduce the
employee's wage rate below the applicable federal minimum wage rate. Any additional balance owed by
the employee will be paid in six (6) equal monthly payments commencing on the 151h of the month following
the month in which the employee's employment with the City ends. If the balance owed exceeds $5,000,
the City may, at its discretion, approve a repayment plan that exceeds six (6) months, provided that interest
will accrue after the initial six (6) month period.
When the educational program requires being away from one's job during normal work hours, the employee
and their Department Head must agree such a schedule in advance and make necessary arrangements to
ensure that expectations for ongoing work assignments are met. The City does expect, however, that the
first priority of our employees is their service to the community and classwork will not be allowed to unduly
impact the work schedule.
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Section 6. Leave Time
SECTION 6.1 VACATION LEAVE
Every full-time employee of the City will be provided with vacation leave at their regular hourly rate of
pay. For the purpose of accrual, vacation leave hours are accrued equally during each of the City's pay
periods and are made available for use as accrued.
A. Accrual Rates and Rollover Maximums
Years of Service
Full -Time Employees
Rollover Maximum
80 hours per workperiod)
New hire to end of 4th year
80 Hours
120 Hours
(10 8-hour work days)
Years 5 — 9 of service
120 Hours
180 Hours
(15 8-hour work days)
144 Hours
216 Hours
Years 10 — 14 of service
(18 8-hour work days)
160 Hours
Years 15 — 19 of service
240 Hours
(20 8-hour work days)
184 Hours
276 Hours
Years 20 — 24 of service
(23 8-hour work days)
25 years of service and beyond
200 Hours
300 Hours
(25 8-hour work days)
Years of Service
Fire Shift Employees
Rollover Maximum
New hire to end of 4th year
96 Hours
144 Hours
(4 24-hour work shifts)
144 Hours
Years 5 — 9 of service
216 Hours
(6 24-hour work shifts)
Years 10 — 14 of service
192 Hours
288 Hours
(8 24-hour work shifts)
Years 15 — 19 of service
216 Hours
324 Hours
(9 24-hour work shifts)
Years 20 — 24 of service
241 Hours
361.5 Hours
(10.04 24-hour work shifts)
258 Hours387
Hours
25 years of service and beyond
(10.75 24-hour work shifts)
B. Annual Rollover
On December 31 of each year, any vacation time above the applicable rollover maximum accrued by each
employee will be forfeited with no further value to the employee. This leave review will only occur once
a year on December 31. For example, a Fire Shift employee with eleven (11) years of service who has 300
hours accrued on December 31 will forfeit twelve (12) hours.
Unused vacation leave time may, in very rare and extenuating circumstances, be extended beyond the
December 31 expiration date for ninety (90) days with the approval of the City Administrator. The
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employee must submit a request to their Department Head in writing by December 15 to be considered.
Consideration will only be given to those circumstances that may have been the result of unusual work
demands or other situations where an employee's scheduled leave time was rescinded. Additionally,
consideration may be given to an employee for an unforeseen major health condition.
An employee approved for an extension to take their vacation time must use their excess time as well as
any additionally accrued leave and be back below the cap by the end of the extension period. Any accrued
vacation leave above the rollover maximum at the end of the extension period will be forfeited.
C. Vacation Leave Usage
Vacation leave can only be taken after accrued, according to payroll records, unless approved by the City
Administrator.
Use of vacation leave must be approved by the employee's supervisor in advance of the leave start time.
Employees will use the appropriate method for requesting vacation leave as established by their department.
Supervisors may require the use of vacation leave in specific increments depending on the overall
operational needs of the department.
The City believes that vacations are beneficial to employees and restorative in nature and the City
encourages employees to take advantage of their vacation leave benefit. The City will not offer cash
payments in lieu of vacation time for those who do not use their vacation leave.
In the event City operations are hindered or an emergency exists, the City Administrator or Department
Head may rescind scheduled vacation leave usage. If a scheduled vacation is canceled by the City and the
employee is unable to reschedule in a reasonable period of time, the impacted employee may be allowed to
carry over the leave with approval from the City Administrator.
An employee becoming ill while on vacation leave may request that their supervisor change the vacation
leave to sick leave. Any such change will require a doctor's statement or other proof of treatment indicating
that the employee was ill for the specified period to receive approval.
D. Payment Upon Separation of Employment
As specified in Section 9, an employee will be paid for accrued vacation leave not taken prior to the date
of separation.
Should an employee pass away while an active employee of the City, any unused vacation leave will be
paid to their survivors or estate.
Requested vacation leave time will not be approved in an effort to extend the final day of employment
beyond the last day of work, except as approved by the City Administrator.
SECTION 6.2 SICK LEAVE
Sick leave will be granted when an employee is unable to perform assigned duties due to personal sickness
or injury. An employee will also be granted sick leave for necessary medical, dental and optical
examination or treatment provided that the sick leave granted for such purposes will not exceed the actual
time necessary for examination or treatment and reasonable travel time. All sick leave utilization will be
consistent with other sections of these regulations.
Employees who claim sick leave may not work for any other employer or business during the period of
requested sick leave.
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Full-time employees of the City will be provided with sick leave at their regular hourly rate of pay. Sick
leave hours are accrued equally each pay period and are available for use beginning with the pay period
after the hours are accrued. No employee may accrue more than the maximum accruals listed below.
A. Accrual Rates
Full -Time Employees
(80 hours per workperiod)
Accrual per Pay Maximum Accrual
Period / Year
3.69 / 96 Hours 720 Hours
B. Sick Leave Usage
Fire Shift Employees
(212 hours per work period)
Accrual per Pay Maximum Accrual
Period / Year
5.08 / 132 Hours
1008 Hours
Sick leave may be used for personal or immediate family medical conditions, or dental, optical or medical
examinations. Sick leave will be used in one-half (Yz) hour increments rounded to the nearest half-hour and
can only be taken after accrued according to payroll records.
Any medical condition specifically identified in Section 6.5 for the Family and Medical Leave Act (FMLA)
will be eligible for sick leave use. For purposes of this section, immediate family is defined as the
employee's parent, sibling, spouse, child or stepchild.
Sick leave may be authorized for an employee quarantined for exposure to a contagious disease.
An employee will notify their immediate supervisor of the reason for their absence and the expected time
needed as far in advance as possible. To support the staffing needs of the City, permission for sick leave
for medical examinations, treatments or dental work should be obtained at least two (2) days prior to the
beginning of the leave, except in emergencies. Absent extraordinary circumstances, employees must notify
their supervisor at least thirty (30) minutes before their scheduled shift starts. Fire Department shift
employees will notify their immediate supervisor no less than two (2) hours prior to the beginning of their
work shift.
Employees who do not notify their supervisor of sick leave within one (1) hour after their scheduled shift
starts may be charged as an "unauthorized absence" without pay and may be subject to disciplinary action.
An employee will keep their immediate supervisor informed of their ability to work if the absence is for
more than one (1) day. Whenever three (3) or more consecutive work shifts are missed due to illness, such
sick leave may be designated as FMLA leave.
In the event that an employee misses three (3) or more consecutive work shifts due to a non -work -related
injury, procedure or surgery, the employee will be required to submit a doctor's release before returning to
work. The employee may also be required to successfully complete a City -provided return to work
examination.
Employees will ensure that all required doctor releases and medical records are submitted directly to Human
Resources for retention.
Claiming sick leave under false pretense to obtain time off with pay will be grounds for disciplinary action
as outlined in Section 8.2 up to and including termination from employment.
C. Payment Upon Separation of Employment
An employee retiring from City service into a City -sponsored retirement program as outlined in Section 9.8
will be compensated for fifty (50) percent of their accrued sick leave.
If an employee passes away from a non -duty related situation, their accrued sick leave will be treated as
though they had retired from City service into a City -sponsored retirement program. In the event an
employee passes away in a duty -related situation, the full value of any unused sick leave will be paid to
their survivors or estate.
An employee separating for any other reason is not eligible for compensation of any portion of their accrued
sick leave.
SECTION 6.3 PAID HOLIDAYS
A. City Holidays
Full-time employees are provided with twelve (12) holidays per calendar year for which they will receive
full pay at their regular rate of compensation. City holidays are:
New Year's Day
Martin Luther King, Jr. Day
Presidents' Day
Easter Sunday
Memorial Day
January 1
3`d Monday in January
3rd Monday in February
Easter*
Last Monday in May
Juneteenth
June 19
Independence Day
July 4
Labor Day
1 st Monday in September
Veterans Day
November 11
Thanksgiving Day
4th Thursday in November
Thanksgiving Friday
Day after Thanksgiving
Christmas Day
December 25
* Easter Sunday is a holiday only observed by Fire Department shift employees.
Police Department shift employees will be paid an additional eight (8) hours at regular time, whether or not
they are scheduled to work the holiday. Fire Department shift employees will be paid an additional hour at
regular time for every hour worked on the holiday. Fire Department shift employees whose shift is ending
on a holiday will not be considered to have worked the holiday. For example, ifA Shift concludes duty at
7 am on December 25 and B Shift begins duty at that time, B Shift will be compensated for working the
holiday.
Employees who are called in to work on a holiday as outlined in Section 5.4(K) or Section 5.4(J) will be
compensated as specified in those sections in addition to holiday pay outlined above.
B. Definitions and Eligibility
Only full-time employees are eligible for paid City holidays.
When the City holiday falls on a Saturday, the holiday will be observed on the preceding Friday. When the
City holiday falls on a Sunday, the holiday will be observed on the following Monday. Fire Department
shift employees will be paid for City holidays on the actual day the holiday occurs.
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If a Fire Department shift employee is scheduled to work a holiday and calls in sick, the sick time will be
counted against the employee's accumulated sick leave time and they will forfeit any additional
compensation for the holiday.
Any full-time employee who is eligible for a paid holiday and who is on unpaid leave either the last working
day before or the first working day after a holiday will forfeit their right to compensation for the holiday.
SECTION 6.4 MAINTENANCE OF INSURANCE DURING LEAVE
During an extended leave, an employee's insurance coverage will be continued at the same level and under
the same terms and conditions as the coverage currently being provided by the City to other benefit -eligible
employees.
If the employee is on paid leave, the City will continue to deduct for all payroll deductions as directed by
the employee.
If the employee is on unpaid leave, the employee is responsible for making payments for all payroll
deductions as directed by the employee either in person or by mail. Payments must be received by the City
by the first day of each month. If the payment is more than sixty (60) days late, supplemental benefit plans
will be dropped for the duration of the leave. Reinstatement will be subject to the conditions required by
the benefit providers and no outstanding balance due to the City.
SECTION 6.5 FAMILY AND MEDICAL LEAVE ACT (FMLA)
Eligible employees are allowed up to twelve (12) weeks of leave during any "rolling" twelve (12) month
period or up to twenty-six (26) weeks to care for a military service member (measured backward from the
date the FMLA leave sought by the employee would begin) for the following reasons:
• The birth of a child and to bond with the newborn child within one year of birth.
• The placement with the employee of a child for adoption or foster care and to bond with the newly -
placed child within one year of placement.
• A serious health condition as defined by the US Department of Labor's FMLA guidelines that makes
the employee unable to perform the functions of his or her job, including incapacity due to
pregnancy and for prenatal medical care. To care for the employee's spouse, son, daughter, or parent
who has a serious health condition, including incapacity due to pregnancy and for prenatal medical
care.
• Any qualifying exigency arising out of the fact that the employee's spouse, son, daughter, or parent
is a military member on covered active duty or call to covered active duty status.
If a husband and wife both work for the City and each wishes to take leave for the birth of a child, adoption
or the placement of a child into their foster care, or to care for a child with a serious health condition, the
husband and wife may take only a combined total of twelve (12) weeks of FMLA or twenty-six (26) weeks
to care for a military service member.
A. Eligibility
To be eligible for FMLA leave, the employee must have been employed by the City for at least twelve (12)
months and have worked at least 1,250 hours during the twelve (12) months prior to the start of the FMLA
leave.
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FMLA leave may be used for the purposes listed above and as required by federal law. For purposes of this
section, immediate family is defined as the employee's parent, spouse, child, or stepchild, but does not
include parent "in-laws".
B. Requirements
It is the responsibility of the employee to submit their request to Human Resources for approval at least
thirty (30) days in advance when the need is foreseeable. If full notice is not possible, an employee is
expected to give as much notice as is practicable (ordinarily one (1) or two (2) business days) after the
employee learns of the need for the leave.
Employees who request leave under this policy for the serious health condition of the employee or a family
member, must provide the City with a statement of medical certification from a health care provider which
explains the condition necessitating the leave, the date the condition commenced and the probable duration
of the condition. The appropriate form is available from Human Resources. The statement of medical
certification should be provided to the City after submitting the application for leave. In the case of
unforeseen leave (such as for a medical emergency) the statement of medical certification should be
provided to the City as soon as is practicable after the leave commences. Failure to provide a requested
medical certification will result in the denial of leave until after the employee provides a statement of
medical certification to the City.
If the City has reason to doubt the validity of a medical certification provided by the employee's health care
provider, the City may require the employee to obtain a second opinion, at the City's expense, and from a
health care provider designated by the City. In the event the second opinion differs from the first, the City
may request the employee to obtain a third and final opinion, at the City's expense, from a health care
provider jointly approved by the City and the employee.
The City may also require periodic reports during the duration of the leave regarding the medical status of
the employee or family member and the employee's intention of returning to work.
C. Additional Provisions
Whenever more than five (5) consecutive work days are missed due to a qualifying reason as defined by
the FMLA, the leave will be designated as FMLA leave retroactive to the first day of work missed.
When FMLA leave is needed for planned (rather than unforeseen) medical treatment, the employee is
required to make a reasonable effort to schedule the treatment to minimize disruption to the City's
operations.
D. How Leave May Be Taken
The employee may take FMLA leave in twelve (12) consecutive weeks, may use the leave intermittently
(take a day periodically when needed over the year), or under certain circumstances, may use the leave to
reduce the work week or work -day, resulting in a reduced hour schedule. In all cases, FMLA leave may
not exceed a total of twelve (12) weeks over the "rolling" twelve (12) month period.
The City may temporarily transfer an employee to an available alternative position with equivalent pay and
benefits if the alternative position would better accommodate the intermittent or reduced schedule.
For the birth, adoption or foster care of a child, the Department Head and the employee will work together
to develop a mutually agreed upon work schedule before the employee may take the leave intermittently or
work a reduced -hour schedule. Leave for the birth, adoption or foster care of a child must be concluded
within one (1) year of the birth or placement of the child.
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If the employee is taking leave for a serious health condition or because of the serious health condition of a
family member, the employee is expected to coordinate any schedule of intermittent leave or a reduced -
hour working schedule with their supervisor before taking such leave. An employee using intermittent
leave will be required to provide notice to their supervisor in accordance with the Sick Leave Policy as
outlined in Section 6.2. Failure to provide any notice will result in the absence being charged as an
"unauthorized absence" without pay and may be subject to disciplinary action.
E. Pay During Leave
Employees must use accrued paid time off (sick leave, vacation and/or compensatory time) for any
circumstances for which they may be eligible for FMLA leave. Paid leave time will run concurrently with
FMLA leave. The City must designate paid time off requested by an employee as FMLA leave to be
considered part of the maximum twelve (12) week leave time, according to FMLA guidelines.
Leave usage may not exceed the total number of hours designated in a work period as defined in Section
5.3(D) in a manner which would create an overtime situation. For example, a Fire Captain on FMLA leave
for a medical condition who would normally be scheduled to work 216 hours in a work period may only
use 212 hours of paid leave time during the work period.
F. Employee Benefits During Leave
During a leave under this policy, an employee's insurance coverage will be continued in accordance with
Section 6.4.
Employees will continue to accrue vacation and sick leave time while on paid FMLA leave. Employees on
paid leave will continue to receive City -funded retirement contributions while on FMLA leave.
Should an employee fail to return to work at the end of their FMLA leave, retirement benefits will be based
on the last day worked or the last day of paid time off taken by the employee, whichever is later.
The employee date of hire and seniority status will not be affected by FMLA leave.
G. Reinstatement
Upon return to work, the employee will be returned to their position held prior to their FMLA leave or an
equivalent position with equivalent benefits, pay and other terms and conditions of employment.
H. Return to Work Testing
An employee returning from leave under this policy due to their own serious health condition is subject to
the return to work policy as outlined in Section 6.15. Failure to provide a release may result in a denial of
restoration of employment until the employee is medically released to work.
SECTION 6.6 WORKERS' COMPENSATION LEAVE
Workers' Compensation is an insurance type benefit which the City provides to its employees. Workers'
Compensation benefits are regulated by state law and change periodically. The cost of Workers'
Compensation insurance is paid entirely by the City. Workers' Compensation benefits apply to employees
who suffer injuries or occupational disease related to their employment.
All medical expenses incurred as the result of injuries or occupational disease related to employment will
be paid by the City through its Workers' Compensation insurance.
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When an employee is injured on the job, they must report the injury as soon as possible within the shift to
their immediate supervisor, who will prepare a report of injury. The supervisor will contact Human
Resources within twenty-four (24) hours to initiate a claim and will send the Report of Injury to Human
Resources within three (3) working days. Human Resources will coordinate with the injured employee for
appropriate medical treatment by a provider of the City's choice.
If an employee is injured on the job and is determined by the City's Workers' Compensation medical
provider to be unable to return to their normal duties, they will either be completely off from work or,
pending availability and with clearance by the City's medical provider, provided with an alternate, "light
duty" work assignment. Generally, the City offers "light duty" work assignments whenever possible. In
consideration of Workers' Compensation injuries, the City may attempt to assign injured personnel to "light
duty" status when there is a reasonable expectation that in doing so, such action will facilitate a return to
full employment. The City is not obligated to create "light duty" positions and nothing in these regulations
is intended to create a requirement for the City to provide "light duty".
While away from work or on "light duty", the employee will be paid their regular wages and be subject to
their normal payroll withholdings. Any payment received by the employee from Workers' Compensation
will be signed over to the City through Human Resources within ten (10) days of receipt of the payment.
In the event that an employee refuses to accept a "light duty" assignment, the employee will forfeit City
compensation for all hours of missed work and may be denied Workers' Compensation benefits at the
determination of the carrier.
An employee who returns to work (full or light duty) and is directed to have follow-up doctor's appointments
or treatment during the employee's regularly scheduled work hours will be compensated for hours missed
due to the doctor's appointment. Employees should schedule appointments or treatment to minimize time
away from work. The employee is to provide a doctor's statement as verification of the appointment or
treatment.
Following medical treatment for a Workers' Compensation injury, the employee's supervisor should ensure
that the City's medical provider has provided documentation of the employee's eligibility to work to Human
Resources prior to allowing the employee to work. A supervisor will not allow an employee to return to
work without verifying that the employee has been cleared for duty.
While an employee is on Workers' Compensation leave, the employee will continue to accrue paid leave
time and will be compensated for holidays as normal.
Failure to follow the Workers' Compensation Policy will be grounds for appropriate disciplinary action.
SECTION 6.7 MILITARY LEAVE
Employees who are members of the National Guard or any reserve component of the United States Armed
Forces will be granted military leave without loss of seniority, paid leave time, or any other rights for
periods of military service up to the limits specified in state and federal laws pertaining to such leave.
When a request for military leave is submitted to the Department Head, the employee will provide an official
order from the appropriate military authority as evidence of such duty for which military leave is requested.
The order will contain the certification of the employee's commanding officer of performance of duty in
accordance with the terms of the order.
Employees who enlist, are drafted or activated into full-time military service are given specific rights under
the Uniformed Services Employment and Reemployment Rights Act of 1994 (USERRA). Any employee
wishing to enlist, who is drafted or who is called to active full-time duty should consult Human Resources
to gain an understanding of their rights and benefits.
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The City stands with our staff members who give of themselves in the service of our country and will
provide compensation of up to 120 hours per City fiscal year when the employee is called away for military
leave.
During a leave under this policy, an employee's insurance coverage will be continued in accordance with
Section 6.4. Employees will continue to accrue vacation and sick leave time while on paid military leave.
Employees on paid military leave will continue to receive City -funded retirement contributions while on
leave.
SECTION 6.8 BEREAVEMENT LEAVE
Full-time employees working eight (8) hour shifts will be granted up to forty (40) paid hours off and full-
time employees working twelve (12) or twenty-four (24) hour shifts will receive up to forty-eight (48) paid
hours off in the event of the death of an immediate family member. Bereavement Leave does not have to
be used on consecutive days and may be taken to attend a funeral or memorial service, for personal
reflection or for any other reasonable purpose. Under normal circumstances, bereavement leave should be
used within thirty (30) days of the death of the immediate family member.
For purposes of this section, immediate family members will mean: spouse or significant other, child,
parent, sibling, grandchild, grandparent, legal guardian or corresponding in-law or "step" relation.
In the event that the employee needs additional time beyond the allowance provided, they may use their
accrued sick, vacation, or comp time. Employees wishing to attend funerals of other, non -immediate family
members must use vacation leave or compensatory time.
SECTION 6.9 ADMINISTRATIVE LEAVE
The City may institute administrative leave when it is in the best interest of the City to have an employee
temporarily removed from City service. Administrative leave does not presume innocence or guilt in a
given situation. Examples of these instances include, but are not limited to the following:
• An employee has been charged with and awaiting disposition of a crime the City deems to be serious
which negatively reflects on the City;
• Criminal charges filed against an employee impacting the ability of the employee to perform the
functions of their position with the City;
• An employee is being investigated for job -related misconduct including, but not limited to, violation
of any City policies related to the employees job;
• An employee disciplinary action is pending;
• An employee is grossly insubordinate and is causing disruption of normal operations.
A. Leave with Pay
There may be an occasion when it becomes necessary to remove an employee from service as the
circumstances of a work -related incident or event are reviewed or otherwise investigated. The City
Administrator may approve the placement of an employee on administrative leave with pay pending the
review. Any investigation should be conducted thoroughly and expeditiously to resolve the situation as
soon as possible.
An employee may be placed on administrative leave with pay for up to a maximum of thirty (30) calendar
days. In the unlikely event that an extension is needed, the City Administrator may approve additional
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administrative leave with pay or move the employee to administrative leave without pay. The Board of
Aldermen will be informed regarding an employee placed on administrative leave with pay.
Should the review or investigation related to the administrative leave determine that disciplinary action is
warranted, action may be taken in accordance with Section 8.
B. Leave without Pay
During the investigation, hearing or trial of an employee on a non -work -related criminal charge or civil
action where removal from service would be in the best interests of the City, the City Administrator may
approve the placement of an employee on administrative leave without pay for the duration of the
proceedings as a non -disciplinary measure. The employee may elect to use accrued vacation or
compensatory time during the leave. The Board of Aldermen will be informed regarding an employee
placed on administrative leave without pay.
Should the review or investigation related to the administrative leave determine that disciplinary action is
warranted, action may be taken in accordance with Section 8.
During a leave under this section, an employee's insurance coverage will be continued in accordance with
Section 6.4. Employees will continue to accrue vacation and sick leave time while on paid leave.
Employees on paid leave will continue to receive City -funded retirement contributions while on leave.
An employee that is placed on administrative leave will return City property prior to the start of the leave.
This property may include building and vehicle keys, access cards, purchasing cards, badges, firearms, etc.
Access to City information technology systems will be deactivated during administrative leave and unless
otherwise directed.
An employee on administrative leave should not be on City property that is not generally accessible by the
public unless directed by the City and should be available during business hours to meet as needed.
SECTION 6.10 PARENTAL LEAVE
Parental Leave will be handled in accordance with the City's Sick Leave and Family Medical Leave Act
policies. Pregnancy, if problematic, may qualify as a serious health condition under FMLA guidelines, and
the birth of a child also qualifies for FMLA as outlined in Section 6.5.
To support employees who welcome a child into their family, either by means of birth or adoption, the City
will provide up to twelve (12) weeks of paid sick leave that will not be charged against the employee's other
leave time banks. For employees with less than one (1) year of service at the time the leave commences,
the paid sick leave benefit will be six (6) weeks.
This benefit will be used in at least two (2) week increments within the first (6) months of the birth or
adoption and will run concurrently with FMLA leave.
In the event that both parents are employed by the City and welcome a child, the total paid Parental Leave
benefit provided by the City will be six (6) weeks, allocated between the employees at their discretion.
SECTION 6.11 CIVIL DUTY LEAVE
Full-time employees will be compensated at their regular rate for required jury duty. Department Heads
will require applicable supporting documentation prior to approving this leave. Any compensation received
by an employee from the court because of required jury duty service will be turned over to the City.
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While employees are encouraged to vote on their own time either before or after normal working hours,
employees who are registered voters and whose working shift would otherwise prevent voting will be
provided with up to three (3) hours of paid leave during polling hours for the purpose of voting. The
employee must request voting leave prior to Election Day.
SECTION 6.12 INCLEMENT WEATHER LEAVE
Weather conditions do not provide an exception to normal work routines. When City facilities are open,
employees will be paid for the hours they work or will be required to take vacation or compensatory time.
Should any specific employee not have accrued paid leave, they will not be paid for the time they did not
work.
The City Administrator may authorize staff reductions or remote work due to inclement weather or damage
caused by inclement weather. Employees who are eligible for remote work may conduct their regular duties
remotely and be compensated in accordance with Section 5.3(G). Employees not eligible for remote work
and who do not report to work on a day when a facility is open will need to take vacation or compensatory
time for the hours missed.
If the City Administrator approves the adjustment of hours of any City facility, the impacted employees
will be compensated for normal work hours and will not be charged any leave time for reporting as directed.
An employee regularly scheduled to work on a day in which a facility is closed early and who leaves earlier
than the designated time or who does not make it to work that day, will be charged the applicable leave time
for the hours that the facility was open and they were not present for work. Those employees will not be
charged leave time for the hours when the facility was designated to be closed. For example, on a day
when an ice storm leads to City Hall closing at 12 pm, an employee who was unable to come into work will
be compensated for the four (4) hours City Hall was closed and be charged with four (4) hours of leave
time.
In the event the City Administrator determines that a City facility will not open at all on a given day and
employees of the facility are advised not to report to work, employees will not be charged leave time for
that day.
SECTION 6.13 LEAVE OF ABSENCE
The City recognizes that employees may need to take time away from work for important family needs or
personal reasons. To support our employees, this policy is designed to meet the needs of employees for
leave time not otherwise covered in these regulations. A leave of absence from active status is considered
an extraordinary request and, as such, will be unpaid time off from work. All accrued sick, vacation and
compensatory time must be exhausted prior to being granted a leave of absence.
Subject to the approval of the Department Head and the City Administrator, an employee may be granted a
leave of absence for a period not to exceed sixty (60) calendar days. A request must be submitted in writing
to the appropriate Department Head as soon as is practical in advance of the needed start of leave.
During a leave under this section, an employee's insurance coverage will be continued in accordance with
Section 6.4. Vacation and sick leave will not accrue to an employee who is on a leave of absence that
extends through a complete pay period and an employee on a leave of absence will not be paid for holidays
which occur during the leave.
Unlike FMLA, an approved leave of absence does not guarantee the employee the right to return to the
position held prior to the leave.
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SECTION 6.14 UNAUTHORIZED ABSENCES
Any unauthorized absence of an employee from duty will be deemed to be an unexcused absence and may
be grounds for disciplinary action.
An absence by an employee who has exhausted all accrued sick leave and is not on approved FMLA leave
will be considered an unauthorized absence.
Any employee who is absent for three (3) or more consecutive work shifts without authorization and proper
notification will be deemed to have abandoned their position as outlined in Section 9.3.
SECTION 6.15 RETURN TO WORK TESTING
To protect the health of our employees and the people we serve, an employee returning to work after an
extended illness or injury will be required to furnish a statement from their physician verifying that their
physical condition permits the resumption of employment without restrictions and that such work will not
endanger the employee's health or the health of others.
An employee who has been released to return to work with no restrictions after a musculoskeletal injury,
whether it occurred on or off the job, will be required to undergo a physical examination by a doctor
representing the City. Employees who are absent from work for more than three (3) weeks for an illness
will also be required to complete a physical examination before returning to work. Approval to return to
work is contingent upon, among other things, satisfactory completion of this physical examination.
In the event an employee is unable to be cleared to return to work without restrictions and has exhausted
available FMLA and leave time, the employee may apply for any other positions for which they may be
qualified. If no such position is available or the employee is not qualified for any other position, they will
be separated from service with the City.
SECTION 6.16 VESSA (VICTIMS ECONOMIC SAFETY & SECURITY ACT)
The State of Missouri's Victims Economic Safety & Security Act (VESSA) enables employees who are
victims of domestic violence or sexual abuse, or whose family or household members are victims of
domestic violence or sexual abuse to receive up to two (2) workweeks of unpaid leave per twelve (12)
month period. This unpaid leave may be taken all at once, intermittently or on a reduced work schedule.
VESSA runs concurrently with FMLA and/or other types of leave.
Definitions
Work week: A work week is defined as an employee's standard work week and therefore the precise number
of days entitled to each employee is dependent upon his/her standard work week.
Household Member: Household members includes a spouse, parent, son, daughter, other person related by
blood or by present or prior marriage, other person who shares a relationship through a son or daughter, and
persons jointly residing in the same household.
Reasonable Safety Accommodation: An adjustment to a job structure, workplace facility, or work
requirement, including a transfer, reassignment, modified schedule, leave, a changed phone number or
seating assignment, installation of a lock, implementation of a safety procedure, or assistance in
documenting domestic violence that occurs at the workplace or in work -related settings, in response to
actual or threatened domestic violence.
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Eligibility for Leave
An employee working for the City is eligible for leave under VESSA if (1) the employee is a victim of
domestic violence or sexual abuse, or (2) one or more of the employee's family or household members are
victims of domestic violence or sexual abuse.
Purpose & Qualifying Reasons
The City will grant leave under the VESSA in any one or a combination of the following circumstances:
• Seeking medical attention for, or recovering from, physical or psychological injuries caused by
domestic or sexual violence to the employee or the employee's family or household member;
• Obtaining services from a victim services organization for the employee or the employee's family
or household member;
• Obtaining psychological or other counseling for the employee or the employee's family or household
member;
• Participating in safety planning, temporarily or permanently relocating, or taking other actions to
increase the safety of the employee or the employee's family or household member from future
domestic or sexual violence or to ensure economic security; or
• Seeking legal assistance or remedies to ensure the health and safety of the employee or the
employee's family or household member, including preparing for or participating in any civil or
criminal legal proceeding related to or derived from domestic or sexual violence.
Notice and Documentation
Employees seeking leave under VESSA must provide the City with at least 48 hours' advance notice of the
intention to take leave, unless giving notice is not practicable.
Employees are required to provide certification that (1) the employee or the employee's family or household
member is a victim of domestic or sexual violence, and (2) that the leave is for one of the qualifying reasons
set forth above. The employee must provide the certification within a reasonable period after the employer
requests certification. VESSA approved certification includes a sworn statement from the employee, and
the following:
Documentation from an employee, agent, or volunteer of a victim services organization, an attorney,
a member of the clergy, or a medical or other professional from whom the employee or the
employee's family or household member has sought assistance in addressing domestic violence or
sexual violence and the effects of such violence;
A police or court record; or
Other corroborating evidence.
VESSA documentation, including but not limited to, the employee's certification, medical records, police
or court record and any other corroborating evidence will remain confidential. VESSA prohibits employers
from disclosing this information except to the extent that disclosure is requested or consented to in writing
by the employee or otherwise required by applicable federal or state law.
Maintenance of Benefits and Restoration Rights
Similar to the Family and Medical Leave Act (FMLA), the City will maintain coverage for the employee
and any family or household member under any group health plan for the duration of the VESSA leave at
the current level of the employee's benefits in accordance with Section 6.4. In the event the employee does
not return to work following VESSA leave, the City will recover the premiums paid during the leave of
absence.
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Reasonable Safety Accommodations
The City will make reasonable safety accommodations, in a timely manner, to the known limitations
resulting from circumstances unless such accommodations would impose an undue hardship on the City.
Moreover, the City will consider any exigent circumstances or danger facing the employee or their family
or household member in determining whether the accommodation is reasonable.
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Section 7. Employee Conduct
SECTION 7.1 EXPECTATIONS
City employees are expected to demonstrate prompt, courteous, fair and honest treatment to each other and
to all citizens with whom they come into contact. In providing exceptional service to everyone, City
employees will not grant any consideration, special treatment or advantage to any person beyond which is
available to every other citizen. High standards of personal conduct and integrity are essential to good
municipal service and are expected of each employee. Employees will conduct themselves in a manner that
will bring respect to themselves, their department and to the City of Riverside.
In dealing fairly and equitably with all parties, employees will avoid situations that create a real or perceived
conflict of interest. In addition to conflicts of interest which arise because of a certain relationship, an
employee shall not handle, facilitate, or participate in a transaction with a person or business which has
offered or promised the employee a job, gift, or business investment. Whenever a possible conflict of
interest exists, an employee without a conflict should handle the matter. If an employee is uncertain whether
a conflict exists, or if a reasonable person might believe a conflict exists, the employee should consult with
their supervisor. For example, if the City's Engineer was evaluating proposals to provide a service to the
City and their spouse worked for one of the companies being considered, a conflict of interest would exist
and the review should be overseen by another employee.
Employees should be familiar with the department in which they work, as well as other departments of the
City. When approached by a citizen or presented with a concern, employees are expected to refer the matter
to the proper authority. Employees are expected to obey all applicable personnel policies, ordinances and
state and federal laws — both on and off the job.
The City expects honesty and integrity from every member of our staff team throughout their service with
the City. Employees will not unlawfully disclose or reveal any information in violation of the provisions
of the Missouri Open Meetings Act, the Missouri Open Records Act, or any policy or law in the City.
SECTION 7.2 CURRENT INFORMATION
In order to maintain accurate records affecting emergency contacts, insurance and retirement benefits,
employees will report all changes in address, driver's license status, contact information, dependent
information and other pertinent information to Human Resources within five (5) business days of the
change.
SECTION 7.3 TRAVEL REIMBURSEMENT POLICY
The City will pay for appropriate travel, food, lodging or other expenses reasonably incurred by employees
in performance of their duties when those duties take them outside of the Kansas City Metropolitan
("Metro") area. For the purposes of this section, the Kansas City Metropolitan area will consist of any
location within Cass, Clay, Jackson, Platte or Ray counties in Missouri or any location within Johnson,
Leavenworth or Wyandotte counties in Kansas. When traveling within the metro, an employee may take a
City vehicle if departing from Riverside or may take their personal vehicle if that would be more convenient
for the employee. Mileage will not be reimbursed for travel within the Metro.
Travel planning should occur far enough in advance so that payment of conference registrations can take
advantage of any early registration discounts. Registration fees will be paid by a City -issued credit card.
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The City will pay for conference registration fees and for additional pre- and post -session professional
development opportunities that are clearly a function of the conference. Conference -sanctioned and
programmed networking activities like fun runs, golf tournaments or historical outings may be paid for as
a part of conference registration. Fees for any non -conference related entertainment activities that are not
official City business are the responsibility of the employee.
The City expects employees to be good stewards of their time and should plan travel accordingly. If the
destination would allow for the employee to depart to the conference or meeting on the day that event
begins, that is our expectation. For example, if a conference is being held in Branson, Missouri and the
opening session is on Tuesday at 8 am, it would be appropriate for the employee to travel to Branson on
Monday afternoon. If that same conference had an opening session at 2 pm, it would be expected that the
employee would depart for the conference on Tuesday morning. Similar expectations exist for return travel.
An employee may choose to extend their stay at the destination, at their own expense, beyond the time of
the conference. For example, if the Branson conference ended on Friday morning, an employee could
choose to remain in Branson Friday and Saturday evenings at their own expense.
To effectively use our resources, employees are encouraged to travel in the most economical means
available. When air travel can reduce travel time or be more cost effective, employees are expected to
travel by air. For example, if a conference were being held in Baltimore, Maryland, flying time would be
approximately two and a half (2.5) hours compared with sixteen (16) hours of driving time. The employee
would be expected to fly. When traveling by air, employees are expected to travel in the most economical
cabin of service available. The City will pay for checked baggage fees but will not pay for preferred seating
upgrades or "early bird" check -in fees. Employees traveling by air are expected to use the most economical
method for getting to and from the departing and arriving airports.
When the most effective mode of transportation is a vehicle, it is our expectation that a City vehicle will be
used whenever possible. If a City vehicle is unavailable, an employee may request in advance to use their
personal vehicle. Approval must be given by the appropriate Department Head or, in the case of a
Department Head, the City Administrator. When approved to use a personal vehicle for City travel, the
City will reimburse the employee at the current IRS mileage rate. No additional allowances above the
mileage rate are permitted and the use of a City credit card to purchase gas for a personal vehicle is never
allowed.
All travel expenses are expected to be paid for using a City -issued credit card whenever possible. In an
effort to make expense reporting straightforward, employees who have their own City -issued credit cards
are expected to incur their costs on their City -issued card. For example, if three (3) members of the Police
Department are at a conference, each has a City -issued credit card and they all check in to the hotel at the
same time, each employee should pay for their own hotel stay on their City -issued card. If an employee
without a City -issued credit card is traveling with an employee who has a City -issued card, the employee
with the City -issued card will pay for the costs of both employees.
Transportation and lodging expenses will be paid by a City -issued credit card while Meals and Incidental
Expenses (M&IE) will be paid directly to the employee prior to travel. If an employee is accompanying an
elected official(s) on travel, a City -issued purchasing card used to pay for all meals is acceptable and no per
diem advance will be provided. Employees remain subject to the daily limits for M&IEs.
A Per Diem Worksheet must be submitted to the Finance Department no less than ten (10) days prior to
travel to allow for M&IE payment to the employee who will be traveling. The worksheet will identify
meals provided by the conference registration and calculate the approved M&IE for the travel.
For meals and incidentals associated with travel, the allowance will be calculated using the US General
Services Administration's current M&IE Breakdown for the destination location. The amount issued to the
employee will be the M&IE daily total, minus any meals provided by the conference. First and last day of
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travel will receive seventy-five (75) percent of the daily M&IE total, minus any meals provided by the
conference. The M&IE allowance may be spent by the employee for expenses at their discretion but at no
point will the City reimburse additional M&IE expenses. For travel where a per diem is issued in advance
to an employee, use of a City purchasing card for purchasing meals or other incidentals is prohibited.
For example, an employee is traveling to Branson for a conference that begins on a Tuesday and ends on
a Friday. Lunch is provided on Wednesday and dinner is provided on Thursday and the hotel does not offer
free breakfast. The GSA rate for Branson in 2023 was $59 per day ($13 for breakfast, $15 for lunch, $26
for dinner and $5 for incidentals). The approved total allowance for the trip would be $165.50.
B
L
D
I
Travel Factor
Daily Per Diem
Tuesday
$ 13.00
$ 15.00
$ 26.00
$ 5.00
75%
$ 44.25
Wednesday
$ 13.00
$ -
$ 26.00
$ 5.00
100%
$ 44.00
Thursday
$ 13.00
$ 15.00
$ -
$ 5.00
100%
$ 33.00
Friday
$ 13.00
$ 15.00
$ 26.00
$ 5.00
75%
$ 44.25
$ 165.50
Receipts for all non-M&IE expenses incurred by the employee will be submitted as a part of the normal
purchasing card receipt process. No additional forms or paperwork are required.
If a trip or conference is cancelled after the M&IE allowance has been provided, the employee will return
the funds to the City within five (5) business days.
SECTION 7.4 USE OF CITY FACILITIES, EQUIPMENT AND MATERIALS
All City owned facilities, buildings, vehicles, supplies, materials and items of value are for the express
purpose of carrying out City services. No employee will use any City owned facility, building, vehicle,
supply, material or other item of value for their personal benefit or the personal benefit of any other
individual, unless such action is required in the performance of official duties.
Employees will be issued appropriate access cards, keys and purchasing account cards as necessary to carry
out their duties. To protect City resources and facilities, employees are expected to report a lost, stolen or
misplaced card or key to Human Resources as soon as possible.
SECTION 7.5 ACCESS TO PERSONNEL FILE
The official personnel file of every City employee will be kept by Human Resources. Departments may
keep additional files as necessary but must maintain those files in a manner consistent with the security and
access controls maintained by the City. If a negative personnel action entry is placed in an employee's
personnel file, that documentation will be signed and dated by the individual making the entry and will be
presented to the employee for their counter signature. Complimentary entries will also be placed in the
employee's personnel file and copies provided to the employee.
An employee will have access to review their personnel file. All personnel files are City property and will
remain in the possession of the City. In accordance with RSMO 610.021 (13), the contents of a personnel
file are a closed record and the City will not release the contents of a personnel file except as otherwise
required by law or except if the employee/former employee signs an authorization to release and the City
Administrator determines it will not be prejudiced by such authorization.
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An employee may grant access to their personnel file for the purposes of employment or other background
checks by providing authorization, in writing, to Human Resources.
SECTION 7.6 VEHICLE USE
The City maintains a fleet of vehicles for use by employees in carrying out their job duties. It is expected
that those vehicles will be utilized efficiently for attending to items of City business. While operating or
riding in any City vehicle, passengers will comply with all laws governing the use of seatbelts and cell
phones. Any question related to the appropriate use of a City vehicle should be directed to a Department
Head or Human Resources.
To support public safety and to efficiently respond to situations where a delay could endanger the health
and wellbeing or those the City protects, certain positions are provided with a take home vehicle for use to
and from work. Take home vehicles may only be issued to employees living within a twenty-five (25)
miles radius of Riverside City Hall. Any employee holding a position listed below and residing outside of
the distance range as of January 1, 2024 may continue to drive their current City vehicle to their current
residence until that vehicle is replaced or the employee relocates, at which point the distance requirement
will apply. Take-home vehicles are to be used only for City matters, except for appropriate, de minimis
personal stops between work and home. For example, an employee with an approved take home vehicle
may stop at the grocery store or drop off children at school on their way to or from work. For employees
authorized to use their take-home vehicle for personal use as of January 1, 2024, they may continue such
use within twenty-five (25) miles of the City until June 30, 2024 — at which point the vehicle will be for to
and from work use with appropriate de minimis personal stops.
The positions authorized to utilize a City vehicle to and from work are:
• Community Development: Animal Control Officer
• Fire: Chief, Assistant Chief
• Police: Chief, Captain, Detective, K-9 Officer
• Public Works: Director
Employees provided with a qualified non -personal use vehicle as defined by the Internal Revenue Service
are not subject to taxation on the value of the vehicle use. For example, clearly marked Police and Fire
vehicles and unmarked law enforcement vehicles are considered qualified non personal use vehicles.
Employees provided with a vehicle not meeting the qualified non -personal use standard will be considered
and reported to be receiving a taxable benefit under the Internal Revenue Service Commuting Rule.
Employees should not have an expectation of privacy in their use of a City -provided vehicle. Vehicle use
may be monitored and/or tracked for appropriate use. The City may review vehicle usage at the City's
discretion.
SECTION 7.7 TELEPHONE AND CELL PHONE USE
A. General Regulations
Employees should not have an expectation of privacy in their calls on City -owned telephones. Calls may
be monitored for customer service and business reasons.
All calls of a personal nature should be held to a minimum both in length and occurrence to avoid disruption
to the workplace or a delay in service to our citizens. This includes any calls made on City owned or private
cellular phones.
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On duty employees will not use a cellular phone while operating a motor vehicle, equipment or while
performing duties that could be unsafe while using a cellular phone. While hands -free cellular phone use
is permitted, the City expects all operators of City vehicles and equipment to do so in a safe manner with
the utmost care and attention to operating the vehicle.
All cellular phones should be placed in silent mode or turned off while at workstations or during meetings.
B. Cell Phone and Data Packages
Employees whose job duties include the frequent need for a cell phone may receive extra compensation in
the form of a cell phone allowance to cover business -related costs on their personal cell phone. No further
reimbursement for cell phone costs is available to employees who receive such an allowance.
Employees eligible for a cell phone allowance generally include Department Heads, supervisors, and full-
time employees whose job duties regularly require emergency call back, working away from their desk or
facility, irregular work hours or other job -related factors that require the employee to routinely utilize a cell
phone to enhance their ability to perform their job duties. Department Heads will recommend which
employees within their departments qualify for a cell phone allowance. The City Administrator will give
final approval on all cell phone allowances.
Employees who are provided with a City cell phone as of January 1, 2024 may be approved to switch to a
cell phone allowance, provided that the City does not incur additional cost for discontinuing the service
assigned to the employee as of the adoption of this policy.
Employees hired after January 1, 2024 whose position requires a cell phone will receive a cell phone
allowance. City -issued phones will not be provided to new employees.
Allowance Amount
The standard monthly cell phone allowance amount will be $80.00
Allowance Payment
The cell phone allowance will be paid monthly as a part of the employee's paycheck and is not subject to
payroll taxes. This allowance does not constitute an increase to base pay, and will not be included in the
calculation of percentage increases to base pay due to pay increases, overtime calculations, promotions, etc.
Employee Responsibilities
The employee must retain an active cell phone as long as an allowance is in place. The employee will
provide their Department Head and Human Resources with their current cell phone number and
immediately notify both parties if the number changes.
Employees receiving a cell phone allowance are expected to carry the cell phone both on and off duty and
respond when called for City business. While non-exempt employee cell phone use for City business
outside of working hours should be minimal and with pre -approval from a supervisor, it is the responsibility
of the employee to track time worked and to report calls or emails requiring significant time as time worked
in quarter-hour increments.
Exempt employees are expected, as a part of their responsibilities to the organization, to respond to critical
calls, emails and messages at all times. De minimis (brief) communications should not be considered in
relation to hours worked. For example, an exempt employee who takes a day off and responds to emails
and text messages in the afternoon should consider the day as a full day of leave time. Being accessible to
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our staff, management and community is a basic expectation of our leadership team and a condition of the
provided cell phone allowance.
Employees receiving an allowance own their phones personally and may use the phone for both business
and personal purposes as needed. Use of the phone in any manner contrary to local, state, or federal laws
will constitute misuse, and will result in immediate termination of the cell phone allowance and may result
in further disciplinary action up to and including termination of employment with the City.
The City recognizes that a privately -owned cell phone is the personal property of the employee. If requested
by the City, the employee will promptly provide detailed records, data and information regarding City
business -related use of their phone. If such information is requested, the employee may redact or otherwise
remove call or data transmissions that are personal in nature or unrelated to City business.
SECTION 7.8 INFORMATION TECHNOLOGY (IT) USE
The purpose of this policy is to outline the acceptable use of the City of Riverside's computer and network
equipment. This policy is in place to protect the employee and the City. Inappropriate use and/or
noncompliance with this policy will result in disciplinary action.
A. Computer Usage
Only persons presently employed by or serving in an official capacity with the City are permitted to use
computer resources owned, rented, leased or otherwise under the control of the City. The computers,
computer accounts and network access given to employees are to assist them in the performance of their
jobs. Employees should not have an expectation of privacy in anything they create, store, send or receive
on a City -owned network or system. The computer systems and networks maintained by the City belong
to the City.
It is prohibited for an employee to use another employee's password or access code, even with the
employee's permission, or authorize anyone else to use their password or access code. It is prohibited to
attempt to discover another user's password or access code.
Unless expressly authorized, installing hardware and software on the City's computer systems is strictly
prohibited. Only City IT personnel or authorized consultants may install software or hardware on or
maintain or service the City's computer system.
Employees are prohibited from intentionally writing, producing, generating, copying, propagating or
attempting to introduce any computer code designed to self -replicate, damage or otherwise hinder the
performance of any computer's memory, file system or software. Such software often is called a virus,
worm, Trojan horse or some similar name.
This policy will apply to all equipment that is owned or leased by the City, and will be adhered to by all
employees, officials, contractors, consultants, and other workers affiliated with the City, including all
personnel affiliated with third parties.
B. Internet Usage
Internet access is intended to be used for business purposes only; use for informational or personal purposes
is permissible within reasonable limits. Excessive personal use or violations of law related to internet use
will result in disciplinary action, up to and including termination of employment.
Use of computer resources or internet connections including but not limited to transmitting, downloading
or posting defamatory, discriminatory, obscene, offensive, sexually oriented and/or explicit or harassing
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information, gambling, disclosing personal information without authorization and all other illegal activity
is strictly prohibited.
The City has the right, but not the duty, to monitor all aspects of its computer system, including, but not
limited to, monitoring sites visited by employees on the internet, monitoring chat groups and newsgroups,
reviewing material downloaded or uploaded by users to the internet, and reviewing email sent and received
by users.
C. Email Usage
A City email account will be provided to all employees of the City with the expectation that City business
conducted by email will be done through the City email system. City email provides a convenient way for
employees to communicate with the public and for time -sensitive information to be shared within the
organization. The City may monitor and review the contents of such emails at any time and for any reason
management determines appropriate. Employees must, therefore, use email appropriately and primarily for
business functions.
Material that is fraudulent, harassing, embarrassing, sexually explicit, profane, obscene, intimidating,
defamatory, or otherwise unlawful or inappropriate may not be sent by email or other form of electronic
communication. Employees encountering or receiving this kind of material should immediately report the
incident to their supervisor.
Email messages sent through City email accounts are assumed to be public information; they are subject to
discovery requests in legal proceedings and the provisions of the Missouri Open Records Act. Messages
in the email system may be monitored, intercepted or copied to a backup system for retention. Even if
deleted, a message still may exist in backup files maintained by the City. For employees who make use of
the City's email system to transmit personal messages, those messages will be treated no differently from
work -related messages and may be accessed, reviewed, copied, deleted or disclosed.
D. Social Media Use
This policy relates to any material, whether written, audio, video or otherwise on any website, blog or any
other medium accessible via the internet.
The City maintains an online presence for the purpose of providing information and access to the public.
All social media accounts representing City activities will be approved by the City Administrator prior to
being established. Social media accounts will be established using a City -issued email address in
coordination with the IT Manager.
An employee may not characterize themselves on their own personal social media accounts as representing
the City. The use of a City email address, job title, official City name, seal or logo will be deemed an
attempt to represent the City in an official capacity.
Department Heads have the option of allowing employees to participate in existing social networking sites
as part of their job duties. Department Heads may allow or prohibit employee participation in any social
media activities while on duty.
When posting in a non -official capacity an employee will take reasonable care not to identify themselves
as an official or employee of the City. When the identity of an employee posting on a non -City social media
site is apparent, the employee or official will clearly state that he or she is posting in a private capacity. For
example, if the Finance Director were to comment on a County -managed Facebook page regarding a
County bond vote, the Finance Director would not identify their position as the City's Finance Director in
the posting and / or would make clear that the view being expressed was their own and not representative
of the City.
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E. Unacceptable Practices
The following are unacceptable technology practices and are prohibited:
• Using City equipment in violation of federal, state and local laws.
• Intercepting, eavesdropping, recording or altering another person's email message.
• Adopting the identity of another person on any email message, attempting to send email
anonymously or using another person's password.
• Misrepresenting your affiliation on any email message.
• Composing email that contains racial or sexual slurs or jokes or patently harassing, intimidating,
abusive or offensive material to or about others.
• Using email to communicate any material of an obscene or derogatory nature or in a manner that
may be offensive to others.
• Accessing objectionable or improper material unless specially granted permission by the
Department Head in conjunction with work related activities.
• Knowingly introducing to the City's network any message, software or device containing a virus.
• Technology provided by the City will not be used for taking any legal action against the City.
• Intentionally tampering with, deleting or altering City records or other employees' work product in
a malicious manner.
• Abusing work time to access non -work -related information or email correspondence.
• Utilizing any automatic self-destructing messaging application to conduct City -related public
business on any device.
F. Retention
Email messages sent from the City's email system are subject to the same record retention regulations and
procedures as paper documents deemed to be a record. Each employee will be responsible for retaining all
messages sent by moving them to appropriate folders, iling electronically or by printing and retaining a
paper copy. The City will maintain backup files that are created on a regular basis for the purposes of
retention.
If email is personal in nature, it may be deleted when no longer needed. If the email is in regard to a City -
related issue, it must be retained in accordance with the State of Missouri's Open Records Act. The
following are examples of email messages and the appropriate method of retention:
• Invitations for lunch, birthday notices and other announcements that are considered personal in
nature may be deleted when no longer needed.
• Any message related to a request for service from a citizen is considered general correspondence
and must be retained for five years.
• Any message related to a current City project must be retained in accordance with the project files.
• Any message related to a litigation item must be retained in accordance with the case files.
SECTION 7.9 WORKPLACE RELATIONSHIPS
The City expects employees to work together as team members to provide quality, consistent customer
service to the citizens of Riverside. The City recognizes that consensual social relationships between
employees will occur and has the potential to occasionally disrupt City business. The City will take
appropriate action to maintain a positive working relationship among its employees and to prevent
disruption of City business.
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A. Procedures and Expectations
If employees enter into a consensual social relationship, the relationship will not be allowed to disrupt City
business.
If a Department Head enters into a consensual social relationship with any employee, the Department Head
will promptly and confidentially provide a written notice of the relationship to the City Administrator. The
City Administrator, in consultation with Human Resources and the City Attorney, will review the duties
and business interactions between the employees to determine if their consensual social relationship may
disrupt City business. Except as outlined below, the relationship is not prohibited; however, the relationship
will not be allowed to disrupt City business.
The City prohibits any consensual social relationship, including marriage, between a supervisor and an
employee in their line of authority. If such a relationship develops despite this prohibition, the supervisor
will promptly and confidentially provide a written notice of the relationship to their immediate supervisor.
If a consensual social relationship is either prohibited under this section or disrupts City business, the City
will address the disruption as it would any other performance issue.
Failure to voluntarily and promptly report a consensual social relationship as required above may result in
immediate transfer or termination of one or both employees.
B. Definitions
Consensual Social Relationship —A relationship to which both employees voluntarily and mutually consent
including, but not limited to: dating; romantic relationships; sexual intimacies; marriages; and the like.
Disruption of City Business — A consensual social relationship will be considered as disrupting City
business, as that term is used in this policy, when such relationship causes: work disruptions; individual job
performance to suffer; tension, uneasiness, or strife between employees in and outside the relationship;
actual or perceived favoritism between the employees in the relationship; business decisions actually made
or perceived to be made, are based on emotions or the relationship rather than on facts; an actual conflict
of interest; the appearance of a conflict of interest based on the perception of employees or the public; the
potential for sexual harassment complaints; or the like.
Supervisor — A supervisor is an employee in a position of authority with responsibilities for: assigning and
evaluating work of other employees; approving timesheets of other employees; approving or denying
requests for leaves of absences of other employees; issuing disciplinary actions to other employees; and the
like.
Prompt Notification — Prompt notification is defined as five (5) working days.
SECTION 7.10 CHILDREN AND FAMILY AT WORK
Employees are welcome to bring their children, family members, or significant others to visit their worksite,
provided that the visits are infrequent, brief and planned in a fashion that limits disruption to the workplace.
While guests are in the workplace, they must be directly supervised by the employee at all times. If the
frequency, length or nature of visits becomes problematic, the employee will be advised of the situation and
will be expected to take corrective action.
To promote a healthy working environment, employees are not permitted to bring sick children to work.
Leave time as outlined in Section 6.2 is provided to be used to care for an ill child.
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SECTION 7.11 PERSONAL APPEARANCE AND DRESS CODE
City employees are expected to exhibit appropriate standards of dress, personal hygiene and cleanliness for
their required duties and responsibilities in the workplace. The City desires to present a neat, professional
appearance and our employees are often the frontline in that effort. The City expects employees to have
sufficient pride in their work and their association with the City to exercise mature discretion in appearance,
dress, and demeanor. Appropriate attire depends on the nature of the individual's job, safety considerations,
duties and visibility with the public.
Employees who are provided with work uniforms are responsible for the care of those uniforms and will
wear the assigned uniform while working for the City.
Any visible tattoo or body markings that are offensive, profane, unprofessional, inappropriate or
objectionable must be covered while working.
Employees may not wear attire, including ball hats, with slogans or symbols that may be considered
offensive to the public, or that support a political candidate or philosophy.
Scented products, if used, should be used conservatively as a courtesy to others. Body odor should be
eliminated through proper hygiene. Don't be stinky.
A. City Hall / General Office Employees
The following generally applies to City Hall and other employees who are not issued work uniforms.
Employees should wear 'office casual' or more formal dress. For men, office casual requires a shirt with a
collar and dress pants. For women, office casual requires slacks or skirts and casual blouses or collared
shirts.
• Office casual dress does permit denim in good condition, with no visible fraying, rips or tears,
provided that the denim fits appropriately and in close proximity to the waistline.
• Office casual dress does not permit t-shirts, sweatshirts, sweatpants, tank tops, midriff shirts, halter
tops, see -through tops or flip flop -style shoes.
Casual Friday dress is permitted.
• Casual Friday dress permits capris and cargo -style pants in good condition, with no visible fraying,
rips or tears, provided that the pants fits appropriately and in close proximity to the waistline.
• Casual Friday dress permits a City -issued t-shirt in good condition.
• Casual Friday dress permits tennis shoes or other sneakers that are in good condition.
At no time should employees wear clothing that reveals excessive back, chest, stomach, cleavage or
undergarments. The City does not permit athleisurewear, short skirts, short dresses or shorts to be worn
unless a part of a City -issued uniform.
Employees reporting to work with inappropriate dress, appearance or uniform issues will be relieved from
duty, counseled and sent home without compensation to change into appropriate dress. Questions about
the appropriateness of apparel or appearance should be directed to the employee's supervisor or Department
Head.
SECTION 7.12 POLITICAL ACTIVITIES
All employees are encouraged to exercise their right to vote in local, state and federal elections. No
employee will make use of City time, supplies, equipment or vehicles, nor wear their City -issued clothing
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or uniform, to aid a political candidate, political party, or political cause. No employee will use their City
position to persuade, coerce or intimidate any person in the interest of a political candidate, political party
or political cause.
City employees may participate in political activities in their personal time so long as such participation
will not adversely affect their performance as an employee.
SECTION 7.13 OUTSIDE EMPLOYMENT
The City understands that some employees desire to engage in outside employment to supplement their
income. It should likewise be clearly understood that the first responsibility of a full-time employee toward
employment lies with the City and that any interference caused by outside employment cannot be tolerated.
Approval of outside employment may be rescinded if such employment interferes with or creates a conflict
with employment obligations to the City.
Prior to accepting outside employment, the employee must request approval from their Department Head.
Even if outside employment is approved, the employee must still be available for overtime duty as
conditions warrant. Failure to receive approval prior to beginning outside employment will result in
disciplinary action as outlined in Section 8.2.
Employees who are unable to work for the City due to a work -related injury or personal illness are
prohibited from working on outside employment without the prior approval of the City Administrator.
Full-time employees of the City may not accept any other part-time or seasonal job with the City.
SECTION 7.14 TOBACCO -FREE POLICY
Due to the acknowledged hazards of tobacco use and secondhand smoke, the City will provide a tobacco -
free environment for all employees and visitors. This policy covers any tobacco product and the use of
smokeless or "spit" tobacco, electronic cigarettes (e-cigarettes) and vapor products. All prohibitive
references to tobacco in this policy will apply to all products listed above.
Tobacco use will be prohibited within City -owned or leased buildings, vehicles and equipment with
enclosed cabs. An outdoor tobacco area will be defined if needed for employee use adjacent to City
facilities, provided that the area is at least twenty (20) feet from all exterior doors of any building and in an
area that has minimal visibility to the public.
Employees should be aware that the use of tobacco products takes time away from their service to our
community — oftentimes placing additional work on others during their absence. In consideration of their
coworkers, tobacco users are expected to limit time away from their workstation and, in general, are
expected not to leave their workstation more than once during each half of a work shift.
The City believes that employees who quit tobacco use have made a positive choice for their own long-
term health and wellness. Additionally, as a sponsor of various health insurance programs, the City has a
financial interest in supporting our employees who make healthy decisions when it comes to not using
tobacco. As such, the City will assist employees who wish to quit using tobacco by facilitating access to
materials and cessation courses through the City's health and employee assistance programs.
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SECTION 7.15 WORKPLACE EXPECTATIONS
City facilities and working hours are provided to support our service to the residents, businesses and visitors
of Riverside in a fair, equitable and transparent manner.
• Conflicts of Interest: The City expects our employees to be beyond reproach in discharging their
duties and the business of the City. Employees will not be involved in any business matters of the
City where a personal or financial interest is or may be reasonably perceived to be present.
• Confidentiality: City employees are entrusted with information that may not be appropriate for
public release. Employees will refrain from releasing, sharing, or otherwise disclosing information
that is of a confidential nature that they are able to access as a part of the official functions of their
duties.
• Equitable Treatment: City services are provided to the general public and everyone we serve should
receive fair, honest and respectful treatment from our staff. Employees should not provide to a
citizen, nor expect for themselves, any consideration, treatment or advantage beyond what would
be available to any other citizen.
• Sales & Soliciting: In an effort to promote productivity and create a comfortable working
environment, employees should refrain from soliciting co-workers for any for -profit or religious
purpose when on duty. The City is supportive of community service organizations and will allow
passive, non -intrusive fundraisers for non-profit organizations. For example, an order form for
incredibly delicious Girl Scout cookies left in a break room is acceptable, but an employee should
not go (or send their child) office to office soliciting for Thin Mints.
• Gambling & Lotteries: The City expects our employees to be good representatives of the City -
especially while on duty. As gambling is illegal in Missouri outside of casino -based locations,
employees are prohibited from participating in gambling activities for money in the workplace.
Participation in legal lottery activities as a group of employees is allowed so long as it does not
interfere with work productivity. For example, gambling on football games as a pool would not be
permitted but participation in a lottery ticket group purchase would be allowed.
• Meetings & Meals: When City business involves a meal that is not a part of a travel expense, a
City -issued purchasing card may be used. The City will not reimburse or pay for the purchase of
alcohol and all meal receipts must include an itemized detail of items purchased. Gratuities will not
exceed twenty (20) percent of the meal total, including tax.
• Fragrances & Candles: For the safety and comfort of our colleagues, and absent business necessity,
employees should refrain from using air fresheners, diffusers, candles / candle warmers or other
scent producing products in City facilities. Restroom air fresheners are acceptable within reason.
SECTION 7.16 CONTROLLED SUBSTANCE & ALCOHOL TESTING POLICY
The City makes a good faith effort to ensure all of its employees are not impaired in their ability to perform
assigned duties in a safe, productive, and healthy manner; to create a work place environment free from the
adverse effects of alcohol and controlled substances abuse or misuse; to prohibit the unlawful manufacture,
distribution, dispensing, possession, or use of alcohol and controlled substances; and to encourage
employees to seek professional assistance when personal problems, including alcohol and controlled
substance dependency, adversely affect their ability to perform assigned duties. The purpose of this policy
is to assure worker fitness for duty, to protect employees and the public from the risks posed by the use of
alcohol and controlled substances. It is also the purpose of this policy to comply with the requirements of
federal law and regulations related to the Drug -Free Workplace Act of 1988. Employees who operate
commercial motor vehicles, are required to have a commercial driver's license, or are otherwise covered by
Department of Transportation (DOT) regulations, in addition to this policy, are also subject to drug and
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alcohol policies as required by DOT regulations under the Omnibus Transportation Employees Testing Act
of 1991 (as thereafter amended).
The City Administrator, or designee, shall serve as the controlled substance and alcohol policy administrator
for the City. Any inquiries concerning this policy, its application, its administration, or its interpretation
shall be made to the policy administrator.
For the purposes of this policy, the terms "unlawful controlled substances" and "illegal drugs" mean any
controlled substance that: (a) is not legally obtainable; (b) is legally obtainable but is obtained or used in an
illegal manner (including using someone else's prescription drugs or using one's own prescription drugs in
an improper manner, in a greater amount than prescribed, for a non -prescribed purpose, or in a non -
prescribed manner); (c) is legally obtainable (such as over-the-counter drugs) but is obtained or used in an
improper manner or for a purpose not intended by the manufacturer; or (d) is legally obtainable (such as
some synthetic drugs) but is obtained or used in a manner intended to simulate the use or effects of drugs
that are not legally obtainable.
For purposes of this policy, "safety sensitive employees" are all Fire Department employees, sworn Police
Department employees, and all Communications Officers, in addition to all Public Works employees.
Alcohol Prohibitions - Employees will not:
• Report for duty or remain on duty while having a blood alcohol concentration (BAC) of 0.02% or
greater or while having a blood alcohol concentration in any amount if the employee's performance
or behavior is impaired as a result of the use of alcohol;
• Possess, use, or smell of alcohol while on duty;
• Perform any safety -sensitive function within four hours of consuming alcohol;
• Consume alcohol within eight hours after an accident, or until such employee has undergone an
alcohol test as specified in this policy; or
• Refuse to submit to an alcohol test.
Controlled substance Prohibitions — Employees will not:
• Report for duty or remain on duty while under the influence of unlawful controlled substances or
have any amount of unlawful controlled substances in their system, regardless of whether consumed
on or off duty or on or off the premises;
• Possess, use, sell, distribute, dispense, transfer, or manufacture any unlawful controlled substances
(or any paraphernalia that is reasonably believed to be used in connection with illegal drugs) at any
time, whether on or off duty and whether on or off the premises;
• Engage in any illegal activity related to controlled substances, whether on or off duty and whether
on or off the premises;
• Work after consuming a prescribed or authorized controlled substance or other substance of any
kind (including over-the-counter substances) if said substance may inhibit or impair the employee's
performance or create a safety risk, unless the employee has, as soon as reasonably practicable and
before performing any work, notified the supervisor of said substance and the supervisor has
reviewed the situation to determine if the employee can safely perform the job and what work
restrictions, if any, the employee may have;
• Fail to report any drug -related arrest or conviction to the policy administrator within five days after
said arrest or conviction; or
• Refuse to submit to a drug test.
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Marijuana and THC
Unless a failure to do so would cause the City to lose a monetary or licensing -related benefit under federal
law, the City will not discriminate against a person in hiring, termination or any term or condition of
employment or otherwise penalize a person, if the discrimination is based upon either of the following:
• The person's status as a qualifying patient or primary caregiver who has a valid identification card,
including the person's legal use of a lawful marijuana product off the employer's premises during
nonworking hours, unless the person was under the influence of medical marijuana on the premises
of the place of employment or during the hours of employment; or
• A positive drug test for marijuana components or metabolites of a person who has a valid qualifying
patient identification card, unless the person used, possessed, or was under the influence of medical
marijuana on the premises of the place of employment or during the hours of employment.
These provisions will not apply to employees:
• Designated as being in a safety -sensitive position; or
• In a position in which the use of marijuana products affects in any manner an employee's ability to
perform job -related employment responsibilities or impacts the safety of others; or
• When it conflicts with a bona fide occupational qualification that is reasonably related to the
employee's employment.
The City will not permit or accommodate the consumption or possession of marijuana or marijuana products
by any employee while on duty. The City will not permit or accommodate employees to be under the
influence of marijuana or any marijuana products while performing their job -related functions or otherwise
on duty. Such actions may be subject to discipline up to and including termination.
Testing
Employees subject to this policy shall be, to the extent permitted by law, subject to controlled substances
and alcohol testing including the following types of tests: pre -employment testing; periodic or fitness for
duty testing; random testing; reasonable suspicion testing; post -accident testing; return to work testing; and
follow-up testing to rehabilitation programs.
A. Pre -Employment or Post -Offer Testing
Pre -employment drug testing shall be conducted either before applicants are hired or after a conditional
offer of hire has been made, but before performing safety -sensitive functions for the first time. Receipt of
satisfactory test results is required prior to commencement of employment in most cases and before
engaging in safety sensitive functions in all cases. Failure on a controlled substance test disqualifies an
applicant from appointment to employment.
B. Reasonable Suspicion Testing
All employees may be subject to a fitness for duty evaluation, and urine and/or breath testing when there
are reasons to believe that drug or alcohol use is adversely affecting job performance. A reasonable
suspicion referral for testing will be made based on documented objective facts and circumstances, which
are consistent with the short-term effects of substance abuse or alcohol misuse.
Examples of reasonable suspicion include, but are not limited to, the following:
• Physical signs and symptoms consistent with prohibited substance use or alcohol misuse.
• Evidence of the manufacture, distribution, dispensing, possession, or use of controlled substances,
drugs, alcohol, or other prohibited substance.
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• Occurrence of a serious or potentially serious accident that may have been caused by prohibited
substance abuse or alcohol misuse.
• Fights (to mean physical contact), assaults, and flagrant disregard or violations of established safety,
security, or other operating procedures.
Reasonable suspicion referrals must be made by a supervisor who is trained to detect the signs and
symptoms of drug and alcohol use and who reasonably concludes that an employee may be adversely
affected or impaired in his/her work performance due to possible prohibited substance abuse or alcohol
misuse.
C. Post Accident Testing
To the extent permitted by law, post -accident testing will be required to test employees after a workplace
or vehicular accident has occurred with the following circumstances:
• City employee was at fault for the accident; and
• Any party involved in the accident required medical attention; or
• Any vehicle or equipment involved was towed from the scene or the employee was issued a ticket.
Post -accident testing shall be conducted as soon as reasonably practicable, normally within two (2) hours
and no later than eight (8) hours of the accident occurrence. The employee to be tested will be transported
to a testing facility by an employee assigned by a supervisor. An employee involved in an accident shall
refrain from alcohol consumption for eight hours following the accident.
D. Random Testing
Employees in safety -sensitive positions will be subjected to random, unannounced testing. The selection
of safety -sensitive employees for random alcohol testing will be made using a scientifically valid method
that ensures each covered employee that they will have an equal chance of being selected each time
selections are made. The random tests will be unannounced and may be conducted at any time during an
employee's shift. Employees selected for testing are required to proceed immediately to the collection site
upon notification of their random selection.
E. Follow-up Testing
Follow-up testing will be required of employees returning to work after successful completion of any
voluntary drug or alcohol rehabilitation program. Such testing will be unannounced in advance and at such
intervals and over such period of time as is recommended by the counselor who releases the employee to
return to work.
Testing Procedures
Testing for controlled substances will be conducted by urinalysis or such other method as is approved by
the City Administrator. Alcohol testing will be conducted by using a breath testing device or by such other
method as is approved by the City Administrator.
A. Reporting for Testing
An employee ordered to test will report immediately to the test site. No delay of any type may be granted
or taken. Delay in reporting by the employee will be treated as a refusal to test and will subject the employee
to the consequences that follow related to positive testing.
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B. Failure or Refusal to Test
An employee who fails or refuses to submit to the required testing under this policy is considered to have
tested positive and will be subjected to all of the consequences that follow related to positive testing. Failure
to provide a sufficient sample, providing an adulterated sample, tampering with a sample, or any other
interference or failure to fully cooperate will be considered a refusal to test and will subject the employee
to the consequences that follow related to positive testing.
C. Alcohol Testing Methodology
Any alcohol testing under this policy will be considered a non -DOT test, but the City will generally utilize
the testing protocols and procedures required for DOT tests. Any employee who is found to have engaged
in prohibited alcohol conduct under this policy will be immediately removed from work -related activity
and placed on unpaid leave. The employee will normally not be permitted to resume work until:
• The employee is evaluated by a Substance Abuse Professional (SAP);
• The employee complies with the rehabilitation contract if such is required;
• The employee has tested negative in a follow-up test.
Following an evaluation by the SAP, the employee may request to be placed on leave.
D. Controlled Substances Testing Methodology
Any drug or controlled substances testing under this policy will be considered a non -DOT test, but the City
will generally utilize the testing protocols and procedures required for DOT tests.
The testing for controlled substances is a two -stage process. First a screening test is conducted. If the test
is positive, a confirmatory test is conducted. The confirmatory test is a gas chromatography/mass
spectrometry (GC/MS) analysis.
Any employee who tests positive on the confirmatory test will be interviewed by the City's Medical Review
Officer (MRO) and immediately removed from work -related activity and placed on unpaid leave. The
employee will normally not be permitted to resume work until:
• The employee is evaluated by the SAP;
• The employee has tested negative in a follow-up test.
Following an evaluation by the SAP, the employee may request to be placed on paid leave using their
accrued vacation or comp time.
E. Request for Retest
Any employee who questions the results of a required urine drug test under this policy may request an
additional test be conducted. The test must be conducted on a split sample that was provided at the same
time as the original sample and the test analysis will be conducted at a different qualified laboratory than
where the original test was conducted. All costs for employee -requested testing will be paid by the
employee unless the second test invalidates the original test. An employee's request for retest must be made
to the MRO within seventy-two (72) hours of notice to the employee of the initial test result. Requests
made after the seventy-two (72) hour limit will only be accepted if the delay was due to documented facts
that were beyond the control of the employee.
Test Results
Upon receipt of test results, the City Administrator, in consultation with the employee's immediate
supervisor and Department Head, will determine whether the employee should be discharged or required to
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submit to an employment assessment. A positive result on a drug or alcohol test shall result in disciplinary
action, up to and including discharge.
For post -accident testing, a negative result on a drug or alcohol test does not mean that disciplinary action
will not be taken. It will be among the factors considered in determining whether disciplinary action up to
and including discharge should be imposed.
Employment Assessment
If an employee will be offered an opportunity to submit to an employment assessment, the employee will
be referred to an SAP approved by the City Administrator for an evaluation. The SAP will evaluate the
employee to determine if drug or alcohol abuse or a problem exists and will be asked by the City to make
recommendations regarding treatment, return to work, follow-up testing and related issues. Assessment by
a SAP does not protect an employee from disciplinary action or guarantee continued employment or
reinstatement by the City. However, if continued employment or reinstatement is offered, participation in
and successful completion of any recommended rehabilitation, along with following all recommendations
of the SAP, will be required conditions of continued employment.
SECTION 7.17 FITNESS FOR DUTY
The City expects its employees to be physically and mentally qualified and fit to perform all of the essential
duties of their jobs. If, at any time, the City believes that an employee may not be physically or mentally
qualified or fit, or may pose a significant risk of substantial harm to themselves or others, the City may
remove the employee from the job and require an evaluation of the employee's physical or mental ability to
proficiently, safely, and capably perform all essential job duties.
If a Department Dead believes an employee is physically or mentally incapable of proficiently, safely and/or
capably performing all essential job duties, the department director will prepare a memo for the Human
Resources Manager stating the reasons for their belief and recommendation that the employee undergo an
evaluation, which may include physical ability testing, medical and/or psychological examination, or other
appropriate assessment. Such testing, assessment, or examination will be on City time and at City expense.
The City will determine the facilities and providers (including health care professionals) to be used for the
evaluation.
The City will request a written release from the employee that enables the City to receive a sufficient level
of health information from a medical provider to support a decision about the employee's employment
status. The City will provide documentation, including the employee's current job description, to the health
care provider sufficient for the provider to form a medical opinion of the employee's physical or mental
ability to perform the essential functions of his/her assigned position. The release of any medical
information received as part of this action is limited to persons who have a need to know. The persons who
have a need to know are obligated to hold the information in the strictest confidence.
Any report resulting from an examination under this section will be made a permanent part of the employee's
medical file and a copy will be provided to the employee. The Department Head will review the report and
recommend to the City Administrator the future status of the employee. Upon review of the report regarding
the employee's fitness for duty and the Department Head's recommendation, the City Administrator will
determine the suitability of the employee for work.
To the extent required by law, the City will consider reasonable accommodations if any employee, due to a
disability (as defined by the American with Disabilities Act), becomes physically or mentally unable to
proficiently, safely or capably perform all essential duties of his/her job or is given temporary or permanent
work restrictions. Such accommodations may include light or modified duty, alternative duty, or leave of
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absence, provided such accommodations are reasonable under the circumstances and do not pose an undue
hardship on the City.
SECTION 7.18 TEMPORARY LIGHT DUTY ASSIGNMENTS
Temporary light duty assignments, when available, are for City employees who, because of injury, illness
or disability (whether work related or non -work related), are temporarily unable to perform their regular
assignments but who are capable of performing alternative duty assignments. Use of temporary light -duty
can provide employees with an opportunity to remain productive while convalescing as well as provide a
work option for employees who may otherwise risk their health and safety or the safety of others by
remaining on duty when physically or mentally unfit for their regular assignment. It is the City's policy that
employees be given a reasonable opportunity to work in temporary light duty assignments in accordance
with this policy where such assignments are available.
Availability of Assipnmcnts
Temporary light duty assignments are limited in number and variety, and the availability of such
assignments is not guaranteed. Assignments may be changed at any time, with input of the treating health-
care provider. Employees who have a designated workers compensation injury or illness are required to
accept a temporary light duty position if one is available. If a temporary light duty assignment is available
and the employee chooses to not return to work, they will not be eligible for any Workers' Compensation
Benefits. Employees who have an off -duty illness or injury are not required to accept a temporary light
duty assignment.
Affect on Pav & Benefits
Assignment to temporary light duty will not affect an employee's pay classification, pay increases,
promotions, retirement benefits or other employee benefits.
Duration
Light duty assignments are temporary and normally should not exceed six months in duration,
notwithstanding pregnancy situations. After six months, personnel on temporary light duty who are not
capable of returning to their original duty assignment may present a request for extension of temporary light
duty, with supporting documentation, to Human Resources for a decision by the City Administrator; or
pursue other options as provided by the City's policies or applicable law.
Outside Employment
Employees on temporary light duty are prohibited from engaging in outside employment in which they may
reasonably be expected to perform functions for which they have been determined physically or mentally
unable to perform on behalf of the City and that form the basis for their temporary light duty assignment.
Positions
Temporary light duty assignments may be drawn from a range of technical and administrative areas.
Decisions on temporary light duty assignments shall be made based upon the availability of an appropriate
assignment given the applicant's knowledge, skills, and abilities; availability of light duty assignments; and
the employee's physical limitations. No specific position shall be established for use as a temporary light
duty assignment, nor shall any existing position be designated or utilized exclusively for personnel on
temporary light duty.
Itcguestin<( and Assitgnmcnt
Requests for temporary light duty assignments shall be submitted to Human Resources. Requests must be
accompanied by a statement of medical certification to support a requested reassignment, which must be
signed either by the treating physician or other licensed healthcare provider. The certificate must include
an assessment of the nature and probable duration of the condition, prognosis for recovery, and the nature
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of work restrictions. Once the request has been received, Human Resources will make a recommendation
to the City Administrator, in coordination with the Department Head. The City may require the employee
to submit to an independent medical examination by a health provider of the City's choosing.
Preanancy
If an employee is pregnant and unable to perform the job duties associated with her position due to
pregnancy -related medical restrictions, the employee may request a temporary light duty assignment. Any
such assignment will be made with input of the health care provider, Human Resources, and the Department
Head. The employee can remain in a light duty position until she is physically unable to perform their light
duty assignment as certified by her physician. At that time, the employee may utilize any applicable leave.
Schedule
When on light duty, the employee will typically work their normal schedule if possible or an agreed upon
schedule that meets the needs of the City while providing meaningful work for the employee to complete.
If light duty is available for a fire shift employee, the employee's schedule will change in the following
manner. The employee will continue working their scheduled twenty-four (24) hour shift until the start of
a new pay period. From 8 am to 5 pm, the employee will perform tasks based on their restrictions and then
they will stay for the duration of the shift, sleeping at the department. At the start of the next pay period,
the employee will be assigned to a forty (40) hour work week. Their pay and leave benefits will be adjusted
accordingly. When the employee returns to their normal schedule, they will do so at the start of the next
pay period.
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Section 8. Disciplinary Action
Any employee violating the provisions of the Employee Handbook will be subject to disciplinary action up
to and including termination from employment. Criminal and civil penalties may be sought in addition to
any disciplinary action taken for the violation of this policy.
Missouri law provides that employees of municipalities are hired at -will and may be discharged at -
will. The City of Riverside, while establishing guidelines for disciplinary actions, fully retains its
rights as an at -will employer and employees may be discharged at -will, without notice.
SECTION 8.1 PROGRESSIVE DISCIPLINARY STEPS
Disciplinary actions should be focused at directing employees to improve job performance to the best of
their capabilities. In working within a system of progressive discipline, a series of steps should normally
be followed to include the following: Oral Warning/Counseling, Employee Counseling Report, Suspension
without Pay, and Termination. All disciplinary actions above an oral warning will be reviewed with the
Department Head prior to communicating the action to the employee in order to ensure consistency across
the Department. All disciplinary actions that will result in a loss of compensation — either a suspension or
termination — will be reviewed with the Department Head and the City Administrator prior to
communicating the action to the employee in order to ensure consistency across the organization.
A. Oral Warning / Counseling
The infraction will be explained to the employee, indicating the corrective steps to be taken to prevent re-
occurrence. The supervisor should explain to the employee that any re -occurrence of the infraction may
result in further disciplinary action. The department will keep written records of the discussion. Any
discussions or counseling should be considered during the performance evaluation process and formally
noted on the evaluation form.
B. Employee Counseling Report
The supervisor will put down in writing the date, time and facts of the incident or incidents for which the
reprimand is being given, the prior record of similar incidents, and efforts made by the supervisor to correct
the problem indicated, if any. The employee will have the opportunity to review and make written comment
on the report prior to signing the document. One copy of the reprimand will be given to the employee, one
copy kept by the department, and the original sent to Human Resources for filing in the employee's
permanent personnel file. Any prior discussion or counseling may be included as part of the Counseling
Report.
C. Suspension Without Pay
A suspension without pay is a temporary removal from duty status without pay of an employee for a
specified period of time. In accordance with the provisions of FLSA, salaried employees will not be
suspended without pay for periods of less than one full day.
The City Administrator may approve a Suspension Without Pay for a period not to exceed five (5) work
shifts. Any Suspension Without Pay in excess of five (5) work shifts must be approved by the Board.
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D. Termination
Termination is the permanent removal of an employee from the service of the City. The City Administrator
may recommend a termination to the Board but only the Board can approve a termination of employment.
This section will not apply to sworn law enforcement officers. For investigations and disciplinary matters
involving represented sworn law enforcement officers, the appropriate collective bargaining agreement will
govern the process. For investigations and disciplinary matters involving non -represented sworn law
enforcement officers, the City will follow the procedures and provide all safeguards set out in RSMO
590.502.
SECTION 8.2 CAUSES FOR DISCIPLINARY ACTION AND RECOMMENDED ACTIONS
The following recommended actions are intended to serve as a guide for correcting employee conduct. The
regulations set forth are divided into three groups to reflect degrees of severity of offenses. The offenses
listed are intended as guidelines only and are not all-inclusive. Nothing herein will restrict the City fi-om
taking more severe or lenient corrective action in any given instance.
In determining the corrective action to be taken in each occurrence, consideration will be given to, among
other things, the severity of the offense, the number of occurrences, time interval between violations,
damage to property or endangerment or injury of other persons, the intent or motive of the employee, and
the past performance of the employee concerned.
A. Level I Offenses
For a first offense, an Employee Counseling Report is recommended.
For a second offense, a one (1) to three (3) day suspension without pay is recommended.
For a third offense, termination of employment is recommended
Examples of Level I Offenses include:
• Failure to report to work for overtime, special hours or special shifts after being scheduled according
to overtime and standby duty policies.
• Operating, using or possessing tools, equipment or machines to which the employee has not been
assigned, or performing other than assigned work.
• Wasting time, loitering, loafing or neglecting work responsibilities while on duty.
• Failure to obtain permission or inform supervisor of intent to leave assigned work area during
working hours or where operations are continuous, leaving work area before officially being
relieved.
• Taking more than specified time for meals or break periods.
• Failure to accurately complete timesheets in a timely manner.
• Repeated tardiness or absenteeism.
• Absence without permission.
• Violating an employee conduct standard as outlined in Section 7.
• Maintaining outside employment without approval.
• Violating a safety rule, a safety practice or not wearing a seatbelt as required by law.
• Failure to report a non -vehicular accident or personal injury in which an employee was involved
while on the job.
• Any conduct unbecoming an employee of the City, either on or off duty, provided the conduct relates
detrimentally to the employee's ability to perform assigned job tasks.
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• Engaging in horseplay, scuffling, wrestling, throwing things, malicious mischief, distracting the
attention of others, demonstrations on the job or similar types of disorderly conduct.
• Offensive conduct or language in public or toward the public, City officials, or employees while on
duty.
• Incompetent, inefficient or negligent job performance.
B. Level II Offenses
For a first offense, a three (3) to five (5) day suspension without pay is recommended.
For a second offense, termination of employment is recommended.
Examples of Level II Offenses include:
• Conviction in a court of law of a felony or a misdemeanor.
• Falsifying a timesheet or attendance record.
• An employee who has been insubordinate, or; has violated a lawful official regulation or order, or;
has failed to obey any proper direction given by a supervisor.
• Working an outside employment position while claiming City sick, FMLA or military leave time.
• The employee has failed to report a vehicle accident in which a City vehicle under the control of the
employee was involved.
• Threatening, intimidating, coercing or interfering with fellow employees or supervisors at any time.
• Sleeping during working hours, unless otherwise permitted.
• Making or publishing of false, vicious or malicious statements concerning any employee or the City.
• Releasing information that would be considered closed under the Missouri Sunshine Law or any
other law or statute.
• Any conduct which jeopardizes the safety of the public, City personnel, equipment, tools or
property.
• Failure to report a request for information that would constitute an open record request or failure to
notify of a receipt of subpoena from a law firm or any attorney that relates to City business.
• Causing City equipment or property to be damaged due to employee negligence.
• Refusal to give testimony or cooperate in City lawsuits or in accident or other internal investigations.
• Inappropriate use of City vehicles, equipment or facilities.
C. Level III Offenses
For a first offense, termination of employment is recommended.
Examples of Level III Offenses include:
• Receiving two (2) successive unsatisfactory performance appraisals.
• Testing positive under the Controlled Substance & Alcohol Testing Policy as outlined in Section
7.16. This is a zero -tolerance policy.
• Making or publishing false statements or providing false information during the routine course of
application for employment or promotion, activities related to employment or during an official
inquiry or investigation process.
• Willful neglect in the performance of duties.
• Maliciously destroying, damaging or stealing any City property or the property of any employee,
citizen or business while working for the City.
• Falsification or destruction of City records.
• Making false claims or misrepresentations in an attempt to obtain paid leave, accident benefits,
Workers' Compensation or unemployment compensation payments.
• Insubordination including refusal to perform work assigned or to comply with written or verbal
instructions of a supervisor.
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• Unauthorized possession of firearms, explosives or weapons on City property.
• Unlawful or inappropriate conduct on or off the job which would affect the employee's relationship
to the job, fellow workers or reputation or goodwill in the community.
• Use or attempted use of position, political influence or bribery to secure an advantage in any manner.
• Initiation or participation in verbal altercations or physical fighting, except to defend oneself or
another, on City property or time.
• Conviction of a felony as defined by applicable law.
• Loss of necessary position requirements or abilities to perform the work, except as restricted by state
and/or federal law.
• Violation of the City's non-discrimination and non -harassment policy, including any failure to notify
Human Resources.
• Willfully overriding, removing, failing to use or inappropriately using safety devices or protective
equipment which results in or could result in injury to an employee or citizen.
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Section 9. Separation of Employment
Every employee that is hired by the City will one day separate from employment. It is the goal of the City
to accomplish all separations in a professional and efficient manner while respecting, to the degree possible,
the privacy and dignity of the employee.
All separations of employees from positions will be designated as one of the following types and will be
accomplished as outlined below.
Employees who separate employment will receive payment for all earned pay and earned annual leave,
subject to deductions or forfeitures, pursuant these regulations.
SECTION 9.1 LAY OFFS
An employee may be laid off when it becomes necessary due, but not limited to, budgetary constraints or
organizational restructuring. The layoffs will occur in the departments and positions as determined by the
City Administrator.
Employees to be laid off will be determined by the employees' abilities and qualifications to perform the
work and their annual performance evaluation(s). If abilities, qualifications and performance are
substantially equal among several employees, the order of layoffs will be seniority -based with the least
senior employee(s) being separated first.
An employee in good standing who is laid off in accordance with this section will be eligible for future re-
hire.
SECTION 9.2 RESIGNATION
To support the successful delivery of municipal services, employees are requested to give a minimum of
two (2) weeks' notice, in writing, prior to resigning City employment. Department Heads are expected to
give a minimum of thirty (30) days' notice, in writing, prior to resigning City employment.
All resignations are considered final and binding unless rescinded with the approval of the City
Administrator.
Failure to give proper notice of resignation as required by this section may be cause for denying future
employment with the City.
SECTION 9.3 ABANDONMENT OF POSITION
Employees who fail to report for duty and fail to provide proper notice of leave as required in Section 6.14
for three (3) consecutive shifts will be considered to have abandoned their position with the City.
Employees who abandon their position with the City will be considered to have failed to provide notice as
required by this section and such action may be cause for denying future employment with the City.
An employee who has abandoned their position will not be eligible for compensation for accrued vacation
leave.
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SECTION 9.4 TERMINATION
An employee may be terminated from service. Upon termination, the employee will be compensated for
accrued vacation leave once City -provided equipment has been returned.
SECTION 9.5 INABILITY TO PERFORM JOB DUTIES
An employee may be separated from employment when they cannot perform the required duties of the
position.
Fitness for Duty
An employee may be separated when a mental or physical impairment prevents them from completing the
required duties of their position. The employee, their legal representative or their Department Head may
request in writing that the Department Head, Human Resources Manager and City Administrator hold an
informal hearing to determine whether an impairment exists.
The decision must be based, at least in part, on competent medical evidence. The City will require an
examination at its expense and performed by a physician of its own choice to aid in determining impairment.
Loss of Qualification
An employee may be separated when the employee loses a qualification required to complete the duties of
their position. This may include a Commercial Driver's License, a Driver's License or other certifications
required by the position.
SECTION 9.6 EXHAUSTION OF LEAVE TIME
An employee may be separated if the employee exhausts all available leave time as provided in Section 6
and fails to report for duty for three (3) consecutive shifts.
SECTION 9.7 DEATH
In the case of the death of a City employee, all compensation due to the employee, including accrued leave
time payments as outlined in Section 6, will be paid to the estate of the deceased.
SECTION 9.8 RETIREMENT
Any eligible employee wishing to retire from City employment should do so by submitting a written
statement of intent to their Department Head at least thirty (30) days before the effective date of retirement.
The employee is responsible for making application to Missouri LAGERS as well as to Social Security and
any deferred compensation program(s), as applicable.
Information concerning LAGERS and the City -sponsored deferred compensation programs are available
from Human Resources.
Employees who separate due to retirement will receive credit for accrued leave time as outlined in Section
6.
W*2
SECTION 9.9 EMPLOYEE RESPONSIBILITIES AT SEPARATION
All employees leaving City employment will return City -issued property and equipment including keys,
uniforms, identification card, policy handbooks, etc., to the department from which the employee is
separating within five (5) business days. Failure to return City property will result in the withholding of
vacation leave payment that would otherwise be due to the employee. The City will retain wages to offset
any employee debts owed to the City in accordance with FLSA.
Any previously paid reimbursements or incentives will be subject to repayment in accordance with Section
5.5.
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Reiulation 10. Non -Discrimination and Non -Harassment Policv
The City is committed to providing a workplace free of unlawful discrimination and harassment, which
includes discrimination or harassment based on race, color, religion, gender, age, ancestry, national origin,
disability, genetic information, veteran status, sexual orientation or other status protected by law
(collectively referred to as "protected status"). The City does not tolerate discrimination or harassment of
employees by managers, supervisors, or co-workers. Similarly, the City will not tolerate harassment of its
employees by non -employees with whom the City's employees have a business, service, or professional
relationship.
The City's policy is that any form of unlawful discrimination or harassment is unacceptable and will not be
tolerated. No supervisor has the authority to suggest to any employee that continued employment, future
advancement, or other terms or conditions of employment will be affected in any way by any employee's
acceptance of a discriminatory practice or a hostile or offensive work environment. Any employee or
member of management who discriminates against or harasses another employee will be subject to
disciplinary action up to and including termination of employment.
Employees should understand that how comments are received is equally as important as how they were
intended to be received. Even if a comment was not meant to be offensive, if the recipient is offended by
the comment, then the comment was offensive. As co-workers, we should expect from each other that all
communication will be appropriate, respectful and professional.
It is the obligation of all employees of the City to maintain a work environment free from unlawful
discrimination or harassment. As part of our obligation to one another, all employees are expected to report
incidents of unlawful discrimination or harassment, utilizing the complaint procedure in Section 10.4.
Any employee who makes a complaint of discrimination or harassment or provides information related to
such a complaint or incident of discrimination or harassment will be protected against retaliation.
SECTION 10.1 DEFINITION OF DISCRIMINATION
Discrimination for the purpose of this policy is defined as actions regarding pay, benefits, promotions,
transfers, layoffs, discipline, work assignment and work environment or any other condition of employment
where an employee is treated differently than other employees based specifically on a protected status of
the employee.
SECTION 10.2 REASONABLE ACCOMMODATION FOR DISABILITIES
The City will provide reasonable accommodations for qualified persons with disabilities who are
employees, or applicants for employment, and who can perform the essential functions of the job with or
without accommodation, unless it would result in undue hardship to the City.
In this regard, the City will evaluate whether an applicant or current employee with a disability is qualified
to safely and effectively perform the essential functions of their position with or without reasonable
accommodations, and whether a reasonable accommodation can be made for a qualified individual.
If an employee becomes disabled and believes they need an accommodation, the employee will notify their
supervisor in writing as soon as possible. Human Resources will work with the employee and their
supervisor to determine if a reasonable accommodation is necessary or possible.
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SECTION 10.3 DEFINITION OF HARASSMENT
Harassment for purposes of this policy is defined as verbal or physical conduct that is derogatory or that
shows hostility toward an individual because of a protected status and that creates an intimidating, hostile,
disruptive or offensive working environment. Harassment may include, but is not limited to epithets,
abusive language, slurs, jokes, or other verbal or physical conduct relating to an individual's protected status.
Examples of sexual harassment include, but are not limited to, unwanted sexual advances or touching,
graphic sexual depictions, displays in the workplace or while on City business of sexually suggestive objects
or pictures, and / or humiliating or offensive comments, jokes, or innuendoes. Sexual harassment may also
consist of unwelcome sexual advances, requests for sexual favors or other verbal or physical conduct of a
sexual nature that creates an offensive or hostile working environment. Sexual harassment does not refer
to an occasional compliment of a socially acceptable nature. It refers to behavior which is not welcome, is
personally offensive, and which, therefore, interferes with work effectiveness. This policy also prohibits
same -sex sexual harassment.
SECTION 10.4 COMPLAINT PROCEDURE
An employee who believes that they are being unlawfully discriminated against or harassed in the
workplace, or believes that their employment is being adversely affected by such conduct, should
immediately report such concerns to the following:
Human Resources Manager
Riverside City Hall
2950 NW Vivion Road
Phone: (816) 372-9049
After a complaint of discrimination or harassment is received, a prompt, thorough, and impartial
investigation will be conducted and appropriate disciplinary action will be taken in the event the complaint
is found to have merit. All complaints of discrimination or harassment will be conducted in a discreet
manner with the privacy of all employees kept in mind.
Any employee who observes or has knowledge of discriminatory or harassing conduct has a responsibility
to inform Human Resources immediately. If it is determined that discrimination or harassment has
occurred, the City will take prompt and appropriate corrective action.
Further, the City will not tolerate retaliation against any employee for cooperating in an investigation or for
making a complaint of discrimination or harassment. If an employee believes they have been retaliated
against for reporting discrimination or harassment, or for making a complaint of discrimination or
harassment, or for participating in an investigation related to discrimination or harassment, they should
immediately report the alleged retaliatory action to the City Administrator.
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Appendix
APPENDIX A FLSA EXEMPT EMPLOYEE CLASSIFICATION LIST
The following employees are considered exempt employees under the Fair Labor Standards Act (FLSA).
Exempt employees are not eligible for overtime compensation and are paid based on an annual salary.
Administration
City Administrator, City Clerk, Finance Director, Human Resources Manager, Information Technology
Manager
Communications
Communications Manager
Community Center
Recreation Manager
Community Development
Community Development Director, City Planner
Engineering
City Engineer, Capital Projects/Parks Manager
Fire
Fire Chief, Assistant Fire Chief
Police
Police Chief, Police Captain
Public Works
Public Works Director, Assistant Director
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APPENDIX B PAY RANGE SCHEDULES
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APPENDIX C ORGANIZATIONAL CHART
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APPENDIX D POLICY UPDATES & ADOPTION REFERENCES
70
CITY OF
RIVERS
155UUK1
Upstream from ordinary.
Employee Safety
Handbook
2024 Edition
TABLE OF CONTENTS
SECTION 100: RESPONSIBILITIES
100.1 RESPONSIBILITIES OF DEPARTMENT HEADS OR DESIGNEES
100.2 RESPONSIBILITIES OF EMPLOYEES
100.3 RESPONSIBILITIES OF HUMAN RESOURCES
SECTION 200: ACCIDENT PROCEDURES
200.1 GENERAL ACCIDENT REPORTING
200.2 ON THE JOB INJURIES
200.3 VEHICLE ACCIDENTS
200.4 ACCIDENT/INCIDENT REVIEW
SECTION 300: OFFICE SAFETY
300.1
GENERAL GUIDELINES
300.2
EXTENSION CORDS
300.3
CARPAL TUNNEL SYNDROME
300.4
EMPLOYEE CONDUCT
300.5
SEVERE WEATHER
300.6
OFFICE ERGONOMICS
SECTION 400: COMMON AREAS
400.1 BUILDING ENTRANCES AND OTHER PUBLIC WALKWAYS
400.2 WASTE RECEPTACLES
400.3 MARKED EXITS
400.4 SNOW AND ICE REMOVAL
SECTION 500: LIFTING AND CARRYING
500.1 GENERAL GUIDELINES
SECTION 600: FIRE PREVENTION
600.1 GENERAL GUIDELINES
600.2 FIRE EXTINGUISHERS
600.3 STORAGE OF FLAMMABLE OR COMBUSTIBLE MATERIALS
600.4 FIRE ALARM
SECTION 700: VEHICLE AND EQUIPMENT OPERATIONS
700.1 GENERAL OPERATION
700.2 CELL PHONE USE
SECTION 800: PERSONAL PROTECTIVE EQUIPMENT AND CLOTHING
800.1 GENERAL GUIDELINES
SECTION 900: MOTORIZED AND ELECTRIC EQUIPMENT
900.1 GENERAL GUIDELINES
900.2 GUIDELINES FOR MOTORIZED EQUIPMENT
900.3 GUIDELINES FOR ELECTRICAL EQUIPMENT
SECTION 1000: HAND TOOLS
1000.1 GENERAL GUIDELINES
SECTION 1100: ROADWAY AND CONSTRUCTION SAFETY
1100.1 GENERAL GUIDELINES
1100.2 WORK ZONE TRAFFIC CONTROL
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SECTION 1200: LADDERS AND SCAFFOLDING
1200.1 GENERAL GUIDELINES
SECTION 1300: FIRST AID
1300.1 BODY SUBSTANCE ISOLATION
1300.2 FIRST AID KIDS
1300.3 SERIOUS INJURY OR MEDICAL EMERGENCY
1300.4 OTHER EMPLOYEE INJURY OR ILLNESS
SECTION 1400: LOCK OUT/TAG OUT
1400.1 GENERAL GUIDELINES
SECTION 1500: WORKPLACE VIOLENCE
1500.1 WORKPLACE THREATS
1500.2 ACTIVE SHOOTER INCIDENTS
1500.3 BOMB THREAT PROCEDURES
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Introduction
The personal safety and well-being of each city employee and the prevention of occupational injuries and
illnesses is of primary importance. To the greatest degree possible, the City seeks to provide a safe and
hazard free work environment.
The purpose of this handbook is to provide employees with general rules for safe work procedures. It is
recognized that publication of this handbook alone will not ensure a safe work environment. This will be
accomplished only through the cooperative efforts of supervisors and employees, working together to
continuously promote safety awareness and safe work practices.
This handbook was revised by the Employee Safety Committee. Due to the tremendous variety of operations
performed by City employees within disparate work environments, the committee did not attempt to address
every possible work situation that a City employee may encounter. The procedures outlined in this
handbook are intended to cover work situations applicable to the majority of employees.
Departments with risks unique to their department not addressed in this Handbook are responsible for
establishing operational procedures and training protocols to effectively address those hazards. These
procedures must meet or exceed procedures contained in this handbook. Additional procedures should be
documented and communicated to employees to ensure understanding and compliance.
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SECTION 100: RESPONSIBILITIES
100.1 Responsibilities of Department Head or Designee
A. Communicate safety procedures to employees, including any new and / or revised procedures.
B. Ensure new employees receive proper training in safe work procedures as well as new job
assignments.
C. Communicate expectations regarding employee adherence to safe work procedures and take
appropriate disciplinary action on known incidents of negligence.
D. Provide a role model to employees by personally adhering to safe work procedures.
E. Investigate job related accidents, injuries, illnesses, and near miss incidents and work toward
implementing procedures which may prevent future recurrence.
F. File detailed event reports with Human Resources in a timely manner.
G. Encourage, accept, and evaluate employee safety concerns and suggestions, and work to correct
potentially hazardous situations.
H. Provide the equipment necessary for employees to safely perform their job responsibilities.
100.2 Responsibilities of Employees
A. Become familiar with and comply with Employee Safety Handbook guidelines including any
additional guidelines developed for your specific work area and any new and/or revised guidelines
communicated by official notices or postings.
B. Assist in training new employees in safe work procedures.
C. Report all job related injuries, accidents, illnesses, or near miss incidents to supervisors immediately,
or as soon as feasibly possible.
D. Assist management in compiling the information needed to file complete and accurate event reports.
E. Report potentially hazardous work situations to supervisors, including suggestions for correcting
the condition.
F. Utilize and maintain provided safety equipment, and immediately report defective equipment to
supervisors.
G. Adhere to safe work procedures on the job.
100.3 Responsibilities of Human Resources
A. Accept and evaluate safety concerns and suggestions and assist Department Heads and supervisors
in correcting potentially hazardous situations.
B. Recommend new and/or revised safety procedures based on changes in safety standards or the
recognized need to address and correct unsafe work practices.
C. Maintain and update the Employee Safety Handbook, distributing new and/or revised guidelines to
management and employees.
D. Assist with implementing employee safety training and education programs.
E. Act as a liaison between city personnel and insurance providers in the reporting of and follow-up
on accidents.
F. Maintain and monitor accident and loss control records and reports.
G. Communicate loss control information to supervisors and work with them to address problem areas.
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SECTION 200: ACCIDENT PROCEDURES
200.1 General Accident Reporting
A. When an accident occurs on the worksite, the first priority is to remove yourself (and / or others)
from further danger.
B. Report accidents immediately to your worksite supervisor for investigation and documentation.
When possible, report the accident prior to seeking medical attention; however, the seriousness of
the accident will dictate whether this is feasible.
C. Injuries which may initially appear to be minor can develop into a major health problem. For this
reason, it is a good policy to report all accidents, no matter how small, to your supervisor.
D. For most types of injuries, your supervisor will document the incident by completing the necessary
accident reports.
200.2 On -The -Job Injuries
A. Immediate Medical Treatment from a Doctor is Required:
a. Contact the Nurse Line to begin your work comp claim and get directed to a medical facility.
You can call 24/7 at 855-477-2266. If you are unsure whether or not medical attention is
required, contact the Nurse Line. If this is an emergency, contact EMS first and then have
your supervisor call the Nurse Line.
b. The Nurse Line will determine whether the employee needs to report to the emergency room
or the City's workers comp doctor.
c. A drug and alcohol test will be administered at the time of treatment. If the Nurse Line
determines a doctor's visit is not required, follow the applicable procedure below.
d. The employee and supervisor will fill out an Event Report by the end of the shift and submit
it to Human Resources.
B. Minor Injuries that Do Not Require Treatment from a Doctor and There is NO Property Damage:
a. If you are unsure whether or not medical attention is required, contact the Nurse Line at 855-
477-2266.
b. The employee or supervisor will fill out an Event Report by the end of the shift and submit it
to Human Resources.
c. No drug or alcohol test will be administered unless further treatment is needed.
C. Minor Injuries that Do Not Require Treatment from a Doctor and There Is Property Damage:
a. A drug and alcohol test will be administered as soon as practicable following the incident.
i. During regular work hours: Contact Human Resources for assistance scheduling a
drug/alcohol test. This must be completed as soon as practicable following the
accident.
ii. After 5 pm or on weekends/holidays: Go to the North Kansas City Hospital Emergency
Room.
iii. The supervisor or their designee will drive the employee to the drug testing facility.
b. Contact the City Clerk and report the property damage.
c. The employee or supervisor will fill out an Event Report by the end of the shift and submit it
to Human Resources.
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200.3 Vehicle Accidents
A. The Riverside Police Department or local authority if traveling outside of the City shall be contacted
immediately for all accidents involving City vehicles. An officer will complete a vehicle accident
report and forward a copy to the City Clerk's Office for insurance purposes.
B. Unless otherwise directed by the Police Department or in cases where physical injuries demand
immediate medical attention, an employee must remain at the scene of an accident until Police
arrive.
C. If involved in a vehicle accident outside the City limits, report the incident to the proper policing
authority in the jurisdiction where the accident occurred. Document the significant details of the
incident, including names and addresses of individuals involved in the accident and investigation.
Notify your supervisor as soon as possible.
D. In the event the other individual leaves the scene of the accident prior to its investigation, make note
of the license number of the vehicle, the description of the vehicle, and the description of the
individual. Take photos if possible.
200.4 Accident/incident Reviews
A. Accidents must always be initially investigated and reviewed by your immediate supervisor. Human
Resources may also conduct an investigation.
B. If discipline is required, subsequent to investigating an accident, disciplinary action will be taken in
accordance with City policy.
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SECTION 300: OFFICE SAFETY
300.1 General Guidelines
A. All file, desk, and table drawers must be kept closed when not in use. Do not overload top file
cabinet drawers. Never open more than one drawer at a time, the cabinet could tip over.
B. Do not use chairs, desks, tables or other office furniture as makeshift ladders.
C. Care shall be exercised when using scissors, paper cutters, razor blades, and other equipment with
sharp edges. Keep blades of paper cutters closed when not in use.
D. Keep your hands clear of moving parts on office equipment.
E. To prevent back problems, use proper ergonomics in your workstation. Take periodic breaks to
avoid eye strain when using computer terminals.
F. Get assistance before attempting to move heavy office furniture or equipment.
300.2 Extension Cords
A. Use only UL listed extension cords of appropriate gauge for electrical load. When possible, use a
power strip that is protected with a circuit breaker.
B. Examine both the cord and connection carefully before use.
C. Extension cords must not be extended or used outside of the room where the fixture outlet is located,
must not be plugged into another extension cord, and must not be located in such a manner as to
create a tripping hazard. Where cords must be placed across paths of travel, cord covers must be
used.
D. Protect cords against contact with oil, hot surfaces, chemicals and other liquids.
E. Replace any extension cord that is damaged. Extension cords shall not be used in place of permanent
wiring.
300.3 Carpal Tunnel Syndrome
A. The warning signs for Carpal Tunnel Syndrome include:
a. Tingling sensations or numbness in the shoulders, arms, wrists, hands, fingers, or back and
legs.
b. Vise -like pressure on the wrists.
c. Sharp pain in the wrists, forearms, upper arms or hands.
B. Work with your immediate supervisor or Human Resources to determine a good ergonomic fit for
you and your workstation.
300.4 Employee Conduct
A. Each employee bears primary responsibility for ensuring their own personal safety. Employees are
responsible for learning and obeying the safety rules and wearing all required personal protective
equipment. Each employee shall carefully study all the Safety Rules and become familiar with the
rules as they pertain to their job.
B. Employees must notify their supervisor immediately of any unsafe conditions or acts. The Employer
will take every means possible to reduce and/or eliminate the safety risk. Any unsafe conditions or
acts shall be dealt with immediately.
C. Employees are expected to report to work in healthy, alert physical condition. Employees who are
intoxicated or drug impaired are potential hazards to themselves and co-workers.
D. Practical jokes, rowdiness and horseplay are strictly forbidden. These actions can lead to a very
serious accident and will not be tolerated.
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300.5 Severe Weather
A. During severe weather, the administrative assistant on duty will monitor the weather radio for NWS
announcements.
B. When a tornado warning is issued, the administrative assistant on duty will notify all staff members
and guests to take shelter.
C. ALL employees and guests shall take shelter. Staff will be responsible for the accountability and
movement of guests. This does not apply to Public Safety employees who are participating in the
emergency response.
D. The administrative assistant will post a sign that the building is closed to the public.
E. Once in the shelter, the administrative assistant will notify Dispatch that the shelter is occupied and
the number of people in the room.
F. All employees will remain in the shelter until an "All Clear" is given or additional instructions are
received from a Public Safety staff member.
G. Shelter Locations:
a. If safety allows, all employees and guests are to move to the Public Safety Basement.
b. Alternate shelters include: City Hall basement, City Hall Restrooms, City Hall File Room,
Public Works Break Room, and Community Center Restroom.
300.6 Office Ergonomics
Ergonomics means fitting the workplace to the worker by modifying or redesigning the job, workstation,
tool or environment. Office ergonomics focuses on how things are set up in your office workspace, such
as: your workstation setup, how you sit, and how long you stay in one position. Workstation design can
have an impact on office workers' health and well-being, help make the workplace more comfortable
and it can help deter stress and injuries caused by awkward positions and repetitive tasks.
WORKSTATION ESSENTIALS:
• RULE # 1 — Pay attention to your body. Never disregard warning signs such as pain, soreness,
stiffness, headaches, eye strain, etc.
• Key Focus Factors — Primary contributing factors to ailments include poor posture, prolonged
repetition, awkward arrangement of equipment and too much pressure.
• The Solution — Maintain the body in a NEUTRAL / NATURAL position & move your workstation
to fit your needs, not the other way around.
• Zero Degree Goal — Work to eliminate any bends in the wrists while using your keyboard or mouse
by adjusting the height of your chair or standing workstation.
• S Rule — Strive to maintain the natural S-curve shape of your back in everything you do — sitting or
standing. Utilize the lumbar adjustments on your chair or use a foot rest, alternating your feet, while
standing.
• 90 Degree Rule — When sitting in a chair, try to adjust the height with the goal of allowing for near
90 degree bends from the foot to ankle, at your knees, at your waist, and at your elbows.
• Take Breaks and Stretch Regularly — Take breaks routinely — not just when you are fatigued. If a
movement hurts, try moving in the opposite direction. Don't perform the same task for long periods
of time - vary your work routine as much as possible.
• Reduce Pressure — Work to insure you apply minimal pressure to keys while typing. This makes a
difference... the average person working continuously on a keyboard will make about 40,000 key
strokes in four hours.
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• Monitors — When sitting or standing, the top of the screen should be 1-2 inches below eye level and
placed in front of you. The monitor should be positioned about an arm length away. Consider
document holders and position monitors to minimize glare or use a glare screen.
• Mouse Placement — Place the mouse in a location to allow for a NEUTRAL / NATURAL posture
when used. It should be within an easy reach.
• Phones — Phones should be positioned for easy access. Do not tuck a phone under your chin when
talking. Are you a candidate for a head set?
• Other Considerations: Wrist rests, lumbar supports, foot rests & good lighting may make your work
area friendlier.
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SECTION 400: COMMON AREAS
400.1 Building Entrances and Other Public Walkways
A. All building entrances, pedestrian walkways inside buildings, restrooms, work areas, and storage
areas shall be:
a. Kept free from refuse, slippery and wet substances, portable equipment, tools, supplies,
electric extension cords, and any other tripping hazard.
b. Provide adequate lighting. In areas without adequate lighting, use a flashlight or electrical
"trouble" light. Never use matches or an open flame for lighting.
c. Maintained at a safe level of cleanliness. Immediately report dangerous conditions to building
maintenance staff.
B. Be alert to potentially slippery conditions at building entrances and stairways. Always use handrails
on stairs.
C. Use caution when pushing open a door to avoid injuring people opposite the door. Approach a door
which opens toward you with caution.
D. All tripping hazards shall be immediately removed and reported to your supervisor.
E. Outdoor pedestrian walkways shall be kept clean and clear of obstructions and debris. Immediately
report dangerous conditions to building maintenance staff.
F. In inclement weather, footwear which provides good traction must be worn.
G. Apply an absorbent material immediately to oil, grease and other flammable materials, then clean
the floor as soon as possible.
400.2 Waste Receptacles
A. Proper waste receptacles shall be provided in all work areas, storage areas, and restrooms.
B. All waste must be deposited in proper receptacles.
C. All wiping rags, waste and oily material shall be deposited in a covered metal container.
D. Waste receptacles shall be emptied daily and the contents disposed of safely.
400.3 Marked Exits
A. All exits shall be clearly marked and unobstructed at all times.
B. No exit shall be locked, chained, or bolted so as to impede proper evacuation.
C. Check exit lights to be sure they are maintained.
400.4 Snow and Ice Removal for City Facilities
A. Every effort will be made to notify City employees when the threat of a winter storm is expected.
B. The Public Works Department will coordinate snow and ice removal for City Facilities. Other
departments may be asked to assist with clearing snow and ice around their facility.
C. Signage stating "wet floor" or "slippery when wet" should be utilized near exterior entrances if
necessary.
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SECTION 500: LIFTING AND CARRYING
500.1 General Guidelines
A. Do not attempt to carry a load that may jeopardize your health or safety. When possible, split it into
two loads or receive assistance from a co-worker or use mechanical assistance.
B. Do not carry objects that will obstruct your vision.
C. Always apply proper lifting techniques, whether working alone, as a team, or with the aid of
mechanical assistance.
a. Keep your feet close to the load and parted for balance.
b. Keep your back straight.
c. Keep the load being lifted close to your body.
d. Lift the object with a secure grip.
e. Tuck your chin in.
f. Use your leg muscles to do the lifting, not your back.
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SECTION 600: FIRE PREVENTION
600.1 General Guidelines
A. Smoking is prohibited in areas where flammable or combustible liquids are used or stored.
B. Ash trays shall be provided where smoking is allowed.
C. Fire exits shall be kept clear and shall not be locked from the inside so as not to impede proper
evacuation.
600.2 Fire Extinguishers
The most common classifications of fires are:
• Class A: Ordinary combustible materials such as wood, cloth, paper, rubber and many plastics.
• Class B: Flammable liquids, combustible liquids, petroleum greases, tar, oils, paints, solvents,
lacquers, alcohols, and flammable gases.
• Class C: Involves electrical equipment.
The common type of fire extinguisher to use for these fires is the Class ABC multipurpose fire
extinguisher.
A. Fire extinguishers will be prominently displayed, labeled for usage, and kept clear for easy access
at all times.
B. Know the locations of fire extinguishers and how to use them. Follow the P-A-S-S method when
operating a fire extinguisher:
P = Pull, A = Aim, S = Squeeze, S = Sweep (pointing at the base of the fire)
C. After use of an extinguisher, report it immediately to your supervisor so a replacement may be
obtained or the extinguisher recharged. NEVER return a partially used extinguisher to its storage
place.
D. All extinguishers, in both vehicles and buildings, shall be inspected annually by a qualified person.
A department designee shall inspect department extinguishers on a monthly basis to ensure
extinguishers are present, to determine if they have been used and to inspect gauges and tubing.
600.3 Storage of Flammable or Combustible Materials
A. No storage of flammable or combustible materials will be allowed in furnace rooms, boiler rooms,
or any other unauthorized areas.
B. Drums of flammables must be grounded and a bond wire is to be used to electrically interconnect
the drum and container used in dispensing liquid.
C. Gasoline must not be used for cleaning purposes.
D. Cleaning solvents with flammable properties must be kept in approved safety containers, labeled
and used in accordance with manufacturer's instructions.
600.4 Fire Alarm
If you are in any City of Riverside facility and discover a fire or hear the fire alarm, please take the
following actions:
If the fire alarm has not sounded, pull the nearest pull station and call 911.
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• If the situation allows, notify your supervisor and other staff working in the area.
• Leave the area, closing doors as you go to contain the fire and smoke.
If you encounter smoke or flame during your escape, use an alternative exit. If you must exit through
smoke, crawl on your hands and knees.
Leave the building.
Do not re-enter the building until emergency response officials have declared that it is safe to
do so.
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SECTION 700: VEHICLE AND EQUIPMENT OPERATION
700.1 General Operation
A. Drivers will carry their valid State driver's license with them at all times when operating a motor
vehicle, unless Department policy states otherwise. For City positions requiring valid driver's
licenses, suspension or loss of driving privileges by the State of Missouri may result in the affected
driver being suspended without pay from the City until his/her driving privileges are reinstated, if
within thirty (30) days. If the driver's license suspension is more than thirty (30) days, the employee
may be terminated. Failure to report any change in license status on the part of the employee may
result in disciplinary action up to and including termination.
B. The City reserves the right to obtain driving records on all employees who have the opportunity to
drive city vehicles annually.
C. Seatbelts must be worn by all occupants in City vehicles whenever the vehicle is in motion.
D. When operating a vehicle, all applicable state and local laws must be followed. In addition,
department policies must also be followed.
E. Riding on the tailgate, roof, sides or any other part of the vehicle that is not designated for seating
is strictly prohibited.
F. Prior to the initial operation of a vehicle by an employee, the operator shall be instructed regarding
special equipment and its function on the vehicle. The operator shall also be instructed as to the safe
operation of the vehicle.
G. At a minimum, a check will be made of the following prior to the operation of a vehicle. These are
minimum checks that will be made. Several City departments have other pre -operational checks
which must be performed prior to operating a vehicle.
a. Check exterior for damage and report damages to your supervisor.
b. Check tires for wear and inflation level.
c. Test all lights including turn signals, hazards, high and low beams, brakes, parking, and any
special emergency lights or sirens.
d. Test horn outside.
e. Ensure windows are clean so as not to impair the operator's vision.
f. Adjust driver's seat and all mirrors before moving the vehicle.
I. Once vehicle operation begins and mechanical problems develop, they must be reported
immediately to your supervisor for evaluation and possible repair. If the mechanical problems are
of the nature which may cause injury to the operator or to others, an authorized person shall remove
the vehicle from service.
J. If a vehicle becomes disabled while in a traffic lane, warning lights shall be used. In addition, if the
need is present, flares or similar traffic alerting devices shall be employed.
K. When backing a vehicle, make sure the area is clear of pedestrians and property. When practical, or
if department policy requires it, another person shall be used as a guide to assist in the safe backing
of a vehicle. Guide must be in safe position.
L. When parking a vehicle, use the emergency brake and block wheels if parked on a steep grade or
hill turning wheels appropriately.
M. If the vehicle is to be operated inside a building, proper ventilation must exist.
N. Whenever a City vehicle is involved in an incident, local law enforcement must be notified prior to
leaving the accident site. For more information on incident procedures refer to Section 200.
O. While refueling, engines shall be off, and there must be no smoking or open flames in the area. Do
not overfill fuel tanks.
P. Vehicles must be kept clean at all times with prime importance being windows and lights.
Q. Do no load a vehicle beyond its rated capacity and never load it in such a way as to obstruct the
operator's vision.
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R. All employees shall have seat belts properly fastened whenever they are in a moving motor vehicle
equipped with seat belts.
S. Operators Manual must be followed for specific pieces of equipment.
700.2 Cell Phone Use
Safe driving is a priority of the City. Any cellular phone use while driving City vehicles or operating
equipment should be used to report an accident, car trouble, or if there is imminent Public Safety
necessity. If a cellular call is received while driving, safety must come before all other concerns.
Regardless of the circumstances, including slow or stopped traffic, employees are strongly encouraged
to pull off to the side of the road and safely stop the vehicle before placing or accepting a call. If
acceptance of a cellular call is unavoidable and pulling over is not a safe option: use the voice -activated
or speed -dial features; keep the call short; and keep eyes and attention on the road.
Employees will not use cellular devices to read or respond to email and/or text messages while driving
City vehicles or utilizing other equipment.
Under no circumstances are employees allowed to place themselves or others at risk to fulfill business
needs. Employees who are charged with traffic violations resulting from the use of cellular devices
while driving a City vehicle will be solely responsible for all liabilities that result from such actions.
Nothing contained herein shall be a restriction or prohibition in any way upon the use of mobile data
terminals (i.e. any portable computer located within a vehicle) by the Department of Public Safety.
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SECTION 800: PERSONAL PROTECTIVE EQUIPMENT AND CLOTHING
800.1 General Guidelines
Riverside will provide personal protective equipment (PPE) to employees. When equipment is issued,
it must be maintained in a sanitary and reliable condition to protect employees from workplace hazards.
Supervisors will maintain a record of PPE and training provided to employees.
Defective or damaged personal protective equipment shall not be used. Each department supervisor will
inspect PPE at regular intervals (at least quarterly) to ensure that employees are cleaning and
maintaining their equipment. Employees are responsible for inspecting their PPE at the start of each
work shift.
It is also important to dispose of contaminated PPE which cannot be decontaminated. Equipment is to
be disposed of in a manner that protects others from exposure to hazards. Employees are to notify their
supervisor in the event PPE is lost or damaged/contaminated so that replacements can be obtained.
PPE Devices must meet these minimum requirements:
• Provide adequate protection against the particular hazard(s) for which they are designed;
• Be reasonably comfortable when utilized per their design;
• Fit snugly without interfering with the movements or vision of the wearer;
• Be durable;
• Be capable of being disinfected;
• Be easily cleaned;
• Be kept in good repair; and
• Be distinctly marked to identify the manufacturer.
Additional department policies about PPE may exist in Departments where its use is required
- Safety 16 -
SECTION 900: MOTORIZED AND ELECTRICAL EQUIPMENT
900.1 General Guidelines
A. Operate all equipment in accordance with manufacturer's specifications, and other applicable safety
rules.
B. Do not leave equipment unattended while in operation.
C. Always shut equipment off when not in use.
D. Do not alter or remove machine safety guards except for repair purposes.
E. Passengers will ride in seats designated for passenger seating only.
F. Immediately report known equipment safety problems or concerns to your supervisor for evaluation
and repair or replacement.
G. When finished using equipment, ensure it is properly secured, cleaned, and stored in its designated
area.
900.2 Guidelines for Motorized Equipment
A. Before operating any city vehicle/equipment, unit shall be inspected according to Department
policy.
B. Shut gasoline operated equipment off while refueling.
C. All individuals who operate equipment must have a valid operator's Drivers License and must obey
all State and local laws and/or regulations governing motor vehicle operation. Each occupant of a
motor vehicle is responsible to wear seatbelts and shoulder harnesses if so equipped.
D. Operator is responsible for keeping windshield, windows, interior, and exterior clean and free of
any type of debris, etc.
E. Do not ride on the outside of any equipment except in the case of waste collection or with
supervisor's permission.
F. Whenever any City equipment is involved in an accident, it is the responsibility of the driver to:
a. Notify your supervisor.
b. Call for assistance from the Police Department.
c. Provide all information requested by the Police Department.
d. Fill out a written report.
e. Do not admit liability or indicate that the City will take responsibility for the accident.
G. When backing equipment, make sure no person or objects are behind the vehicle. If available, get a
spotter to help guide you.
900.3 Guidelines for Electrical Equipment
A. Visually inspect all electrical equipment before use, making sure that electrical cords are not worn
or damaged. Inspect plugs to see that they are not damaged.
B. Extension cords are to be inspected for wear or damage before they are used. Make sure you have
the correct gauge cord for equipment being used. Extension cords are not to be used as permanent
wiring.
C. Electric handheld (trouble) lights being used shall be inspected for worn or damaged cords and
plugs. Trouble lights cannot have an on/off switch on them and cannot have any provisions for plug
in attachments. Trouble lights shall have bulb guards.
D. All electrical equipment must be properly grounded to avoid electrical shock. Portable generators
must be equipped with ground fault circuit interrupters (GFCI).
E. Avoid placing electrical cords in walkways in order to prevent tripping. If this needs to be done on
a temporary basis, the cords must be clearly marked and secured.
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F. When working with electrical equipment in wet or damp areas, equipment must be ground fault
circuit interrupter (GFCI) protected.
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SECTION 1000: HAND TOOLS
1000.1 General Guidelines
A. Always select the appropriate tool for the job; never use makeshift tools.
B. Check the condition of tools frequently. Report defective tools to your supervisor for evaluation and
possible repair or replacement.
C. Check clearances and sharpness of tools before leaving the shop.
D. Protect hands by wearing gloves when appropriate.
E. Carry sharp or pointed tools in covers, or be sure they are pointed away from the body.
F. Wear eye protection when using impact tools.
G. Do not lay tools on top of step ladders or other places from which they could fall on someone.
H. Use tools that are the right size and type for the job.
I. Use tools made of non -sparking material in hazardous atmospheres.
J. Use tools with insulated handles for electrical work.
K. Never use the blunt edge or end of a hand tool to perform the function of a hammer.
L. Never push metal or wood chisels toward any part of the body.
M. Keep tools clean and free of oil or grease to prevent slipping.
N. Never use a pipe or other extension on the handle of a tool to get more leverage.
O. Make sure that the handle of a tool is smooth, free from splinters and that it fits tightly in the head.
P. Never throw or toss a tool toward another person. Pass it over with the handle forward.
Q. After using tools, return them to their proper place.
- Safety 19 -
SECTION 1100: ROADWAY AND CONSTRUCTION SITE SAFETY /
EMERGENCY RESPONSE
1100.1 General Guidelines
A. All work zones in the roadway, on the right-of-way, in designated parking areas, or on a sidewalk
must have proper warning signs and be barricaded or safety coned. Barricades must be reflective
and have operating warning lights if left out during darkness. Work zones shall not be left unmarked.
B. High visibility safety vests shall be worn when working on or near any street or in a construction
zone.
C. No construction is to begin until utility locates have been completed and the area is marked.
D. Caution shall be used when working under any overhead wires. Examine the area before proceeding
with work. If wires cannot be seen from the operator's position, reposition equipment or have a
person watch and notify you immediately if you are too close to wires.
E. Be aware of people in the area when using equipment.
F. All personnel shall stay clear of equipment when in use.
G. Always use warning lights mounted on the vehicles or equipment.
H. Flag persons are required when vehicles cannot pass safely. Notify your supervisor when flag
persons are needed.
1100.2 Work Zone Traffic Control
Maintenance and other activities in or near traffic is a life -threatening activity performed by many public
entities. Proper planning, use of informational signs and traffic control equipment is essential. All
related activities should be done in accordance with the MUTCD (Manual on Uniform Traffic Control
Devices), which is the recognized legal standard of care for this type of activity. For complex, long-
term (more than 3 days) or intermediate -term (one daylight period to 3 days or nighttime work more
than 1 hour) projects, MPR members should use a qualified third party to design and set up traffic
control measures unless a staff member has been properly trained to do so. The following practices
should be considered when planning and implementing short duration or mobile projects. Do not
hesitate to visit https:Hmutcd.fhwa.dot.gov/ for more detailed information.
A. Traffic Control Design Considerations:
a. Duration of the project;
b. Speed limit and volume of traffic;
c. Special events in the area;
d. Hills, curves, intersections;
e. Weather conditions;
f. Need for a flagman; and
g. Pedestrian crossings.
B. Typical Safety Equipment:
a. PPE - MUTCD approved high visibility vests and other clothing is essential - also the use of
hard hats and eye, hearing, respiratory and foot protection may be warranted.
b. As needs determine, MUTCD approved cones, barricades, flagging equipment, arrow boards
and other special informational signs. Also air horns for flaggers and/or supervisors and radios.
C. Informing the Public — Use of Signs Must Clearly Convey:
a. What is happening?
b. Location of the work being performed.
c. What the motorists/pedestrians are expected to do.
- Safety 20 -
D. Minimum Advanced Warning Sign Spacing Guide for Short Duration Projects:
a. All signs and warning devices must be placed at locations spaced so that motorists have
adequate time to read, comprehend and react to the associated expectations.
b. General applications for sign spacing:
i. Urban / low speed - 100 feet between all signs (minimum of 3 signs).
ii. Urban / high speed - 350 feet between all signs (minimum of 3 signs).
iii. Rural - 500 feet between all signs (minimum of 3 signs).
iv. Expressways / Freeways — 1,000 feet between the transition point and the first sign,
1,500 feet between the first and second sign and 2,640 feet between the second and
third sign.
V. Additional advanced warning signs should always be considered.
E. Key Segments of a Work Zone:
a. Transition Area— area where the work zone causes the initial deviation from the normal traffic
flow to take place:
i. This is the most dangerous area in a work zone.
ii. Signs should clearly indicate expected action of drivers.
iii. Channelizing devices (cones are the most common) are used to guide and direct traffic.
The maximum spacing distance in a taper should be approximately equal to the speed
limit, for example 35 feet apart when the speed limit is 35 mph. Positioning cones at
20 feet is common.
iv. In general, the taper length should be at least 50 feet and not more than 100 feet.
b. Buffer Space — additional cushion before the activity area offering drivers a final chance to
recover:
i. Typically, the length of the established buffer space should be: 155 feet for a speed
limit of 25 mph, 250 feet for a speed limit of 35 mph and 360 feet for a speed limit of
45 mph.
ii. The maximum spacing of channelizing devices in the buffer space should be a distance
in feet of 2 times the speed limit.
c. Activity Area — location of the work being done.
d. Termination Area — transfer from work zone to normal driving conditions:
i. This is the second most dangerous area of a work zone.
ii. Channelizing devices (cones are used most often) are used to guide and direct traffic.
The maximum spacing distance in a taper should be approximately equal to the speed
limit, or 35 feet apart when the speed limit is 35 mph. The taper length should be at
least 100 feet per lane.
F. Flaggers:
a. Never use untrained flaggers — certification is preferred.
b. Candidates for flaggers should demonstrate responsibility, be focused, have the ability to be
courteous but firm, and be in good physical condition.
G. Mobile Activities:
a. Appropriately colored or marked vehicles with high -intensity rotating, flashing, oscillating, or
strobe lights may be used in place of signs and channelizing devices for mobile operations.
These vehicles may be enhanced with signs or arrow boards. Advanced informational signs
are still required.
H. Precautions:
a. Never use signs, cones or barricades that are not MUTCD approved.
b. Planning for traffic control practices should begin before leaving for the worksite.
c. Make a drawing or take a photo of every worksite.
- Safety 21 -
d. After setting up a work zone, the on -site supervisor should drive through him/herself to see
the motorists' perspective.
e. After the work zone is set up and before beginning work, observe the first several drivers as
they negotiate the work zone to ensure the effort has been successful.
f. Continually remind employees of the dangers involved, and the importance of looking out for
each other.
g. Make adjustments changing weather conditions.
h. Work with law enforcement to make extended appearances at work sites.
i. Anytime there is an accident, near miss, or citizen complaint relating to a work zone, the event
should be reviewed to ensure the work zone has been properly designed and installed.
- Safety 22 -
SECTION 1200: LADDERS AND SCAFFOLDING
1200.1 General Provisions
A. All ladders must be inspected before use for warping, cracks, loose rungs, slivers and general
condition.
B. Ladders shall be stored on supporting racks, or in a specially designated area.
C. Defective ladders or scaffolding must not be used. Always report defective equipment to your
supervisor.
D. Only one person may occupy a ladder at a time. (Fire service ladders are exempt from this rule.)
E. Never use metal ladders near electrical power lines.
F. Scaffolds must not be loaded in excess of the workload for which they are designed.
G. Guardrails and toe boards must be used on all open ended scaffolding and sides of platform more
than 10 feet above ground.
H. The distance between the foot of the ladder and the wall it rests against should be equal to about 1/4
the height of the ladder (observe 4 to 1 ratio when using ladders). Secure ladders in place. On
slippery surfaces, tie off at the base of ladder to a substantial support.
I. Avoid setting ladders within the arc of a swinging door or near blind corners.
J. Do not paint ladders or scaffold planking since defects may be concealed by the use of paint.
K. Always face ladders when ascending or descending.
L. Ladders used against poles or trees should have the top rung removed and replaced with a strip of
chain which will conform to the shape of the object it leans against.
M. Scaffold planking should be a minimum of two inches thick by ten inches wide. The minimum
length should be eight feet and the maximum fifteen feet with at least an eight inch overhang.
N. Do not jump on or off a scaffold.
O. Do not use items other than ladders or step stools to reach items.
P. Defective ladders should be destroyed and disposed of.
- Safety 23 -
SECTION 1300: FIRST AID
1300.1 Body Substance Isolation
Any City employee, who renders first aid, and especially those who are trained in the administration of
Cardiopulmonary Resuscitation (CPR), shall use universal precautions in accordance with the City
Infection Control program. Also known as body substance isolation (BSI), universal precautions
assumes that all human body substances are potentially infectious. The transmission of blood borne and
airborne pathogens such as Human Immunodeficiency Virus (HIV), Hepatitis (HBV), Tuberculosis and
many other infectious diseases can be effectively prevented by following some simple safety
procedures:
Each department shall ensure that appropriate personal protective equipment (PPE) is readily available
and accessible to the persons providing first aid, whether to a fellow employee or to a member of the
public. PPE includes latex exam gloves, pocket or bag valve mask resuscitators with one-way valves,
face shields (or masks and goggles), gowns and possibly even HEPA respirators, all of which are to be
properly disposed of after use. Training in the use of PPE shall be provided.
Employees shall always use the appropriate PPE when providing first aid or administering CPR. Always
be aware of the dangers of spontaneous contamination from splashes, sprays and splatters of body
substances including vomit and urine and protect yourself in an appropriate manner.
Employees who may be called upon to provide first aid or administer CPR shall be trained in the proper
procedure and PPE. Periodic refresher training should be provided.
1300.2 First Aid Kits
All City vehicles and workplaces shall be provided with first aid kits, including personal protective
equipment. Kits should be designed around the specific needs of each department and should have an
attached list of contents. Know the location of the first aid kit and be familiar with its contents, the PPE
and their use. Each department shall have a procedure for the periodic inventory and re -supply of first
aid kits and PPE. Tell your supervisor if contents are missing or depleted.
1300.3 Serious Injury or Medical Emergency
A. In the event of a serious injury or life -threatening medical emergency, call 911 to dispatch an
ambulance and other emergency responders. When in doubt, make the call!
B. If the person is unconscious, qualified personnel should immediately assess the person's ABC's:
a. Airway: Keep it open so the person can breathe.
b. Breathing: Assess respiration, if absent, begin rescue breathing using proper PPE.
c. Circulation: Check for a pulse, if absent, begin CPR. Control serious bleeding by the
application of direct pressure.
C. Do not move an injured person unless it is absolutely necessary to remove him or her from the
imminent danger of further injury or death. Moving an injured person without the proper equipment
and training could result in further injury.
D. Keep the injured party as warm and comfortable as possible.
- Safety 24 -
1300.4 Other Employee Injury or Illness
A. Always report an injury to your supervisor, no matter how insignificant it may seem to you at the
time.
B. All injuries, even the small ones, should be treated and protected to prevent infection or other
complications.
C. Refer to section 200.2 for details on handling an on-the-job injury.
- Safety 25 -
SECTION 1400: LOCKOUT / TAG OUT
1400.1 General Guidelines
A. A lockout is a method of keeping equipment from being set in motion and endangering workers
while being maintained. In lockouts:
a. A disconnect switch, circuit breaker, valve or other energy isolating mechanism is put in the
safe or off position.
b. A device is often placed over the energy isolating mechanism to hold it in the safe position.
c. A lock is attached so that the equipment cannot be energized.
B. Lockout/tag out is necessary whenever you are performing service or maintenance around any
machine where you could be injured by:
a. Unexpected start-up of the equipment.
b. Release of stored energy.
C. Tag out is used when lockout cannot be used. It is your responsibility to follow the system in your
department.
D. Each department will evaluate their department for specific lockout/tag out procedures and all
affected employees must be properly trained.
E. Each department will reevaluate and have refresher courses for all affected employees each year.
- Safety 26 -
SECTION 1500: WORKPLACE VIOLENCE
1500.1 Workplace Violence
No employee should feel threatened or that his / her personal safety is in danger because of the actions
or speech of employees / civilians / contractors. In order to minimize the chance of workplace violence,
the City of Riverside advocates that all employees promote positive behavior and lead by example, by
treating everyone with the respect and dignity each person deserves. If workplace violence does happen
the employee must immediately contact their supervisor. In cases of extreme emergency, contact with
Law Enforcement can be accomplished via the "Panic Button" installed in the various offices or via a
telephone call, 911 if necessary. If Law Enforcement intervention is not immediately required, the
supervisor shall notify Human Resources immediately.
1500.2 Active Shooter Incidents
A. Make preparations:
a. Periodically think "what if' and become familiar with your surroundings.
b. Continually identify at least two exits.
c. Pre -plan multiple escape routes and places you can hide, which have a lockable door at places
you spend a considerable amount of time.
d. Take active shooter drills seriously.
e. If you see something suspicious, say something.
f. If you are involved in a domestic dispute that could spill over into the workplace, tell your
supervisor or human resources.
B. Responding when an active shooter is nearby:
a. Evacuate: If you can safely do so, your first choice should be to evacuate the premises.
i. Evacuate regardless of whether others agree to follow.
ii. Leave your belongings behind.
iii. Help others escape, if possible.
iv. Prevent others from entering where the active shooter may be.
V. Keep your hands visible and follow their instructions should you encounter the police.
vi. Avoid attempting to move wounded people.
vii. Call 911 when safe.
b. Hide Out: If evacuation is not possible, find a place to hide where the shooter is less likely to
find you. Be as quiet as possible - silence your cell phone.
i. Your hiding place should:
1. Have a lockable door between you and the shooter. Blockade the door with heavy
items if possible.
2. Be out of the active shooter's view.
3. Provide protection if shots are fired in your direction.
4. Avoid trapping you or restricting your options for movement.
c. Take Action: Taking the shooter down should be your last resort, and only when your life is
in imminent danger. Attempt to disrupt and / or incapacitate the active shooter by:
i. Acting as aggressively as possible against him / her.
ii. Throwing items and improvising weapons.
iii. Yelling.
d. When Law Enforcement Arrives:
i. Remain calm and follow instructions.
ii. Raise your hand and spread your fingers. Keep your hands visible at all times!
- Safety 27 -
iii. Do not touch the officers when they arrive or while you are evacuating. Proceed in the
direction from which they are entering.
Information to provide 911 or arriving officers:
i. Location of active shooter(s).
ii. Physical description of the shooter(s).
iii. Number and type of weapons.
iv. Number of potential victims.
1500.3 Bomb Threat Procedures
A. Threats received by phone:
a. Remain calm! Keep the caller on the line as long as possible. Find a prepared bomb threat
checklist if available.
b. Don't hang up even if the caller does.
c. Listen carefully. Be polite and show interest.
d. Try to keep the caller talking to learn more information.
e. If possible, use a note to ask a colleague to call the authorities or, as soon as the caller hangs
up, immediately notify them yourself.
f. If your phone has a display, write down the number and / or letters on the window display.
g. If your phone has the "Record" feature, press the button to record the call. If not, complete a
Bomb Threat Checklist immediately! Write down as much detail as you can remember. Try to
get exact words.
h. Immediately, upon termination of the call, do not hang up, but from a different phone, contact
FPS immediately with information and await instructions.
B. Information to record during a bomb threat:
a. Date and time of the call.
b. Time caller hung up.
c. Phone number where call was received.
d. Ask the caller:
Where is the bomb located?
What will cause it to explode?
When will it go off?
Did you place the bomb?
What does it look like?
Why?
What kind of bomb is it?
What is your name?
C. Information to note about the caller:
a. Male or female.
b. Estimated age.
c. Is the voice familiar?
D. Other helpful information to note:
a. Caller's Voice
Accent
Angry
Disguised
Distinct
Calm
Excited
Clearing throat
Laughter
Coughing
Lisp
Cracking voice
Loud
Crying
Nasal
Deep breathing
Ragged
- Safety 28 -
b. Background Sounds
Animal noises
Motor
House noises
Clear
Kitchen noises
Static
Street noises
Office Machinery
Booth
Factory Machinery
PA system
Local
Conversation
Long distance
Music
c. Threat Lanauaae
Incoherent
Irrational
Message read
Profane
Taped
Well-spoken
E. For suspicious packages found by staff:
a. Call 911 and any predetermined internal sources after moving more than 500 feet from the
package.
b. DO NOT use two-way radios or cellular phones in close proximity as they may detonate
certain bombs.
F
G.
c. DO NOT move any suspicious package
d. If found at a facility be prepared to evacuate the building until police arrive and evaluate the
threat.
For bomb threats received by a handwritten note
a. Call 911 and any predetermined internal sources.
b. Treat the note as evidence - handle it as minimally as possible.
For bomb threats received by mail
a. Call 911 and any predetermined internal sources.
b. Look for signs of a suspicious package:
No return address
Strange odor
Poor handwriting
Incorrect titles
Excessive Postage
Foreign postage
Misspelled words
Strange sounds
Stains
Restrictive notes
- Safety 29 -