MANUAL OF PERSONNEL & ADMINISTRATIVE RULES
Approved by:
November 16, 2015
Prepared by the Human Resources and Finance Departments
Table of Contents
INTRODUCTION ................................................................................................................................ i
SECTION 1. PERSONNEL SYSTEM ....................................................................................................... 1
A. PURPOSE OF PERSONNEL AND ADMINISTRATIVE RULES ................................................................... 1
B. HIERARCHY OF RULES ........................................................................................................................
1
C. CONFLICTING RULES .......................................................................................................................... 1
1. Memorandum of Understanding or Salary Resolution ................................................................. 1
2. State & Federal Law ...................................................................................................................... 1
3. Departmental Rules ...................................................................................................................... 1
D. EQUAL EMPLOYMENT OPPORTUNITY ................................................................................................ 1
E. MUNICIPAL EMPLOYEE RELATIONS OFFICER ..................................................................................... 2
F. EMPLOYER-EMPLOYEE RELATIONS RESOLUTION .............................................................................. 2
G. AMENDMENTS AND REVISIONS TO RULES ........................................................................................ 2
H. VIOLATION OF RULES .........................................................................................................................
2
I. PERSONNEL
RECORDS
......................................................................................................................... 2
1. Changes to Personal Information .................................................................................................. 2
2. Employment Verification .............................................................................................................. 3
SECTION 2. CITY-WIDE POLICIES & STANDARDS OF CONDUCT
............................................................. 4
A. CODE OF CONDUCT/ETHICS ............................................................................................................... 4
B. EMPLOYMENT OF RELATIVES (NEPOTISM) ........................................................................................ 8
C. CONFLICTS OF INTEREST .................................................................................................................. 10
D. GIFTS AND
GRATUITIES
..................................................................................................................... 12
E. POLITICAL ACTIVITY .......................................................................................................................... 13
F. DELEGATION OF DUTIES .................................................................................................................. 14
G. OUTSIDE EMPLOYMENT AND BUSINESS ACTIVITIES DISCLOSURE POLICY ....................................... 15
H. NO SMOKING ................................................................................................................................... 18
1. Purpose ....................................................................................................................................... 18
2. Definitions ................................................................................................................................... 18
3. Policy ........................................................................................................................................... 18
4. Application ..................................................................................................................................
18
5. Enforcement................................................................................................................................ 18
I. ELECTRONIC EQUIPMENT USE ......................................................................................................... 20
1. Purpose ....................................................................................................................................... 20
2. General
Policy
.............................................................................................................................. 20
3. Requirements .............................................................................................................................. 20
4. Definitions ................................................................................................................................... 21
5. Employee Obligations ................................................................................................................. 21
6. Policy Violations .......................................................................................................................... 22
7. Electronic Media Privacy
Policy
................................................................................................... 25
J. SOCIAL MEDIA POLICY ..................................................................................................................... 26
1. Purpose ....................................................................................................................................... 26
2. Definition ....................................................................................................................................
26
3. Policy Statement ......................................................................................................................... 26
4. Responsibility .............................................................................................................................. 26
5. Policy ........................................................................................................................................... 27
6. Retention of
Records
...................................................................................................................
29
K. MEDIA
POLICY
.................................................................................................................................. 30
1. Purpose ....................................................................................................................................... 30
2. Policy
........................................................................................................................................... 30
3. Emergency Media Relations ........................................................................................................ 32
4. Departmental Media Policies ...................................................................................................... 32
L. CITY IDENTIFICATION
POLICY
............................................................................................................ 33
M. DRESS CODE ..................................................................................................................................... 34
1. General Guidelines ......................................................................................................................
34
2. Departmental Standards ............................................................................................................. 34
N. ALCOHOL AND DRUG ABUSE POLICY ............................................................................................... 36
1. Purpose ....................................................................................................................................... 36
2. Policy ........................................................................................................................................... 36
3. Application .................................................................................................................................. 36
4. Employee Responsibilities ...........................................................................................................
37
5. Management Responsibilities and Guidelines .............................................................................. 37
6. Physical Examination and Procedure ............................................................................................ 39
7. Consequences of Failing Drug and/or Alcohol Analysis ................................................................. 39
8. Confidentiality ............................................................................................................................. 39
O. WORKPLACE HARASSMENT, DISCRIMINATION, AND RETALIATION PREVENTION POLICY .............. 41
1. Purpose ....................................................................................................................................... 41
2. Policy ........................................................................................................................................... 41
3. Definitions ................................................................................................................................... 42
4. Guidelines for Identifying Harassment: ...................................................................................... 43
5. Retaliation ................................................................................................................................... 44
6. Confidentiality ............................................................................................................................. 44
7. Responsibilities ............................................................................................................................ 44
8. Dissemination of Policy ...............................................................................................................
45
P. SEXUAL HARASSMENT ..................................................................................................................... 46
1. Definition of Sexual Harassment ................................................................................................. 46
2. Types Of Sexual Harassment ....................................................................................................... 46
3. Retaliation ................................................................................................................................... 47
4. Sexual Harassment Investigation ................................................................................................ 47
5. Disciplinary Action ....................................................................................................................... 48
6. Management Responsibility ........................................................................................................ 48
Q. HARASSMENT/DISCRIMINATION/SEXUAL HARASSMENT COMPLAINT PROCEDURE ....................... 49
R. POLICY AGAINST RETALIATION ........................................................................................................ 51
1. Policy ........................................................................................................................................... 51
2. Policy
Coverage
............................................................................................................................ 51
3. Definitions ................................................................................................................................... 51
S. ANTI-BULLYING POLICY .................................................................................................................... 53
T. DISCRIMINATION COMPLAINT PROCEDURE .................................................................................... 54
1. Policy ........................................................................................................................................... 54
2. Procedure .................................................................................................................................... 54
3. Complaint .................................................................................................................................... 54
4. Investigation ................................................................................................................................ 56
5. Recommended Disposition ......................................................................................................... 57
6. Appeals........................................................................................................................................ 58
U. WORKPLACE VIOLENCE .................................................................................................................... 59
1. Purpose ....................................................................................................................................... 59
2. Policy ........................................................................................................................................... 59
3. Acts Which Violate the Policy ....................................................................................................... 59
4. Types of Workplace
Violence
........................................................................................................ 60
5. Prohibition Against Weapons in the Workplace ........................................................................... 60
6. Procedures and Responsibilities.................................................................................................. 61
V. PRIDESHARE PROGRAM.................................................................................................................... 64
1. City Policy .................................................................................................................................... 64
2. Purpose ....................................................................................................................................... 64
3. Program Plan ............................................................................................................................... 64
4. Rules ............................................................................................................................................ 64
5. General
Conditions
....................................................................................................................... 64
6. Specific Conditions ...................................................................................................................... 65
W. PUBLIC RESPONSIVENESS ................................................................................................................. 68
1. Complaints About City Services .................................................................................................... 68
2. Guidelines ................................................................................................................................... 68
X. INTERACTIVE PROCESS / REASONABLE ACCOMMODATION ............................................................ 69
1. Introduction
................................................................................................................................ 69
2. Responsibilities ............................................................................................................................ 69
3. Guidelines for Making Reasonable Accommodations ................................................................... 70
4. Medical
Documentation
...............................................................................................................
72
5. Workers’ Compensation .............................................................................................................. 72
Y. FRAUD PREVENTION, REPORTING, AND INVESTIGATION POLICY ...................................................... 73
1. Purpose ....................................................................................................................................... 73
2. Policy ........................................................................................................................................... 74
3. Investigation
Responsibilities
...................................................................................................... 75
4. Reporting Procedures ................................................................................................................ 75
5. Receipt of Fraud Hotline
Submissions
.......................................................................................... 76
6. Confidentiality ............................................................................................................................. 76
7. Disciplinary Actions ..................................................................................................................... 77
Z. DISASTER SERVICE WORKER ............................................................................................................ 78
1. Purpose ....................................................................................................................................... 78
2. Response ..................................................................................................................................... 78
3. Identification ............................................................................................................................... 78
4. Work Related Injuries or Illness .................................................................................................. 79
5. Liability and Performance ........................................................................................................... 79
AA. STANDARD OF CONDUCT REGARDING CONFIDENTIALITY ............................................................... 80
BB. LACTATION ACCOMMODATION POLICY .......................................................................................... 82
CC. HYBRID WORK POLICY.................................................................................................................... 260
SECTION 3. SALARY ADMINISTRATION............................................................................................ 87
A. TYPES OF EMPLOYMENT AND APPOINTMENTS................................................................................. 87
1. Full Time Appointment (40 hours per week) .............................................................................. 87
2. Part-Time Appointment (Less than 40 hours per week) ............................................................. 87
3. Temporary At-Will Appointment ................................................................................................ 87
4. Exceptions to the Formal Competitive Examination Process for Other Temporary
Appointments ............................................................................................................................. 88
5. Independent Contractor ............................................................................................................. 89
B. SALARY ADMINISTRATION ............................................................................................................... 89
1. Salary Rates ................................................................................................................................. 89
2. Initial Appointment ..................................................................................................................... 89
3. Promotion ................................................................................................................................... 90
4. Demotion .................................................................................................................................... 90
5. Advancement in Compensation within the Salary Schedule (Merit Increases) .............................. 90
6. Overtime ..................................................................................................................................... 90
7. Additional Compensation ............................................................................................................ 91
8. Re-employment of Former Employees ....................................................................................... 91
9. Appointment Date (Salary Review Date) ...................................................................................... 92
10. Pay Periods .................................................................................................................................. 92
11. Payroll Deductions ....................................................................................................................... 92
C. OVERPAYMENT & UNDERPAYMENT OF COMPENSATION & BENEFITS POLICY .................................. 93
D. RETROACTIVE COMPENSATION & BENEFITS ..................................................................................... 93
SECTION 4. RECRUITMENT AND SELECTION ..................................................................................... 95
A. RECRUITMENT PROCEDURES ............................................................................................................ 95
1. Standard
Recruitments
................................................................................................................. 95
2. Promotional Recruitments .......................................................................................................... 95
B. EXAMINATION PROCEDURES ........................................................................................................... 96
1. Examinations ............................................................................................................................... 96
2. Rater Panels ................................................................................................................................. 96
3. Examination Appeals ................................................................................................................... 96
4. Waiver of Examination Process .................................................................................................... 97
5. Appointment of Disabled Individuals .......................................................................................... 97
C. ELIGIBLE LISTS AND REFERRAL PROCEDURES .................................................................................... 97
1. Eligible Lists ................................................................................................................................. 97
2. Referral Procedures .................................................................................................................... 97
3. Selection Interview Process ........................................................................................................ 99
D. BACKGROUND REVIEWS / OFFERS OF EMPLOYMENT ................................................................... 100
E. POST-OFFER PRE-EMPLOYMENT PROCESSING .............................................................................. 101
1. Pre-Employment Physicals ........................................................................................................ 101
F. TRANSFER....................................................................................................................................... 101
G. PROBATIONARY PERIOD ................................................................................................................ 102
1. Purpose ..................................................................................................................................... 102
2. Initial Probation ......................................................................................................................... 102
3. Promotional Probation .............................................................................................................. 103
4. Transfer Probation ..................................................................................................................... 103
5. Apprentice/Trainee Probation ................................................................................................... 103
6. Extended Absence During Probation .......................................................................................... 103
7. Reinstatement ........................................................................................................................... 103
8. Re-employment ......................................................................................................................... 103
9. Reclassification .......................................................................................................................... 103
SECTION 5. CLASSIFICATION SYSTEM ............................................................................................ 105
A. CLASSIFICATION PLAN ..................................................................................................................... 105
B. ALLOCATION OF POSITIONS ............................................................................................................ 105
C. CLASSIFICATION STRUCTURE AND CLASS SERIES ........................................................................... 105
1. Classification Structure.............................................................................................................. 105
2. Class Specifications (Job Descriptions) ...................................................................................... 105
3. Title Changes ............................................................................................................................. 105
4. Use of Classification Titles (“Working Titles”) ............................................................................. 106
5. Reclassification .......................................................................................................................... 106
D. WORKING OUT OF CLASS ............................................................................................................... 110
E. ACTING
ASSIGNMENTS
.................................................................................................................... 111
1. Purpose ..................................................................................................................................... 111
2. Scope ......................................................................................................................................... 111
3. Policy and Guidelines ................................................................................................................. 111
4. Compensation for Acting Assignments ....................................................................................... 111
5. Acting Assignment Procedures ................................................................................................... 112
SECTION 6. ATTENDANCE AND LEAVES OF ABSENCE ...................................................................... 113
A. ATTENDANCE (TIMEKEEPING AND REPORTING OF ABSENCES) ..................................................... 113
1. Timekeeping .............................................................................................................................. 113
2. Reporting of Absences .............................................................................................................. 113
B. JOB ABANDONMENT ...................................................................................................................... 113
C. WORK SCHEDULES ......................................................................................................................... 113
D. APPROVAL OF LEAVES .................................................................................................................... 114
1. Leave Requests .........................................................................................................................
114
E. LEAVE PRIOR TO RETIREMENT OR SEPARATION FROM EMPLOYMENT ......................................... 114
F. SICK LEAVE (NON JOB-RELATED INJURY OR ILLNESS) .................................................................... 114
G. HOLIDAYS ....................................................................................................................................... 114
H. JURY DUTY ...................................................................................................................................... 114
I. COURT APPEARANCES.................................................................................................................... 115
J. MANAGEMENT TIME
OFF
............................................................................................................... 115
K. DISABILITY
LEAVES
.......................................................................................................................... 115
1. Pregnancy Disability Leave (PDL) .............................................................................................. 115
2. Short Term / Long Term Disability Leave .................................................................................. 118
3. Workers’ Compensation (Industrial Disability Leave) ............................................................... 118
L. FAMILY AND MEDICAL LEAVE POLICY (FMLA/CFRA) ...................................................................... 118
1. Statement of Policy ................................................................................................................... 118
2. Coverage and
Eligibility
.............................................................................................................. 119
3. Intermittent or Reduced Leave ................................................................................................. 119
4. Substitution of Paid Leave ......................................................................................................... 120
5. Notice Requirement .................................................................................................................. 120
6. Certification ............................................................................................................................... 121
7. Effect on Benefits ...................................................................................................................... 121
8. Job Protection ........................................................................................................................... 122
M. FAMILY SICK LEAVE (KIN CARE) ...................................................................................................... 123
N. MILITARY
LEAVE
............................................................................................................................. 123
O. VOTING LEAVE ............................................................................................................................... 123
P. LEAVE TO PARTICIPATE IN CHILD’S SCHOOL OR CHILD CARE ACTIVITIES ...................................... 123
Q. LEAVE FOR VICTIMS OF DOMESTIC VIOLENCE OR SEXUAL ASSAULT ............................................. 123
R. BEREAVEMENT LEAVE .................................................................................................................... 124
S. REDUCED WORK SCHEDULE / VOLUNTARY FURLOUGH ................................................................ 124
1. Purpose ..................................................................................................................................... 124
2. Eligibility .................................................................................................................................... 124
3. Furlough Types .......................................................................................................................... 125
5. Effect on Leave Accruals ........................................................................................................... 125
6. Effect on Benefits ...................................................................................................................... 125
7. Effect on Retirement ................................................................................................................. 125
8. Effect on
Seniority
...................................................................................................................... 126
T. UNPAID LEAVES OF ABSENCE ........................................................................................................ 126
SECTION 7. PERFORMANCE MANAGEMENT .................................................................................. 127
A. PERFORMANCE EVALUATIONS ...................................................................................................... 127
1. Purpose ..................................................................................................................................... 127
2. Timelines ................................................................................................................................... 127
3. Performance Evaluation Process............................................................................................... 127
B. SERVICE AWARDS ........................................................................................................................... 128
1. Purpose ..................................................................................................................................... 128
2. Policy and Guidelines ................................................................................................................ 128
3. Responsibility ............................................................................................................................ 128
C. DISCIPLINE POLICY ......................................................................................................................... 129
1. Policy ......................................................................................................................................... 129
2. Causes for Disciplinary Action ................................................................................................... 129
3. Types of Discipline..................................................................................................................... 132
4. Investigations ............................................................................................................................ 134
5. Disciplinary Procedures / Due Process ...................................................................................... 135
6. Notices ...................................................................................................................................... 136
D. SEPARATION FROM
EMPLOYMENT
................................................................................................. 137
1. Resignation ................................................................................................................................ 137
2. Return of Equipment and Materials Upon Separation ................................................................ 137
3. Processing of Final Paychecks ................................................................................................... 137
4. CalPERS Employee Contributions .............................................................................................. 137
5. Exit
Interviews
............................................................................................................................ 138
6. Separation Check-Out Process ................................................................................................... 138
SECTION 8. BENEFITS & EMPLOYEE DEVELOPMENT ....................................................................... 139
A. CALPERS ......................................................................................................................................... 139
B. ADDITIONAL BENEFITS ................................................................................................................... 139
C. TRAINING ....................................................................................................................................... 139
1. Purpose ..................................................................................................................................... 139
2. Policy ......................................................................................................................................... 140
3. Authority and Responsibility ..................................................................................................... 140
4. Nature of Training and Development ......................................................................................... 142
D. TUITION
REIMBURSEMENT
............................................................................................................. 143
1. Purpose ..................................................................................................................................... 143
2. Employee Eligibility ................................................................................................................... 144
3. Policy ......................................................................................................................................... 144
4. Coursework ............................................................................................................................... 145
5. Exclusions .................................................................................................................................. 146
6. Procedures ................................................................................................................................ 146
E. BILINGUAL INCENTIVE PAY .............................................................................................................. 148
1. Purpose ..................................................................................................................................... 148
2. Administration .......................................................................................................................... 148
3. Bilingual Fluency Certification .................................................................................................... 149
4. Compensation ........................................................................................................................... 149
5. Limitations ................................................................................................................................. 149
F. PAID TIME OFF
DONATIONS
........................................................................................................... 149
G. EMPLOYEE ASSISTANCE PROGRAM (EAP) ...................................................................................... 151
1. Purpose ..................................................................................................................................... 151
2. Confidentiality ........................................................................................................................... 151
3. Procedures for Referral ............................................................................................................. 152
H. MOBILE PHONES AND WIRELESS DATA ........................................................................................ 152
1. Purpose ............................................................................................................................................ 152
2. Scope ......................................................................................................................................... 153
3. Procedure .................................................................................................................................. 153
4. Employee Responsibilities ......................................................................................................... 153
SECTION 9. RISK MANAGEMENT .................................................................................................. 156
A. WORKERS’ COMPENSATION POLICY .............................................................................................. 156
1. Responsibilities .......................................................................................................................... 156
2. Objectives .................................................................................................................................. 156
3. Definitions ................................................................................................................................. 156
4. Policy ......................................................................................................................................... 156
5. Workers’ Compensation Appeals Board Hearing ...................................................................... 162
B. INJURY AND ILLNESS PREVENTION PROGRAM .............................................................................. 163
1. Introduction .............................................................................................................................. 163
2. The City of Pasadena’s Commitment to Safety ......................................................................... 164
3. Supervisor Commitment to
Safety
............................................................................................ 165
4. City of Pasadena Safe Working Conditions Statement.............................................................. 165
5. Scope And
Purpose
.................................................................................................................... 166
6. Responsibilities .......................................................................................................................... 166
7. Compliance ............................................................................................................................... 168
8. Communication ......................................................................................................................... 169
9. Hazard Assessment ................................................................................................................... 170
10. Hazard Correction ..................................................................................................................... 172
11. Accident/Exposure Investigation .............................................................................................. 172
12. Training ..................................................................................................................................... 174
13. Record Keeping ......................................................................................................................... 176
14. Workplace Violence .................................................................................................................. 177
1.
Purpose ..................................................................................................................................... 203
2.
Authorities................................................................................................................................. 203
15. Glossary Of Terms ..................................................................................................................... 178
C. MOTOR VEHICLE SAFETY................................................................................................................. 180
1. Policy ......................................................................................................................................... 180
2. Objectives .................................................................................................................................. 180
3. Responsibilities .......................................................................................................................... 180
4. Motor Vehicle Accident Reviews ................................................................................................ 182
D. CITY VEHICLE AUTHORIZATION AND CONTROL ............................................................................... 183
E. DEPARTMENT OF TRANSPORTATION REGULATIONS FOR SAFETY SENSITIVE POSITIONS ................. 187
1. Purpose ..................................................................................................................................... 187
2. Definition of Safety Sensitive
Employees
..................................................................................... 188
3. Positions Subject to this Policy ................................................................................................... 190
4. Contact
Person
........................................................................................................................... 190
5. Prohibited Behavior ................................................................................................................... 190
6. Definitions ................................................................................................................................. 191
7. Prescription & Non-Prescription Drug/Medication Use .............................................................. 191
8. Voluntary Rehabilitation ............................................................................................................ 192
9. Types of Drug and Alcohol Testing Required .............................................................................. 192
10. Testing Procedures
.................................................................................................................... 195
11. Collection Site Protocol – Drug Testing ....................................................................................... 196
12. Collection Site Protocol – Alcohol Testing ................................................................................... 197
13. Consequences of a Positive Test Result ...................................................................................... 198
14. Refusal to Take a Test ............................................................................................................... 199
15. Refusal or Failure to Comply with Treatment Recommendations ............................................ 200
16. Return to
Duty
........................................................................................................................... 200
17. Education and Training ............................................................................................................. 201
18. Employee Assistance Program .................................................................................................. 201
19. Confidentiality ........................................................................................................................... 201
20. Federally Required Record Keeping .......................................................................................... 202
SECTION 10. FINANCIAL POLICIES ................................................................................................. 203
A. ACCOUNTS PAYABLE
POLICY
.......................................................................................................... 203
3.
Scope of Application ................................................................................................................. 203
1.
Purpose ..................................................................................................................................... 234
2.
Authorities................................................................................................................................. 234
4. Policy ......................................................................................................................................... 203
5. Forms ........................................................................................................................................ 210
B. ACCOUNTS RECEIVABLE / COLLECTION POLICY ............................................................................. 212
1. Purpose ..................................................................................................................................... 212
2. Authorities................................................................................................................................. 212
3. Scope of Application ................................................................................................................. 212
4. Policy ......................................................................................................................................... 212
C. CITY OF PASADENA PURCHASING POLICY ...................................................................................... 214
D. PURCHASING CARD POLICY............................................................................................................ 215
1. Purpose ..................................................................................................................................... 215
2. Authorities................................................................................................................................. 215
3. Scope of Application ................................................................................................................. 215
4. Procedures ................................................................................................................................ 215
E. FEE WAIVER POLICY ....................................................................................................................... 222
1. Purpose ..................................................................................................................................... 222
2. Authorities................................................................................................................................. 222
3. Scope of Application ................................................................................................................. 222
4. Policy ......................................................................................................................................... 222
F. DONATION / GIFT POLICY ..............................................................................................................
224
1. Purpose ..................................................................................................................................... 224
2. Authority ................................................................................................................................... 224
3. Scope of Application ................................................................................................................. 225
4. Policy ......................................................................................................................................... 225
G. CONTRACT MANAGEMENT POLICY ................................................................................................ 229
1. Purpose ..................................................................................................................................... 229
2. Authorities................................................................................................................................. 229
3. Scope of Application ................................................................................................................. 229
4. Policy ......................................................................................................................................... 229
H. CASH HANDLING POLICY ................................................................................................................ 234
3.
Scope of Application ................................................................................................................. 234
4. Policy / Procedures ................................................................................................................... 234
I. TRAVEL AND EXPENSE POLICY ....................................................................................................... 247
1. Purpose ..................................................................................................................................... 247
2. Policy ......................................................................................................................................... 247
3. Roles and Responsibilities ......................................................................................................... 256
4. Definitions ................................................................................................................................. 258
5. Forms / Resources ..................................................................................................................... 259
SECTION 11. INFORMATION TECHNOLOGY AND SECURITY POLICIES ................................................. 260
1.01. EMAIL RETENTION POLICY ....................................................................................................... 260
1.02 ACCEPTABLE USE POLICY ......................................................................................................... 262
1.03 INFORMATION SECURITY POLICY ............................................................................................ 267
1.04 MOBILE DEVICE POLICY……………………………………………………………………………………………………….270
Index ............................................................................................................................................ 84
i
INTRODUCTION
The City of Pasadena has prepared this Manual of Personnel/Administrative Rules, Practices and
Procedures to provide employees with an overview of the City’s rules, practices and procedures. It is
intended to familiarize employees with important information about the City of Pasadena, as well as
information regarding their own privileges and responsibilities. It is important that all employees read,
understand, and follow the provisions of the manual as it may be amended from time to time by the City.
It is obviously not possible to anticipate every situation that may arise in the workplace or to provide
information that answers every possible question. In addition, circumstances will undoubtedly require
that personnel rules, practices and procedures described in this manual change from time to time.
Accordingly, the City must reserve the right to modify, supplement, rescind or revise any provision of this
manual from time to time as it deems necessary or appropriate at its discretion. Employees will, of course,
be advised of changes that occur.
The City’s collection of personnel rules, practices and procedures are formally known as the Manual of
Personnel/Administrative Rules, Practices and Procedures. However, the working title utilized throughout
this document will be the Manual of Personnel/Administrative Rules. This manual is available to
employees only for informational purposes. It is not intended to constitute an employment contract of
any kind and does not create any express or implied contractual obligations, nor convert an otherwise at-
will employee to a regular employee. If there is any conflict between this Manual of
Personnel/Administrative Rules, Practices and Procedures and any applicable Memorandum of
Understanding (MOU) with a recognized bargaining unit, the MOU shall take precedence.
The City of Pasadena is constantly striving to improve its policies, the services it provides its customers,
and positive relations with its employees. Employees should bring suggestions for improvement to the
attention of their supervisors or department directors. By working together, the City hopes that it will
share with its employees a sincere pride in the workplace and the services that we are all here to provide
to the public.
HUMAN RESOURCES DEPARTMENT
AS A RESOURCE
The Human Resources Department has been established to provide employees with information
and necessary assistance to understand the City’s personnel/administrative policies and to promote a
positive work environment. The Human Resources Department is the best resource for employees to
obtain current information on work rules, benefits, personnel policies, personnel records, insurance, and
job opportunities.
If you have any difficulty reading or understanding any of the provisions of this manual, please
contact the Human Resources Department at (626) 744-4366. We will gladly make assistance available to
any employee who is unable to understand or interpret the policies.
CITY OF PASADENA MANUAL OF PERSONNEL & ADMINISTRATIVE RULES
SECTION 1 | PERSONNEL SYSTEM
1
SECTION 1. PERSONNEL SYSTEM
A. PURPOSE OF PERSONNEL AND ADMINISTRATIVE RULES
These Personnel and Administrative Rules (Rules) are designed to facilitate efficient and economical
service to the public and provide a fair and equitable system of personnel management in the
municipal government. These Rules set forth policies and procedures to ensure similar treatment for
those who compete for original and promotional employment and define certain obligations, rights,
privileges, benefits and prohibitions which are placed upon all City employees.
B. HIERARCHY OF RULES
The hierarchy of rules/regulations governing the City’s employment policies and practices shall
generally be as follows:
1. Federal and State Laws
2. City Charter
3. Pasadena Municipal Code/Ordinances
4. Memoranda of Understanding (MOU’s) and Employment Contracts
5. Council approved resolutions, including salary resolutions
6. Manual of Personnel/Administrative Rules
7. Departmental Rules
C. CONFLICTING RULES
1. Memorandum of Understanding or Salary Resolution
If there is any conflict between this Manual of Personnel Rules, Practices and Procedures and any
applicable Memorandum of Understanding (MOU) with a recognized bargaining unit or Salary
Resolution for Non-Represented employees the MOU/Salary Resolution shall take precedence.
2. State & Federal Law
If there is a conflict between items stated in these Rules and existing California State or federal
law, the State/federal statutes shall prevail as required under the law.
3. Departmental Rules
City departments that establish internal personnel policies must provide a copy to the City
Manager and Human Resources for review prior to implementation. Any portion of such policy
found to be in conflict with federal or State law, this manual, or with any applicable code,
ordinance, MOU or salary resolution shall be reviewed and determined whether or not it needs
to be modified prior to implementation.
D. EQUAL EMPLOYMENT OPPORTUNITY
The City of Pasadena is committed to a policy of equal opportunity for applicants and employees.
Employment decisions will comply with all applicable laws prohibiting discrimination in employment,
including Title VII of the Civil Rights Act of 1964, the Age Discrimination in Employment Act of 1967,
the Older Workers Protection Act, the Americans with Disabilities Act of 1990, and the Americans with
CITY OF PASADENA MANUAL OF PERSONNEL & ADMINISTRATIVE RULES
SECTION 1 | PERSONNEL SYSTEM
2
Disability Act Amendments Act of 2008, the Immigration and Nationality Act, and any other applicable
State or federal laws.
In keeping with this policy, the City does not engage in impermissible discrimination based on any
protected characteristic, including race, color, religion, sex, gender identity, pregnancy, national
origin, ancestry, citizenship, age, marital status, physical disability, mental disability, medical
condition, genetic information, sexual orientation, or any other characteristic protected by State or
federal law. The City will also make reasonable accommodations that are necessary to comply with
the State and federal disability discrimination laws. This means the City will make reasonable
accommodations for the known physical or mental disability or known medical condition of an
applicant or employee, consistent with its legal obligations to do so.
E. MUNICIPAL EMPLOYEE RELATIONS OFFICER
The City Manager of the City of Pasadena is designated as the Municipal Employee Relations Officer
pursuant to the City’s Employer-Employee Labor Relations Resolution (Resolution 555) adopted on
February 10, 1970. The Municipal Employee Relations Officer may delegate to any management
employee, as defined in the Employer-Employee Labor Relations Resolution, any powers or duties
conferred to him/her by the provisions of the Resolution.
F. EMPLOYER-EMPLOYEE RELATIONS RESOLUTION
The City of Pasadena’s Employee-Employee Relations Resolution (Resolution 555), adopted on
February 10, 1970, provides orderly procedures for the administration of employer-employee
relations between the City and its employee organizations and for resolving disputes regarding wages,
hours, and other terms and conditions of employment.
G. AMENDMENTS AND REVISIONS TO RULES
The City reserves the right to modify, supplement, rescind or revise any provision of these Rules from
time to time as it deems necessary or appropriate at its discretion. Any changes or modifications will
be subject to City Manager approval. Employees will be notified of all changes that occur.
H. VIOLATION OF RULES
Violation of a provision(s) of these Rules shall constitute grounds for disciplinary action including, but
not limited to, dismissal, rejection, demotion, reduction in salary, suspension, or written reprimand.
A violation shall not make disciplinary action mandatory, but shall be considered as appropriate in
view of all the circumstances.
I. PERSONNEL RECORDS
The Human Resources Department is responsible for maintaining complete and up-to-date personnel
records for all current employees. Employees may have access to their Human Resources Department
personnel file during normal working hours and upon reasonable notice. An employee organization may
have access to personnel files only with the employee's written permission.
1. Changes to Personal Information
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Employees must notify the Human Resources Department promptly of any change in their names,
marital status, number of dependents, or home address and telephone numbers. This ensures
that the benefits status and information for all employees can be kept current and accurate.
2. Employment Verification
All requests for employment verifications must be handled through the City’s automated
employment verification system known as “The Work Number for Everyone,” in which the
employee calls (800) 367-2884, enters Pasadena’s verification code 10158, and the employee’s
social security number, and receives an authorization code. That code is then given to the person
seeking job verification, and they call (900) 555-9675 to obtain your employment information.
There is a nominal fee for the service of $2.00 per minute. Employment verification shall provide
information on the following items only: dates of employment, classification and salary. Except
as provided by law or with the written authorization of the former employee, information
concerning an employee's suitability for employment shall not be discussed or provided.
The City does not generally provide job references for individual employees except with regard to
loan verifications that require a live person or letter on City letterhead, which is handled by
Human Resources’ Benefits Division at (626) 744-4079.
Employees under the reporting authority of the City Manager, except those in Human Resources
responsible for providing employment verifications, shall not provide any verification of
employment or employment references or recommendations as an official or representative of
the City of Pasadena without prior authorization of the Human Resources Department. Nor shall
any such persons provide a written employment verification, job reference or recommendation
on City letterhead or as an official reference or recommendation by the City except with the prior
authorization of the Human Resources Department. Only the City Manager, City Attorney, and
City Clerk may provide reference letters for current or former employees of their department(s)
without obtaining prior approval from Human Resources.
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SECTION 2. CITY-WIDE POLICIES & STANDARDS OF CONDUCT
A. CODE OF CONDUCT/ETHICS
1. Employees of the City are required to discharge the duties and responsibilities of their positions
with professional impartiality, regardless of personal considerations, and recognizing that the
public interest, as articulated by City policy, is their primary concern. The conduct of employees
in their official capacity must be beyond reproach. Their conduct shall be such that when viewed
by the reasonable person, it is a credit to the integrity of City government.
2. To meet this above stated requirement, employees must:
a. Respect and comply with the rules, ordinances and statutes establishing standards of ethical
conduct, both on and off the job.
b. Refrain from disclosing, promulgating, or validating information concerning City government
or other employees and officials which is false, confidential, protected by rights of privacy or
common courtesy, or disruptive to the work environment, without official authorization.
c. Be responsive, efficient, courteous, and impartial in the performance of their job, assuring fair
and equal treatment of all persons, claims and transactions coming before them in their
official capacities.
d. Work in full cooperation with other City employees in promoting the public welfare,
recognizing that private interest (of an individual employee or anyone associated therewith)
must always be subordinate to the public interest.
e. Make decisions in full compliance with the law and the policies promulgated by the City
Council, and subordinate personal views to official policy while acting in an official capacity.
f. City funds or property may never be used for personal or private use, gain or benefit and
employees must be absolutely honest in all dealings, in whatever capacity, with City funds,
properties and facilities.
g. Refrain from modifying or altering City documents, forms, or records in order to misrepresent
facts or circumstances. Should a City record need to be modified, any modifications to City
records should be noted with the signature and date of the employee making the
modification.
h. Never accept or engage in outside employment or on-duty or off-duty activities that may
appear to be, or are incompatible with public duties. Employees of the City should not
become involved or affiliated with any company, agency or entity that receives funds from
the City, either directly or indirectly, where that association or affiliation may create a conflict
of interest, or an appearance of a conflict of interest or impropriety.
i. Refuse to represent private interests before government agencies in any matter in which the
City is a party, or in which the employee’s official position with the City is, or may be, a
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consideration in, or influence the decision of such agency on the matter before it.
j. Disclose all financial interests which may constitute a conflict of interest with official duties,
and disclose the nature and extent of personal interests in any business entity engaging in any
transaction with the City to the extent required under the City’s conflict of interest resolution
and any applicable state and federal law.
k. Refuse to accept gifts, favors, services or promise of future benefit from any person or entity
doing business with the City of Pasadena, such as, but not limited to, vendors, contractors,
developers, agents, attorneys or others where such gift, favor, service or promise could
compromise independence of judgment or action as a public official or employee, and disclose
any offer of gift, favor, service or promise to the employee’s supervisor.
l. Not act in any manner, whether or not specifically prohibited by law, rule, practice or
procedure, which could be construed by an objective, reasonable person to result in or create
the appearance of:
i. Using public office for personal gain.
ii. Giving preferential treatment or partiality to any person or group.
iii. Willfully impeding governmental responsiveness, efficiency or effectiveness.
iv. Making a governmental decision outside the established, official City procedures or
beyond the authority of the employee.
3. Because the City is tax-supported and exists to promote the general health and welfare of the
community, employees of the City have responsibilities greater than their counterparts in private
industry. Pasadena City employees are in the “public eye”, and employment with the City carries
an obligation of personal integrity and conduct that serves to establish public respect, confidence
and trust.
Employees represent the City of Pasadena and the quality of City service is judged through their
appearance and demeanor. The residents of Pasadena have the right to expect that City
employees will provide services in an efficient, complete and courteous manner. Employees must
be “public relations” conscious and service oriented. It is intended that the rules and procedures
which follow will assist employees in maintaining high ethical standards and proper job
performance, and in avoiding potential conflicts of interest both in fact and appearance.
Failure of an employee to comply with any of the standards set forth in this policy shall be the
basis for disciplinary or other appropriate action.
4. All employees have the right to expect:
a. Courteous treatment from fellow City employees and officials.
b. Equality of treatment under the same policies, rules, and regulations established for all
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employees.
c. Opportunity to obtain redress of grievance without jeopardizing their employment.
d. Participation in a recognized employee organization for the purpose of representation on
matters within the scope of representation as well as the right to choose not to participate in
any employee organization. Employees in classifications represented by bargaining groups
with Agency Shop agreements who choose not to be a part of the union may be required to
pay a Fair Share Fee, or pay a sum equal to the Agency Shop fee to a non-religious and non-
labor charitable fund exempt from taxation under Section 501(c)(3) of the Internal Revenue
Service Code.
e. Equal opportunity for career advancement and organizational mobility to realize their full
potential based on qualifications and as positions become available.
5. The City, as a condition of employment, expects to receive from the employee:
a. Initiative and a conscientious effort to perform productive work.
b. Cooperative, positive, responsive and courteous relations with fellow employees, supervisors,
and the public.
c. A continuous effort to strive for greater knowledge and skill on the job in order to maintain
performance at a high level.
d. Compliance with all rules of conduct, practices, procedures, and ordinances established by
the City.
e. Public loyalty to and support of the official policies of the employee’s department and the
City.
f. Responsible work habits demonstrated by:
i. Being flexible and adaptable to change.
ii. Keeping informed on developments and matters affecting job performance.
iii. Dependability, promptness, reliable attendance and performing required duties
competently.
iv. Accepting constructive suggestions and criticism.
g. Neat, clean, and appropriate grooming and attire. Prescribed uniforms and safety equipment
must be worn where applicable.
h. The City prides itself on the professional appearance it maintains and the favorable image
that employees present as representatives of the City of Pasadena. Employees are expected
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to use their best judgment in determining their appearance and dress, consistent with the
City’s standards and the positive image and professional appearance it wishes to maintain.
Employees should dress conservatively, in good taste and according to the requirements of
his or her position.
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B. EMPLOYMENT OF RELATIVES (NEPOTISM)
1. It is the policy of the City that relatives of City officers or employees shall not be hired, promoted
or transferred into positions in which one relative may supervise, directly or indirectly, any other
relative, or work in a capacity which would allow an employee to evaluate or control the terms,
conditions or performance circumstances of employment of a relative.
2. Indirect supervision refers to a situation in which a relative is hired, promoted, or transferred into
the chain of command of another relative, and one of the individuals has management or
supervisory responsibilities in the division or section in which both would work even if the relative
would not directly supervise or interact with the newly hired, promoted, or transferred employee.
3. This prohibition shall apply to all full-time and part-time regular employees, to all temporary City
Service Workers and City Temporary employees, and to all individuals working for the City through
a temporary services agency. This policy will not prevent relatives from being regularly assigned
to shifts that may overlap, or from short-term temporary or acting assignments, as long as one
relative does not supervise, directly or indirectly, another relative, nor work in a capacity which
would allow an employee to evaluate or control the terms, conditions or performance
circumstances of employment of a relative.
4. No relative of the City Manager, Assistant City Manager or Director of Human Resources shall be
hired to any position in the City. Relatives of Department Directors may not be hired in to the
same department as the Director.
5. Relatives of City officers or employees, or members of the City Council or members of any City
Board or Commission shall not be employed in any position in which the employment of such
relative has the potential for adversely impacting the safety, security, morale or efficiency of
supervision or function of other employees, or in which there may be created an actual or
potential conflict of interest or the appearance of a conflict of interest. Whether this shall apply
to paid or unpaid interns or volunteers shall be at the discretion of the department director and
City Manager, subject to review and recommendation by Human Resources as to actual or
perceived conflicts and appropriateness.
6. A "relative" shall be defined as a son, daughter, brother, sister, parent, grandparent, spouse,
registered domestic partner, or a person sharing the same household/cohabitating (in a marriage-
like relationship). Half-relatives, step-relatives, adopted relatives, domestic partners as defined
by State law, and in-laws are included in these restrictions.
7. In those cases in which the aforementioned relationships existed as of March 1990, or in which
employees marry or acquire a covered relationship, the department director shall be responsible
to ensure that work assignments are made so as to avoid conflicts of interest or violation of this
policy. If no conflict of interest exists because employees have no working interrelationship,
supervisory or evaluative control over one another, no action shall be necessary. If conflict exists,
such action may include reassignment to another position, work location or work shift within the
department. If such reassignment or other alternative is not available within the department, the
Human Resources Department will be contacted to identify other possible alternatives within
other City departments. If no alternative placement is found for which the employee qualifies and
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is accepted upon interview with the receiving department, the employee may be separated from
employment.
The employee is responsible for immediately notifying the department director of an impending
marriage or an impending acquired relationship with another employee within the same
department.
8. No relatives may be hired, transferred or promoted into the same department without the
approval of the Director of Human Resources.
9. Upon the request of a department director, the City Manager may approve the hiring or
promotion of a relative as an exception to this policy when in the opinion of the department
director, the hiring or promotion of the relative is of significant benefit to the operational
effectiveness of the department and/or the customer service needs of the community and is in
the best interest of the City. The department shall identify and implement methods to mitigate
actual or perceived issues that may arise by the hiring or promotion of the individual.
10. The Human Resources Department is responsible for enforcing this policy with assistance of the
applicable department.
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C. CONFLICTS OF INTEREST
1. Employees are expected to devote their full efforts, energies, and loyalty to the City. Due to the
importance of this requirement, the City strictly prohibits any outside employment or other
activities or relationships that create any actual, potential or apparent conflict of interest.
Examples of situations that violate this policy include acting as a consultant, advisor, employee or
independent contractor of or with a customer or vendor of the City, owning any significant
interest (other than as a shareholder of a publicly traded company) in any business or organization
that conducts or seeks to conduct business with the City, or using any assets or resources of the
City for personal gain, advantage, or benefit. As a general rule, no employee shall engage in any
transactions or have any personal or financial interest, direct or indirect (as defined in the City’s
Conflict of Interest Code) which would lead the objective, reasonable person to believe that
independence of judgment or action in the performance of official duties would be impaired.
2. The following are examples of conduct which the City deems to be conflicts of interest and as such
are prohibited and may lead to disciplinary action up to and including discharge:
a. Engaging in private employment or rendering services for private interests when incompatible
with the proper discharge of official duties or gives the appearance that independence of
judgment or actions in the performance of official duties would be impaired.
b. Engaging in private employment during the regular work day, or while being paid by the City
at the same time to render work for the City, or while in or using City facilities or equipment.
c. Without legal authorization, using official influence, insignia of office or disclosing
information, either confidential or not generally known or readily available to the public,
concerning the property, government or business of the City for the purpose of furthering or
influencing any private interest.
d. Appearing on behalf of or attempting to influence any agency, committee or official body of
the City for the benefit of any private interest except for appearances by the employee as a
member of the general public for self-representation on matters related solely to his or her
personal interests. In such instances, when testifying before the City Council, or any
committee or subcommittee thereof, or any other commission, board, ad hoc committee or
other entity or agency owned or controlled in whole or in part by the City of Pasadena, such
employee shall state on the record that he or she is appearing as a private citizen and not in
their capacity as a representative of the City.
e. Knowingly participate in any City decision which could affect his or her personal or financial
interests. Upon learning of a possible conflict pursuant to this paragraph, the employee must
make such facts known to his or her department director as soon as possible before
participating in such decision and recuse himself or herself there from.
f. Soliciting or accepting, in the course of employment, directly or indirectly for the employee’s
personal use, any gifts, gratuities, favor, promise of future benefit, discount not available to
all public employees, entertainment, loan, or other things of value, from any person or entity
doing business with the City, such as, but not limited to, vendors, contractors, developers,
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agents, attorneys or others.
3. No City employee or contractor who administers, makes recommendations or decisions
regarding, or otherwise participates in the review process for disbursement of City sponsored
grants or funds (including, but not limited to, Community Development Block Grants, Emergency
Shelter Grants, Low and Moderate Income Housing Trust Fund, American Communities Fund,
Home Investment Partnership Grants, Housing Enabled Local Partnership (HELP) Fund, Northwest
Special Activity Fund, Human Services Endowment Fund, Supporting Housing Grants, Housing
Opportunities for Persons with AIDS Grants, or Shelter Plus Care Grants) shall serve on the board
of directors or other governing or decision making board of any organization that is applying for
these funds. This prohibition applies for the period 12 months before, and 12 months after the
employee or contractor’s last participation in the disbursement of said City sponsored grants or
funds.
4. Taxpayer Protection Act (Pasadena City Charter, Article XVII)
The Taxpayer Protection Act, Article XVII of the City Charter, provides, in relevant part, that any
employee who confers a discretionary public benefit to a recipient, either individual or business,
of an amount as described in the Act may not receive personal advantage from the recipient for
a period ending no later than one year from the employee’s separation from the City. Personal
advantage includes gifts, employment, and campaign contributions. Employees should review the
Taxpayer Protection Act, which may be accessed here.
All inquiries regarding the Taxpayer Protection Act should be directed to the City Attorney’s
Office.
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D. GIFTS AND GRATUITIES
No official or employee shall accept a fee, compensation, gift, payment of expenses or any other thing
of monetary value in any circumstances in which acceptance may result in or create the appearance
of any one or more of the following:
1. Use of public office and/or employment for personal or private gain.
2. Preferential treatment of any person.
3. Loss of complete independence or impartiality.
4. Making a City decision outside of official channels.
5. Reduction of public confidence in the integrity of City government and/or its
employees.
6. Impeding government efficiency or economy.
Employees who are designated in the City’s Conflict of Interest Code shall follow all guidelines in
accordance with applicable state law.
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E. POLITICAL ACTIVITY
The City Council adopted Resolution No. 4874 on February 1, 1983, which contains the
following regulations:
1. No officer or employee shall participate in any political activity during his or her working hours.
2. No officer or employee shall authorize entry into a City facility for the purpose of soliciting or
receiving political funds or contributions.
In addition, the Government Code contains the following regulations pertaining to political activities
of officers and employees:
1. No officer or employee shall participate in any political activity while in a City uniform.
(Government Code Section 3206)
2. No officer or employee shall use his or her official influence or position to coerce political action
or contributions. (Government Code Section 3204)
3. No officer or employee shall knowingly solicit political funds or contributions, whether directly or
indirectly, from other officers or employees of the City or from persons on the employment lists
of the City. The exceptions to this are as follows: No officer or employee shall be prohibited from
such activity, within or upon non-City premises and during non-working hours, when part of a
solicitation for contributions is made through the mail or by other means to a significant segment
of the public which may include officers or employees of the City. No officer or employee shall be
prohibited from such activity, within or upon non-City premises and during non-working hours, on
a ballot measure affecting the pay, working hours, or working conditions, of City officers and
employees. (A campaign for elected office is not a ballot measure). (Government Code Sections
3205 and 3209)
4. A City employee may not use public resources to support or oppose a ballot measure or election
or defeat of a candidate for office. Public resources include any property owned by the City,
including, but not limited to equipment, City email, telephones, supplies, computers, vehicles, and
buildings. (Government Code Sections 8314 and 54964).
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F. DELEGATION OF DUTIES
When an executive or management employee determines that it is in the best interest of
departmental operations to delegate signature authority to a subordinate employee, he/she will
complete a Delegation of Duties form, which may be obtained from the Human Resources
Department. The form will clearly indicate who is delegating the authority and to whom the authority
is being delegated, as well as the nature of the specific responsibility being delegated and the
duration of such authority.
The employee delegating the authority and the employee to whom the authority is being delegated
must sign the Delegation of Duties form. The original form is to be filed or maintained with the central
file for the affected program or project, and each employee will retain a copy for their records. It is
understood that while the employee to who the authority is delegated is responsible for ensuring the
proper execution of his/her responsibility, the employee delegating the responsibility retains the
ultimate accountability for ensuring the proper administration of the project or program.
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Effective Date: August 1, 2019
Supersedes: November 16, 2015
City Manager Approval:
G. OUTSIDE EMPLOYMENT AND BUSINESS ACTIVITIES DISCLOSURE POLICY
1. The purpose of this policy is to ensure that outside employment and business activities do not
adversely affect employee work performance, commitment to City employment, or create a
conflict of interest or appearance of impropriety.
2. All employees must annually complete and submit to their department director an "Outside
Employment and Business Activity Disclosure" form prior to commencing any new outside
employment.
Employees must disclose any outside business activity, including that which generates the receipt
of passive income that could create a conflict of interest or the appearance of impropriety. Passive
income is earnings derived from a rental property, limited partnership or other enterprise in which
a person is not actively involved. Employees engaged in outside business activities with entities
that perform business with the City of Pasadena must disclose such activities annually.
As a general guideline, employees do not need to disclose outside business activities that generate
passive income, such as rental property, when such activity does not create a business
relationship with the City of Pasadena. When there is a question as to whether a particular activity
should be disclosed, employees are directed to err on the side of caution and disclose the outside
business activity or contact Human Resources for guidance.
3. The City of Pasadena shall serve as each full-time employee’s primary employer. In deciding
whether to approve a request for outside employment or business activity, the department
director in which the employee works should consider the following factors which would be valid
reasons for denying the request:
The outside employment or business activity is:
a. Of such a nature that it may be reasonably interpreted by the public to be an official act of
the City.
b. Involves the use of City facilities, equipment, insignia, uniforms, supplies or resources of any
kind, except where specifically permitted by law.
c. Involves the use of information known to the employee as a result of City employment and
not generally available to the public.
d. Might be reasonably construed by the public to be a conflict of interest.
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e. Is conducted during the employee's working hours and/or may impede the employee's
efficiency while on duty.
f. Involves the provision of services normally performed by the employee to another city or
public agency such that if a request for those services were made to the City of Pasadena, the
City would provide the service either as a matter of professional reciprocity or on a cost
reimbursement basis.
g. Involves the provision of services for a fee or charge that are normally performed by the
employee in his or her capacity as a City of Pasadena employee.
h. The employment or service involves an employment relationship with another City
employee(s) such that it could be reasonably construed to create the possibility of a negative
impact on City working relationships (e.g. coercion, collusion, favoritism, reduced
productivity).
i. The employment or service is such that potential clients, customers or recipients of such
service could be secured during the employee's normal City employment activities (a building
inspector, for example, should not be allowed to perform home repairs or construction work
within the jurisdiction of the City).
j. The amount of outside work or the use of regular days off or time-off requests to perform the
outside employment may impede the employee's City job performance, efficiency or
attendance.
k. The additional work may jeopardize the employee's physical and/or mental well-being, or
the additional work may pose stress or injury or the possibility of stress or injury.
4. Outside employment and business activities must be completed by all employees annually as
requested by Human Resources or before any outside employment begins throughout the year.
Employees who do not have outside employment or business activities to report must
acknowledge on the Outside Employment and Business Activities Disclosure Form that they have
no information to report under this policy.
a. Whenever outside employment or business activities change, or new employment or
contracts for service commence, the employee must file an amended "Outside Employment
and Business Activity Disclosure form." Only one form need be filed for any one year if the
service is of a nature that many similar clients would normally be served (e.g. home roofing,
teaching, and tax preparation).
b. Employees are obligated to make full disclosure of the facts and circumstances regarding any
outside employment.
c. Department directors approving or disapproving outside employment or business activities
shall note the reasons for rejection on the form
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5. Authorization for outside employment may be cancelled at any time by the department director
or Human Resources for good cause such as when, in the opinion of the department director or
Human Resources, the outside work is interfering with performance of the employee's City job or
if the employment appears to generate a conflict of interest or other issue, concern or problem.
6. When an employee sustains an industrial injury, outside employment shall cease when in the
opinion of the department director, or Human Resources, the job requirements of the outside
employment are in conflict with any work restrictions placed on the employee by the treating
physician or the agreed medical examiner (AME).
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H. NO SMOKING
1. Purpose
The City’s No Smoking Policy is established in response to the 2006 U.S. Surgeon General's report
on the health effects of involuntary smoking. The report concluded the following: 1) that
involuntary or “secondhand smoke” is a cause of disease, including lung disease and cancer, in
healthy non-smokers, especially children; and 2) that the simple separation of smokers and
nonsmokers within the same air space may reduce, but does not eliminate, the exposure of
nonsmokers to the hazardous substance in tobacco smoke and that smoke-free environments are
the most effective method for reducing exposures.
The purpose of this policy is to create a smoke-free workplace environment in City buildings, at
City facilities and in City vehicles, in order to eliminate the health hazard of secondary exposure
to tobacco smoke, and ensure that employees are provided a healthy and safe work environment.
2. Definitions
The term “smoking” shall include the burning and inhalation of any substance that produces a
visible or invisible vapor or smoke, including pipes, cigars, cigarettes, or “e-cigarettes” or other
devices which convert liquids such as liquefied nicotine into a vapor for purposes of inhaling.
3. Policy
It is the City's policy that effective November 15, 1990 buildings, facilities and vehicles owned,
operated or leased by the City of Pasadena shall be entirely smoke-free at all times, with the
exception of a limited number of designated smoking areas. Smoking at work sites (public or
private) is forbidden under this policy unless done in a location that complies with local
ordinances. This prohibition includes but is not limited to: common work areas, private offices,
public and private meeting rooms, restrooms, lunchrooms, courtyards, gathering places,
elevators, lobbies, cars, trucks or other City vehicles. "No smoking permitted" signs shall be
posted in appropriate areas.
4. Application
This policy applies to all City employees and visitors while they are in buildings or vehicles owned
or leased by the City. Additionally, applicants for employment with the City must agree to comply
with this policy.
This policy does not apply to the Pasadena Conference Center, the Tournament of Roses House,
the Rose Bowl press box, or other buildings subject to the lease or control of the third parties.
5. Enforcement
Managers and supervisors are primarily responsible for reasonable enforcement of this policy,
and for the administration of discipline as deemed appropriate. Failure of an employee to comply
with the standards set forth in this policy may be the basis for disciplinary or appropriate action.
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I. ELECTRONIC EQUIPMENT USE
1. Purpose
To establish guidelines for the acceptable use of the City’s electronic equipment and systems used
by employees who have access authorized by the City.
2. General Policy
Electronic equipment, including City owned personal computers, tablets, laptops, wireless
devices, computer systems, remote access devices, networks, servers, wireless networks and
systems, software and applications, memory storage devices, personal digital assistants and hand-
held computers, cellular, mobile phones and the like, or satellite telephones and any other
electronic equipment are business tools to be used for conducting the City’s business only. Such
equipment shall be used in accordance with generally accepted business practices and this policy.
Current laws as referenced in the Public Records Act and the City’s Records Retention Policy shall
be adhered to at all times.
Electronic communications, such as emails, are not intended to replace direct, personal
communication where direct contact would be more appropriate. It is intended that the rules and
procedures which follow will assist employees in maintaining high ethical standards of conduct
while accessing, utilizing, and disseminating information gained through the City’s electronic
systems and that employees will strive to maintain the integrity of the information systems of the
City of Pasadena.
Employees are reminded that when they participate in social networking media sites, web logs
(“blogs”), or video or photographic share sites from a City computer or equipment, or from their
personal computer or electronic equipment, and there is any information that identifies the
person as a City of Pasadena employee, or they join or connect with sites for professional City
business purposes from their own personal social networking media sites, that all the rules and
regulations pertaining to the person as an employee of the City of Pasadena are in full force and
effect.
In addition, employees who post information on the internet, blogs, and social networking media
sites are reminded of the proprietary nature of the City of Pasadena logos, seals, emblems and
markings and are prohibited from displaying them, unless authorized for City business. Employees
are also prohibited from creating the appearance that any posting to the internet or mobile
applications are official City of Pasadena postings without prior written authorization from the
Department Director.
3. Requirements
Employees with authorized access to the internet, intranet, and other electronic media through
City owned or operated computer equipment must comply with this Electronic Equipment Use
Policy. Employees must be specifically authorized by the City to use the internet, intranet, or any
other electronic media while performing work, utilizing City owned equipment, while on City
property, or while accessing the City’s network system, servers, databases, or computers directly
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or remotely, or while accessing the City’s network directly or remotely, including using a personal
device.
4. Definitions
Definitions are not intended to define prohibited conduct, but rather, to provide general
definitions of terms used throughout this Electronic Equipment Use Policy.
a. “Electronic media” – shall be defined as any communication or transmission of electronic
messages, files, data or other electronic information, including email, electronic “chat,”
bulletin or newsletter services, newsgroups, or any other electronic transmission which is
conveyed via an electronic device, such as a computer, tablet, laptop, fax machine, smart
phones, remote access devices, wireless devices, or any other device which either prints,
stores or displays the information communicated or transmitted.
b. “Communication” – shall be defined as the intentional or unintentional sending or receiving
of an electronic message, file, data or other electronic information. A “communication” is
intended to include the conversion of the electronic information into another form, such as
printing the information, and then delivering the information to a recipient, whether or not
the recipient was the intended recipient.
c. “Sender” – shall be defined as the person or persons who transmit, or cause to be transmitted,
a communication, via electronic media or otherwise.
d. “Recipient” – shall be defined as the person or persons who receive, either directly or
indirectly, the communication from one or more senders.
e. “Social Networking Media Site” – shall be defined as internet web sites in which computer
and/or mobile device users connect with or join as a member of such site for the purpose of
connecting with others so joining as “friends” or “contacts” or for sharing video, audio,
photographic or other such information for the purpose of posting, uploading or reading other
members’ posted information which may be of a personal or professional nature. Examples
of social networking media sites include, but are not limited to: Facebook, LinkedIn, YouTube,
Flickr, Photobucket, Snap Chat, Instagram, etc. Social media sites may be utilized as channels
for disseminating time sensitive information as quickly as possible, such as emergency
information, as well as marketing and promotional channels for increasing the City’s ability to
broadcast to the widest possible audiences. (See also Error! Reference source not found.)
f. “Web log” or “blog” – shall be defined as an internet link or connect where persons may post
information along with other participants, such postings being displayed in list or log form
under a topic or topics for the purpose of sharing information, rendering opinions, or viewing
other participants’ information or opinions within that blog or web site.
5. Employee Obligations
Employees with authorized access to the internet, intranet, and other electronic media must
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comply with this Electronic Equipment Use Policy. Authorized users are required to:
a. Be aware the participating on a social networking media site in which the person identifies
himself or herself as a City employee, or in which that person joins another site or provides a
link to another site, and so identifies himself or herself, any communications and information
on that site which may reflect on the City of Pasadena may be regulated and restricted as if
the information comes directly from them as a City of Pasadena employee. Posting
information that discredits the City or causes embarrassment to the City or the person’s
employment could lead to disciplinary action up to and including termination.
b. Be aware that it is the policy of the City of Pasadena that any and all electronic information,
communications, data, files, documents, folders or any other form of electronic information
which is transmitted to, through or from any electronic device owned by the City of Pasadena,
or is transmitted to, through or from any employee of the City of Pasadena while at work or
on City business or is in or on any City-owned property or vehicle, is owned by and belongs to
the City which has a proprietary interest in such electronic information and no employee shall,
either directly or indirectly, profit or gain personally therefrom.
c. Respect the privacy of other users including information on, copies of, or modification of files,
data, or passwords.
d. Observe the legal protection provided by copyright and license to programs and data.
e. Understand that any violation of the Electronic Equipment Use Policy may result in disciplinary
actions consistent with the Discipline Policy. Comply with all applicable federal, State and
municipal laws, policies and regulations including, but not limited to, the California Public
Records Act, First Amendment privacy laws, Fair Labor Standards Act (FLSA) and information
security policies.
f. Understand that any violation of the Electronic Equipment Use Policy may result in disciplinary
actions consistent with the Discipline Policy.
g. Understand that electronic records or files may be considered “Official Records” under the
California Public Records Act (Government Code Section 6250 et seq.) and other applicable
State or federal laws. As such, employees should consult the City of Pasadena's Records
Retention Policy and/or the City Attorney's Office with regard to the handling, printing, and
retention of electronic records or files.
6. Policy Violations
Electronic equipment use is for the accomplishment of business-related tasks and for conducting
City business only. It shall be a violation of this Section to do any one or more of the following
without proper authorization, which may result in disciplinary action up to and including
discharge:
a. Arranging for or placing any unsolicited advertising unless specifically authorized by the
department director.
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b. Conducting personal business, which includes but is not limited to, “surfing” or browsing the
internet which includes, but is not limited to, displaying, reading, downloading information
from, uploading information to, or conversing or “blogging” on internet web pages including
social networking media web sites, playing, uploading, posting or forwarding any audio or
video file, or graphic or uploading, displaying, posting or forwarding any photograph, picture
or other computer graphic not reasonably necessary for the conduct of the City’s business.
c. Playing or downloading any recreational games or forms of entertainment not related to the
conduct of the City’s business during working hours or while on City-owned property or using
City-owned equipment.
d. Sending, forwarding, uploading or posting any communication, including email, that is not
reasonably necessary for the conduct of the City’s business whether or not such
communication contains any material which is intended to or does offend or harass another
person. A separate violation may be found where the communication, when it is uploaded,
forwarded, posted or sent, whether or not sent to a person who is or is not an employee of
the City, which is sexually explicit, or which contains material that is negatively focused upon
race, religious creed, color, national origin, ancestry, disability, age, marital status, sex or
sexual orientation (e.g. such as derogatory terms, photographs, pictures, videos, jokes, or
unwelcome advances of a sexual nature, etc.) or any other protected classification.
e. Malicious use, which includes but is not limited to, messages, or information that is such that
it tends to, or a reasonable person would perceive it to intimidate, embarrass, bully, harass,
threaten, offend or annoy another person, or which a reasonable person would find to be
intimidating, embarrassing, bullying, harassing, threatening, annoying, obscene, or offensive.
f. Downloading from or uploading to the internet any file or program, except when in relation
to the department’s objectives.
g. Posting of information, text, graphics, audio or video, except when in relation to the
Department’s objectives, without approval from the department director.
h. Subscribing to any listservs, newsgroups, news feeds or social networking media sites where
membership would place the user on a server’s mailing list or news feed, except when in
relation to the Department’s objectives.
i. Printing, downloading, saving on a memory storage device (whether internal or external, disk,
CD, DVD, flash memory drive or card, tape or like devices), or otherwise duplicating any
communication prohibited hereunder.
j. Sending a communication that the sender knows, or reasonably should know, violates any law
of the United States or the State of California, or which violates any provision of the City of
Pasadena Manual of Personnel/Administrative Rules.
k. Deleting, destroying, or damaging any electronic information under the control of another
employee or the City of Pasadena for the purpose of sabotaging, hindering, delaying,
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frustrating, or causing an employee or the City of Pasadena to lose any electronic information
that is needed for the conduct of the City’s business.
l. Posting advertisements, business solicitations, chain letters, or anything determined to be
“spam.”
m. Failing to follow directions from the Department of Information Technology, Human
Resources, or the employee’s supervisor, Department Director, or any law enforcement
officer or agent pertaining to the handling, opening, deleting, or closing of computers,
computer files, folders, applications, or any electronic device on which City business is
conducted.
n. Knowingly introducing any destructive files or data of any kind (known as a “virus”) into any
electronic device or system whether or not information or the system are actually
compromised.
o. Knowingly deleting, destroying, or damaging any electronic information related to City
business when the employee knew or should have known that the employee was not
authorized to delete, destroy or damage the electronic information.
p. Accessing the networks, computers, servers, electronic devices, electronic information or
communications of other employees or the City of Pasadena without express authorization
from the employee who has the responsibility for maintaining said devices or information, or
the Department Director of the employee seeking said information.
q. Revealing or disclosing to another, gathering, storing or disseminating in any fashion any
passwords, PIN codes, credit card numbers, or other confidential information obtained
through the person’s employment without the express authorization of the Department
Director or his or her designee.
r. Posting or uploading any information in any format, including but not limited to text, video,
photographs, audio files or other information whether from a personal computer or
electronic device or one owned, leased or operated by the City of Pasadena, which may cause,
or does cause, discredit to the City of Pasadena or embarrassment to the employee’s
employment with the City of Pasadena.
s. Posting or uploading any logo, seal, emblem, photograph, video, sound file or other mark,
design, diagram, photograph or information that is proprietary to the City of Pasadena unless
done within the course and scope of the person’s employment as an employee of the City of
Pasadena or with the prior authorization of the employee’s department director or City
Manager.
t. “Spoofing,” or willfully constructing an electronic communication so that it appears to be from
a sender other than the original or actual sender.
u. “Snooping,” “Phishing,” or obtaining access to the files or electronic communications of
others without following proper procedures or having a proper City business purpose.
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v. Attempting to accomplish any act prohibited by this policy.
7. Electronic Media Privacy Policy
No employee shall expect nor receive any right to privacy relative to the use of, the information
transmitted by or through, or the contents stored upon any electronic device owned by the City
of Pasadena. The City reserves the right to monitor electronic communications accomplished
through City-owned equipment or while accessing the City’s network, servers, or computers on
an as-needed basis.
Employees who join or participate in social networking media sites or web logs acknowledge and
agree that if they post or upload information including photographs, video, audio or other
information that indicates they are a City of Pasadena employee or which brings discredit or
embarrassment to the City or the person’s employment, that the employee thereby waives any
right to assert any right or expectation of privacy or other protections against disclosure of said
information for purposes of determining whether and to what extent disclosure may be required
by the City for purposes of investigating violations of this or any other policy of the City of
Pasadena or other law or regulation pertaining to said social networking or blog site that the
employee has participated in, to the extent such purpose may be permitted by law.
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Effective Date: March 2, 2020
Supersedes: November 16, 2016
City Manager Approval:
J. SOCIAL MEDIA POLICY
1. Purpose
a. Due to the rapid growth of social media, the City has a business need to augment traditional
communication methods with the use of social media.
b. The use of social media presents opportunity for and risk to the City, its departments and
employees. Opportunities include promotion of City services, programs and events, gathering
feedback from the community, as well as emergency instructions and updates; risk includes
reputation, negative branding, and site security.
c. This policy establishes policies, protocols and procedures intended to mitigate associated
risks related to the use of social media for official City
purposes.
2. Definition
Social media consists of third-party hosted websites or applications for discussion, photo sharing,
video sharing and information sharing. Examples include but are not limited to Google Plus and
Yahoo Groups, Wikipedia, Twitter, Pinterest, Facebook, Meetup, Multiply, Snap Chat, Instagram,
YouTube, Flickr, LinkedIn, My Life and the like, and news media sites with comment-sharing
capabilities.
3. Policy Statement
Social media sites are the sole possession of the City and shall be used only for official business
purposes to provide timely news, information and updates. It is important to take a measured,
strategic approach to the implementation of social media.
This policy applies to all regular, probationary, and temporary employees, city service workers,
volunteers, consultants, service providers and/or contractors performing business on behalf of
the City.
4. Responsibility
a. The department director is responsible for facilitating this policy in compliance with the Code
of Conduct and the Electronic Equipment Use Policy. This includes the responsibility of
auditing the department’s use of social media and ensuring compliance with this policy.
b. Within the terms of this policy, department directors have the discretion to determine
and establish social media activity at the department level. Any policies, protocols and/or
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procedures established by individual departments to implement social media programs or
activities shall be subject to and consistent with those referenced herein.
c. Departments that use social media sites are responsible for complying with all applicable
federal, state and municipal laws, policies and regulations. This includes but is not limited
to adherence to established laws and policies regarding the California Public Records Act, First
Amendment privacy laws, and information security policies.
d. Account information for social media sites established to represent official City business or
communications on behalf of the City shall remain the sole property of the City. Separating
employees will provide this information to their department head or the PIO prior to their
separation.
5. Policy
a. City Website
The City of Pasadena’s official website (www.cityofpasadena.net) shall remain the primary
and predominant Internet presence. All City social media sites shall include one or more links
that direct users back to the City website.
b. Appropriate Uses of Social Media Sites
The most appropriate uses of social media sites fall into two categories:
i. As channels for disseminating time-sensitive information as quickly as possible, such as
news and emergency information, and
ii. Marketing and promotional channels for increasing the City’s ability to broadcast
messages to the widest possible audiences.
c. Branding
i. The
design
of
all
City
social
media
pages
must
be
approved
by
the
Public
Information Officer. The PIO shall maintain a master list of social media sites.
ii. The City Seal/logo shall be used on all official social media sites used for this purpose.
Any changes or additions to official City of Pasadena seals, logos and other branding
devices shall be incorporated into official social media sites.
iii. Photos and other images may be posted only when they are the property of the City of
Pasadena or the owner has provided consent for use.
iv. Misrepresentations regarding the City of Pasadena on social media sites should be
brought to the attention of the PIO for clarification.
d. Posting of Comments on Social Media Sites
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i. Comments posted by City employees in an official capacity on social media sites, whether
administered by the City or other agencies and/or individuals, shall include appropriate
identifying information and any other pertinent information within the context of the
virtual interaction.
ii. Comments and direct messages posted by City employees on social media sites in an
official capacity may be treated as official correspondence and may be subject to
disclosure in accordance with the California Public Records Act.
iii. Notwithstanding the above, postings that are otherwise protected from disclosure or are
not disclosable public records do not lose such status as a result of disclosure on a social
media site. The City of Pasadena reserves the right to remove such postings.
iv. City employees are prohibited from engaging in debate in an official capacity on social
media sites. Employees who encounter inappropriate situations or abuse in virtual
environments in an official capacity should immediately leave the social media site and
report the situation to a supervisor.
v. The City of Pasadena reserves the right to remove postings placed on official City social
media sites that the City deems, in its sole discretion, to constitute crimes (such as threats
of violence), and/or that otherwise violate federal or state law.
e. Administration of City of Pasadena Social Media Accounts
i. Prior to establishing any pages on social media sites in an official capacity, employees
must (1) receive approval from their respective department directors and the City’s Public
Information Officer, (2) read this policy and the City’s social media policy for external
users and agree, in writing, to abide by the guidelines and (3) contact the Public
Information Officer regarding the purpose of their new social media account, the primary
audience, and the type of content that will be conveyed on behalf of the City of Pasadena.
ii. The Public Information Officer shall work in conjunction with the Department of
Information Technology to establish the primary administrative account(s) and logins for
each social media site.
iii. The Public Information Officer shall be responsible for reviewing and approving each
requested social media site’s terms of use.
iv. The appropriate department director (and/or his/her designee) and the City’s PIO shall
jointly be responsible for (a) monitoring content on their department social media sites
to ensure compliance with this policy (b) ensuring that department staff moderating
social media content are trained regarding the terms of this policy and the City’s social
media policy for external users.
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v. The Public Information Officer shall chair a PIO team that includes representation from
the Department of Information Technology and other departments as needed. The
committee shall meet at least twice a year to update and review social media policies and
make recommendations to the City Manager regarding current trends and potential
impacts.
6. Retention of Records
The City of Pasadena shall retain, as part of the administrative record, all postings submitted to
the City website as well as official City social media sites when such postings are labeled “public
comment.” Comments submitted in conjunction with such postings shall be preserved in
accordance with existing City records retention policies and shall be forwarded to decision makers
or decision-making bodies for consideration. When a final decision has been made during an
agendized meeting, and provided the records have been properly retained, the City of Pasadena
reserves the right to remove all related posts from all sites and/or dismantle sites and pages
dedicated to such specific issues.
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K. MEDIA POLICY
1. Purpose
The purpose of the City’s Media Policy is to improve media relations, protect and enhance the
image of the City of Pasadena and ensure that accurate, appropriate information is released to
the news media.
2. Policy
a. Priority
Inquiries from the news media should be given a high priority and be responded to as quickly
and efficiently as possible. Every effort should be made to ensure that all information released
is accurate and meets media deadlines.
b. Public Information
Generally, the business conducted by the City of Pasadena is public and therefore is subject
to the federal Freedom of Information Act and the California Public Records Act. Exceptions
include, but are not limited to, works in progress that have not been publicly distributed,
attorney client-privileged and matters involving pending litigation, issues that are subject to
ongoing negotiation, and confidential personnel-related matters.
c. Sensitive and Controversial Issues
The appropriate department director, the City Manager and the Public Information Officer
(PIO) must be informed immediately of inquiries from the news media that relate to sensitive
or controversial issues, potential litigation, ongoing negotiations or personnel matters; and
must be made aware immediately of potentially sensitive issues when it is anticipated that
those issues may reach the media. The City Manager will communicate directly with the PIO,
the appropriate department director and other city officials as necessary, including the City
Attorney and Director of Human Resources on an as-needed basis, to develop strategies for
each issue and determine an appropriate spokesperson.
Any City employee who speaks to a reporter or editor about a sensitive or controversial issue
without authorization and prior approval by the City Manager may be subject to disciplinary
action. The PIO must be made aware of any such authorization or approval.
d. Examples of Sensitive or Controversial Issues
Examples of sensitive or controversial issues include, but are not limited to, performance
evaluations related to any City employee; legal claims or lawsuits filed against the City of
Pasadena by any City employee, City Council Member or other elected official, individual,
business or organization; negotiations related to economic development or redevelopment;
court appearances by any City employee, member of the City Council, or spouses or other
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family members of either; and hiring, disciplinary action, or termination processes related to
any City employee.
e. Spokesperson
In most cases, there will be one spokesperson designated for response to each inquiry, and
all related inquiries will be directed to that spokesperson. For citywide issues the
spokesperson will most often be the City Manager or the PIO; for department-related issues
the spokesperson will most often be the director of a department or division head; in some
instances the spokesperson will be the employee, regardless of rank, who can best answer
specific questions about a particular issue. The spokesperson will work directly with the PIO
to ensure that information for specific media issues is communicated appropriately.
f. Public Records Requests
Requests from the media or the public for City of Pasadena records may be written or verbal.
Staff is required, if necessary, to help requesters make focused and effective requests that
reasonably describe identifiable records. The Public Records Act allows up to 10 days for this
process, but departments are encouraged to provide information in as timely a manner as
possible.
g. News Releases
City departments may issue routine news releases and consult with the Public Information
Office as necessary. The PIO must receive a copy of every news release that is distributed by
any City department. Any news release issued by any department of the City of Pasadena,
with the exception of the City Attorney’s Office, that relates to or is requested by an elected
official - City Council Member, county supervisor, assembly member, senator, etc. - must
receive approval from the City Manager before being written or released.
h. Media Briefings
When necessary, briefings may be conducted to educate the news media about potentially
controversial issues and provide reporters an opportunity to ask in-depth questions. In most
cases, appropriate City staff and reporters review extensive background materials, distribute
fact sheets and explanatory materials, or discuss at length a particular issue or upcoming
report to the City Council. The PIO will be responsible for scheduling any such briefings.
i. Press Conferences
When necessary, press conferences may be conducted to make extremely important
announcements and facilitate the flow of immediate, accurate information that City officials
cannot respond to on an individual basis. The City Manager and the PIO must be notified in
advance of a department’s intent to hold a press conference. The PIO will be available as
needed for consultation with appropriate staff regarding the strategy, preliminary statement,
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materials, media alert and general set-up of the conference. The City Manager or his/her
designee is responsible for notifying the City Council of any breaking news.
3. Emergency Media Relations
In the event of a disaster or emergency, the Fire Department, Police Department or the Public
Works and/or the Water and Power departments will assign a spokesperson to be responsible for
primary media relations. The City’s PIO serves as spokesperson during an emergency only when
the Emergency Operations Center (EOC) is activated.
4. Departmental Media Policies
a. Development of Departmental Policies
Each department in the city organization will establish a media plan for non-controversial,
day-to-day inquiries from the news media. The plan will include the appointment of a
spokesperson(s) to represent the department to the media. The City’s PIO is always available
for consultation and will, on request, be present at interviews between reporters and City
staff.
b. Filing of Departmental Policies
Department media policies must be on file in the City Manager’s Office and the Public
Information Office.
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L. CITY IDENTIFICATION POLICY
Employees will be issued employee identification badges to be worn at all times when working.
Employees who wear uniforms with their name (first and/or last name is acceptable at the
department director’s discretion) embroidered on the garment are not required to wear their City-
Issued identification while in uniform.
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M. DRESS CODE
Employees of the City are required to dress appropriately for the jobs they are performing. Therefore,
failure to follow the dress regulations contained in this section shall be grounds for discipline.
1. General Guidelines
The general dress code guidelines are as follows:
a. All clothing must be neat, clean, and in good repair.
b. Prescribed uniforms and safety equipment must be worn.
c. Footwear must be appropriate for the work environment and functions performed.
d. Hair must be neat, clean and well-groomed.
e. Beards, mustaches, and sideburns must be maintained in neat and well-groomed fashion.
f. Jewelry is acceptable except where it constitutes a health or safety hazard.
g. Good personal hygiene is required.
h. Dress and personal appearance must be appropriate to the work setting particularly if the
employee has public contact.
i. Any visible tattoos shall not be obscene, sexually explicit, discriminatory to any legally
protected category (including, but not limited to, national origin, race, religion, sex, and sexual
orientation), extremist, and/or gang-related. Any non-conforming tattoos will be covered
with clothing or a bandage while at work.
j. For employees working with the public, objects, articles, jewelry or ornamentation of any kind
that may impact safety or service to the public shall be removed, covered with a bandage, or
replaced with a clear, plastic spacer.
k. Jeans, shorts, sweats, and t-shirts are prohibited, unless part of a required uniform or
specifically authorized by the department director.
If an employee has a question about how any provision of this policy applies to him/her, the
employee should immediately raise the matter with his/her supervisor for consideration and
determination.
2. Departmental Standards
Each department director has the right to set more detailed and stringent dress code guidelines
for employees in his/her department. The department director may also make exceptions for
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individual employees based on a specific job function or special requirements. Departmental
guidelines must be submitted to Human Resources.
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N. ALCOHOL AND DRUG ABUSE POLICY
1. Purpose
It is the purpose of this policy to ensure that employees perform their jobs free of the effects of
alcohol or drugs (whether illegal or not), and to eliminate substance abuse and its effects in the
workplace in order to ensure that employees are in a condition to perform their duties safely and
efficiently, in the interests of their fellow workers and the public as well as themselves.
2. Policy
With the exception of those job circumstances which necessitate the handling, possession, or
consumption of illegal drugs by employees in the performance of their duties, it is the City's policy
that employees shall not be under the influence of or in possession of alcohol or drugs while on
City property, at work locations, while on duty, or before reporting for duty; shall not utilize such
substances when they have a reasonable expectation of call in for duty; shall not possess, provide
or sell illegal drugs to any other employee or to any person nor have their ability to work impaired
as a result of the use of alcohol or any drugs substances.
While use of medically prescribed medications and drugs is not per se a violation of this policy,
the employee must notify his/her supervisor, before beginning work, when taking medications or
drugs (including the possible effects of taking such medication and drugs) which could foreseeably
interfere with the safe and effective performance of duties or operation of equipment. In the
event there is a question regarding an employee's ability to safely and effectively perform
assigned duties while using such medications or drugs, clearance from a qualified physician may
be required.
The City reserves the right to search, without employee consent, all areas and property in which
the City maintains control or joint control with the employee, such as desks, file cabinets, City
vehicles, etc. Otherwise the City may notify the appropriate law enforcement agency that an
employee may have illegal drugs in his or her possession or in an area not jointly or fully controlled
by the City, such as lockers assigned exclusively for the employee's personal use.
Employees reasonably believed to be under the influence of alcohol or drugs (the use of alcohol
or any illegal substance or use of a prescribed drug in a manner and to a degree that causes any
impairment in the employee’s work performance or the ability to use City property or equipment
safely) shall be prevented from engaging in further work and may be ordered to submit to a drug
and/or alcohol test and shall, for safety purposes be provided transportation from the work site,
whether that is to a drug and/or alcohol test or if no test is administered, to the employees’
residence or other similar location.
3. Application
This policy applies to all employees of the City of Pasadena. This policy applies to alcohol and to
all substances, drugs, or medications, legal or illegal, which could impair an employee's ability to
effectively and safely perform the functions of the job.
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4. Employee Responsibilities
An employee must:
a. Refrain from the use of, or possession of, illegal drugs or substances while on duty or off duty
unless authorized for City business purposes;
b. Not report to work while his/her ability to perform job duties is impaired due to alcohol or
drug use (whether legal or illegal);
c. Not possess or use alcohol during working hours, when there is a reasonable expectation of
being called to duty, when on breaks, during meal periods or at any time while on City
property or while driving a City vehicle;
d. Not possess or use illegal drugs or substances or prescription drugs without a prescription.
e. Not directly or through a third party sell or provide illegal drugs or substances to any person,
including any employee, while either employee or both employees are on duty or off duty;
f. Submit immediately to a urine, breath or blood test, or other test as deemed appropriate,
when ordered by a supervisor or manager who has reasonable suspicion that an employee is
intoxicated or under the influence of drugs or alcohol;
g. Notify his/her supervisor, before beginning work, when having consumed alcohol or when
taking any medications or drugs, prescription or non-prescription, which may interfere with
the safe and effective performance of duties or operation of equipment;
h. Provide within 24 hours of request or as soon as reasonably possible bona fide verification of
a current valid prescription for any potentially impairing drug or medication identified when
a drug screen/test is positive. The prescription must be in the employee's name; and
i. Report to the supervisor or take other appropriate action when it is believed other employees
may be under the influence of drugs or alcohol or engaging in illegal drug related activities.
Employees who believe they may have an alcohol or drug usage problem are urged to voluntarily
seek confidential assistance from the Employee Assistance Program or other resources available
in the community. While the City will be supportive of those who seek help voluntarily, the City
will be equally firm in identifying and disciplining those who continue to be substance abusers and
do not seek help.
5. Management Responsibilities and Guidelines
a. Managers and supervisors are responsible for reasonable enforcement of this policy, and for
the administration of discipline as deemed appropriate.
b. Managers and supervisors may request and, if necessary, subsequently order that an
employee submit to a drug and/or alcohol test when a manager or supervisor has a
reasonable suspicion that an employee is intoxicated or under the influence of drugs or
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alcohol while on the job or subject to being called. "Reasonable suspicion" is a belief based
on objective facts sufficient to lead a reasonably prudent person to suspect that an employee
is under the influence of drugs or alcohol so that the employee's ability to perform the
functions of the job is impaired or so that the employee's ability to perform his/her job safely
is reduced.
For example, any of the following, in combination, may constitute reasonable suspicion:
i. Slurred speech;
ii. Odor of an alcoholic beverage on breath;
iii. Unsteady walking and movement;
iv. An accident involving the employee and/or equipment, vehicle or property where the
cause may be symptomatic of suspected use;
v. Physical altercation;
vi. Verbal altercation;
vii. Unusual behavior where the cause may be symptomatic of suspected use;
viii. Possession of alcohol or drugs; or
ix. Information obtained from a reliable person with personal knowledge. The supervisor
shall make reasonable attempts to verify or corroborate such information prior to
requesting or ordering an employee to submit to a drug test.
c. Any manager or supervisor requesting or ordering an employee to submit to a drug and/or
alcohol test shall document in writing the facts constituting reasonable suspicion that the
employee in questions is intoxicated or under the influence of drugs. Whenever possible the
manager or supervisor who has the reasonable suspicion will ask a witness to observe the
employee as well.
d. If the manager or supervisor reasonably believes that an employee is under the influence, and
wants to talk to the employee before sending him/her to a test, the employee shall be advised
of his/her right to representation. Upon the employee's request for representation, any
interrogation or testing shall cease until representation is present, unless representation is
not available within 30 minutes. However, if based on the reasonable suspicion, the manager
or supervisor wants to send the employee to the test without interrogating the employee,
he/she may do so.
e. Any manager or supervisor encountering an employee who refuses an order to submit to a
drug and/or alcohol analysis shall remind the employee that failure to comply is
insubordination and will result in disciplinary action. Where there is reasonable suspicion that
the employee is under the influence of alcohol or drugs, the manager or supervisor shall, for
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safety purposes, provide the employee transportation from the work site to the collection
facility to submit to the test.
f. Managers and supervisors shall not physically search the person or employees, nor shall they
search the personal possessions of employees without the consent of the employee.
g. Managers and supervisors shall notify the appropriate law enforcement agency when they
have reasonable suspicion to believe that an employee may have illegal drugs in his or her
possession, or when the supervisor is unable to reasonably control a situation where the
employee poses a potential liability to himself/herself, or others.
6. Physical Examination and Procedure
The urine, breath, blood, or other appropriate test (as determined by the lab) may test for any
substances which could impair an employee's ability to effectively and safely perform the
functions of his/her job, including, but not limited to, prescription medications, alcohol, heroin,
cocaine, morphine and its derivatives, P.C.P., methadone, barbiturates, amphetamines, marijuana
and other cannabinoids.
7. Consequences of Failing Drug and/or Alcohol Analysis
a. All testing shall be conducted by a laboratory certified by the National Institute on Drug Abuse
and licensed by the State of California. Such laboratory shall perform such quality measures as
will ensure the accuracy of the results it reports, including split of samples.
b. A positive result with confirmation from a drug and/or alcohol analysis may result in disciplinary
action, up to and including discharge.
c. If the drug screen is positive, the employee must provide within 24 hours of request or as soon
as reasonably possible bona fide verification of a valid current prescription for the drug identified
in the drug screen. The prescription must be in the employee's name. If the employee does not
provide acceptable verification of a valid prescription, or if the prescription is not in the
employee's name, or if the employee has not previously notified his or her supervisor, the
employee will be subject to disciplinary action up to, and including discharge.
d. If an alcohol or drug test is positive for alcohol or drugs, the City shall conduct an investigation to
gather all facts. The decision to discipline or discharge will be carried out in conformance with
applicable discipline procedures.
e. Any employee who tests positive for drugs and/or alcohol is subject to follow-up random testing
over the 12 month period following the positive test. There will be at least two random follow-
up tests during the 12 month period.
8. Confidentiality
Laboratory reports or test results shall not appear in an employee's general personnel folder.
Information of this nature will be contained in a separate confidential medical folder that will be
securely kept under the control of the Director of Human Resources. The reports or test
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results may be disclosed to City management on a strictly need-to-know basis and to the tested
employee upon request. Disclosures, without patient consent, may also occur when: (1) the
information is compelled by law or by judicial or administrative process; (2) the information has
been placed at issue in a formal dispute between the employer and employee; (3) the information
is to be used in administering an employee benefit plan; and (4) the information is needed by
medical personnel for the diagnosis or treatment of the patient who is unable to authorize
disclosure.
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Effective Date: September 12, 2019
Supersedes: August 25, 2016
City Manager Approval:
O. WORKPLACE HARASSMENT, DISCRIMINATION, AND RETALIATION PREVENTION POLICY
1.
Purpose
The purpose of this Policy is to establish a strong commitment to prohibit and prevent
discrimination, harassment, and retaliation in employment; to define those terms; and to set forth
a procedure for investigating and resolving internal complaints. The City encourages all covered
individuals to report—as soon as possible— any conduct that is believed to violate this Policy.
2. Policy
The City has zero tolerance for any conduct that violates this Policy. Conduct need not arise to
the level of a violation of law to violate this Policy. Instead a single act can violate this Policy and
provide grounds for discipline or other appropriate sanctions.
Harassment or discrimination against an applicant, employee, unpaid intern, volunteer or
contractor by a supervisor, management employee, co-worker, member of the public, or
contractor on the basis of race, religion, sex (including gender, gender identity, gender expression,
transgender, pregnancy), national origin, ancestry, disability, medical condition, genetic
characteristics or information, marital status, age, sexual orientation (including homosexuality,
bisexuality, or heterosexuality), or any other protected classification as defined below, will not be
tolerated.
This Policy prohibits City employees, unpaid interns, volunteers, and contractors from harassing
or discriminating against applicants, employees, unpaid interns, volunteers, or contractors
because of: 1) the perception that an individual has a protected classification or 2) that the
individual associates with a person who has or is perceived to have a protected classification.
This Policy applies to all terms and conditions of employment, including, but not limited to, hiring,
placement, promotion, disciplinary action, layoff, recall, transfer, leave of absence,
compensation, and training.
Disciplinary action or other appropriate sanction up to and including termination will be instituted
for prohibited behavior as defined below.
Any retaliation against a person for filing a complaint or participating in the complaint resolution
process is prohibited. Individuals found to be retaliating in violation of this Policy will be subject
to appropriate sanction or disciplinary action up to and including termination.
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3. Definitions
a. Protected Classifications: This Policy prohibits harassment or discrimination because of an
individual’s protected classification. “Protected Classification” includes race, religion, color,
sex (including gender, sex stereotype, gender identity, gender expression, transgender,
pregnancy), sexual orientation (including heterosexuality, homosexuality, and bisexuality),
national origin, ancestry, citizenship status, marital status, pregnancy, age over 40, medical
condition, genetic characteristics or information, military and veteran status, physical or
mental disability, and any other basis protected by applicable federal, state, or local law.
b. Classification definitions include but are not limited to:
i. “Gender expression” refers to a person’s gender-related appearance or behavior, or the
perception of such appearance of behavior, regardless of whether it is stereotypically
associated with an individual’s sex assigned at birth.
ii. “Gender identity” is each person’s internal understanding of their gender, or the
perception of a person’s gender identity, which may include male, female, a combination
of male and female, transgender or a gender different than the person’s sex assigned at
birth.
iii. “Sex stereotype” is an assumption about someone’s appearance or behavior, gender
roles, gender expression, or gender identity, or about the ability or inability to perform
certain types of work based on a myth, social expectation or generalization about the
individual’s sex.
iv. “Transgender” refers to someone whose gender identity is different from the person’s
sex assigned at birth. A transgender person may or may not have a gender expression that
is different from the social expectations of the sex assigned at birth.
c. Discrimination: This policy prohibits treating individuals differently because of the individual’s
protected classification as defined in this Policy.
d. Harassment may include, but is not limited to, the following types of behavior that is taken
because of a person’s protected classification. Note that harassment is not limited to conduct
that employees engage in. Under certain circumstances, harassment can also include conduct
taken by those who are not employees, such as elected officials, appointed officials, persons
providing services under contracts, or even members of the public:
i. Speech, such as epithets, derogatory comments or slurs, and propositioning on the basis
of a protected classification. This might include inappropriate comments, email, text
messages or social media messages on appearance, including dress or physical features, or
dress consistent with gender identification, or race-oriented stories and jokes.
ii. Physical acts, such as assault, impeding or blocking movement, offensive touching, or any
physical interference with normal work or movement. This includes pinching,
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grabbing, patting, propositioning, leering, unwanted/unwelcome behavior, or making
explicit or implied job threats or promises in return for submission to physical acts.
iii. Visual acts, such as derogatory posters, cartoons, emails, social media postings, pictures,
or drawings related to a protected classification.
iv. Unwanted sexual advances and hostile work environment, requests for sexual favors and
other acts of a sexual nature, where submission is made a term or condition of
employment, where submission to or rejection of the conduct is used as the basis for
employment decisions, or where the conduct has the purpose or effect of unreasonably
interfering with an individual’s work performance by altering the work conditions so that
a reasonable person may find it more difficult to do the job, or where the conduct creates
an intimidating, hostile, or offensive working environment.
4. Guidelines for Identifying Harassment:
To help clarify what constitutes harassment in violation of this Policy, use the following
guidelines:
a. Harassment includes any conduct which would be "unwelcome" to an individual of the
recipient’s same protected classification and which is taken because of the recipient’s
protected classification.
b. It is no defense that the recipient appears to have voluntarily "consented" to the conduct at
issue. A recipient may not protest for many legitimate reasons, including the need to avoid
being insubordinate or to avoid being ostracized.
c. Simply because no one has complained about a joke, gesture, picture, physical contact, or
comment does not mean that the conduct is welcome. Harassment can evolve over time. The
fact that no one is complaining now does not preclude anyone from complaining if the
conduct is repeated in the future.
d. Even visual, verbal, or physical conduct between two employees who appear to welcome the
conduct can constitute harassment of a third party applicant, employee, unpaid intern,
volunteer, or contractor who observes the conduct or learns about the conduct later. Conduct
can constitute harassment even if it is not explicitly or specifically directed at an individual.
e. Conduct can constitute harassment in violation of this Policy even if the individual engaging
in the conduct has no intention to harass. Even well-intentioned conduct can violate this
Policy if the conduct is directed at, or implicates a protected classification, and if an individual
of the recipient’s same protected classification would find it offensive (e.g., gifts, over
attention, endearing nicknames).
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5. Retaliation
Any adverse conduct taken because an applicant, employee, unpaid intern, volunteer, or
contractor has reported harassment or discrimination, or has participated in the complaint and
investigation process described herein, is prohibited. “Adverse conduct” includes but is not
limited to: taking sides because an individual has reported harassment or discrimination,
spreading rumors about a complaint, shunning and avoiding an individual who reports
harassment or discrimination, or real or implied threats of intimidation to prevent an individual
from reporting harassment or discrimination. The following individuals are protected from
retaliation: those who make good faith reports of harassment or discrimination, and those who
associate with an individual who is involved in reporting harassment or discrimination or who
participates in the complaint or investigation process.
6. Confidentiality
Every possible effort will be made to assure the confidentiality of complaints made under this
Policy. Complete confidentiality cannot occur, however, due to the need to fully investigate and
the duty to take effective remedial action. As a result, confidentiality will be maintained to the
extent possible. An individual who is interviewed during the course of an investigation is
prohibited from discussing the substance of the interview, except as otherwise directed by a
supervisor or the Human Resources Director. Any individual who discusses the content of an
investigatory interview during the course of an investigation will be subject to discipline or other
appropriate sanction. The City will not disclose a completed investigation report except as it
deems necessary to support a disciplinary action, to take remedial action, to defend itself in
adversarial proceedings, or to comply with the law or court order.
7. Responsibilities
Managers and Supervisors are responsible for:
a. Informing employees of this Policy.
b. Modeling appropriate behavior.
c. Taking all steps necessary to prevent harassment, discrimination, or retaliation from
occurring.
d. Immediately reporting potential violations of this Policy of which he or she becomes aware,
regardless of whether a complaint has been submitted, to the Human Resources Department
or the department director.
e. Receiving complaints in a fair and serious manner, and documenting steps taken to resolve
complaints.
f. Monitoring the work environment and taking immediate appropriate action to stop potential
violations, such as removing inappropriate pictures or correcting inappropriate language.
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g. Following up with those who have complained to ensure that the behavior has stopped
and that there are no reprisals.
h. Informing those who complain of harassment or discrimination, or retaliation of his or her
option to contact the EEOC or DFEH regarding alleged Policy violations.
i. Assisting, advising, or consulting with employees and the Human Resources Director
regarding this Policy and Complaint Procedure.
j. Assisting in the investigation of complaints involving employee(s) in their departments
and, if the complaint is substantiated, recommending appropriate corrective or disciplinary
action in accordance with employer Personnel Rules, up to and including discharge.
k. Implementing appropriate disciplinary and remedial actions.
l. Participating in periodic training and scheduling employees for training.
Each employee or contractor is responsible for:
a. Treating all employees and contractors with respect and consideration.
b. Modeling appropriate behavior.
c. Participating in periodic training.
d. Fully cooperating with the City’s investigations by responding fully and truthfully to all
questions posed during the investigation.
e. Maintaining the confidentiality of any investigation that the City conducts by not
disclosing the substance of any investigatory interview, except as directed by the department
director or Human Resources Director.
f. Reporting any act he or she believes in good faith constitutes harassment, discrimination, or
retaliation as defined in this Policy, to his or her immediate supervisor, or department
director, or Human Resources Director.
8. Dissemination of Policy
All employees shall receive a copy of this Policy when they are hired. The Policy may be updated
from time to time and redistributed.
9. Training
All employees will receive training in accordance with Government Code section 12950.1.
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Effective Date: September 12, 2019
Supersedes: November 16, 2015
City Manager Approval:
P. SEXUAL HARASSMENT
1. Definition of Sexual Harassment
In California, the legal definition for "sexual harassment" is "sexual advances, requests for sexual
favors, and verbal or physical conduct of a sexual nature when: (a) submission to or rejection
of such advances, requests or conduct is made either explicitly or implicitly a term or condition
of employment, an internship, or volunteer program or as a basis for employment decisions, or
any decision relating to an unpaid internship or volunteer program, affecting the individual; or
(b) such advances, requests or conducts have the purpose or effect of unreasonably interfering
with an individual's work performance by altering the work conditions so that a reasonable
person may find it more difficult to do the job or by creating an intimidating, hostile, humiliating
or sexually offensive work environment.
2. Types Of Sexual Harassment:
a. Quid Pro Quo
Quid Pro Quo harassment occurs when a supervisor makes demands of a sexual nature to
a subordinate. ("Quid Pro Quo" means "this for that.") Quid Pro Quo is when a supervisor
makes submission to sexual conduct a term or condition of employment and uses it as a
basis for employment decisions that affects subordinates.
Under these definitions, direct or implied requests by a supervisor for sexual favors
in exchange for actual or promised job benefits such as favorable reviews, salary increases,
promotions, increased benefits, or continued employment constitutes sexual harassment.
b. Hostile Environment
A hostile environment is created when:
There is conduct occurring that a "reasonable" person standing in the shoes of the victim
would find offensive.
The conduct interferes with the victim's peace of mind, ability to do her (or his) job, or alters
the nature of the working environment or employment relationship (even if the employee's
salary, benefits, promotional and advancement opportunities and the like are not affected).
Generally, the existence of a hostile work environment depends upon the totality of the
circumstances.
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The legal definition of sexual harassment is broad and encompasses other sexually oriented
conduct, whether it is intended or not, that is both unwelcomed and has the effect of
altering the work conditions so that a reasonable person may find it more difficult to do the
job, or creating a workplace environment that is hostile, offensive, intimidating, or
humiliating.
While it is not possible to list all those additional circumstances that may constitute sexual
harassment, the following are some examples of conduct which, if unwelcomed, may
constitute sexual harassment depending upon the totality of the circumstances including
the severity of the conduct and its pervasiveness:
•
Unwelcome sexual advances, whether they involve physical touching or not;
•
Sexual epithets, jokes, written or verbal references to sexual conduct, gossip regarding
one's sex life; comment on an individual's body, comment about an individual's sexual
activity, deficiencies, or prowess;
•
Displaying sexually suggestive objects, pictures, cartoons;
•
Unwelcome leering, whistling, brushing against the body, sexual gestures,
suggestive or insulting comments;
•
Inquiries into one's sexual experiences;
•
Discussion of one's sexual activities;
•
Use of electronic media to violate this policy.
3. Retaliation
All employees should take special note that, as stated above, retaliation against an individual
who has complained about sexual harassment, and retaliation against individuals for
cooperating with an investigation of a sexual harassment complaint is unlawful and will not be
tolerated by this organization.
The retaliation clause is a part of Title VII of the Civil Rights Act of 1964, as amended. Title
VII prohibits an employer from discriminating against an employee or applicant because he
or she "opposed an unlawful employment practice,” or "made a charge, testified, assisted, or
participated in any manner in an investigation, proceeding, or hearing.”
Title VII and California DFEH (Department of Fair Employment & Housing) statutes prohibit
retaliation against any person who opposes or complains about sexual harassment or sex
discrimination in the workplace, or who participates in any investigation into such unlawful
conduct.
4. Sexual Harassment Investigation
When the Department of Human Resources receives a complaint, the allegations will be
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promptly reviewed and/or investigated in a fair and expeditious manner. The investigation
will be conducted in such a way as to maintain confidentiality to the extent practicable.
If it is determined that a violation of this policy has occurred, the City will act promptly to
correct the offending conduct, and where it is appropriate disciplinary action will be imposed.
5. Disciplinary Action
If it is determined that a violation of this policy has been committed by one of its employees,
the City will take such action as is appropriate under the circumstances. Such action may range
from counseling to termination from employment, and may include such other forms of
disciplinary action as is appropriate under the circumstances.
6. Management Responsibility
It is the responsibility of every City of Pasadena manager and supervisor to:
a. Inform all employees of City policy and their rights to recourse for activities which come
under the Sexual Harassment Prevention Policy.
b. Immediately begin action when informed of any alleged violations of the Sexual Harassment
Prevention Policy by informing the Director of Human Resources and seek consultation
regarding any remedial or investigative action.
c. Recognize that managers and supervisors should report to the Department of Human
Resources, instances of sexual harassment of which they are aware, and instances of
harassment of which they should be aware in the normal course and scope of their
management responsibility.
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Effective Date: September 12, 2019
Supersedes: November 16, 2015
City Manager Approval:
Q. HARASSMENT/DISCRIMINATION/SEXUAL HARASSMENT COMPLAINT PROCEDURE
1. An employee, applicant, unpaid intern, volunteer, or contractor who believes he or she has been
harassed, discriminated against, or retaliated against may make a complaint verbally or in
writing with any of the following. There is no need to follow the chain of command:
a. Immediate supervisor;
b. Any supervisor or manager within or outside of the department;
c. Department director; or
d. Director of Human Resources.
Any supervisor or department director who receives a complaint of potential harassment,
discrimination, or retaliation must notify the Director of Human Resources immediately.
In addition to being able to file a complaint to any of the above-listed individuals, the following
suggested reporting procedures are available when filing a complaint about certain individuals in
the City:
• Complaints regarding an employee in the Human Resources Department may be provided to
the Director of Human Resources, City Manager or Assistant City Manager.
• Complaints regarding the City Manager may be submitted to the City Attorney;
• Complaints regarding the City Attorney may be submitted to the City Manager; or
• Complaints regarding a member of the City Council or any other appointed or elected official
may be reported to the City Manager or the City Attorney.
2. Upon receiving notification of a complaint, the Director of Human Resources shall:
a. Authorize and supervise the investigation of the complaint and/or investigate the complaint.
The investigation will include interviews with: 1) the complainant; 2) the accused; and 3) other
persons who have relevant knowledge concerning the allegations in the complaint.
b. Review the factual information gathered through the investigation to determine whether the
alleged conduct constitutes harassment, discrimination, or retaliation giving consideration to
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all factual information, the totality of the circumstances, including the nature of the conduct,
and the context in which the alleged incidents occurred.
c. Report a summary of the determination as to whether harassment, discrimination, or
retaliation occurred to appropriate persons, including the complainant, the accused, the
supervisor, and the department director. If discipline is imposed, the level of discipline will
not be communicated to the complainant.
d. If conduct in violation of this Policy occurred, take or recommend to the appointing authority
prompt and effective remedial action. The remedial action will be commensurate with the
severity of the offense.
e. Take reasonable steps to protect the complainant from further harassment, discrimination,
or retaliation.
f. Take reasonable steps to protect the complainant from retaliation as a result of
communicating the complaint.
3. The City takes a proactive approach to potential Policy violations and will conduct an investigation
if its officers, supervisors, or managers become aware that harassment, discrimination, or
retaliation may be occurring, regardless of whether the recipient or third party reports a potential
violation.
4. Option to report to outside administrative agencies: An individual has the option to report
harassment, discrimination, or retaliation to the U.S. Equal Employment Opportunity Commission
(EEOC) or the California Department of Fair Employment and Housing (DFEH). These
administrative agencies offer legal remedies and a complaint process. The contact information
for the DFEH and EEOC is listed below:
EEOC Los Angeles District Office: 255 East Temple, 4th Floor, Los Angeles, California, 90012; 800-
669-4000/800-669-6820 (TTY) or 844-234-5122 (ASL Video Phone) or 213-894-1000;
www.eeoc.gov.
DFEH: 2218 Kausen Drive, Suite 100, Elk Grove, California 95758; 800-884-1684/800-700-2320
(TTY) or 916-478-7251; contact.center@dfeh.ca.gov; www.dfeh.ca.gov.
5. In light of the City’s duty to prevent harassment, discrimination, and retaliation, and because of
the City’s desire to have a professional and productive work environment, the City reserves the
right to take appropriate corrective action when an employee engages in inappropriate conduct
that does not fully rise to the legal standards. For example, the City may take appropriate
corrective action for inappropriate conduct, even if such conduct was not subjectively unwelcome
or offensive to another employee of the City.
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R. POLICY AGAINST RETALIATION
1. Policy
It is the policy of the City to prohibit the taking of any adverse employment action against those
who in good faith report, oppose, or participate (as witnesses or accused) in investigations into
complaints of alleged violations of City policy or state or federal law in retaliation for that
reporting, opposition, or participation. Disciplinary action, up to and including termination, will
be taken against an employee or officer who is found to have violated this policy.
2. Policy Coverage
This policy prohibits City officials, officers, employees, or contractors from retaliating against
applicants, officers, officials, employees, or contractors because of any of the protected activity
as defined herein.
3. Definitions
a. “Protected activity” includes any of the following:
i. Filing a grievance or complaint with a federal or state enforcement or administrative
agency
ii. Participating in or cooperating with a federal or state enforcement agency that is
conducting an investigation of the City regarding alleged unlawful activity
iii. Testifying as a party, witness, or accused regarding alleged unlawful activity
iv. Associating with another employee who is engaged in any of the protected activities
enumerated here
v. Making or filing an internal complaint with the City regarding alleged unlawful activity
vi. Providing informal notice to the City regarding alleged unlawful activity
vii. Calling a governmental agency’s “Whistleblower hotline”
viii. Filing a written complaint under penalty of perjury that the agency has engaged in
“gross mismanagement, a significant waste of public funds, or a substantial and specific
danger to public health or safety”
b. “Adverse action” may include, but is not limited to, any of the following:
i. Real or implied threats of intimidation to attempt or prevent an individual from
reporting alleged wrongdoing or because of protected activity
ii. Refusing to hire an individual because of protected activity
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iii. Denying promotion to an individual because of protected activity
iv. Taking any form of disciplinary action because of protected activity
v. Extending a probationary period because of protected activity
vi. Altering work schedules or work assignments because of protected activity
vii. Condoning hostility and criticism of co-workers and third parties because of protected
activity
4. Complaint Procedure
An applicant, employee, officer, official, or contractor who feels he or she has been retaliated
against in violation of this Policy should immediately report the conduct according to the City’s
Harassment/Discrimination Complaint Procedure so that the complaint can be resolved fairly and
quickly.
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S. ANTI-BULLYING POLICY
The City considers workplace bullying unacceptable and will not tolerate it under any circumstances.
It is the policy of the City that all employees should be able to work in an environment free of bullying.
It is City’s expectation that all communication and interaction between City workers will, at all times,
be professional, courteous and respectful.
Workplace bullying is behavior that harms, intimidates, offends, degrades or humiliates an employee,
possibly in front of other employees, clients, or members of the public. Hazing is considered a form of
bullying under this policy.
Examples of bullying include, but are not limited to, any and all forms or cyber-bullying, hazing,
profane or disrespectful language, emails, social media posts or online comments; hostile and rude
behavior and speech directed at a co-worker whether in person or electronically; derogatory or
sarcastic remarks and comments about a co-worker’s appearance or job performance made in person
or electronically, angry outbursts or yelling; name calling; throwing anything at or toward a co-worker;
comments that undermine a co-worker’s trust and confidence; retaliation against any person who has
reported disruptive behavior.
Managers and supervisors must take reasonable measures to prevent workplace bullying, and to
respond promptly if it is identified to address and prevent future instances.
The City has investigation procedures to deal with workplace bullying. Any reports of workplace
bullying will be treated seriously and investigated promptly, confidentially and impartially. All
employees are encouraged to report workplace bullying. Retaliation against any employee who is a
target of bullying behavior, as well as any employee who makes complaints about or participated in
any investigation or administrative process related to a complaint of workplace bullying is prohibited.
Disciplinary action will be taken against anyone who bullies a co-employee or retaliates against an
employee that has reported workplace bullying. Discipline may involve a warning, transfer,
counseling, demotion or dismissal, depending on the circumstances.
Employees may contact Human Resources to discuss concerns about bullying or to file a complaint or
grievance.
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T. DISCRIMINATION COMPLAINT PROCEDURE
1. Policy
Employees of the City of Pasadena have a right to expect equality of treatment without regard to
race, religion, creed, color, national origin, ancestry, disability, age, marital status, gender or
sexual orientation, or any other protected class of persons designated by law, including actions
prohibited under the Americans with Disabilities Act of 1990 (ADA), the Americans with
Disabilities Act Amendments of 2008 (ADAAA), and by Section 504 of the Rehabilitation Act of
1973, as amended.
It shall be a violation of this policy for any City employee to engage in discriminatory conduct,
harassment or retaliation against a fellow employee or member of the public on the basis of a
person’s protected class status, for filing a complaint of discrimination, harassment or retaliation,
or for testifying as a witness or participating in the discrimination complaint process.
In order to effectuate this policy, the City of Pasadena has established a Discrimination Complaint
Procedure which allows City employees to seek redress of what they may perceive to be
discriminatory conduct, harassment or retaliation.
2. Procedure
The Discrimination Complaint Procedure provides employees with an immediate mechanism by
which their complaint will be evaluated. The procedures shall be utilized in the event that a
complaint is brought by an employee alleging any of the following:
a. A violation of the Rules and Regulations of the Equal Opportunity in City Employment
provision of the Pasadena Municipal Code, Chapter 2.360, or any amendments or changes
made thereto.
b. Offensive conduct focused upon race, religious creed, color, national origin, ancestry,
disability, sex, age, marital status, gender or sexual orientation, or any other protected class
of persons designated by law (e.g. such as derogatory terms or jokes, unwelcome verbal or
physical advances of a sexual nature, etc.).
c. Any other action which is alleged to be discriminatory and such alleged discrimination is based
on race, religious creed, color, national origin, ancestry, disability, sex, age, marital status,
gender or sexual orientation, or any other protected class of persons designated by law.
d. Retaliation against the employee for having filed a discrimination complaint or other action
to enforce the employee’s rights, or those of another person, to be free from discrimination,
harassment or retaliation based upon protected class status or protected activity.
Nothing in this procedure shall restrict the right of an employee to file a complaint with any state
or federal agency responsible for the enforcement of anti-discrimination legislation.
3. Complaint
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a. Any employee who alleges discrimination or retaliation may file a complaint with the Director
of Human Resources or his/her designee. Such complaint shall be filed within 365 calendar
days of the alleged discriminatory act, or in the event of an allegation of recurring acts of a
similar nature within 365 calendar days of the most recently alleged occurrence, or within 365
calendar days from the time a complainant would be reasonably aware that the alleged
discriminatory or retaliatory act had occurred. The Director of Human Resources or his/her
designee shall receive the complaint by conducting an interview with the complainant. The
complainant may be accompanied by a person of his/her choice who is not involved in and is
not a witness in the matter about which the employee is filing a complaint.
b. Intake Interview
The complaint intake interview shall include appropriate questions to determine what
happened, who was involved, and whether such matter falls within the
discrimination/retaliation complaint procedure, such as, but not limited to the following:
i. What happened?
i. When and where did it happen?
ii. Who or what is the cause of the alleged discriminatory incident?
iii. Who witnessed the alleged incident?
iv. Do you know if this has happened to others? If so, to whom?
v. What is the basis for your complaint (e.g. race, religious creed, color,)
vi. How were you harmed by the alleged discrimination?
vii. What would you like to see done as a result of your complaint?
viii. Do you have additional comments?
c. Initial Determinations and Jurisdiction
Upon review of the complaint, Human Resources shall first determine if there is any likelihood
that discriminatory or retaliatory conduct is presently occurring and, if it is, it shall take
immediate steps to cease the inappropriate conduct by the alleged violator(s). The alleged
violator may need to be temporarily transferred or placed on paid administrative leave of
absence until an investigation can be conducted and completed. In no event, except under
extreme or extenuating circumstances, should the complainant be temporarily transferred or
placed on administrative leave.
Based upon information obtained in the complaint intake interview, the Director of Human
Resources shall make a preliminary finding, assuming the facts as alleged are true, as to
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whether the allegation is of a nature which falls within the purview of the Discrimination
Complaint Procedure. If the complaint does not fall within the criteria established for the
Discrimination Complaint Procedure, the complaint shall be referred to the appropriate
administrative process for review or investigation.
d. Form of Complaint
A formal written complaint need not be filed in order to initiate a discrimination or retaliation
complaint. An employee may file a verbal complaint, a written complaint in letter form, or a
written complaint on a form provided by Human Resources. No specific language or words
shall be required to file a complaint. So long as the facts as alleged, if true, would constitute
a violation of this policy or federal, State or local laws or regulations pertaining to
discrimination or retaliation, the complaint shall be received and investigated by Human
Resources or such other experts, attorneys, or private investigators as Human Resources
deems appropriate.
A letter of notice that a complaint has been filed and is under investigation, with a copy of the
complaint form or writing if the complainant filed a written complaint, signed by the
complainant, shall be distributed as follows:
i. Original retained by the Department of Human Resources;
ii. Copy to the complainant;
iii. Copy to the department director;
iv. Copy to the City Attorney.
4. Investigation
a. An investigation shall be conducted by the Director of Human Resources (or designee) in
cooperation with all appropriate parties. The Director of Human Resources or designee shall
attempt to complete the investigation within (90) days of receipt of the complaint. The
complaint shall be deemed completed when all necessary information that would enable
Human Resources to investigate the complaint has been actually received by Human
Resources. The determination of what constitutes completion of the complaint shall be at the
discretion of Human Resources.
The investigation shall include, but not be limited to, the following subjects:
i. Verification of the allegations;
ii. Interviews of relevant witnesses or other relevant individuals;
iii. Interview of accused employees(s); and
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iv. Review of documentation provided by the complainant or on file in the complainant’s
department, and/or Human Resources Department, which might have a bearing on the
complaint.
b. If during the course of the investigation, the information discloses that the complaint is not
one of discrimination within the purview of the procedure, the Discrimination Complaint
Procedure will stop. The complainant will be informed and referred to another administrative
procedure if appropriate.
c. If during the course of the investigation, the complainant alleges adverse actions or retaliation
or further discrimination as a result of filing the original complaint, said allegations shall be
investigated and immediate action taken to protect the complainant from any additional
discrimination, harassment or retaliation. If sustained, the additional allegations shall be
incorporated into the original complaint.
d. If during the course of the investigation, the complainant wishes to withdraw the complaint,
a notation to that effect will be made on the Director of Human Resources’ copy of the
complaint or in the complaint file. To assure that the withdrawal from the procedure is solely
based upon the Complainant’s volition, the investigator shall conduct a brief interview with
the complainant to ensure that no one has attempted to coerce or intimidate the complainant
into dropping the allegations and to find out why the complainant desires to withdraw the
complaint. The complainant shall be asked to sign a written withdrawal letter if he/she desires
to formally withdraw the complaint. The Director of Human Resources may proceed with the
investigation as he/she so chooses, however, if warranted and despite the complainant’s
desire to withdraw the complaint.
5. Recommended Disposition
a. The Director of Human Resources will communicate the results of the investigation to the
director of the department complained against. The complainant shall be advised of the
recommended disposition of the complaint. The report shall contain the recommended
level of disposition, as follows:
i. Unfounded – evidence establishes there was no violation.
ii. Not sustained – insufficient evidence to determine if there was a violation, no action to
be taken;
iii. Sustained – (a) against accused employee – disciplinary action warranted, or (b) against
a practice or procedure – remedial action or reasonable accommodation will be taken to
correct practice or procedure.
b. In the event of a recommended disposition of “Sustained” against an employee, the Director
of Human Resources or his/her designee shall work with the department director to consider
the appropriate disciplinary or corrective action that will:
i. cease the inappropriate conduct immediately;
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ii. provide clear direction to the violator that such conduct will not be tolerated; and
iii. provide corrective, progressive disciplinary action as a deterrent to any similar conduct in
the future.
c. In the event of a recommended disposition of “sustained” against a systemic practice or
procedure, the Director of Human Resources shall meet with the department directors, City
Manager, City Attorney, or others, if appropriate, to consider remedial action or reasonable
accommodation to correct the practice or procedure. In the event an agreement cannot be
reached, the City Manager or designee will decide the matter.
6. Appeals
If dissatisfied with the disposition of a complaint investigation, a complainant can submit a
request, within 30 working days of the resolution of the complaint, for reconsideration of Human
Resources’ determination by the City Manager or his/her designee. The request for
reconsideration shall be in writing and addressed to the City Manager and copied to Human
Resources. The complainant may request a meeting in person to discuss his/her objections to the
disposition, or may provide such information in writing, or both. If the employee requests a
meeting in person, such meeting shall be held within 30 working days of the request.
Within 30 working days of the meeting, or receipt of the written information supporting a request
for reconsideration, whichever is last, the City Manager or his/her designee will uphold the
resolution of the complaint, modify the resolution, or replace the resolution with a new one. The
decision of the City Manager or designee shall be final and it shall be communicated to both the
complainant and the Director of Human Resources.
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U. WORKPLACE VIOLENCE
1. Purpose
The City's Safety and Loss Control Policy, as well as State and federal laws and regulations, clearly
establish the City's responsibility for providing and maintaining a safe work environment for its
employees. Additionally, the City's Discipline Policy and other policies address specific types of
behavior that are prohibited and warrant discipline. These policies and guidelines provide a
framework for all supervisors and managers. However, workplace violence presents a specific
hazard in the workplace which must be addressed to minimize the potential for problems and
ensure that the City's employees are furnished a place of employment which is safe and healthful.
Consistent with this mandate, the purpose of this policy is to:
a. Assign responsibility for security in our workplace.
b. Provide some measure of guidance to employees responding to threats of violence or
violence
in the workplace.
2. Policy
Of primary importance to the City of Pasadena is the safety and security of its employees.
Intimidation, abusive behavior, threats, threatening behavior, or other violent behaviors against
employees or other individuals in the workplace are strictly prohibited and will not be tolerated. The
intent of this policy is to set forth a process that will protect the well-being of City employees in the
performance of their duties including at all City of Pasadena facilities and locations where employees
are engaged in City business.
Any disciplinary action will be in accordance with applicable City rules and/or memoranda of
understanding.
3. Acts Which Violate the Policy
a. Workplace Violence
Engaging in any behaviors involving workplace violence, including but not limited to, overt acts
of violence, threats, physical aggression, bullying, and other conduct that generates a reasonable
concern for safety from violence, where a nexus exists between the behavior and the physical
safety of employees and others (such as customers, clients, and business associates) on-site, or
off-site when related to the organization.
b. Threats of Violence
Any behavior that by its very nature could be interpreted by a reasonable person as intent to
cause physical harm, or is reasonably perceived to place someone in fear of physical harm to
another individual in the workplace.
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Behavior which may indicate the potential for violent acts may include, but is not limited to, the
following:
i. Verbal and/or written threats toward an employee, supervisor, manager, and/or member(s)
of that person’s family;
ii. Verbal and/or written threats against any property of those listed above;
iii. Items left anonymously in an employee’s work are or personal property that appears to
threaten or intimidate that person;
iv. Off-duty harassment of employees, such as phone calls, stalking or any of the other above
defined behavior that could be reasonably construed as threatening or intimidating, and
could affect workplace safety or contribute to creating a hostile work environment.
v. Possession of a weapon while on City property or while on City business, unless required by
the job. (Knives used as work tools and having a blade length of three and one-half (3½)
inches or less are only considered weapons when used or displayed in a threatening
manner).
vi. Discussing the use of weapons as a means of perpetrating violence against others.
4. Types of Workplace Violence
a. The first type is committed by persons having no legitimate relationship to the workplace.
Workplace violence or threat incidents involving this group should be immediately reported to
the Police Department and the Safety Officer. If the incident is of an ongoing concern or there is
a probability of repetition, the Threat Assessment Team should be convened to monitor, manage
and resolve the issue.
b. The second type is committed by a client, customer or other recipient of a service provided by
the workplace or the victim(s). While the role of City employees is to provide services to the
public, the City will not tolerate aggressive behavior towards its employees by third parties. In
these cases, in addition to contacting the Police Department and Safety Officer, the City
Manager’s Office and Human Resources should be informed of the incident.
c. The third type involves an employee, supervisor or manager by a current or former employee,
supervisor or manager by a person known to current employee, supervisor or manager, such as
a spouse, significant other, relative or friend. These cases should be handled by the Safety Office
in cooperation with Human Resources and, if needed, the Threat Assessment Team.
5. Prohibition Against Weapons in the Workplace
The City strictly prohibits persons from possessing weapons including, but not limited to, firearms,
explosives, knives, chemical sprays (e.g. mace, pepper spray), clubs and incendiary devices on City
premises, in City vehicles, in private vehicles parked on City property (except as otherwise
permitted by law), and in the possession of City employees while on duty performing City related
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business assignments, unless required for performance of the job. An employee who wishes to
carry a legal chemical spray for the purposes of self-defense must gain prior written authorization
from the department director.
6. Procedures and Responsibilities
a. All employees shall:
i. Call 911 immediately in situations where there is an immediate concern for safety.
ii. Promptly notify his/her supervisor, management, Human Resources, Safety Office, City
Attorney’s Office or Police Department of any threats they have witnessed, received,
or are aware of others receiving; or any behavior that may be reasonably perceived as
threatening or violent when job related or which might be carried out in the workplace.
iii. Promptly notify his/her supervisor or manager of any restraining orders they have obtained
against individuals that include any individuals that may enter the workplace for any
purpose, or which involves any other City employee or City-owned or operated facility or
work site, and provide a copy of the declaration of such an order or copy of any restraining
order granted to Pasadena Police Department with copies to Human Resources Employee
Relations Division and Safety Division.
iv. Nothing in this policy would preclude an employee from contacting the Safety Officer or any
Human Resources Manager directly for advice or assistance. The Safety Officer or Human
Resources Manager will contact the affected department director and initiate the
appropriate response according to the circumstances and this policy.
v. No employee shall be retaliated against or treated disparately because the employee
has reported a concern about workplace violence or threats.
b. Immediate supervisors/managers shall:
i. Recognize that no “profile” exists to identify likely perpetrators of workplace violence,
however, by reviewing a full range of factors and circumstances, including an individual’s
personal history, complaints and grievances, motives, justifications, intentions and actions,
employee behavior patterns which exhibit the potential for workplace violence or disruption
may sometimes be identified and addressed appropriately, and/or causing the supervisor or
manager to at least seek immediate guidance.
ii. Investigate incidents in a prompt and timely manner:
• Obtain written and signed statements from all victims and witnesses, detailing
concrete facts of what occurred.
• Ensure confidentiality of investigatory information, including witness statements,
to the extent permitted by law.
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iii. Inform the department director or his/her designee via the chain of command.
iv. Department director or his/her designee must contact the Safety Officer, and if unavailable,
the Human Resources Manager in the event of a potential or actual incident.
v. Department director or his/her designee may determine an employee’s behavior requires
that he/she be temporarily removed from duty due to safety concerns, and placed on
administrative leave.
vi. Law enforcement assistance must be acquired in the event of immediate danger. Affected
management must also notify the Safety Officer who notifies the Threat Assessment
Team.
vii. If an individual is observed possessing an unauthorized deadly weapon, or displaying or
brandishing any weapon in a menacing or threatening manner law enforcement
assistance is required.
c. Threat Assessment Team
A Threat Assessment Team will be convened when requested to assist managers with concerns
of potential violence which cannot be resolved at the Department level. It will be composed of:
i. Safety Officer
ii. Chief of Police (or his/her designee)
iii. Director of Human Resources (or his/her designee)
iv. City Attorney (or his/her designee)
v. Department director or division manager of the department/division where the
threat/violence issue exists as an ad hoc member
This core group will utilize whatever additional resources it determines necessary to resolve the
threat/violence issue, including the hiring and use of experts and consultants, implementation of
temporary or permanent physical security devices or measures, changes in practices or
application of policies to alleviate the present threat and any future similar threats. The Threat
Assessment Team contact is the City’s Safety Officer.
Responsibilities:
i. Consult and advise management regarding concerns about violent or potentially violent
employees and others;
ii. Coordinate the investigation of threats or acts of violence; coordinating with management,
legal counsel and others to determine the appropriate action to be taken, (e.g. EAP referral,
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supervisory counseling, discipline, injunctive relief, and the like), and to manage any threats
or acts of violence until it is resolved.
iii. Manage and coordinate violence prevention programs considering the department profile
and type of hazard likely to occur, including assessment and awareness training.
iv. Evaluate security and conduct hazard assessments after threats; review risks and determine
what additional security measures or corrective action, if any, should be implemented after
an incident.
7. Employees who violate this policy will be subject to disciplinary action up to and including
discharge, arrest and prosecution. Additionally, employees who bring false charges will be
appropriately disciplined and/or subject to appropriate legal process.
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V. PRIDESHARE PROGRAM
1. City Policy
Pursuant to Rule 2202 of the South Coast Air Quality Management District (SCAQMD), the City of
Pasadena has determined that full cooperation with the Prideshare Program herein mentioned is
both desirable for the health and safety of the citizens and required by law.
2. Purpose
The goal of the Program Plan is to reduce the number of vehicles used by City employees commuting
to and from work, and increase the number of persons per vehicle to 1.5 Average Vehicle Ridership
(AVR) or greater. The City will provide employees with a menu of options to reduce mobile source
emissions generated from commutes and take necessary steps to comply with federal and state
Clean Air Act requirements.
3. Program Plan
In order to encourage driving patterns which will meet the goal of reaching a minimum 1.5 AVR score
in the Annual Citywide SCAQMD Survey, positive incentives will be provided to City employees who
walk, bike, rideshare or take public transportation to work. The City will provide parking only where
consistent with the program. A detailed Program Plan is on file with the Prideshare office. The Clean
Air fees and incentives are determined by resolution adopted by the City Council. Please refer to
Section 6.a (Solo Driver) for breakdown of fees and incentive options.
4. Rules
a. The City Council has determined that employees must participate in the Program Plan.
b. Employees must execute the Prideshare Acknowledgment Form and Prideshare Mode of
Registration Form at time of hire. After their initial registration, employees must notify the
Prideshare Office immediately of any change in either commute mode or commuting partners,
and complete a new registration form
5. General Conditions
The following General Conditions apply to all (non-solo) Prideshare participants for the modes listed
in this policy.
a. City employees who wish to receive incentives or a fee waiver for choosing a non-solo driving
mode must complete a Prideshare Mode Registration Form.
b.
To retain a non-solo status, an employee who works four or more days per week must participate
in his/her selected commute mode to and from work site at least three work days per week.
However, if an employee works two or three days per week he/she must participate in the
selected commute mode at least two work days per week to retain the non-solo status. Non-
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solo participants who drive more than their allowed number of solo drive days per week are
subject to Clean Air fees.
c. Each person participating as a Bicyclist, two or more person Carpooler, Vanpooler, Walker,
Transit Rider or user of another non-solo-driver mode must satisfy the requirements for
incentives and/or deductions provided by the Prideshare Program.
d.
All City employees who drive non-City owned vehicles to work shall park in Prideshare designated
parking areas.
e. Vehicles parked in Prideshare designated areas must display City-provided parking decals or
permits. Non-solo Prideshare participants may be expected to complete a form verifying their
participation over a specific period.
f. Prideshare parking policies are subject to change. Reasonable notification will be given to all
participants.
g. “Work site” for the purpose of this program is considered to be the location that an employee
reports to work and assembles to receive instructions from a supervisor.
h. All participants who are non-solo drivers are guaranteed a ride home due to an emergency,
illness or supervisor approved overtime work according to Guaranteed Ride Home Procedure.
i.
All employees will be required to fill out and return periodic survey and/or tracking forms to fulfill
SCAQMD requirements.
j.
All employees must have a Mode of Transportation Form on file in the Prideshare office.
If record
of the form is not on file at time of periodic audits, Prideshare staff will notify the employee of
missing documentation and will provide a deadline to submit the form. Failure to submit the
required documentation by stated deadline will lead to the employee’s transportation status
automatically being changed to “Solo Driver” in the system and will result in a corresponding
monthly payroll deduction.
6. Specific Conditions
The following Specific Conditions apply to each Prideshare participant depending on the selected
mode of commute.
a. Solo Driver
i. A Solo-driver, for the purpose of this program, is defined as a City employee who elects to
drive alone (own vehicle or City vehicle) to and from work site. A City employee may be
assigned as a Solo-driver as a result of an inability to comply with the conditions of their
chosen non-solo commute mode.
ii. Solo-drivers commuting to work alone four or more days per week are required to pay a
Clean Air fee of $35 per month ($17.50 per pay period) through payroll deduction.
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Employees commuting to work alone two or three days per week are required to pay a Clean
Air fee of $17.50 per month ($8.75 per pay period) through payroll deduction.
b. Bicycling
i. City employees will park bicycles in City designated locations.
ii. City employees must be physically capable to ride a bicycle to and from work.
iii. City employees are required to observe all bicycle safety rules and wear appropriate safety
gear.
iv. Bicyclists may drive to work during inclement weather and not be penalized.
v. The City of Pasadena will not be responsible for any lost or stolen bicycles.
c. Carpool
A carpool must consist of two or more employees traveling together to and from work site.
Children and non-working adults are eligible to be carpool members, but commute must be 50
percent of their overall route to and from work site.
i. City employees can be registered in only one carpool.
ii. Carpoolers who need to drive alone to meet with other carpool members are restricted to
do so for less than 50 percent of their overall route to and from work site.
iii. Any change which creates a vacancy or change in carpool partners must be reported by all
City employees participating in the carpool, immediately to the Prideshare office.
iv. Limited preferential parking spaces are offered to carpoolers at designated areas and will be
available on a first come, first served basis. Carpool members are required to display the
correct parking decals or permits for those areas.
v. The City will verify all non-city carpool participants and will periodically verify their
participation with their employer.
d. City Vehicle Usage
i. City employees who drive City vehicles to/from work and are solo drivers pay the Clean Air
fee.
ii. City employees who are assigned City vehicles and carpool to/from work are eligible to
receive a fee waiver.
iii. City employees who are passengers of other City employees who have been assigned City
vehicles and who carpool to/from work are eligible to receive a Clean Air fee waiver.
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Note: Only City employees are permitted to drive or ride in City Fleet vehicles.
e. Walker
i. Walkers are required to walk for the entire commute trip to and from work site.
ii. A Walker must be physically capable of walking the entire distance to and from work site.
iii. Walkers may drive to work during inclement weather and not be penalized.
f. Transit Rider
i. Transit Riders must travel to and from work site by public transportation no less than 50
percent of the commute trip.
ii. The City will provide a $50.00 monthly subsidy towards a transit access pass; the employee
will pay the difference in cost of a monthly pass through payroll deduction; or the employee
may receive a stored value amount of $50.00.
g. Vanpool Rider
i. To be eligible as a vanpooler, employees are required to travel by vanpool for more than 50
percent of the entire commute trip.
ii. The vanpool and driver(s) must be registered and approved by the Prideshare office before
a City employee is eligible for a fee waiver for participating in this mode.
iii. Preferential parking is available ONLY to vanpools that have been approved by the City. The
vehicle used to vanpool is required to display appropriate parking permit and park in the
designated parking area.
Note: For additional requirements in any of the above mode of commute categories refer to
General Conditions or contact the Prideshare office for information.
7. Exemption Requests
A Prideshare Appeals Committee has been established with representatives from Human Resources.
Employees who cannot participate in the program due to medical or financial reasons should submit
a Notification of Appeal form to the Prideshare office. Please note that an appeal may only be filed
by an employee who has already registered in the Prideshare Program. Prideshare Appeal forms are
available in the Prideshare office.
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W. PUBLIC RESPONSIVENESS
As representatives of the City, all employees are expected to act promptly and efficiently with due
courtesy in responding to citizens’ needs and complaints. The proper handling of requests for service
and allegations of improper service are critical to the City's public responsiveness and accountability.
1. Complaints About City Services
a. The City's complaint procedure consists of (1) investigation of the complaint; 2)
communication with the involved parties; (3) appropriate corrective measures; and (4) follow
up.
b. It is City policy that no matter how trivial or irrational the complaint may seem, the employee
shall handle the situation in a courteous and helpful manner even when the citizen may be
discourteous. Employees are not expected to tolerate abusive treatment, including verbal or
physical harassment, or profanity.
2. Guidelines
Within the context of established department procedures, the following guidelines should be
observed in receiving and handling complaints by citizens:
a. Listen attentively and do not interrupt.
b. Do not transfer telephone calls to another department or outside the City unless you are
absolutely certain the other office can resolve the complaint or answer the questions. The
311 Call Center may be used to assist in this process. If there is any doubt that the complaint
cannot be promptly answered or resolved by transferring it, attempt to find the answer for
the individual.
c. Write down all pertinent information including the name, address, and telephone number for
follow up and reply.
d. When in doubt regarding a referral, contact your supervisor. If a question still exists, the
supervisor should contact the City Manager’s Office.
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X. INTERACTIVE PROCESS / REASONABLE ACCOMMODATION
1. Introduction
It is the policy of the City of Pasadena to make reasonable accommodations for the known physical
or mental limitations of qualified job applicants and employees with disabilities, as required by
federal and state laws.
Under the federal “Americans with Disabilities Act of 1990” and the Americans with Disabilities Act
Amendments Act of 2008 (ADAA), an individual is considered to have a “disability” if he/she has
physical or mental impairment that substantially limits one or more of the person’s major life
functions; or has a record of such impairment; or is regarded as having such impairment. Among
other conditions, this definition includes people who test positive for HIV or AIDS, have a record of
cancer, or who are enrolled in or have successfully completed a drug abuse rehabilitation program.
According to the ADAAA, the definition and interpretation of what qualifies for an impairment that
limits one or more major life functions is to be interpreted liberally in favor of finding a condition to
be a disability under the law.
Both federal and state law define reasonable accommodation as a modification (1) to the
application and hiring process, the work environment, or the job to enable equal employment
opportunity, or (2) to the work environment to enable a disabled employee to enjoy equal
benefits and privileges of employment.
2. Responsibilities
a. Individuals with disabilities who wish reasonable accommodation should submit a written
request to the immediate supervisor, and to the Human Resources Department, stating either a
desire for a specific accommodation or for an opportunity to discuss a need for a reasonable
accommodation. Although a written request is preferred, such a request may be made orally or
in writing through other means of communication such as in person or electronically.
b. Managers and Directors shall consult with, evaluate and notify the employee and the Director
of Human Resources about requests for reasonable accommodation. When Managers and
Directors observe that an employee’s poor job performance may be connected to the
employee’s known physical or mental impairment, an opportunity to discuss reasonable
accommodation will be offered to the employee, as required by State law.
c. The Director of Human Resources or his/her designee will:
i. Assist supervisors, managers, directors, and employees with personnel questions that
arise in the reasonable accommodation process, and advise on the need for medical
documentation;
ii. Ensure that job announcements and the place of employment application include notice of
the City’s willingness to make reasonable accommodation for individuals with disabilities;
iii. Review and make recommendations on all requests for reasonable accommodation in
conjunction with the department;
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iv. Consult with the City Attorney or designee prior to a final decision being made on
accommodation; and
v. Maintain a record of accommodations made and denied.
3. Guidelines for Making Reasonable Accommodations
a. General
The concept of reasonable accommodation is relevant to all aspects of employment, including
interviewing, training, promotion, reassignment, and employee services.
The need for accommodation is determined on a case-by-case basis, taking into consideration:
the functional limitations that the disability places on job performance and the enjoyment of the
benefits of employment; the essential functions of the job; the work environment; and the safety
of the employee and of others.
The City shall make reasonable accommodation for a qualified disabled person unless the
accommodation would be ineffective, constitute an imminent threat to the safety of the
employee or to others, or impose undue hardship on the City.
b. Reasonable Accommodation Assessment
All practical alternatives for accommodation should be explored to determine that the
reasonable accommodation recommended serves the operational needs of the City.
c. Examples of Reasonable Accommodations
Accommodation should be made where a need to overcome a particular limitation has been
identified, and when it is determined that the accommodation is both necessary and reasonable.
Examples of possible reasonable accommodations may include, but are not limited to, the
following:
i. Modifying Worksites
• rearrange files or shelves for accessibility to wheelchair users;
• raise or lower equipment heights;
• move or modify equipment controls;
• install holding devices on desks, machines, or benches;
• install telecommunication devices or telephone amplifiers for persons who are deaf or
hearing impaired;
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• provide a speaker telephone or install an extension arm or goose-neck to hold a phone
receiver; and
• provide heating or air conditioning units for persons whose disabilities make them
sensitive to temperature.
ii. Making Work-Related Facilities and Programs Accessible
To make additional areas of a facility accessible (e.g. restrooms and conference rooms),
modifications such as wider doors, ramps, and warning stripes on stair edges may be
necessary. Staff responsible for meetings, workshops, training, and recreation programs, etc.
should be prepared to provide reasonable accommodations for employees with disabilities
to attend meetings and programs.
iii. Adjusting Work Schedules
Workers requiring medical treatment may need flexible schedules, more frequent rest
periods, etc.
iv. Restructuring Jobs
Job restructuring may involve trading off job tasks or functions between a disabled employee
and co-worker(s). Job restructuring does not require altering the essential functions of the
job. Disabled employees must be able to perform the essential functions of the position, not
necessarily every function of the position. If a disabled employee can no longer perform the
essential job function, then reassigning the employee to another position should be
considered prior to taking any other action.
v. Reassignment
Reassignment may be to a vacant position for which the employee is qualified, with or
without reasonable accommodation. If there are no positions available within a reasonable
time period at the same grade and salary level, then a position with a lower grade or salary
should be considered. There is no requirement that the City create a new position.
A short term reassignment may be considered for a disabled employee while information is
being collected and evaluated to determine whether or not an accommodation will permit
the employee to remain on the job or when the impairment is of a temporary nature that is
still required to be accommodated under the law.
vi. Leave of Absence
A leave of absence may be considered for temporary work restrictions. Employees with
available leave must use their accrued leave during a leave of absence.
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vii. Other Accommodations
Other ways to make reasonable accommodation include: provide equipment, provide
auxiliary aids (readers and interpreters), and modifying policies (flexible leave, reserved
parking, etc.).
4. Medical Documentation
a. Medical documentation may be necessary so that the City can:
i. Determine if the employee or applicant is disabled as defined by the ADAA, and / or FEHA;
ii. Determine whether an accommodation is needed and if so;
iii. Assess what kind of accommodation is reasonable and effective.
b. Medical documentation related to reasonable accommodation should be treated with the same
degree of confidentiality as the conditional job offer medical exam.
5. Workers’ Compensation
The reasonable accommodation process shall apply where applicable to employees
disabled from work related illness or injury.
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Y. FRAUD PREVENTION, REPORTING, AND INVESTIGATION
Effective Date: March 31, 2016
Supersedes: October 9, 2015
City Manager Approval:
1. Purpose
The City of Pasadena is committed to protecting its revenue, property, and other assets. The City
of Pasadena will not tolerate any misuse or misappropriation of City assets. The City of Pasadena
is committed to the highest possible standard of transparency, honesty, and accountability.
The purpose of the Fraud Prevention, Reporting and Investigation Policy is to provide
communication and guidance to employees when misuse or misappropriation of City assets is
suspected.
This policy applies to any fraud, or suspected fraud, involving Pasadena City Officials, all City
employees as well as vendors, consultants, contractors, outside agencies and/or any other parties
with a business relationship with the City of Pasadena. For purposes of this policy, fraud is
defined as misuse or the attempt to misuse a City asset for personal gain or purposes unrelated
to City business. Examples of fraud include, but are not limited to:
a. Misappropriation of funds, supplies or other assets;
b. Impropriety in the handling or reporting of money or financial transactions;
c. Obtaining City funds or compensation through dishonesty;
d. Stealing or removing City assets;
e. Using City equipment, facilities, supplies or funds for purposes unrelated to City
business; and/or
f. Accepting or seeking anything of material value from contractors, vendors or persons
providing services/materials or acting in any matter that creates a conflict of interest.
In addition to fraud and suspected fraud, this policy also applies to any employee breach of City-
Wide Policies and Standards of Conduct which has a significant financial impact on the City,
including but not limited to waste or abuse of City resources. For purposes of this policy, waste
is defined as any needless, careless, extravagant or unnecessary expenditure of City resources and
property that has a significant financial impact on the City. Examples of waste include, but are not
limited to:
a. Unnecessary expenditure of City funds to purchase supplies or equipment.
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b. Creating unnecessary overtime.
c. Making business related travel arrangements that violate the City’s Travel and Expense
Reimbursement Policy.
d. Failure to reuse or recycle major resources.
For purposes of this policy, abuse is defined as the intentional destruction, manipulation,
misapplication, or misuse of City resources. Examples of abuse include, but are not limited to:
a. Requesting staff to perform personal errands or other work for personal benefit.
b. Using one’s position in the City to gain advantage when conducting personal business
with another City department.
c. Receiving favors for awarding contracts to certain vendors.
d. Failure to report damage to City equipment or property.
Employees who are unsure as to whether a particular action, process, or protocol constitutes
waste or abuse are advised to contact their supervisor, department director, or Human Resources
for clarification.
All prohibited conduct to which this policy applies is referred to in this policy by the abbreviated
reference “fraud or waste”.
2. Policy
Employees are required to immediately report suspected fraud or waste to any of the following:
• Their supervisor and/or department director
• Human Resources
• The City Manager’s Office
• City Attorney / City Prosecutor’s office.
• The Fraud Hotline
• Online Complaint
In addition, supervisors and managers have a duty (are required) to report alleged fraud or waste
whether it is in or outside their department to any of the individuals or reporting mechanisms
bulleted above. The City has a Policy Against Retaliation (Manual of Personnel Rules and
Administrative Procedures, Section 2R) which must be complied with for any employee reporting
alleged fraud or waste.
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Employees are not required to follow “the chain of command” when reporting potential fraud
and should report concerns to any of the abovementioned to ensure proper review and
investigation are conducted.
Additionally, supervisors and managers are responsible for ensuring procedures and protocols are
in place to reduce the potential for fraud in their area of responsibility. Supervisors and managers
should review this policy with employees at least annually and demonstrate proactive measures
to identify and prevent fraud.
3. Investigation Responsibilities
The Internal Audit function of the City Manager’s Office has the primary responsibility for the
investigation of all suspected fraud or waste as defined in this policy. Investigations related to
employee misconduct will be coordinated with the Human Resources Department, unless the
employee(s) identified works within the Human Resources Department. Allegations of fraud or
waste involving Human Resources employees will be coordinated with the City Attorney.
Great care must be taken in the investigation of suspected improprieties or wrongdoings so as to
avoid mistaken accusations or alerting suspected individuals that an investigation is underway.
Decisions to refer a report to the City's Police Department or District Attorney for investigation
will be made in conjunction with the City Attorney.
Any investigative activity required will be conducted in an impartial manner, without regard to
the suspected wrongdoer’s length of service, position/title, or relationship to the City and in
compliance with City Policies.
If the investigation substantiates that fraud or waste has occurred, the City Manager and City
Attorney will be notified. The confidential complaint along with any investigation documents will
be transferred to the City Attorney’s Office.
For complaints of fraud or waste involving the City Manager, City Clerk, or City Attorney, the
Mayor will be notified in writing. The Mayor and/or City Council are responsible for determining
further action on any complaints involving the City Manager, City Clerk, and/or City Attorney.
If the investigation finds no fraud or waste has occurred, the Internal Auditor shall retain the
confidential complaint and investigation documents for a period of up to two (2) years. To the
extent possible, the identity of an individual(s) alleging fraud or waste and the identity of an
individual alleged to have committed fraud or waste will be kept confidential.
Fraud hotline voicemails will be transcribed when received. Voicemails will be stored for 30 days
and will then be deleted from the phone system, unless the City Attorney requests in writing that
a particular voicemail message(s) should be maintained for a longer period of time.
4. Reporting Procedures
Every employee has a duty to report any suspected fraudulent act. Several methods can be used
to report any suspected wrong doing.
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FRAUD HOTLINE - The number to call is 626-744-7448.
The caller ID function is disabled on this line so you may remain anonymous. The call will go to
voicemail and you will be asked to leave a detailed message. The more specific information you
provide the easier it will be to follow-up on your concern.
ONLINE COMPLAINT FORM - An online form to report any suspected fraudulent act. To access
the form, go to https://egov1.cityofpasadena.net/apps/reportAbuse/. If you wish, you may
remain anonymous .You have the option of identifying yourself in order to provide a means to
contact you via phone or email in case there are additional questions.
When you call or complete the online form, the following information is needed in order to
follow-up on your concern:
• Names of individuals involved
• What happened and why you think it is/was wrong;
• When and where the incident happened and if anyone else witnessed or knows it
happened
• The department impacted and the people involved; and
• Any documentation or other evidence you have or know of
5. Receipt of Fraud Hotline Submissions
Upon receipt of a fraud hotline complaint or online complaint form, the Internal Audit Manager
will provide all information to the City Attorney. Complaints involving criminal activity are
provided to the Police Chief. The Internal Audit Manager will determine who to assign for the
investigation or coordination of a response based on the following protocols:
• Complaints regarding the City Manager’s Office, City Clerk and/or City Attorney, the
Mayor will make the decision on who leads the investigation.
• Complaints regarding all City Employees, except Human Resources employees, Human
Resources will lead the investigation.
• Complaints regarding parking enforcement and/or parking management, Transportation
will lead the investigation.
• Complaints regarding water waste, Water & Power will lead the investigation.
• Complaints regarding Criminal Activities, Police Department will lead the investigation
(unless the complaint involves Police Department employees).
• All other complaints, the Internal Audit Manager and City Attorney will jointly make the
decision on who leads the investigation.
6. Confidentiality
Participants, witnesses, complainants, subjects, and any other individual aware of a pending
investigation shall treat all information received confidentially. Investigation results will not be
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disclosed or discussed with anyone other than those who have a legitimate "need" to know. To
the fullest extent possible, the identity of individuals involved in an investigation including the
identity of an individual alleging fraud or waste and the identity of an individual alleged to have
committed fraud or waste will be protected.
7. Disciplinary Actions
Department/division management is solely responsible for discipline of employees in consultation
with the Human Resources Department and the City Attorney. Employees who have committed
fraud or waste will be subject to disciplinary action up to and including termination of
employment; such processes will comply with applicable policies and MOUs.
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Z. DISASTER SERVICE WORKER
1. Purpose
All regular City of Pasadena employees are designated by law as “Disaster Service Workers”
(“DSW”) (Pasadena Municipal Code, Title 2, Chapter 370). In the event of a declaration of
emergency, any employee of the City may be assigned to perform activities either within or
outside their regular scope of duties for the purpose of promoting the protection of public
health and safety or the preservation of life and property.
All City employees performing duties as a DSW shall be considered to be acting within the scope
of disaster service duties while assisting any unit of the organization or performing any act
contributing to the protection of life or property or mitigating the effects of an emergency.
2. Response
What to do in an Emergency
a. If you are at work:
During a declared city-wide emergency while at work, report immediately to your
department supervisor or a department designated meeting area pursuant to your
department’s disaster plan. If your department has not designated a special meeting area
for a disaster of this magnitude, go to your Department or City Emergency Operations
Center.
b. If you are at home:
During a declared Pasadena city-wide emergency while you are at home, first ensure the
safety of yourself and your family, then follow your department’s emergency planning
and/or DSW reporting instructions found on the back of your City ID badge. You should call
your respective department “Disaster 800 number” highlighted on the back of your city ID
card.
If you are not able to commute into work because it is unsafe to do so, you are required to
report to the nearest City Hall and offer your assistance as a DSW. As soon as
communications permit, employees are to report your location and status to your Pasadena
supervisor or designee. Once you are able to respond to Pasadena, follow proper check-out
procedures with the respective government agency (City Hall) you’ve been assisting to be
credited for your work hours (NIMS requirement).
3. Identification
Your City identification (ID) badge shall serve as your DSW ID whether you are working within
the City of Pasadena or with another agency. Your ID must be worn visibly on the outside of
your clothing at all times while working as a Disaster Service Worker.
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4. Work Related Injuries or Illness
Work related injuries while working as a DSW shall be reported immediately to the employee’s
supervisor and handled through the Workers’ Compensation Division of the City of Pasadena’s
Human Resources Department pursuant to the Manual of Personnel and Administrative Rules.
5. Liability and Performance
It is incumbent upon each employee working as a DSW to act within the requirements of the
City of Pasadena’s rules and regulations as found in the this Manual of Personnel and
Administrative Rules, especially, but not limited to, the CODE OF CONDUCT/ETHICS, CONFLICTS
OF INTEREST, and DISCIPLINE POLICY.
As DSWs, City of Pasadena employees are expected to represent the City of Pasadena to the
highest ethical and performance standards expected of them while performing the duties of
their regular City positions.
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STANDARD OF CONDUCT REGARDING CONFIDENTIALITY
1. During the course of employment, employees encounter people from all walks of life, of different
races, religions, sexual orientations, and national and ethnic origins and immigration status. The
City values and celebrates this diversity. As a result, the City expects that all employees will treat
its residents, customers, and all other people with whom employees conduct business and
interact with dignity, respect, and professionalism.
The City believes that affording our residents, customers, and all other people with whom
employees conduct business and interact with this level of courtesy and respect is essential to
delivering efficient public services, ensures opportunities for our youth, and ensures a high quality
of life for our residents.
This also promotes trust and cooperation between the City and its residents, customers, and
employees who are encouraged to seek City services, programs, or employment with the
confidence that the City prioritizes the provision of the excellent services and programs to all of
its residents without fear of it resulting in adverse action because of race, religion, sexual
orientation, national and ethnic origin or immigration status.
2. To meet this above stated requirement:
a. Employees must acknowledge that the City’s priority is to provide excellent services and
programs to its residents and customers.
b. No City employee shall collect personal information from individuals beyond information
necessary to perform their public duties and shall not disclose personal information for any
other purpose unless required by federal or state statute, regulation or court decision. For
the purposes of this section, personal information means religion, sexual orientation, national
and ethnic origin and immigration status.
c. No City employee will use City funds or resources to assist in the enforcement of federal
immigration law or to gather or disseminate information regarding the immigration status of
individuals in the City unless such assistance is required by federal or state statute, regulation,
or court decision. This includes:
i. Assisting or cooperating, in one’s official capacity, with United States Immigration and
Customs Enforcement (“ICE”) investigation, detention, or arrest procedures, public or
clandestine, relating to alleged violations of the civil provisions of the federal immigration
law;
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ii. Assisting or cooperating, in one’s official capacity, with any investigation, surveillance or
gathering of information conducted by foreign governments, except for cooperation
related to an alleged violation of City and county, state or federal criminal laws.
iii. Requesting information about, or disseminating information regarding, the citizenship
status of any individual, or conditioning the provision of services or benefits by the City
upon immigration status, except as required by Federal or State statute or regulation, City
ordinance or public assistance criteria, or court decision.
iv. Including on any application, questionnaire or interview form used in relation to benefits,
services, or opportunities provided by the City, any question regarding citizenship status
other than those required by federal or state statute, regulation or court decision.
d. Employees are prohibited from inquiring into, maintaining, or disclosing sensitive information
about residents except to the extent necessary to provide the City service in question or with
the consent of the individual or as required by law. Sensitive information includes information
of a personal nature or about private attributes, such as status as a victim of domestic violence
or sexual assault, status as a crime witness, sexual orientation, immigration status, disability
status, or status as a recipient of public assistance.
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Effective Date: January 1, 2020
Supersedes: N/A
City Manager Approval:
LACTATION ACCOMMODATION POLICY
1. Purpose
The purpose of this policy is to establish the City of Pasadena’s strong commitment to support the
needs of lactating employees who wish to express milk at work. The City expects all employees to
display a supportive attitude toward employees who need to express milk during the work day.
2. Policy
Lactating employees are entitled to request lactation accommodations. Discrimination against and
harassment of lactating employees in any form, and retaliation against lactating employees for
requesting a lactation accommodation or engaging in other protected activity is unacceptable and
will not be tolerated.
It shall be the policy of the City to accommodate lactating employees’ needs by providing them an
appropriate place to express milk and reasonable time to express milk:
a. An Appropriate Place to Express Milk
i. The City will provide an appropriate, private space for employees to express milk. The
private space provided must be in close proximity to the employee’s work area, have the
ability to be locked, shielded from view and free from intrusion from co-workers and the
public. The space must be safe, clean, and free from hazardous materials. The space must
contain a surface to place a breast pump and personal items, comfortable seating, and have
access to electricity or alternative devices needed to operate a breast pump. Restrooms are
prohibited from being utilized for lactation purposes.
ii. Lactating employees will be provided access to a sink with running water and a refrigerator
suitable for storing milk (or other suitable cooling device) in close proximity to their
workspace.
iii. For non-traditional worksites, the employee, supervisor and Human Resources will work
with the employee to provide a lactation accommodation in compliance with the law.
b. Reasonable Time to Express Milk
Employees are entitled to time, including, if necessary, breaks for lactation. The City
recognizes that the frequency and duration of breaks to express milk will likely vary, according to
the needs of the individual employee. Lactation breaks shall be established for each employee,
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based on the employee’s needs and work schedule. If possible, lactation breaks should run
concurrently with the employee’s scheduled breaks and lunch period. The City will make
separate and/or additional lactation break time available to the employee subject to the
employee’s needs. At management’s discretion, beginning or ending work times may be
adjusted to accommodate lactation breaks. For non-exempt employees, lactation time beyond
the employee’s regular paid rest break time is unpaid.
3. Lactation Accommodation Request Procedure (Employee Responsibility)
Lactating employees may submit requests for a lactation accommodation to their supervisor or the
Department of Human Resources. The request should be made as soon as the employee becomes
aware of the accommodation need, and preferably before returning to work, in order to provide the
City sufficient time to secure an appropriate lactation space and to make any other arrangements
necessary to support the employee’s lactation accommodation request. The employee shall keep
their supervisor informed if their lactation accommodation needs change at any time. The City is
obligated to respond to the employee’s request within a reasonable timeframe.
4. Managers and Supervisors are Responsible For:
a. Reviewing and responding to lactation accommodation requests.
b. Ensuring that employees are provided with an appropriate lactation space and reasonable time
to express milk, in accordance with this Policy.
c. Contacting Human Resources for advice and assistance if unable to locate an appropriate space
in accordance with this Policy or provide the lactation break time requested by the employee.
5. Dissemination of Policy
All employees shall receive a copy of this Policy when they are hired and when making an inquiry
about or requests parental leave. This Policy may be updated from time to time and redistributed.
6. Complaint Procedure
Employees who believe they were denied a request for a reasonable lactation accommodation, or
who believe they have been subject to discrimination, harassment, and/or retaliation should
immediately report the prohibited conduct to the Human Resources Department.
Employees have the right to file a complaint with the Labor Commissioner for any violation of rights
provided under Chapter 3.8 of the California Labor Code regarding lactation accommodations.
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Effective Date: July 5, 2021 Established: July 5, 2021
City Manager Approval
Hybrid Work Policy
1. Purpose
The purpose of this policy is to transition the workforce from a pandemic context to a post-
pandemic one. Although being on-site at the work place is the norm post-pandemic, a Hybrid Work
program is being established as set forth in this policy. Under a hybrid work arrangement,
employees’ work schedules are split with some work being performed in the office and other
independent work being performed at a remote work location, commonly referred to as telework.
Hybrid work should be considered a privilege, not a right, and is approved only where it is
affirmatively demonstrated to meet the following objectives under the eligibility criteria in this
policy: to be mutually beneficial to the City and to the employee; to support employee well-being;
to provide flexibility while having an overall neutral or positive impact on City business, department
operational needs, the work environment, customer service, and participating employee’s
performance.
2. Eligibility
Full-time employees, regular and limited term, working in positions deemed by management
suitable for telework may be considered to participate in a hybrid work arrangement. Not all
positions are appropriate or feasible for telework. Newly hired employees and temporary workers
may be included at the discretion of the Department Director.
The eligibility of an employee for teleworking is based on a number of position specific and
departmental factors and considerations including, but not limited to:
• Compatibility of telework with the employee’s job duties and responsibilities
• Whether the employee has the knowledge needed to perform their job duties remotely
via telework
• Whether the employee can perform their job duties remotely including:
o Completing expected work and producing deliverables with minimal supervision
o Responding to inquiries from customers including co-workers
o Demonstrated ability to establish appropriate priorities and manage time
effectively
o Entering, reviewing, processing and/or approving information and data
accurately and timely
o Properly receiving and following direction from supervisors
• Employees having an overall rating of “meets expectations” or the equivalent on their
most recent performance evaluation (not applicable to newly hired employees)
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• Departmental need for the employee to perform work on-site or to have minimum on-
site staffing levels
• Whether an employee with supervisory responsibilities can effectively communicate,
interact, and oversee the work of others
• Whether the employee has the equipment, internet connection/access, and other
information technology resources needed to work effectively from the telework site,
and the proposed telework site allows the employee to perform productive work in a
safe manner.
3. Hybrid Work Program Approval
Managers evaluate their team’s work and prioritize what must be completed, where, and by which
employees. Managers are expected to ensure an equitable evaluation process for all employees who
request to participate in the Hybrid Work program. Managers shall remove personal bias from
discussions and treat similarly situated employees similarly. As being on-site at the work place is the
norm, approval of a hybrid work assignment for each employee must be based on an affirmative
showing under the criteria set forth in this policy. Approval may not be granted solely as a
prerequisite, reward or bonus.
Most typically, Managers review requests to participate and make a recommendation to the
Department Director whether to approve an employee’s participation in the Hybrid Work program
yet the authority to approve or decline Hybrid Work requests rests with the Director. If a request to
participate is declined, either the Director or Manager should provide the employee with a business
reason for that decision. Approval for a Hybrid Work arrangement is not a right, and the Director’s
decision is final, and, as it is a privilege, it is not subject to the grievance procedures set forth in the
City’s Memoranda of Understanding or Salary Resolutions. An employee denied a Hybrid Work
arrangement, may apply again when circumstances have changed that led to the denial.
Once an employee is approved to participate in the Hybrid Work program, the employee must
complete a Hybrid Work Agreement with their manager and any other related forms confirming
they will abide by the terms and conditions of the program.
A Hybrid Work arrangement may be ended by the Director at any time should the Director
determine that the arrangement no longer in the best interest of the City. The Director or Manager
shall provide the employee a minimum of one week’s advance notice.
Employee participation in the Hybrid Work program is voluntary, and the employee may discontinue
such work arrangement at any time by providing their manager with at least one week’s advance
notice.
4. Types of Hybrid Work Arrangements
a. Regular
Arrangements are for ongoing Hybrid Work as part of an employee’s regular work schedule.
Telework days are scheduled in advance and may not exceed two days (full or half) per week.
Telework agreements will be revisited and updated as needed.
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b. Temporary
Arrangements are for pre-defined, limited duration up to three months. Temporary telework
days should be scheduled in advance, and may not exceed two (full or half) days per week.
c. Emergency
Arrangements are made on an emergency basis to support the continuity of services during
major emergencies or other disruptions to business operations. Arrangements may be for an
unknown or pre-defined duration of time and may include 100% remote work if on-site work is
not possible. A Hybrid Work Agreement is required as soon as reasonably possible following the
emergency. City Manager approval is required for emergency hybrid or telework.
5. Telework Site Safety
Employees are expected to maintain their approved telework space in a safe manner free of
environmental and ergonomic hazards.
6. Data Security
Employees are expected to protect confidential or proprietary information accessible from their
remote worksite following details in the Hybrid Work Program Agreement.
7. Dependent Care
Telework may not be used while the employee is also responsible for active care of a minor child or
other person dependent on the employee for care during the assigned telework schedule.
8. Prideshare
Telework supports the Prideshare Program in achieving the City’s goal of promoting clean air
through traffic mitigation as mandated by the South Coast Air Quality Management District’s
(SCAQMD) Rule 2202. The PrideShare program remains in place for employees approved to
participate in the Hybrid Work program.
9. Equipment /Phone Service and Network Access
a) The City may provide equipment for teleworking based on the nature and/or duration of
the work assignment, and the availability and cost of the equipment. All equipment is
property of the City and must be returned at the conclusion of the telework assignment or
sooner if requested by the City.
b) Provision of phone service through cellular communication devices is governed by the City
of Pasadena Manual of Personnel and Administrative Rules, Electronic Equipment Use and
Mobile Phone and Wireless Data.
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SECTION 3. SALARY ADMINISTRATION
A. TYPES OF EMPLOYMENT AND APPOINTMENTS
1. Full Time Appointment (40 hours per week)
Appointment to a budgeted full time position after successful completion of a formal competitive
examination process. Regular status is achieved after satisfactory completion of a designated
probationary period. A full-time appointment may consist of any of the following types:
a. Regular Appointment
A regular appointment is subject to satisfactory performance and operational need. With the
exception of at-will appointments, regular appointments are subject to completion of a
probationary period.
b. Limited Term Appointment
A limited-term appointment is subject to satisfactory performance and for a defined, limited
term contingent upon funding, program duration, or for such term as designated by the hiring
authority with approval of the City Manager and Human Resources. Such at-will appointment
is subject to satisfactory completion of a probationary work test period. An employee
who is appointed on a limited term basis will have an estimated duration of employment and
be separated from employment at the end of the
limited term and will have no appeal
rights for termination, nor be subject to layoff policies.
c. At-Will Appointment
Appointment to a budgeted at-will position at the discretion of the hiring manager. Such
appointment is not subject to a probationary period as the employee selected is “at-will” and
may be dismissed at any time without notice, without reason (except as prohibited by law),
and without rights of appeal. Terms and conditions of employment for at-will appointments
are established by the applicable Salary Resolution.
2. Part-Time Appointment (Less than 40 hours per week)
Appointment to a budgeted position following a formal competitive examination process. Regular
status is achieved after satisfactory completion of a designated probationary period. Part-time
appointments may also be designated as at-will positions which serve at the pleasure of the
appointing authority and may be terminated without cause or right of appeal. Employees working
less than 40 hours per week may be eligible for insurance benefits and/or pro-rated leave benefits
dependent upon bargaining unit or salary resolution.
3. Temporary At-Will Appointment
Appointment to a budgeted position without benefits except as required by law. Such
appointment is not subject to a probationary work test period as the employee selected is an “at
will” employee who may be terminated at any time without cause and without right of appeal.
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Terms and conditions of employment for at-will appointments are established by the applicable
salary resolution and/or employment contract. A temporary appointment may consist of any of
the following types:
a. City Service Worker (CSW)
A temporary appointment into a defined on-the-job training program following a competitive
selection process. Employees appointed to on-the-job training programs are eligible to
participate in promotional examinations, if qualified. The City has a specific contract exclusion
for CSW workers that precludes them from being enrolled in the CalPERS retirement plan.
Appointments are based on a calendar year from the date of hire and may be made for up to
the time limits shown below:
i. Youth Advisor – not to exceed four years.
ii. MASH – Not to exceed one year of MASH training. Training can extend to two years if
participating in cross training assignments. In order to allow the maximum participation
in the MASH training program, preference may be given to candidates who have not
participated in the training program within the past five years.
b. Seasonal and Other
A temporary appointment as defined in the applicable salary resolution or MOU following a
competitive selection process. Employees are eligible to compete in promotional
examinations, if qualified.
4. Exceptions to the Formal Competitive Examination Process for Other Temporary Appointments
The following temporary appointments do not require a formal competitive examination process;
however, the candidate must meet the minimum qualifications for appointment.
a. City Temporary Worker (CTW) – Appointment for less than 1,000 hours in a fiscal year. Hours
are monitored by the department in which the CTW works. CTWs may not work beyond a
fiscal year without approval from Human Resources.
b. Special Employment – Appointment of a developmentally disabled person who is participating
in a supported work program and is referred through the State Department of Rehabilitation
or through a state regional center on developmental disabilities.
c. Retirees (CSW-Retiree) – Appointment of a CalPERS or a PERS reciprocating agency retired
person who works to fill in on an emergency basis or based on the need for specialized skills
or expertise for a specific project only after 180 days have elapsed from their retirement date.
Certain exceptions may apply and retires and the City should check the current state of the
law and CalPERS resources. (See CalPERS Employment After Retirement Information) CSW –
Retiree may work a maximum of 960 hours in any fiscal year. Likewise, retirees from the City
of Pasadena’s Fire and Police Retirement System (FPRS) may work a maximum of 960 hours
in a calendar year.
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CalPERS retirees who have not reached their normal retirement age (55 for miscellaneous and
safety employees) may be hired sixty days after the retirement date. However, there cannot
be a pre-retirement agreement between the member and the City, either verbal or written,
to return and work as a retired annuitant. CalPERS regulations govern the hiring of retired
annuitants and supersede any rules or policies set forth by the City of Pasadena. CalPERS
retirees are responsible for complying with CalPERS regulations regarding employment after
retirement.
d. Agency Temporary employees - Agency Temporary Workers (Agency Temps)– Appointment
through a temporary agency for short-term needs such as filling in for someone who is out
sick or on medical or other leave, during an emergency to prevent a stoppage of work, and/or
due to a backlog of work. Agency temps may only work a maximum of 999 hours per fiscal
year or for a period of six months, whichever is shorter. Agency temps should not be
appointed for contiguous years. With Human Resources approval, agency temps may be
converted to a City Temporary Worker (CTW) for an additional maximum of six months or 999
hours in a fiscal year.
Contracting with temporary agencies requires adherence to the Purchasing Policies and is
subject to Human Resources review.
5. Independent Contractor
Independent Contractors are not employees, but persons hired outside the employer-employee
relationship, to independently accomplish a specific program, project or result. The standard for
determining an independent contractor status is that the individual, rather than the employer,
primarily controls the manner and means by which work is to be performed. Other factors which
determine the independent contractor status are: distinct occupation or business, skill required,
work location, materials and supplies, length of time for which the person is hired, method of
compensation, nature of work, belief of parties, and principal in business. Independent
contractors are paid by means of a purchase order or written contract and not through the City’s
payroll system.
B. SALARY ADMINISTRATION
1. Salary Rates
Employees occupying a position in the City service shall be paid a salary or wage within the range
established for that position’s classification in accordance with the applicable MOU or salary
resolution as approved by the City Council.
2. Initial Appointment
The initial appointment to any classification shall be at the minimum compensation rate in that
schedule. The department director may approve appointment at a higher rate within the schedule
if the department director finds that the person is reasonably entitled thereto because of
experience, ability or impracticality in obtaining qualified appointees at the established
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minimum rate. In no instance shall the rate paid for any employee in any classification be less
than the minimum or more than the maximum of the established salary schedule.
3. Promotion
a. When an employee is promoted from one classification to another classification with a higher
salary schedule, the employee shall advance to the lowest step in such higher salary schedule
that will provide an amount equal to or nearest to a one-step increase in compensation. The
one-step increase will be measured by the compensation schedule from which the employee is
being promoted. If the salary for the classification is based on a salary range, then an increase
that provides at least a three to five percent (3% - 5%) increase is appropriate.
b. The provisions of this subsection shall not apply to employees transferred to an apprenticeship
or trainee classification established by the City Manager or by the City Council through an MOU
or salary resolution.
4. Demotion
a.
The voluntary or involuntary change in status of an employee from a position in one classification
to a position in another classification with a lower maximum rate of pay.
b. A demotion results in placement in the salary schedule of the lower classification at the rate of
pay closest to 5% below the employees’ current rate of pay or the top of the new classification,
whichever is lower.
5. Advancement in Compensation within the Salary Schedule (Merit Increases)
a. Merit Increases
Employees are eligible for an increase in salary annually or according to the schedule
identified in the applicable MOU or salary resolution. Salary adjustments should coincide with
performance evaluations.
b. Salary Range Increase
Whenever a classification is reassigned to a higher salary range, the salary of each incumbent
on the effective date of the increase shall be increased to the corresponding step in the new
range and his/her salary review date shall not change.
6. Overtime
a. A manager or supervisor may authorize overtime to meet operational needs. For non- exempt
employees, overtime shall either be paid at time and one-half or granted as equivalent
Compensatory Time Off (CTO) pursuant to applicable MOU or salary resolution.
b. A non-exempt employee may not perform work outside of his/her scheduled work hours
without advance approval from a manager or supervisor. Emergencies may arise that call for
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an exception to this rule. In the event of such an emergency, an employee may perform the
work, but must notify a manager or supervisor as soon as possible, and in no event later than
the next business day. If the employee’s manager or supervisor denies the request to work
overtime, the employee must cease working overtime.
c. Employees are required to record all work time on official City records so that the City may
pay employees for their work. Employees may never choose to work and decline
compensation. An employee who fails to follow the City’s overtime approval policy will be
paid for any overtime actually worked, but will be subject to disciplinary action, up to and
including termination, for violation of the policy.
d. The City shall pay overtime compensation or provide Compensatory Time Off to all non-
exempt employees as established in the appropriate salary resolution and/or MOU.
e. Exempt employees are not eligible for overtime unless specifically provided for in the
appropriate salary resolution and/or MOU.
f. All other employees not specifically addressed in this Section shall be paid overtime in
accordance with the Fair Labor Standards Act (FLSA).
7. Additional Compensation
Employees may be eligible for additional types of compensation in accordance with the applicable
salary resolution and/or MOU. Examples of additional compensation include, but are not limited
to:
• Call Back Pay
• Welder Assignment Pay
• Stand-By Pay
• Certification Pay
• Shift Differential Pay
• Education Pay
• Sewer Maintenance Pay
• Special Assignment Pay
• Bilingual Incentive Pay
• Paramedic Pay
8. Re-employment of Former Employees
a.
An employee who has been laid off because of lack of work or funds, or who has resigned in good
standing, and who is reinstated or reemployed by the City, may receive a rate of compensation
within the schedule in excess of the minimum for the classification.
b. Former employees who completed their initial probationary periods and who separate
employment with the City and subsequently are rehired to begin a second employment phase
with the City may be provided credit for prior service with the City solely for purposes of
calculating vacation accrual rates. Sick leave may be reinstated as required by law. Approval by
the department director shall be based upon such considerations as labor market conditions,
length of prior service with the City, length of time away from City employment, and past
performance. In no event shall a returning employee be provided additional seniority or
retirement service credit for the time the employee was gone.
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9. Appointment Date (Salary Review Date)
a. For computation of wage increases, evaluations and supplemental benefits (vacation, sick leave,
etc.) for newly-hired employees, the date of appointment is the date the employee was first
appointed to a classification on a regular basis, including the probationary period in such
classification.
b. If an employee is hired in a temporary status into a classification, and without a break in service
is subsequently appointed to a classification in a "regular" status, the date of first hire in the
temporary status is the Date of Appointment for the current year computation for wage
increases, evaluations, and supplemental benefits (vacation, sick leave, etc.).
c. Temporary employees are not eligible for vacation, holiday, sick leave, insurance programs or
other supplemental benefits unless required by law.
10. Pay Periods
a. The biweekly payroll system has 26 cycles or pay periods per calendar year. There are 2080 total
work hours per year for 40-hour full-time employees, and 2923 total hours per year for full-time
Fire shift employees. Each pay period begins on Monday and ends on Sunday. Pay day falls on
a Wednesday, ten days after the close of the pay period. Thus a pay check is received every other
Wednesday.
b. Federal and State taxes, deferred compensation deductions, and the retirement deduction are
programmed over the entire 26 cycles. Voluntary deductions are calculated on a monthly basis
but deducted over 24 pay periods per year. Thus two of the 26 periods have no voluntary
deductions. Every eleventh calendar year will have 27 pay checks.
11. Payroll Deductions
a. The Director of Finance shall deduct and withhold from the compensation or salary paid to each
City officer or employee the amount required by law for income tax, Medicare, the employee’s
contribution to the Public Employee's Retirement System (PERS) or the Public Agency Retirement
System (PARS), or any amounts otherwise authorized by the employee or pledged by such
employee such as an authorized charitable contribution. The City may, by motion or resolution,
authorize the Director of Finance to deduct dues, fees and assessments of employee unions,
bargaining units, associations or organizations and to deduct for the purchase of shares in or
payment of obligations to any regularly chartered credit union.
b. Voluntary employee deductions from compensation shall be authorized by the employee in a
form approved by the Director of Human Resources, shall be signed by the officer or employee,
and delivered to the Director of Human Resources. It shall thereafter be effective until cancelled
or revoked by the officer or employee. Deductions for employee unions, bargaining units,
associations or organizations shall be authorized on a form provided by the employee union,
bargaining unit, association or organization, shall be signed by the employee, and delivered to
the Director of Human Resources.
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c. The payment to any officer or employee of a payroll check equal to the difference between
the compensation earned and the deductions made pursuant to the provisions of this
subsection shall discharge all claims and demands whatever for the services rendered by such
officer or employee during the period covered by such pay check.
C. OVERPAYMENT & UNDERPAYMENT OF COMPENSATION & BENEFITS POLICY
a. Employees are responsible for monitoring pay and benefit contributions and deductions.
Employees are required to notify the City as soon as possible when there is a change in
dependent eligibility (e.g., marriage, divorce, death, birth, overage dependent, etc.) as
dependent changes may impact contributions or deductions. Employees should contact Human
Resources immediately should a discrepancy regarding contributions or deductions be identified
by the employee.
b. Employees who receive compensation or contribution to benefits that they are not eligible to
receive have been overpaid or the City has contributed more than the employee was eligible to
receive to a benefit provider. The employee will be responsible for reimbursing the City for the
overpayment.
c.
Overpayments can be recovered by the City for a period of two years from the date of knowledge
of the overpayment.
d. Employees who are required to repay the City for an overpayment may make bi-weekly
installments for the repayment up to thirty-six months. Employees may also elect to convert
accrued but unused vacation, compensatory time off, floating holiday, and/or management time
off hours to cash to repay the City. Repayment terms will be documented in writing and signed
by the employee. Failure to repay the City for overpayments may be grounds for disciplinary
action up to and including termination.
e. Should the City fail to pay an employee properly by underpaying compensation or incorrectly
deducting benefit premiums, the employee is entitled to recover underpayments for a period of
four years from the date of knowledge and notification to Human Resources of underpayment.
f. The City will provide a correction for underpayments in the pay period following approval of the
Director of Finance and Human Resources who are responsible for reviewing the underpayment
and verifying payment eligibility to the employee.
g. Interest will not be charged to the employee for repayment of an overpayment and interest will
not be provided to an employee when a payment is made for an underpayment.
h. Claims of improper payment of overtime under the Fair Labor Standards Act (FLSA) will follow
the statute of limitations under the FLSA.
i. Claims of improper enrollment or contributions to CalPERS will follow CalPERS regulations.
D. RETROACTIVE COMPENSATION & BENEFITS
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a. Eligibility for compensation adjustments and other types of pay (e.g., bilingual, special
assignment, education pay, certification pay, shift differential, etc.) and benefit eligibility will
become effective at the beginning of the pay period following the submission of a personnel
action form and/or appropriate documentation that authorizes the pay/benefit. No exceptions
to this policy will be made as a result of employee failure, whether intentional or accidental, to
submit required documentation for compensation in a timely fashion.
b. Retroactivity of pay and benefits is prohibited except in the following circumstances:
i. Merit Pay increases may be granted retroactively for a period of twelve months from the date
the employee was eligible for the merit pay increase.
ii. Upon City Council approval, retroactive pay and benefits may be granted.
iii. The City Manager may grant an exception to the prohibition of retroactivity when a
recommendation for consideration is made by the department director and has the
concurrence of the Director of Finance or Director of Human Resources.
iv. When required by court or administrative order.
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SECTION 4. RECRUITMENT AND SELECTION
A. RECRUITMENT PROCEDURES
1. Standard Recruitments
The following procedures have been established for standard (open) recruitments:
a. The Department initiates a Staffing Request and forwards it to the Human Resources
Department.
b. Human Resources will determine if a current eligible list exists. If an eligible list exists, a
referral list can be issued to the department for interview and appointment.
c. If an eligible list does not exist, Human Resources meets with the hiring manager to plan and
coordinate the recruitment and selection process. An examination plan is jointly developed
which outlines critical steps, timelines and responsibilities in the process such as: recruitment
strategies and selection methods; an open or promotional basis; advertisement sources;
determination of examination components; identification of examination raters; tentative
exam dates; etc. The planning meeting also identifies desired competencies, required
knowledge, skills and abilities, and any special requirements such as licenses, degrees,
certifications, etc.
d. A job bulletin is prepared from the class specification, listing the title, salary, essential job
functions, qualifications; knowledge, skills, and abilities; and the selection process.
e. The job bulletin will be posted for a minimum of 14 calendar days; or the job bulletin may
specify that applications will be accepted until a specific number of applications are received
or in the case of a continuous recruitment, until the position is filled.
f. At the close of the application filing period, Human Resources will screen all applications to
determine which applicants will continue in the selection process. Assistance by the
department subject matter expert may be requested in the screening process.
2. Promotional Recruitments
The following procedures have been established for promotional recruitments:
a. Promotional recruitments, when determined appropriate by the department director and
Human Resources Department, may be open only to current employees, as well as temporary
employees who have been appointed through a competitive, merit-based process, such as
Maintenance Trainee, Library Page, Recreation Leaders, etc. Employees who are serving a
probationary period may apply for promotional opportunities but may not be appointed until
completion of the probationary period unless such appointment is within their current
department. City Temporary Workers are not eligible to compete in promotional
examinations. The decision to recruit solely from within shall take into consideration the
following:
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i. Knowledge of at least three qualified internal candidates; and
ii. The improvement of employee morale by recognition through promotion, and
iii. The utilization of career development concepts and good management practices.
b. If after a promotional recruitment the department determines that the eligible list is
insufficient or should be supplemented with additional candidates whose qualification,
experience may prove beneficial to the City the recruitment can be reopened to the public.
B. EXAMINATION PROCEDURES
1. Examinations
A written, oral or performance demonstration examination, or any combination thereof, may be
given for both open and promotional recruitments. Examinations test for job-related knowledge,
skills, abilities and competencies in order to provide an accurate indication of potential job
performance.
2. Rater Panels
The Human Resources Department shall establish examining panels which shall consist of
professionals whose qualifications and experience will assist the City in identifying applicants with
the knowledge, skills, and abilities to be successful if appointed to the classification. All panel
members shall be instructed in correct and legal examination techniques. For structured interview
examinations, the panel members shall be provided with a standardized set of questions in order to
give all interviewees an equal opportunity to describe their qualifications. Panel members may
excuse themselves from the assessment of any individual with whom a relationship exists out of
which bias might arise (e.g. friend, relative, former employee, etc.) Candidates, upon arrival for the
interview, will be shown the list of panel members and will be asked to state if a relationship exists
with any panel member out of which bias might arise. In such cases, the Human Resources
Department Analyst responsible for the selection process will be notified and the panel member may
be requested to withdraw as a rater for that candidate.
Raters may be selected from other public agencies, relevant business professionals, community
representatives (when applicable), and City employees. Objectivity and independent evaluation in
the examination process will be monitored by Human Resources in order to maintain a fair and
equitable process. Human Resources may disqualify the rating or evaluation of any rater, if in the
opinion of the Human Resources Manager or Director of Human Resources, the rater may have held
or demonstrated behavior resulting in concern for objective, legal and fair evaluation of applicants.
3. Examination Appeals
Candidates must submit a written objection within three working days after completion of the
examination. Objections will be reviewed and a reply prepared by the Human Resources
Department.
The Human Resources Director will review a candidate’s objection, confer with
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Employment Services staff, and make a determination. The determination is final. There is no appeal
process beyond the Human Resources Director’s decision.
4. Waiver of Examination Process
If after a recruitment there are three or fewer qualified applications received, any further
examination process may be waived and the remaining applicants referred to the department for
appointment consideration, based upon their application materials. If an appointment is made, the
selection process is concluded. No eligible list will be established where an exam process is waived.
If an appointment is not made, the hiring manager may request that the recruitment be reopened.
For recruitments that are open until filled, or continuous, the examination process may be waived if
there are three or fewer qualified candidates after the initial review of applications. This initial review
date is established by Human Resources and the hiring manager and is generally advertised on the
job bulletin.
5. Appointment of Disabled Individuals
Except when filling a position through administrative reassignment, City appointing authorities may
appoint qualified, disabled persons who participate in supported work programs, and who are
certified as disabled by either the State Department of Rehabilitation or a state regional center on
developmental disabilities, to regular appointments for entry-level positions without competitive
examination. Appointed individuals must serve a probationary period.
C. ELIGIBLE LISTS AND REFERRAL PROCEDURES
1. Eligible Lists
a. An eligible list shall be established from those applicants who obtain a passing score in the
examination by order of score. All candidates passing the examination shall be notified that
they have qualified for a place on the eligible list and notified of their final score. Placement
on the eligible list is not a guarantee of employment.
b. The expiration date of the eligible list shall be specified at the conclusion of the examination
process and is normally one year. Upon the approval of the Director of Human Resources, the
expiration date of the eligible list may be extended beyond the specified date.
c. Three additional points will be added to the passing score of Veterans of the Armed Forces of
the United States who have attached to their application proof of honorable discharge with
at least one year of active military duty. The additional points are applied for open
recruitments and for non-executive positions.
d. An active eligible list may be augmented by an additional recruitment or examination process
after all candidates on the list have been interviewed, considered for appointment and sent a
written notice of disposition from the hiring department.
2. Referral Procedures
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The hiring manager will be referred names from the eligible list. The hiring manager receives them
in alphabetical order, and does not see rank or scores. The hiring manager has the right to require
a minimum of three qualified candidates for consideration prior to making an appointment. The
number of persons referred from the eligible list for interview by the hiring manager will be
governed by one of the following methods:
a. Rule of Three Method
• For one vacancy, the three highest scoring candidates will be referred. In the event of tie
scores, the three highest scores will be referred, along with additional applicants with a
tie score, which will result in more than three candidates.
• In addition, those candidates who achieve a score within three percentage points of the
third highest scoring candidate will also be referred unless there is a tie, in which case
both candidates will be referred. Requests for additional vacancies are considered part of
the first referral if received within thirty (30) days of the first referral. After 30 days, they
are subject to the Additional Referral provision below.
• For each additional vacancy, one additional score will be referred as eligible.
b. Banding Method
Candidates may be banded into groups according to score and may be referred by bands
starting with the highest banded scores.
c. Referral to Executive Positions
For referral to Executive positions, in lieu of the above procedures (A & B), the hiring manager
may elect the referral of any number of applicants on the eligible list including all candidates
who are determined to be among the top qualified.
d. Selective Referral
When referring candidates from an existing eligible list, candidates with additional or
specialized knowledge, skills or abilities can be identified and can be given preferred
consideration over other candidates on the eligible list for those assignments which require
enhanced qualifications. The rule of three applies to selective certification, with the number
one referral being the first candidate possessing the special skill, and so forth.
e. Continuous Referral
When referral is made from a continuous testing process, the department may discontinue
interviews when existing vacancies are filled.
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f. Additional Referral
After the initial referral and during the life of the eligible list, the hiring manager may request
that additional candidates be referred either for the original vacancy or additional vacancies
if all initially referred candidates have been interviewed and provided a written notice of
disposition. The number of candidates referred from the eligible list for additional referrals
shall follow one of the above referral methods, starting with the next qualified candidate who
has not yet been referred. For example, if candidates 1, 2 and 3 were referred initially, the
next referral count would begin with candidate number 4. The hiring department retains the
right to not request additional names, and may decide to hire a candidate from the initial
referral for subsequent vacancies during the life of the eligible list.
g. Transfers
Employees who have passed their probationary period in their present classification may
request to be placed on the transfer list to be considered for transfer to another position in
the same classification or a lower classification within the same job family. Employees on the
transfer list shall also be referred to the hiring manager along with candidates on the eligible
list as long as their performance is satisfactory and there is not an outstanding disciplinary
action pending. The hiring manager may request referral of the transfer list even if an eligible
list does not exist.
h. Referral to a Lower Class
Upon request, Human Resources may deem a competitive eligible list to be appropriate for a
lower class provided no list exists for the lower class and the duties and responsibilities are
similar. An appointment may be made to a position in the lower class from such eligible list
but the acceptance of the lower position shall not forfeit such person’s right to be referred to
a position in the higher class during the term of the original eligibility list.
i. Reemployment
A former employee who resigned in good standing after completion of their probationary
period may be eligible for referral and appointment without examination within one year
from the date of separation to a classification held on a regular basis, provided that the
employee meets the minimum qualifications of the vacant position, and is recommended by
their former department director or other City executive.
3. Selection Interview Process
The hiring manager must interview all candidates referred who are interested in being considered
for the vacancy. Additional names may not be referred to the department until all referred
candidates who expressed interest in the vacancy have been interviewed and provided a
disposition.
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When a person on an eligible list has been previously referred and interviewed by the department,
the hiring manager may appoint the person without referral of additional names on the eligible
list.
If a candidate is referred more than once from the same list for a vacancy within the department,
the department must consider the candidate for appointment to the current vacant position, but
shall not be required to re-interview the candidate. The selection interview is an opportunity to
assess fit, address questions arising from the application materials, learn more about the
candidate’s qualifications and determine who is best suited for the position. Entry level Police
and Fire candidates are normally interviewed after successful completion of the background
review process.
No job offer shall be made to any referred candidate until all required interviews are completed.
Candidates not selected from an established eligible list shall be notified in writing by the hiring
department of their non-selection, and that their names are being returned to the eligible list for
subsequent consideration in the event of another.
D. BACKGROUND REVIEWS / OFFERS OF EMPLOYMENT
1. Background Reviews
Prior to a conditional offer of employment, candidates must complete and pass a background
investigation. The background investigation may include but is not limited to a credit report,
criminal history report, employment verification, education verification, motor vehicle report,
professional license or credential verification.
2. Written Offer of Employment
The Human Resources Department is authorized to make a conditional offer of employment in
consultation with the hiring department. The following should be included in the formal written offer
of employment:
a. Title of the position
b. Salary/benefit package
c. Agreed-upon starting date and anticipated work schedule
d. Office and person to whom the candidate will report
e. A statement that employment is contingent upon passing the background process and pre-
employment physical examination and that resignations from current employers should not be
finalized until this process is successfully completed.
f. A statement that employment is contingent upon submission of evidence that he/she is legally
entitled to work in the United States.
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g. A statement that the probationary period, if applicable, is part of the selection process, the
length of probation to be served, and that regular status shall be dependent upon the
satisfactory completion of probation.
h. The hiring manager should review the personnel file of candidates who are past or current
employees as part of the background review process.
3. Unless otherwise approved by the Director of Human Resources, an offer of employment not
responded to within five (5) working days is void and the applicant's name shall be removed from the
eligible list.
4. Full-time and part-time appointments: Appointments may be full time or part time. The work week
for a full-time appointment is 40 hours, or an average of 56 hours for Fire and Paramedics shift
operations. The work for a part-time appointment is less than that defined for full time.
E. POST-OFFER PRE-EMPLOYMENT PROCESSING
1. Pre-Employment Physicals
a. All candidates hired shall be offered employment on a conditional basis pending satisfactory
completion of a pre-employment physical examination, which includes a drug test, by the City.
The purpose of the examination is to determine the candidate's ability to perform the
essential functions of the job for which he/she applied. This examination is paid for by the
City. At any time during employment an employee may be required to take a physical
examination paid for by the City to determine fitness for duty in the position which he/she is
currently performing or for which he/she is applying.
b. The Department of Human Resources shall determine whether the candidate is physically and
mentally qualified for employment. The Interactive Process may be used to determine if an
appointment may be made with or without reasonable accommodation. Should any required
accommodation result in undue hardship on the City or result in immediate and unavoidable
hazard to the safety of the applicant or others, the City may disqualify the candidate.
F. TRANSFER
1. A same classification transfer is defined as the movement of an employee from a position in one
department to a position in the same classification in a different department. If the employee is
transferring within the same department, the assignment to another position is at the discretion
of the Department director, is considered a reassignment, and does not trigger a transfer
probationary period. There are three types of transfers:
a. Employee Initiated Transfer
If an employee wishes to move to another department in the same or lower classification, the
employee must submit an application for the transfer position online. It is the employee’s
responsibility to notify his/her supervisor of such a request. When a vacancy occurs within
the requested department, the employee’s name will be referred for consideration provided
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the employee meets the minimum qualifications for the position. The department may then
appoint any of the persons referred.
If an employee uses the transfer process to go to a classification with a lower control rate, it
will be considered a voluntary demotion.
b. Management Initiated Transfer
The City Manager, in consultation with the Director of Human Resources and the affected
Department Director, may initiate a transfer when necessitated by changes in workloads,
reorganization, or other business or personnel reasons.
c. Reasonable Accommodations Transfer
If an employee is or becomes permanently disabled as defined by the Americans with
Disabilities Act, and unable to perform the essential duties of his/her job, the employee may
be transferred to a vacant position which has duties that the employee can perform. A
reasonable accommodation transfer is coordinated by the Human Resources Department. A
reasonable accommodation transfer may take precedence over referral of candidates from
the eligibility list.
2. The effective date of a transfer is coordinated with the approval of both Department Directors
involved.
a. Employees are eligible for transfer as long as they have passed their initial probationary
period, their performance is satisfactory, and there is not an outstanding disciplinary action
or investigations pending.
An employee transferred from one position in one classification to another position in the same
classification in another department shall be required to serve a transfer probation period of six to
eighteen months, depending on the classification. An employee who does not satisfactorily complete
the transfer probation period may be returned to the department from which transferred, provided a
vacancy exists and is authorized to be filled.
G. PROBATIONARY PERIOD
1. Purpose
The probationary period provides the opportunity to evaluate an employee's performance,
competence and fitness for duties for which the employee has been appointed. The job classification
specifies the length of probation as established in the applicable MOU or salary resolution. The
probationary period is considered part of the selection process, and an employee on probation may
be released at any time during the period. Some classifications are designated as at-will, and
incumbents do not serve a probationary period. At-will incumbents may be released at any time with
or without cause. The following provisions do not apply to at-will employees.
2. Initial Probation
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All employees shall satisfactorily serve an initial probation period of six months to eighteen months,
depending on the requirements of the job classification.
3. Promotional Probation
All employees shall satisfactorily serve a promotional probation period of six to eighteen months,
depending on the requirements of the job classification. An employee who does not satisfactorily
complete the promotional probationary period may be returned to the classification from which
promoted if a vacancy exists and is authorized to be filled.
4. Transfer Probation
All employees shall satisfactorily serve a transfer probation period of six months to eighteen months,
depending on the requirements of the job classification. An employee who does not satisfactorily
complete the transfer probation period may be returned to the department from which transferred,
provided a vacancy exists in the classification previously held and is authorized to be filled. Placement
of the employee in the previously held classification shall be at the discretion of the department
wherein the vacancy exists.
5. Apprentice/Trainee Probation
For those positions that are part of an apprenticeship or training program, the probation period shall
extend to the length of the prescribed training period.
6. Extended Absence During Probation
Any extended periods of absence from regular duty or assignment in excess of two consecutive
calendar weeks, for any reason, shall automatically cause the probation period to be extended for a
period equal to the number of days absent. The employee shall be advised in writing of the extended
probation by the immediate supervisor upon his/her return to regular duty or assignment.
7. Reinstatement
An employee in good standing, who has been laid off and reinstated to the same classification series
in the same department, shall not be subject to a new probation period provided the employee had
completed a probation period prior to the time of layoff. The period for reinstatement and
classification shall be determined by the employee’s collective bargaining agreement (MOU) or salary
resolution.
8. Re-employment
The probation period for employees rehired within one year of separation may be waived at the
discretion of the appointing authority, provided the employee has previously successfully served a
probation period with the City in the same position and classification.
9. Reclassification
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If a position is reclassified, the employee shall not be required to serve a new probationary period,
provided the duties and responsibilities remain essentially the same as determined by the Human
Resources Department.
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SECTION 5. CLASSIFICATION SYSTEM
A. CLASSIFICATION PLAN
The Classification Plan provides a complete list of all positions in the City service and an accurate
description and specifications for each job classification. The Classification Plan standardizes titles,
each of which is indicative of a range of duties and responsibilities and has the same meaning
throughout the City.
B. ALLOCATION OF POSITIONS
The budget has allocated every position in the City service to one of the classes established by the
Classification Plan.
C. CLASSIFICATION STRUCTURE AND CLASS SERIES
1. Classification Structure
a. The classification of jobs is based upon the duties and responsibilities required for the job, rather
than upon the abilities of the employee. A written description, known as a class specification, is
prepared for each classification listing the major duties, knowledge, skills and abilities required;
minimum amount of education and/or experience required, and the length of the probationary
work test period.
b. The positions in the City service are grouped into classifications so that all positions with similar
duties and responsibilities are in the same classification. The duties and responsibilities of a job
determine to which classification a job will be assigned.
c. Classifications are in turn arranged in series. Usually, employees in the lower-paid classifications
have promotional opportunities to the higher-paid classifications. The class specification will
identify the applicable class series if one exists. A typical class series may include the following
types of classifications: Assistant, Associate, Senior, Principal, or levels I, II, III, IV, etc.
2. Class Specifications (Job Descriptions)
a. Class specifications are to be interpreted in their entirety. Particular phrases or examples are
not to be isolated and treated as a full definition of the class. Specifications are intended to
be descriptive and explanatory of the kind of work performed, and not necessarily inclusive
of all duties performed by all employees in the classification.
b. Substantive changes to existing class specifications in the Classification Plan are subject to
the meet and confer process with the appropriate representatives of recognized employee
organizations. Changes to document formatting or minor revisions to content may be
implemented without meeting and conferring.
3. Title Changes
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Where the duties of a position have not substantially changed, the position may be retitled as a result
of restructuring, reorganizing, or to more accurately identify the position. There is no change in the
compensation level with a title change. No change in the title of any job classification shall affect the
tenure of the incumbent, if any.
4. Use of Classification Titles (“Working Titles”)
Classification titles are to be used in all personnel, accounting, budget, appropriation, and financial
records. No person shall be appointed to or employed in any permanent position in the merit
system under a title not included in the Classification Plan. Other unofficial “working titles” may
be used in the course of business to indicate authority, status in the organization, or
administrative rank, subject to approval of the Human Resources Department.
5. Reclassification
All classification and reclassification of positions shall be filled through competitive recruitment and
selection, except as follows:
a. Evolution of Duties
Should the duties of a position evolve/change over time, the department director may request
the reclassification of the job. After proper review or study, and approval by the Director of
Human Resources, the job may be allocated to a higher or lower classification, or remain
unchanged. Should the duties and tasks be reallocated between different positions, all affected
positions will be subject to review.
i. Process of Reclassification
The department director shall provide a written request to the Human Resources Director
to perform a review on the position. The written request shall describe the rationale for the
requested review and statement of reasonable belief that:
• The job duties and responsibilities have changed over time.
• Incumbent employee has been working out of classification in a non-acting capacity for
12 months or longer.
• The current classification is no longer descriptive of the job duties and responsibilities.
ii. In a multiple-incumbent classification, the department director must indicate why all
positions in the classification within that department are not being requested for review.
Human Resources will evaluate and determine if the position/incumbent should be
reclassified, or if the position, if restructured, should be filled through a competitive selection
process.
iii. If Human Resources determines that a reclassification review is the appropriate process, a
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Position Description Questionnaire (PDQ) is provided to the employee and supervisor to
complete and submit back to the Human Resources Department. The PDQ form elicits
information on job responsibilities for evaluation of critical job elements.
iv.
Human Resources reviews the PDQ with the employee and with the supervisor, so that there
is a clear understanding of job responsibilities, reporting relationships, job complexity and
level, etc.
v. Human Resources will analyze the PDQ to determine if the position requires allocation to a
higher or lower classification or remain unchanged. A market review may be conducted if it
is determined that the duties of the position are not represented in the City’s current
classification plan and a new classification is deemed necessary.
vi. Human Resources reviews findings and recommendations with the Human Resources
Manager and/or Director of Human Resources for review and approval.
vii. The Human Resources Manager conveys in writing, the findings, and the recommendation
to the employee’s department director.
viii. Incumbents may be regularly assigned to the reclassified position if the results of the
classification study confirm that the incumbent has been regularly assigned to and has
performed the duties of the reclassified position for a minimum of one year at the time of
the request to reclassify. The final decision on whether a position should be reclassified is
with the Human Resources Department. Reclassification of union represented employees is
subject to the meet and confer process.
ix. The Human Resources Department is responsible for notifying the employee and their
supervisor its findings and recommendations. If a personnel action form is necessary, the
employee’s department will initiate the form.
x. If City Council action is required, an agenda report is prepared and submitted to the City
Council for approval.
xi. Reclassifications are granted on a prospective basis and shall be effective at the beginning
of a pay period. Compensation adjustments resulting from a reclassification are granted
prospectively. Retroactive compensation adjustments for reclassifications are prohibited.
b. Sliding Classification
This is an upgrade of a position in a well-defined job series to a higher budgeted classification
within the same job series which requires greater responsibility and provides higher pay.
Positions established as a Sliding Classification are:
Firefighter I
to
Firefighter II
Staff Assistant I
to
Staff Assistant II
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Management Analyst I
to
Management Analyst II
Assistant Engineer
to
Associate Engineer
Assistant Planner
to
Associate Planner
Assistant Electrical Mechanic
to
Electrical Mechanic
Assistant Electrical Tester
to
Electrical Tester
Construction Inspector I
to
Construction Inspector II
Customer Service Representative I
to
Customer Service Representative II
Engineering Aide Assistant
to
Engineering Aide
Program Coordinator I
to
Program Coordinator II
Public Works Maintenance Worker I
to
Public Works Maintenance Worker II
Public Works Crew Supervisor I
to
Public Works Crew Supervisor II
Street Light & Signal Technician
to
Street Light & Signal Repairer
Solid Waste Truck Operator I
to
Solid Waste Truck Operator II
Inspector Trainee
to
Code Compliance Officer
Inspector Trainee
to
Building Inspector
Maintenance Assistant
to
Public Works Maintenance Worker I
Maintenance Assistant
to
Laborer
Laborer
to
Maintenance and Construction Worker
Justification for designation of additional classifications to the Sliding Classification Series must
be approved by the Director of Human Resources, budgeted at the higher level and documented
in the Manual of Personnel/Administrative Rules.
With the approval of the department director, incumbents may be upgraded through sliding
classification when qualified and upon demonstration of their capabilities to perform at the
higher level.
c. Under-filling a Position
The under-filling of a position differs from the sliding classification in that any position within a
series may be under-filled for purposes of training and development or for other business
reasons, while the sliding classification is designed and established specifically to provide for the
training and upward mobility of the incumbent(s) in the above classifications.
When under-filling a position, the incumbent may not meet the minimum requirements of the
budgeted position; the applicant may be appointed or promoted to a lower position classification
which is lower in salary than the specific position classification authorized in the budget. Within
two years following the under-filling of a position, the department director may request that the
incumbent be appointed to the higher budgeted classification upon certification that the
employee has passed probation, meets the minimum job requirements, and has assumed and is
satisfactorily performing the duties of the higher budgeted classification. After two years in an
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under-filled appointment, the authorized position will be reduced to the level that the position
is actually filled during the annual budget process.
d. New Classification
The establishment of new classifications of employment, or the combination, revision or
abolishment of existing classifications, shall be approved by the Director of Human Resources
and the City Manager, and where appropriate, the City Council.
e. Demotion
Movement of an employee from a position in one classification to a position in another
classification which has a lower maximum salary rate shall be considered a demotion. Employees
may request demotion to the most recent classification held on a regular basis, if a vacancy exists
and is authorized to be filled.
f. Administrative Reassignment to a Different Classification
(Note: This Section may be subject to, or modified by the terms of an employee’s MOU or
salary resolution):
After exhausting the layoff provisions set forth in the applicable Salary Resolution or MOU, if an
employee is subject to involuntary layoff or displacement, the following may be considered:
The City Manager, in consultation with the Director of Human Resources, may reassign the
impacted employee to a vacant position other than his/her own, based upon the employee’s
knowledge, skills, abilities and work performance. Such reassignment shall be temporary and
shall not exceed one year.
In all cases of administrative reassignment, whether to a lower, higher, or equivalent level
classification, employees must take a qualifying examination to be eligible for regular status in
the classification. This examination may be non-competitive, and shall occur no less than three
months and no more than one year from the beginning of the administrative reassignment.
When the employee is satisfactorily performing the full duties and responsibilities of the
reassigned position and has qualified for the classification based on examination, he/she may be
formally appointed to the position.
Employees who are administratively reassigned will serve the normal probationary period for the
classification in which they are placed, beginning with the date the administrative reassignment
becomes effective. If formal appointment is not achieved within one year from the date of
reassignment, the employee may be laid off or separated from City employment. Such employee
may exercise all options and rights applicable to the classification from which previously laid off
or displaced.
If the reassignment is to a classification with an equivalent or higher maximum salary, the
employee will retain his/her present classification, salary and benefits until he/she has qualified
based upon examination. If the reassignment is to a classification with a lower maximum salary,
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the employee will assume the new classification with the new classification title and
corresponding benefits. The employee’s salary shall not exceed the maximum allowable in the
classification to which reassigned. At the time an employee is formally appointed to a higher
classification through the examination process, his/her salary and benefits may be adjusted as
appropriate.
g. Reclassification to a Different Higher Classification
(Note: This Section may be subject to, or modified by the terms of an employee’s MOU or
salary resolution):
If a position is restructured as a result of reorganization or budget reductions, and the incumbent
employee may be displaced because the classification of the restructured position has changed,
the City Manager or the designee of the City Manager, in consultation with the Director of Human
Resources and concurrence of the employee, may reassign the employee to the restructured
position and be reclassified accordingly, as long as the following conditions exist:
i. the employee retains virtually 100% of all his/her current job responsibilities (as described in
the classification specification) and has performed these current responsibilities for at least
one year; and
ii. significant additional work responsibilities are added to the employee’s present
responsibilities which would warrant a classification change. This process will not be used in
situations where a competitive selection process is more appropriate.
D. WORKING OUT OF CLASS
Employees shall be assigned to perform duties which are included within the applicable job
description. Generally, employees should not be assigned work that is not closely related in both kind
and scope of work, and in level of responsibility, to the duties normally assigned to positions in the
employee’s classification, except on a short-term basis.
Temporary assignment to duties out of class may be assigned for training purposes, to fill in on a
limited basis due to vacation, short-term absences, assignment to a special limited-term project, etc.
Temporary is identified as less than six months.
If an employee is performing some duties that would normally be assigned to another classification
(i.e., works “out of class”) for a period of six consecutive months, the Human Resources Department
will evaluate whether a reclassification or reassignment of duties is appropriate.
Out of class work varies from an acting assignment in that the employee is not assigned to complete
the work of a position that is vacant or that is temporarily vacant due to a leave of absence greater
than thirty days.
Additional compensation is not provided for out of class work, unless provided for in an applicable
MOU or salary resolution.
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E. ACTING ASSIGNMENTS
1. Purpose
Acting assignments, as used herein, are short-term upgrades to higher classified positions to assure
the orderly performance and continuity of municipal services.
2. Scope
Acting assignments may be appropriate in the following situations:
a. When a position is vacant and is scheduled to be filled following the completion of a recruitment
process.
b. When a position is temporarily vacant due to an approved extended leave of absence such as
medical leave, on-duty injury leave, maternity leave, military leave, or other approved leave of
absence.
3. Policy and Guidelines
Departments may request the temporary filling of a vacant position through an acting assignment.
Acting assignments, as used herein, may be offered to any full-time or part-time regular employee of
the City of Pasadena. To be eligible, an employee should meet the minimum qualifications for the
classification and position being filled. The availability of acting assignments should be communicated
to employees through a memorandum or email distribution.
An acting assignment shall be limited to a maximum term of six (6) months. An extension of
an acting assignment must be submitted in writing to the Human Resources Director and will
only be approved ·with good cause. The extension can be for up to an additional six (6) months
for a combined total term of twelve (12) months. Examples where extensions will be approved
beyond six months include occasions when the recruitment is in progress, but will not be
completed by the end of the assignment; and where there are no other employees that can
be rotated into the vacant position. To maximize training opportunities, multiple employees
should be rotated through available acting assignments whenever possible.
Employees in acting assignments will be notified in writing by the appointing authority that
the placement is temporary, and that after the assignment, they will be returned to their regular
position. At the end of the term of the acting assignment, the employee will be automatically
returned to their former rate of pay, subject to adjustments for changes occurring during the
"acting period".
4. Compensation for Acting Assignments
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a. Compensation for acting assignments may be made pursuant to applicable MOU’s or salary
resolutions. In the absence of acting pay provisions, employees appointed to an acting assignment
will receive 5% of his/her base pay as acting pay.
b. Acting pay may not be granted retroactively. Acting pay begins at the beginning of a pay period
on a prospective basis.
5. Acting Assignment Procedures
a. The department submits an acting assignment approval request form to Human Resources.
b. When the recruitment of employees for acting assignments is internal within the applicable
department, the department director is responsible for ensuring compliance with this policy and
applicable sections of the Memorandum of Understanding or Salary Resolution.
c. When the recruitment of employees for acting assignments may be external to the applicable
department, the Human Resources Department will assist in identifying potential candidates and
the process by which an acting assignment may be made, consistent with this written policy.
Coordination with the Human Resources Department is required prior to contacting any
potential candidates.
d. Selection of persons to be granted an acting assignment should be made based on the
operational needs of all departments concerned. Prior to making an offer of an acting
assignment, the appointing authority shall discuss the feasibility and impact of such an offer with
the employee's regular supervisor or department director. The acting assignment must coincide
with the beginning and ending of a pay period.
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SECTION 6. ATTENDANCE AND LEAVES OF ABSENCE
Note: In addition to the policies found in this Section, employees are advised to consult the appropriate
Memorandum of Understanding or Salary Resolution for specific information in regards to leaves of
absence.
A. ATTENDANCE (TIMEKEEPING AND REPORTING OF ABSENCES)
Employees shall be in attendance at work in accordance with the rules regarding hours of work,
holidays, and leaves.
1. Timekeeping
All departments shall keep daily attendance records of employees which shall be reported
to the Finance Department in the form and on the dates specified by the Finance
Department.
2. Reporting of Absences
Any employee who is to be absent from duty without prior approval shall contact his/her
immediate supervisor to report the reason for the absence in a manner consistent with the
applicable salary resolution or MOU. Absences not reported in such manner may be considered
absence without leave. A deduction of pay shall be made for the duration of any absence without
leave. Upon return to work, such absence shall be justified to the supervisor or department
director who shall consider the need for disciplinary action.
B. JOB ABANDONMENT
An employee who is absent without leave for three (3) consecutive work days without reasonable
cause and fails to return to duty as established in written notification to return shall be considered to
have resigned.
An employee separated for job abandonment will be given an opportunity to explain the absence and
failure to notify the City. The employee will be reinstated upon proof of justification for the absence,
such as severe accident, severe illness, or false arrest. No employee has a right to an evidentiary
appeal for separation as a result of job abandonment.
C. WORK SCHEDULES
Work schedules are defined as an employee's regularly assigned hours of the day and days per week.
Changes in normal work schedules shall not be made arbitrarily, but rather to meet the operational
needs of the department or for other legitimate reasons. Work schedules for each position shall be as
established by the department director, subject to the provisions of the applicable salary resolution
and/or MOU.
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D. APPROVAL OF LEAVES
1. Leave Requests
Employees requesting a paid leave of absence (i.e. vacation, compensatory time, management
time off, floating holidays, etc.) must request and secure approval from their supervisor at least
three (3) working days prior to taking such paid leave. In a case of absence due to compelling
personal reasons, or non-emergency sickness, at least one day advance notice shall be made or
as soon as the need for the absence is known. Such requests may or may not be approved, based
upon the needs of the Department and may be subjected to verification.
E. LEAVE PRIOR TO RETIREMENT OR SEPARATION FROM EMPLOYMENT
Employees are permitted to use up to two weeks of accrued but unused leave time (excluding sick
leave unless otherwise required by law) immediately preceding retirement or separation date, at the
discretion of the department director. The department director may grant an exception to this
provision and allow additional leave time to be used prior to retirement or separation from
employment.
F. SICK LEAVE (NON JOB-RELATED INJURY OR ILLNESS)
Sick leave is provided through applicable MOU’s or salary resolution or by law. The department Payroll
Clerks will have responsibility for ensuring sick leave requests have been submitted and supervisor
approval of timesheets has been received prior to posting on employee's time roll. All such
documentation will be retained in the department files as verification of such absence.
Employees who have exhausted their sick leave and need to be absent due to illness or injury may not
use any other form of leave without the approval of the department director unless the leave is for
FMLA/CFRA, Pregnancy Disability Leave, or after the exhaustion of Temporary Disability benefits under
Workers’ Compensation.
G. HOLIDAYS
Holiday pay and/or leave is identified in applicable MOU’s or salary resolutions.
1. Limitations of Holiday Eligibility – Leaves of Absence
Employees who are on a leave of absence without pay on each regular work day before and after
a holiday are not eligible for holiday pay.
H. JURY DUTY
Every employee who is called or required to serve as a juror shall be entitled to be absent from his or
her duties during the period of such service. Unless otherwise stated in an applicable MOU or salary
resolution, there is no limit to the amount of time employees may serve on jury duty, and the City will
continue to pay an employee his/her regular salary. If any employee is released from jury service prior
to the end of his/her normal workday / scheduled shift, the employee must report to work unless
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otherwise authorized by his/her supervisor, or unless otherwise stated in an applicable MOU or Salary
Resolution.
I. COURT APPEARANCES
When an employee is served with a subpoena which compels his/her presence as a witness, he/she
may be granted a leave of absence with pay, pursuant to the applicable MOU or salary resolution, in
the amount of the difference between the employee’s regular earnings and any amount received for
such appearance unless he/she is a litigant or party to the action, or when testifying as an expert
witness not acting in an employment capacity.
J. MANAGEMENT TIME OFF
Employees may be granted management time off pursuant to an MOU or salary resolution.
K. DISABILITY LEAVES
1. Pregnancy Disability Leave (PDL)
a. Statement of Policy
In accordance with the California Pregnancy Disability Act, the City will grant job protected
leave for an employee who is disabled because of pregnancy, childbirth or a related medical
condition up to a maximum of four months. Time off needed for prenatal or postnatal care;
doctor-ordered bed rest; gestational diabetes; pregnancy-induced hypertension;
preeclampsia; childbirth; postpartum depression; loss or end of pregnancy; or recovery from
childbirth or loss or end of pregnancy would all be covered by Pregnancy Disability Leave.
b. Amount of Leave
i. The maximum pregnancy disability leave is four months per pregnancy. A “four month
leave” means time off for the number of days or hours the employee would normally
work within four calendar months (one-third of a year or 17⅓ weeks). For a full time
employee who works 40 hours per week, “four months” equals 693 hours of leave
entitlement.
For employees who work more or less than 40 hours a per week, or who work on variable
work schedules, the number of working days that constitutes “four months” is calculated
on a pro rata or proportional basis.
ii. Intermittent Leave
In addition to taking a leave of absence for a continuous period of time, an employee may
take intermittent leave (a few days or a few hours at a time) or on a reduced leave
schedule when medically necessary.
Employees on intermittent PDL shall only be gone from the work site for the length of
time medically necessary, and shall return to work if possible before the end of the work
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shift. Employees shall not be required by their supervisor or department to submit a
doctor’s note or other verification of attendance at doctor appointments under
intermittent leave, however, the City reserves the right to investigate and take action
regarding any allegations of abuse of intermittent leave time.
An employee who requests an intermittent or reduced leave schedule for pregnancy
disability must consult with her supervisor, and make a reasonable effort to schedule her
leave so as to minimize disruption of department operations.
c. Compensation During Leave
Pregnancy disability leave is unpaid. However, the employee must first use her accrued sick
leave, vacation leave, and then any other accrued paid time off during the leave. If or when
an employee has used all of her applicable paid leave for a portion of pregnancy disability
leave, the remaining time off will be unpaid. An employee may not be placed on an unpaid
leave until such time all applicable paid leave has been exhausted.
d. Notice and Certification Requirements
Requests for pregnancy disability leave must be submitted in writing on the appropriate form
at least thirty (30) days in advance of the start of the requested leave. If such notice is not
possible, such as during an emergency or unforeseen complication, the employee is required
to give notice as soon as practicable. The request must be supported by a completed medical
certification form from the employee’s health care provider. The certification must state the
expected duration of the disability and the expected date of return to work.
All leaves must be approved by the Human Resources Department and have an agreed-upon
specific date of return. Requests for an extension of leave must be submitted in writing prior
to the agreed date of return and must be supported by a written certification of the attending
physician that the employee continues to be disabled by pregnancy, childbirth, or a related
medical condition.
e. Effect on Benefits
An employee who is granted a leave under this policy will continue to be covered under the
City's group health and dental insurance plan, under the same conditions and benefits for a
maximum period of four months, as would have been provided if she had been continuously
employed during the leave period. Employees remain responsible for paying for their share
of the premiums during unpaid FMLA/CFRA leave.
Employees entitled to CFRA leave under the Family/Medical Leave Policy may be eligible for
a combined maximum benefit of 29 1/3 weeks.
Note: Employees who elect not to participate in the group health insurance program are not
eligible for Employee Option Benefit Fund contributions to deferred compensation during the
pregnancy disability leave. Employees on unpaid pregnancy disability leave will be billed for
any out-of-pocket expenses such as vision insurance, life insurance, and long-term disability,
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and will not receive any Employee Option Benefit Fund contributions to deferred
compensation or their flexible health spending accounts during the time of leave.
If the employee fails to return from unpaid pregnancy leave for reasons other than (1) the
continuation of her pregnancy-related disability, or (2) circumstances beyond the employee's
control (certification required within 30 days of failure to return for either reason), in addition
to possibly taking action for job abandonment, the City may seek reimbursement from the
employee for the portion of the premiums paid or contributions made by the City on behalf
of that employee during the period of leave.
An employee is not entitled to seniority or benefit accrual during periods of unpaid leave but
will not lose seniority or benefits accrued prior to starting the leave.
f. Reinstatement
Upon the expiration of pregnancy leave and the City’s receipt of a written statement from the
health care provider that the employee is fit to return to duty, the employee will be reinstated
to her original or an equivalent position, so long as it was not eliminated for a legitimate
business reason during the leave.
If the employee's original position is no longer available, the employee will be assigned when
possible to an open position that is substantially similar in job content, status, pay,
promotional opportunities, and geographic location as the employee's original position.
If upon return from leave an employee is unable to perform the essential functions of her job
because of a physical or mental disability, the City will initiate an Interactive Process with the
employee in order to identify potential reasonable accommodations.
An employee who fails to return to work after the termination of her leave loses her
reinstatement rights.
g. Relationship with Family Medical Leave Policy
An employee’s disability leave for pregnancy-related conditions will run concurrent with her
twelve weeks of leave entitlements under the Family Medical Leave Act (FMLA), if she is
eligible for FMLA leave (see provision below). She may also be entitled to twelve weeks of
leave under the California Family Rights Act (CFRA) for bonding in addition to leave for
pregnancy disability/FMLA.
h. Reasonable Accommodation and Temporary Reassignment
Upon the documented advice of her health care provider, a pregnant employee may request
a reasonable accommodation in her current position or a temporary reassignment to a less
strenuous or hazardous position. A “reasonable accommodation” of an employee affected by
pregnancy is any change in the work environment or in the way a job is customarily done that
is effective in enabling an employee to perform the essential functions of a job. The employee
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and City shall engage in a good faith Interactive Process to identify and implement the
employee’s request for reasonable accommodation or transfer.
If an employee’s health care provider provides medical certification that an employee has a
medical need to take intermittent leave or leave on a reduced work schedule because of
pregnancy, the City may require the employee to transfer temporarily to an available
alternative position that meets the needs of the employee.
2. Short Term / Long Term Disability Leave
The City may provide Short-Term Disability Leave and Long-Term Disability Leave as set forth in
the applicable salary resolution or MOU.
3. Workers’ Compensation (Industrial Disability Leave)
An employee who suffers a work-related injury or illness is eligible for Industrial Disability Leave
in accordance with applicable Workers’ Compensation laws and the guidelines set forth in the
applicable salary resolution or MOU.
L. FAMILY AND MEDICAL LEAVE POLICY (FMLA/CFRA)
1. Statement of Policy
In accordance with the Federal Family and Medical Leave Act (FMLA) and the California Family
Rights Act, (CFRA), the City will grant job protected family and medical leave to eligible male or
female employees for up to 12 workweeks per 12-month period for any one or more of the
following reasons:
a. The birth of a child, and in order to care for bonding with such child, or the placement of a
child with the employee for adoption or foster care (leave for this reason must be taken within
the 12-month period following the child's birth or placement with the employee); or
b. In order to care for an immediate family member (spouse, child including adopted or foster
children, registered Domestic Partner or parent) of the employee if such immediate family
member has a serious health condition that requires the employee’s presence and direct
attention or care; or
c. The employee's own serious health condition that makes the employee unable to perform
the essential functions of his/her position.
Note: Under the California Pregnancy Disability laws, an employee may be authorized up to
four months of leave in addition to federal and State Medical Leave under this provision when
such Pregnancy Disability Leave is due to a serious medical condition related to the pregnancy.
In such cases, FMLA protection runs concurrently with Pregnancy Disability Leave
entitlements, and CFRA protection does not.
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d. In order to care for a spouse, child, parent or “next of kin” service member in or veteran of
the United States Armed Forces, including National Guard or Reserves, who has a serious
injury or illness that was incurred in the line of active military duty (Eligible employees may
take up to 26 weeks of unpaid leave in a 12-month period); or
e. The employee’s spouse, child, or parent who is a member of the National Guard or Reserves
or regular United States Armed Forces who is on covered active duty or called to active duty
status in support of a “qualifying exigency” (e.g. deployment and deployment activities to a
foreign country, rest and recuperation, military events, childcare and school activities,
financial and legal arrangements).
The "12-Month Period" - means a rolling 12-month period measured backward from the date
leave is first taken, including the use of authorized paid leave (such as vacation, sick leave,
Workers’ Compensation), and continuous with each additional leave day taken.
2. Coverage and Eligibility
To be eligible for family/medical leave an employee must:
a. Have worked for the City for at least 12 months; and
b. Have worked at least 1250 hours over the previous 12 month period. Time “worked” only
includes time actually worked, not paid leave time or periods of absence from work.
3. Intermittent or Reduced Leave
a. In addition to taking a leave of absence for a continuous period of time, an employee may
take leave intermittently (a few days or a few hours at a time) or on a reduced leave schedule
(part-time leave) to care for an immediate family member with a serious health condition, or
because of a serious health condition of the employee when medically necessary. An
employee taking intermittent leave to care for an immediate family member may only take
such leave as is medically necessary or during which time the family member needs the direct
attention or care of the employee.
b. Employees on intermittent FMLA/CFRA leave shall only be gone from the work site for the
length of time medically necessary, and shall return to work if possible before the end of his
or her work shift. Employees shall not be required by their supervisor or department to
submit a doctor’s note or other indicia of attendance at doctor appointments under
intermittent leave, however, the City reserves the right to investigate and take action
regarding any allegations of abuse of intermittent leave time.
c. An employee who requests an intermittent or reduced leave schedule must make a
reasonable effort to schedule their leave so as to not disrupt department operations.
Employees must consult with their supervisor regarding the scheduling and frequency of
medical treatments so as to minimize disruption to the work environment.
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d. An employee may take leave intermittently or on a reduced leave schedule for birth or
placement for adoption or foster care of a child.
e. For part-time employees and those who work variable hours, the family and medical leave
entitlement is calculated on a pro rata basis. A weekly average of the hours worked over the
12 weeks prior to the beginning of the leave should be used for calculating the employee's
normal workweek.
4. Substitution of Paid Leave
Employees must exhaust their accrued leaves concurrently with Family and Medical Leave
(FMLA/CFRA), with two exceptions:
a. An employee must use accrued sick leave when family/medical leave is taken to care for an
own injury or illness. After the exhaustion of sick leave, the employee may elect to utilize
other accrued leaves or take the remainder of the FMLA/CFRA time as unpaid;
b. An employee may use sick leave when family/medical leave is taken to care for an ill family
member if permitted under an applicable MOU or salary resolution. After the exhaustion of
sick leave, the employee may elect to utilize other accrued leaves or take the remainder of
the FMLA/CFRA time as unpaid;
c. An employee cannot use accrued sick leave when family/medical leave is taken for non-
medical reasons (i.e. qualifying exigency leave, bonding leave, etc.). In such circumstances, an
employee may elect to use any other type of available accrued leave, or take the time as
unpaid during the remainder of the approved FMLA period.
If or when an employee has used all of their applicable paid leave for a portion of family/medical
leave, the employee may request an additional period of unpaid leave to be granted so that the
total of paid and unpaid leave provided equals 12 weeks within a period of 12 months.
Note: Employees who are granted additional leave time at the discretion of the department
director following the expiration of FMLA/CFRA must utilize all remaining accrued leave time
while on extended leave. An employee may not preserve his/her leave bank while remaining on
leave following the expiration of FMLA/CFRA.
5. Notice Requirement
a. A Notice of the right to Family and Medical Leave shall be posted and maintained in the
various work locations of employees. Departments are responsible for ensuring their work
sites have the proper legal postings. Human Resources will assist departments in updating
their postings as requirements change.
b. An employee is required to give as much advance notice as possible, but no less than 30 days
written notice in the event of a foreseeable leave. In unexpected or unforeseeable situations,
an employee should provide as much notice as is practicable. If an employee fails to give 30
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days’ notice for a foreseeable leave with no reasonable excuse for the delay, the leave may
be denied until 30 days after the employee provides notice.
c. For intermittent leave, such advance notice shall be made by the employee at the time
appointments are set. For unscheduled intermittent absences, employees are required to
follow their departmental call-out procedures, and must state that the absence is due to
Family/Medical Leave reasons. Failure to provide advance notice of medically required
appointments when they are set or to follow appropriate call-out procedures may be cause
for disciplinary action.
d. If the employee fails to request CFRA/FMLA leave time within the proper notice limits, or if an
employee takes a leave of absence for any reason which is FMLA/CFRA-qualifying, the City may
designate that non-FMLA/CFRA leave as running concurrently with the employee’s 12-week
FMLA/CFRA leave entitlement. The only exception is for peace officers and firefighters who are
on leave pursuant to Labor Code §4850.
e. The written notice must provide specific reasons for leave under the FMLA and/or the CFRA,
the method of leave requested (consecutive, intermittent, reduced), and expected start date
and ending date of leave.
6. Certification
Employees must submit the appropriate certification form and return the completed certification
to their supervisor. Certification must be provided by the employee within 15 days after
requested, or as soon as is reasonably possible.
For leaves of absence for an employee’s own serious medical condition, the City may require a
second or third opinion (at City expense) and periodic reports on the employee's status no more
than once every 30 days. The City may request recertification in less than 30 days if: the employee
requests a leave extension; the circumstances regarding the previous certification change; or if
there is some new information casting doubt on the validity of the certification or reason for leave.
Employees who are on intermittent leave for chronic or permanent/ long term conditions will not
be asked for a recertification before the minimum period for which the initial requested leave has
expired.
A notice of intent to return to work and a fitness-for-duty report to return to work may also be
required.
All documentation related to the employee's or family member's medical condition will be held
in strict confidence and maintained in the employee's medical file which is kept separate from the
employee’s personnel file by Human Resources.
7. Effect on Benefits
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An employee who is granted a leave under this policy will continue to be covered under the City's
group health and dental insurance plan, under the same conditions and benefits for a maximum
period of 12 weeks per 12 month period, as would have been provided if they had been
continuously employed during the leave period. Employees remain responsible for paying for
their share of the premiums during unpaid FMLA/CFRA leave.
Employees entitled to pregnancy disability leave may be eligible for a combined benefit of 29 1/3
weeks.
Note: Employees who elect not to participate in the group health insurance program are not
eligible for Employee Option Benefit Fund contributions to deferred compensation during the
FMLA/CFRA leave. Employees on unpaid family/medical leave will be billed for any out-of-pocket
expenses such as vision insurance, life insurance, and long-term disability, and will not receive any
Employee Option Benefit Fund contributions to deferred compensation or their flexible health
spending accounts during the time of leave.
If the employee fails to return from unpaid family/medical leave for reasons other than (1) the
continuation of a serious health condition of the employee or a covered family member, or (2)
circumstances beyond the employee's control (certification required within 30 days of failure to
return for either reason), in addition to possibly taking action for job abandonment, the City may
seek reimbursement from the employee for the portion of the premiums paid or contributions
made by the City on behalf of that employee during the period of leave.
An employee is not entitled to seniority or benefit accrual during periods of unpaid leave but will
not lose seniority or benefits accrued prior to leave.
8. Job Protection
When the employee returns to work following an approved family/medical leave, he/she will be
reinstated to his/her former or comparable classification with equivalent pay, benefits, status and
authority.
If the employee fails to return to work after the approved leave has expired, the employee will be
separated from employment unless additional leave is requested and approved by the City. Such
a request is considered a request for reasonable accommodation and Human Resources will
facilitate the Interactive Process to determine if a reasonable accommodation can be granted. In
some circumstances the City may file for disability retirement on behalf of the employee if it
appears that the employee is unable to return to work due to a serious medical condition, or the
employee has medical work restrictions that preclude him/her from returning to work. The
determination whether to file for disability retirement with CalPERS for the employee is made by
Human Resources in consultation with the employee and the employee’s department director.
9. The City's Family and Medical Leave Policy as described above is intended set forth the basic
provisions of the Federal Family and Medical Leave Act and the California Family Rights Act.
Provisions not specifically addressed in this policy are incorporated by reference in this policy.
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M. FAMILY SICK LEAVE (KIN CARE)
Labor code section 233 (“Kin Care Law”) requires that employees who receive sick leave be permitted
to use one-half on one year’s annual accrual to attend to an illness of a child, parent, spouse, or
domestic partner of the employee. For example, full-time employees typically earn eighty (80) hours
of sick leave per year and are permitted to use one-half (forty hours) in each calendar year under the
Kin Care provisions.
N. MILITARY LEAVE
Military leave of absence may be granted for the duration of a war or national emergency or as
required by the Military and Veterans Code. Per California Military and Veteran’s Code section 395.01,
an employee who is on temporary military leave of absence for military duty ordered for purposes of
active military training, inactive duty training, encampment, naval cruises, special exercises, or like
activity (provided that the period of ordered duty does not exceed 180 calendar days including time
involved in going to and returning from the duty), and who has been employed by the City for at least
a year is entitled to receive his or her salary or for the first 30 calendar days of any such absence. Pay
for those purposes may not exceed 30 days in any one fiscal year.
O. VOTING LEAVE
Pursuant to the provisions of the Elections Code of the State of California, employees who are voters
and who do not have sufficient time, outside working hours, to cast their ballots may take time off
from work to vote. Although the employee is entitled to take as much time off as is sufficient to cast
a ballot, only two hours of actual working time will be compensated. If the employee on the third
working day prior to the day of election knows or has reason to believe that time off will be necessary
to be able to vote on election day, the employee shall give the City at least two working days' notice
that time off for voting is desired. Absent such notice, the request may be denied.
P. LEAVE TO PARTICIPATE IN CHILD’S SCHOOL OR CHILD CARE ACTIVITIES
An employee who is the parent or guardian of a child who has been suspended from school may take
time off to appear at the school in connection with that suspension. The employee must provide
reasonable notice and may elect to use leave without pay, accrued vacation leave, compensatory
time, or other paid leave time except sick leave.
An employee who is the parent, guardian, or grandparent with custody of a child in grades
Kindergarten through 12, or a child attending a licensed day care facility, may take off up to forty (40)
hours per calendar year (but no more than eight (8) hours in any one calendar month) to participate
in activities of the school or licensed day care facility. The employee must provide reasonable notice
and may elect to use leave without pay, accrued vacation leave, compensatory time, or other paid
leave time except sick leave.
Q. LEAVE FOR VICTIMS OF DOMESTIC VIOLENCE OR SEXUAL ASSAULT
An employee who is a victim of domestic violence or sexual assault may take leave from work to
obtain, or attempt to obtain any relief, including, but not limited to, a temporary restraining order,
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restraining order, or other court assistance, to help ensure the employee’s own health, safety, or
welfare, or that of the employee’s child.
An employee may also take leave to:
1. Seek medical attention for injuries caused by domestic violence or sexual assault.
2. Obtain services from a domestic violence shelter, program, or rape crisis center as a result of
domestic violence or sexual assault.
3. Obtain psychological counseling related to an experience of domestic violence or sexual assault.
4. Participate in safety planning and take other actions to increase safety from future domestic
violence, including temporary or permanent relocation.
Employees should provide reasonable advance notice, if foreseeable, or as soon as possible under the
circumstances, depending on the nature of the leave taken under this section. Employees may elect
to substitute accrued vacation, sick leave, or other paid leave time for unpaid leave.
Leaves for injuries resulting from domestic violence or sexual assault may run concurrently with other
types of leaves, such as Family and Medical Leave.
R. BEREAVEMENT LEAVE
Full-time employees absent for leave due to bereavement of the death of an immediate family
member may receive regular compensation for a maximum of three working days. “Immediate family
member” is defined as spouse, domestic partner, child, parent, brother or sister, grandparent, grand
child or parent of spouse. Under special circumstances, the department director may authorize
bereavement time for the death of an individual not specified as an employee’s immediate family
member, as herein defined.
Bereavement leave shall be taken in consecutive days unless otherwise approved by the employee’s
department director, and must be taken within a reasonable time after the death of the qualifying
immediate family member. The department director shall determine what is a reasonable time within
which to exercise bereavement leave.
S. REDUCED WORK SCHEDULE / VOLUNTARY FURLOUGH
1. Purpose
The City, in the interest of fiscal restraint, hereby establishes a Voluntary Reduced Work
Schedule/Voluntary Furlough program for City employees. Under this program, employees may
request a reduction in work hours and corresponding pay and benefits according to the following
guidelines, unless otherwise required by law. The term “Voluntary Reduced Work Schedule” shall
be synonymous with “Voluntary Furlough”.
2. Eligibility
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All full time employees are eligible to request a reduced work schedule. Union represented
employees must receive concurrence from their union prior to submitting a request for furlough.
3. Furlough Types
a. Long Term
A furlough of one year.
b. Short Term
A furlough of six months.
4. Requests
a. All requests must be submitted on the appropriate form provided by Human Resources.
b. The supervisor and department director of the department of the requesting employee must
either approve or deny the employee’s request. Approval or denial of a request is solely at
the department director’s discretion dependent upon the operational needs of the
department. If the department director determines that a previously approved furlough will
result in operational difficulties, the department director may rescind the approval and the
employee must return to his or her regular schedule prior to the furlough.
c. The department director shall indicate either approval or denial on the request form. A copy
of the form shall be sent to Human Resources, who will facilitate the leave process.
5. Effect on Leave Accruals
Leave accruals (vacation, sick, holidays, etc.) for employees on a reduced work schedule/furlough
will be pro-rated based on the work schedule (75%, 50% or 25% whichever is closest to work
schedule of 30, 20 or 10 hours per week).
6. Effect on Benefits
Benefit allowances (i.e., EOBF and dental contributions) will be pro-rated based on the work
schedule (75%, 50% or 25% whichever is closest to work schedule of 30, 20 or 10 hours per week).
City contributions to STD/LTD and life insurance will continue as though the employee is working
his/her full-time schedule. Employees are required to maintain contributions to STD, LTD and
other benefits during an approved furlough. However, STD and LTD are only available to
employees working in excess of 30 hours per week. Failure to pay premiums on-time may result
in a cancellation of benefits.
7. Effect on Retirement
Reductions in work schedule or unpaid periods of absence under this program may result in a
reduction in contributions made by the City on the employee’s behalf to CalPERS and,
consequently, may affect an employee’s retirement benefits.
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8. Effect on Seniority
If an employee is on a continuous leave of absence under this program, the employee’s seniority
will be frozen until the employee returns from leave. Once the employee returns from leave, the
employee will continue accruing seniority credit.
T. UNPAID LEAVES OF ABSENCE
Employees may request an unpaid leave of absence after exhausting all accrued leaves (excluding sick
leave unless otherwise required by law), and at the discretion of the department director. Employees
on an unpaid leave of absence will be placed into inactive status and will not be eligible for benefits.
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SECTION 7. PERFORMANCE MANAGEMENT
A. PERFORMANCE EVALUATIONS
1. Purpose
To provide a basis for performance feedback to the employee, establish work goals, objectives
and expectations, identify training and developmental needs, provide individual recognition as
well as document areas where improvement is needed. The performance evaluation also
documents the basis for passing probation and for individual merit adjustments within the salary
range.
2. Timelines
a. Annual Evaluations
Employee performance evaluations shall be conducted at least once annually, from the date
of hire or promotion in the employee's classification, or as otherwise established by the
department with the approval of the Director of Human Resources. Supervisors shall be held
responsible in their own evaluations for ensuring staff evaluations are competed on time.
b. Probationary Evaluations
During the probationary period it is recommended that a performance evaluation be provided
half way through the probationary period. It is required that a performance evaluation is
complete not less than one week prior to the end of the probationary period. Departments
may establish requirements for more frequent evaluations during the probationary period.
Each department director is responsible for ensuring that performance evaluations are
conducted in a timely manner.
3. Performance Evaluation Process
a. Performance goals, expectations and objectives should be jointly established by the
supervisor and each newly hired or newly promoted employee soon after appointment or on
an annual basis for employees who have completed the probationary period.
b. Supervisors and employees shall meet at least once during the evaluation period to discuss
and monitor the employee's performance and progress towards achieving the Results and
Accomplishments identified for the year. Modifications may be made as appropriate.
c. A draft of the Performance Evaluation Form should be reviewed for general concurrence by
the next higher level of management prior to being discussed with the employee.
d. The performance evaluation meeting is intended to provide direct and open two-way
communications between the supervisor and the employee, and should consist of at least
the following:
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i. An evaluation of the quality and consistency of the employee's performance and
behavior, and the relative success in achieving the goals, expectations, and objectives
identified for the current evaluation period; and
ii. The joint development of goals and objectives to identify and target specific results and
accomplishments for the next evaluation period; and
iii. A discussion of City and/or departmental goals, and the relationship of the employee's
job responsibilities, goals and objectives to the overall goals of the organization.
e. At the conclusion of the performance evaluation discussion, the performance evaluation form
shall be finalized by the supervisor. The employee may include his/her comments on the
evaluation form or as an attachment to the evaluation form.
f. The Performance Evaluation Form shall be signed by the supervisor and employee and
distributed to all appropriate parties including the department director and the Human
Resources Department for inclusion in the employee's personnel file.
B. SERVICE AWARDS
1. Purpose
The City appreciates and recognizes continuous, loyal service, and presents 5, 10, 20, and 25 year
Service Awards to employees in recognition of their contribution to the City of Pasadena.
2. Policy and Guidelines
All employees who are classified as full-time are eligible to receive the 5, 10, 20, and 25 year
Service Awards, recognizing dedicated service to the City of Pasadena. The Human Resources
Department shall maintain appropriate records and report to department directors, at the
beginning of each calendar year, a list of their employees who have achieved a milestone year of
service during the current calendar year.
The awards will be distributed to department directors along with the names of the employees
who are the recipients. Human Resources will assist departments in determining the appropriate
activity to honor, recognize and celebrate the longevity of their employees.
3. Responsibility
The Director of Human Resources is responsible for tracking of recipients, notification to
the appropriate department director, and delivery of awards to the department.
In the event an employee retires or leaves City service with less than one year before achieving
the 5, 10, 20 or 25 year milestone, the Human Resources Director shall have the discretion, based
upon meritorious service, achievement, and/or contribution of the employee, to issue the service
award to the employee based upon special circumstances. The decision of the Human Resources
Director shall be final and there is no right to appeal the decision.
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C. DISCIPLINE POLICY
1. Policy
Employees engaging in unacceptable behavior on or off the job or unsatisfactory work
performance shall be subject to the provisions of this policy. Disciplinary action should be
corrective in nature, progressive where possible, and shall be in compliance with due process
rights. This policy shall not alter the employer-employee relationship between the City of
Pasadena and at-will employees (including, but not limited to, MASH employees, temporary
employees, and City Service Workers). This policy shall not apply to contract workers who are not
City employees. Disciplinary issues regarding contract workers shall be handled between the
department with whom the worker is contracted and the vendor supplying the worker.
2. Causes for Disciplinary Action
a. Disregard of the Citywide Policies and Standards of Conduct provisions specified in this
Manual.
b. Violation of any rules, regulations, policies and practices specified in this Manual.
c. Conviction of any felony, or conviction of any misdemeanor involving turpitude, or violation
of any statute, law or official regulation, rule or order, or commission of any act which
compromises the public trust necessary for employment with the City of Pasadena, or which
is of such a nature that it causes discredit to the City or the person’s employment.
d. Insubordination or insubordinate conduct.
e. Retaliation against any other City employee or member of the public who reports, discloses,
divulges or otherwise brings to the attention of appropriate authority any facts or information
relative to alleged violation of any law, ordinance, or the City of Pasadena Manual of
Personnel & Administrative Rules, occurring on the job or related thereto.
f. Modifying or altering City documents, forms, or records in order to misrepresent facts or
circumstances.
g. Carelessness or negligence that:
i. endangers or threatens the health or safety of any person;
ii. unnecessarily damages or exposes to damage any public or private property, or
iii. Compromises the quantity or quality of the City’s service.
h. Incompetence or inefficiency in the performance of duties, or lack of full performance in job
duties.
i. Excessive or unauthorized absences or tardiness, or being away from the work area without
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prior authorization.
j. Sleeping during working hours, except as authorized, or other inexcusable neglect of duty.
k. Discourteous, uncooperative, offensive or harassing conduct, verbal or physical, towards
fellow employees, supervisors or the public during working hours or on City premises.
l. Habitual or intemperate use of alcohol, drugs or narcotics (whether or not by prescription),
which may negatively impact or impair the employee’s ability to perform the job, or being
under the influence of, or unauthorized possession of alcohol on City-owned property, in any
City-owned vehicle, or on any job site.
m. Being under the influence of, or possession, consumption or use of any illegal controlled
substance while on duty or off duty, or use of any substance not yet classified as a controlled
substance but which causes impairment in judgment or motor skills or which causes an
intoxicating condition or reaction that may impair the employee from performing the duties
of the position safely and effectively.
n. Unauthorized possession of or use of weapons on City property, during working hours, or
while acting in the capacity of a City employee.
o. Misuse, unauthorized use, theft or removal of City-owned material, equipment, funds or
property.
p. Multiple garnishments, levies, or liens against an employee’s salary. Levies may be cause
for disciplinary suspension, transfer, demotion or discharge for an employee assigned to
perform financial, auditing or cash-handling tasks, or when the underlying reason for the
levy is indicative of off duty conduct inconsistent with the employee’s public agency
employment.
q. Knowingly making false statements or attempting any deception or fraud in obtaining
employment, promotion, Workers’ Compensation benefits, or in reporting time worked
(time card fraud), or in reporting the employee’s ability or inability to work, or in obtaining
or attempting to obtain any other benefit.
r. Making any false, incomplete or misleading statement or attempting any deception in
response to questioning during any departmental investigation into allegations of
wrongdoing by any City employee; or failing to cooperate in any investigation or proceeding
resulting from a complaint filed by any employee or member of the public alleging
wrongdoing by any employee of the City of Pasadena. Failure to cooperate shall include
failing to disclose the existence of facts or documents within the person’s knowledge or
possession, or destroying documents or other things relevant to the investigation or
proceeding, or failing to make oneself available to testify at any hearing or proceeding which
is conducted during business hours of the City, or refusing to answer questions posed while
being questioned during any investigation or while testifying in any proceeding, or
otherwise attempting to hinder, frustrate, or obstruct any investigation or proceeding being
conducting by the City of Pasadena.
An employee being questioned about his or her
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knowledge relative to any allegation of violating this provision may request a representative
of his or her choosing present during such questioning.
s. Engaging in outside employment while receiving Workers’ Compensation or sick leave,
unless approved by the department director.
t. Engaging in any outside employment or enterprise that may be incompatible with the
employee’s City employment or detrimental to the efficiency of their City work. Failure to
obey an order from the department director or the City Manager to terminate or desist
from such outside employment or enterprise may result in dismissal.
u. Advocating, or being a member of any organization which advocates the overthrow of the
Government of the United States or of the State of California by force or violence or other
unlawful means.
v. Improper political activity
i. No officer or employee shall participate in any political activity during his or her working
hours.
ii. No officer or employee shall participate in any political activity while in a City uniform.
iii. No officer or employee shall permit the entry of any person in a City facility or office for
the purpose of soliciting or receiving political funds or contributions, nor shall any officer
or employee enter any City facility for the purpose of soliciting or receiving political funds
or contributions.
iv. No officer or employee shall use his/her official influence or position to coerce or pressure
political action.
v. No officer or employee shall knowingly solicit or receive political funds or contributions,
whether directly or indirectly, from other officers or employees of the City or from
persons on the employment lists of the City; provided, however, that no officer or
employee shall be prohibited from such activity within or upon non-City premises and
during non-working hours on a ballot measure affecting the pay, working hours or
working conditions of City offices and employees.
w. Other failure of good behavior either during or outside of duty hours which is of such
nature that it causes discredit to the City, the appointing authority, or the person’s
employment.
x. Willful disobedience of or failure to follow established procedures, or the instructions and
orders of a supervisor.
y. Unauthorized release of confidential, sensitive or personnel information that may be
obtained by employees in the course of employment.
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3. Types of Discipline
Formal disciplinary actions shall be for cause and include the following: oral warning, written
warning/reprimand, and temporary reduction in pay, unpaid suspension, demotion or discharge.
Departments should consult with the Director of Human Resources, or his or her designated
representative, prior to recommending or imposing discipline so that disciplinary issues may be
addressed in a consistent manner on a city-wide basis.
a. Oral Warning
An oral warning is used to inform the employee that an oral disciplinary warning is being
issued, what specific action or behavior is undesirable, what specific improvement is
expected, and what may be expected if correction is not made. It is usually given by the
employee’s immediate supervisor. It should be given constructively and in confidence. A
notation of oral warnings should not be given to an employee, but must be kept by the
department in the supervisor’s file.
b. Written Warning/Reprimand
A written warning/reprimand is a more formal disciplinary action, usually following a meeting
with the employee regarding the alleged wrongdoing. The meeting should be held consistent
with the applicable Memorandum of Understanding or the Salary Resolution for the
classification. Where applicable, the written warning shall be prepared by the supervisor and
should indicate the following:
i. That the document constitutes a written notice of discipline.
ii. The behavior or violation of rules or procedures for which the discipline is given, and the
specific improvement expected.
iii. A statement of any prior discipline given the employee.
iv. An indication, in general terms, of further action to be taken if there is a continuation of
the unsatisfactory behavior or performance.
v. An indication that the employee received a copy of the written notice of discipline and
whether the discipline was discussed with the employee.
vi. The right of a regular employee to grieve the discipline pursuant to their classification’s
applicable Memorandum of Understanding or Salary Resolution.
c. Temporary Reduction in Pay
A reduction in the employee’s current rate of pay for a specified period of time.
i. A written notice of discipline shall be prepared by the supervisor following due process
requirements and procedures defined in this Manual, unless there is a conflict between
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this Manual and the applicable Memorandum of Understanding or Salary Resolution in
which case such Memorandum of Understanding or Salary Resolution shall take
precedence.
ii. A reduction in pay may be made to a lower salary or step schedule within the range
provided for the affected position.
iii. Employees whose salaries are reduced as a result of discipline shall not be entitled to any
step or merit pay increases until the period of salary reduction has elapsed.
iv. A salary reduction may be for any duration of time up to one (1) year from the date of
implementation. Once the pay reduction period has elapsed, the employee may advance
in the pay range or step schedule as may be due at that time, but in no event shall such
advancement in the salary or step schedule be made retroactive to the period of time of
the pay reduction.
d. Suspension
The removal of an employee from duty for a specified period of time without pay. Paid
administrative leave pending an investigation is not disciplinary in nature and is typically with
pay; suspensions following a disciplinary procedure which are utilized as a disciplinary
measure are typically without pay. The following procedures shall be followed:
i. A written notice of discipline shall be prepared by the supervisor following due process
requirements and procedures defined in this Manual, unless there is a conflict between
this Manual and the applicable Memorandum of Understanding or Salary Resolution, in
which case such Memorandum of Understanding or Salary Resolution shall take
precedence.
ii. A suspension shall be effective on the scheduled workday(s) determined by the
department.
iii. In circumstances requiring immediate action, any supervisor of the employee’s
department may place an employee on paid administrative leave with the concurrence of
Human Resources until an investigation can be made and subsequent disciplinary action
determined by the employee’s supervisor. In such an event, the supervisor placing the
employee on paid administrative leave status shall identify himself/herself to the
employee, obtain the identity of the employee and immediately notify the employee’s
supervisor or department director of the action taken. Suspensions during an
investigation, before any disciplinary action is taken, are typically with pay. Such a
temporary suspension without pay during an investigation may only be effectuated if the
allegations against the employee are for serious misconduct involving criminal activity,
serious safety violations, or egregious misconduct that may affect the safety or wellbeing
of the subject or other employees. Such action should not be taken without first
consulting with the Director of Human Resources.
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e. Demotion
The involuntary movement of an employee from a position in one classification to a different
position in another classification having a lower maximum salary, and is typically applicable
for employees who are unable to maintain satisfactory work performance in their job.
Demotion during probation is a failure of the probationary work test period and is not a
disciplinary action requiring due process procedures nor recourse to the grievance process.
Employees may only be demoted into classifications for which they meet the minimum
qualifications.
f. Discharge
The termination of employment for disciplinary reasons.
4. Investigations
a. When an act of an employee that may be cause for disciplinary action is reported to the
employee’s supervisor, it may be necessary to conduct an investigation to determine the facts
and/or to confirm the allegations. The investigation may be performed by the employee’s
supervisor or assigned to an administrative employee or an outside investigator hired by
Human Resources or the City Manager. The objective of the investigation shall be fact-finding
to determine if a disciplinary offense did occur, and if so, by whom. Investigations shall be
conducted as confidentially as possible. Union represented employees under investigation
are entitled to representation during investigatory interviews or meetings.
b. If the incident appears to be of a criminal nature, the City Attorney and the Police Department
shall be notified immediately and the subsequent investigation shall be under its direction.
c. Where criminal conduct is not indicated, the investigator should:
i. Interview the complaining party and any witnesses to secure detailed information,
such as:
• Exact time and places of events;
• Complete description of the alleged offense and complete description of alleged
offender and the action complained of;
• Exact words used, if the language used or statements made were involved in the
alleged offense (as in abusive language or an insulting proposition); and
• Whether the employee was on or off duty at the time and place of the alleged
offense.
ii. Interview the employee (the complaining party or witnesses) in private. It should be made
clear that this is a fact-finding interview, not a disciplinary one. Questions should be
phrased with care to avoid indicating any pre-judgment. For example, ask “What
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happened?” rather than, “Whose fault is it?” It may be appropriate to invite the employee
to submit a signed statement giving the employee’s account of the pertinent facts.
d. Any questions from employees regarding their constitutional rights should be referred to the
City Attorney’s Office or the Human Resources Department for resolution prior to completion
of the interview.
e. The investigation shall be conducted impartially to give fair and impartial treatment to the
employee, and to provide the City with the necessary facts before a disciplinary action is
taken. The investigator should write a report of the findings and the evidence gathered during
the investigation.
f. To warrant subsequent disciplinary action, the investigation shall establish, to the satisfaction
of the appropriate supervisor:
i. That a disciplinary offense did occur;
ii. The nature of the offense, and
iii. That it was committed by the employee to be disciplined.
5. Disciplinary Procedures / Due Process
a. Whenever possible, the proposed disciplinary action should be conveyed to the employee in
a private meeting. The employee may request a representative of his/her choosing to be
present.
b. Each written warning, notice of suspension, demotion or discharge shall be prepared in
writing and distributed as follows:
i. Original given to the employee (or mailed if circumstances necessitate)
ii. A copy forwarded to the employee’s designated representative, if known.
iii. A copy retained by the employee’s department.
iv. A copy forwarded to the Human Resources Department for filing in the employee’s
personnel records.
c. The employee should be requested to sign a notice of disciplinary action as evidence
that it has been received by the employee. The signature shall not be construed as indicating
agreement with the disciplinary action or the reasons stated thereon for such action. If the
employee refuses to sign, a notation to that effect shall be made on all copies of the
document.
d. If discharge, temporary reduction in pay, or demotion (of an employee who has
completed the initial probation period), or suspension of five days or more is proposed,
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the employee’s supervisor shall prepare a notice of discipline or proposed disciplinary action.
Assistance of the Human Resources Department in preparing this notice is recommended.
This notice shall contain:
i. The specific reasons why disciplinary action is proposed. The “charges” should be in
sufficient detail to identify dates, times, places and specific acts.
ii. A statement that the employee may, upon request, receive a copy of any documents
or materials (if copies are available) on which the charges are based.
iii. Identification of the rule, regulation or policy or procedure violated.
iv. A statement of what level of discipline is proposed.
v. A statement of the employee’s right of response to the charges and proposed
discipline,
either orally or written (also known as a “Skelly” hearing), and an indication that a
hearing or conference with the department director or his/her designated representative
can be scheduled should the employee so request within timely receipt of the notice of
discipline, generally seven (7) days from the date of the letter.
vi. A statement of the right to be accompanied or represented by any person of the
employee’s choosing who is not involved in the case when making an oral or written
response.
vii. If the employee chooses not to request a hearing or conference with the department
director or his/her designated representative within the prescribed timelines, then a
decision shall be rendered by the department based upon the information already
available to the decision maker.
e. Concurrence must be received from the Human Resources Director or designated
representative that the discipline or proposed discipline would be appropriate if the
employee does not offer a satisfactory response to the charges. This concurrence should
be obtained before any notice is given or expressed to the employee that the discipline is
being, or will be requested.
f. The advice and assistance of the Human Resources Department in each step of this procedure
is recommended.
6. Notices
All written notices required to be presented to an employee under this policy may be delivered in
person or by sending the notice to the employee’s last known address on file in Human Resources
in a properly stamped and sealed envelope with the City’s return address affixed thereto.
There shall be a rebuttable presumption affecting the burden of producing evidence, consistent
with Evidence Code Sections 600 – 603, that notices mailed via US First Class Mail are received by
the employee and/or the employee’s representative or others to whom notices are sent within
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three to five working days consistent with the California Evidence Code Section 641 which states:
“A letter correctly addressed and properly mailed is presumed to have been received in the
ordinary course of mail.”
D. SEPARATION FROM EMPLOYMENT
1. Resignation
When an employee submits an oral or written resignation from employment with the City, such
resignation is considered as immediately accepted by the City. Any request to subsequently
withdraw such resignation prior to its effective date, must be made in writing and approval must
be obtained in writing from the appointing authority to be effective. The City is under no
obligation to accept a request to withdraw a resignation. Should the appointing authority not
approve withdrawal of the resignation, the resignation shall become effective on the date and
time originally stated.
The work product completed while an employee of the City of Pasadena is the property of the
City and will remain so after separation.
2. Return of Equipment and Materials Upon Separation
Upon separation from the City, employees are directly responsible to their respective
departments for the return of all equipment and materials distributed to them. Failure to return
all such property may result in the City taking recourse as may be legally permitted. Employees
who have parking card keys must return the parking card key directly to the appropriate parking
office to obtain a refund of their deposit if a deposit was made.
3. Processing of Final Paychecks
Final paychecks will be distributed on the next regularly scheduled pay date following the
completion of the payroll period that includes the employee’s separation date.
4. CalPERS Employee Contributions
a. Permanently separated employees may elect to have their contributions remain in the system
or withdraw the entire amount. Except, however, that employees who will be employed by a
reciprocal system within 90 days of separation must leave their contribution on deposit.
b. Employees with less than five years credited service on a temporary separation or layoff who
return to work within one year may leave their contributions in the system.
c. Employees while on approved leave of absence with any number of years of service may leave
their contributions in the system during the full duration of the leave. If after the leave of
absence the employee terminates, they are subject to the separation rules above.
d. All refund checks are prepared by the State Controller in Sacramento and mailed directly to the
employee within approximately 6 weeks after receipt of the final documentation by the
Sacramento office. An employee cannot pick up the check.
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e. Employees must contact CalPERS for information about retirement or withdrawal of funds on
deposit with CalPERS.
5. Exit Interviews
Exit Interviews with separating employees are highly recommended and shall be conducted by a
designated representative of the Human Resources Department prior to the date of separation.
Information gathered from exit interviews will be compiled into a report on an annual basis and made
available to department directors. The information presented in the annual report shall be prepared
in such a way as to ensure the confidentiality of responses from separating employees.
6. Separation Check-Out Process
Human Resources will provide departments with a separation check-out process that ensures that
all necessary procedures have been completed prior to the separation of an employee, such as exit
interviews, return of City property, and preparation of the final paycheck. The "Separation Check-
Out Form" will be initiated by the employee's department, and all appropriate sections completed,
prior to the issuance of the final paycheck to the separating employee.
7. References & Letters of Recommendation
Requests from separated employees, who were separated from employment for whatever reason,
shall be directed to Human Resources. Individual employees of the City under the reporting authority
of the City Manager shall not provide a former, or soon to be former employee with a letter of
recommendation, employment verification, or other indicia of employment without first obtaining
written authorization from Human Resources, and then only in extenuating circumstances as
approved by Human Resources.
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SECTION 8. BENEFITS & EMPLOYEE DEVELOPMENT
A. CALPERS
The City has contracted with the California Public Employees’ Retirement System (CalPERS) in
order to provide retirement and medical benefits to employees and is subject to the benefits and
regulations as prescribed by CalPERS. The City’s payment of all or part of the employee’s
contribution is set forth in the applicable MOU or salary resolution.
B. ADDITIONAL BENEFITS
Additional benefits including but not limited to dental, vision, life insurance, short-term/long-term
disability are identified in applicable MOU’s or salary resolutions.
C. TRAINING
1. Purpose
Employee development is a legitimate and important organizational responsibility. The City
recognizes the changing demographics of its community and its workforce, the economic pressures
it faces, and the increased pace and continual forces of change. Therefore, the City invests in the
improved knowledge, skills, motivation, and commitment of its employees and work groups.
Wherever possible, the City will establish and provide training and development programs and
processes consistent with the City's goals and objectives.
The objectives of the City’s training program are as follows:
a. Further the City's objective of providing efficient and effective services to the public.
b. Ensure employees understand the City's mission and goals and how their individual jobs
contribute to that mission. Transmit City policy, culture, and organizational expectations to all
employees in the organization.
c. Ensure employees are equipped to do their jobs effectively, especially when their jobs evolve
over time or require new knowledge and skills due to changes in technology, best practices, and
advancement in the various fields within which employees work.
d. Ensure City employees have the opportunity to improve, maintain, and develop needed
competencies and increase their level of contribution to the organization.
e. Identify and respond to opportunities for improved performance by building on employees’
knowledge base and skill sets.
f. Develop the organization's supervisory, management, and leadership capacity consistent with
goals for succession planning.
g. Ensure the organization as a whole is functioning effectively.
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h. Secure more cost effective training for employees than if training were obtained on the open
market.
i. Provide an opportunity for employees to prepare themselves for advancement and promotion
through enhanced education and skills development.
2. Policy
a. Training efforts shall be provided, as appropriate, to improve or develop technical and
functional competencies; supervisory, managerial, and leadership competencies; and
interpersonal and professional competencies of employees.
b. Wherever possible, training efforts designed consistent with this policy shall be conducted on
City time.
c. The City shall actively encourage, and sometimes require, that training be taken, and shall
arrange schedules and work assignments that will facilitate attendance wherever possible
based on operational necessities.
d. Training will be planned, scheduled, and coordinated with supervisors taking into
consideration the work demands of the employee.
e. Centralized training shall be the responsibility of, and training records shall be maintained by,
the Human Resources Department. As appropriate, other staff departments may take
primary responsibility for training in their area of expertise. The Director of Human Resources
shall coordinate City-wide employee development programs and training programs required
to meet legal mandates including Prevention of Sexual Harassment and Discrimination.
f. Where feasible, technical and professional trainee or "bridge" positions may be established
to open avenues of advancement to individuals who may not currently possess sufficient
formal schooling or experience to fully qualify, but who have the interest and appear capable
of reaching that level. Such positions may be filled through promotional rather than open
examinations, provided there is sufficient applicant pool.
3. Authority and Responsibility
a. City Manager
The City Manager or designee shall have the authority to formally approve the establishment
of all City-provided training programs requiring City funds and/or conducted on City time. The
City Attorney and/or City Clerk may provide training programs to their staff as authorized
through their City Council approved budget.
b. Human Resources
It shall be the responsibility of the Human Resources Department to:
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i. Identify the competencies required of employees in various City departments, clarify the
training needs related thereto, and recommend the development of training and
development efforts to address those needs.
ii. Develop, plan, coordinate, and execute training programs where the required competencies
are citywide and interdepartmental in nature.
iii. Develop and maintain an annual training plan for the City, to include courses to be offered,
competencies to be developed through each course, methodologies to be used, etc., and to
keep such training plans current and consistent with the changing needs of the City.
iv. Provide technical assistance to departments in the planning and execution of functional or
technical training where the competencies/training needs are specific to that department.
v. Provide career guidance for individual employees or groups of employees.
vi. Provide for appropriate record keeping and recognition by maintaining records of city-
sponsored training completed by each employee, and issuing appropriate certificates or
notices of completion.
vii. Serve as a clearinghouse for information on training and educational programs and make
available to departments and individual employees such information and resources.
viii. Provide or assist in arrangements for facilities, equipment and training aids.
ix. Evaluate the results of training completed, prepare and present related reports, and revise
and improve training on the basis of these findings.
c. Department Director
The primary responsibility for recognizing needed competencies, and stimulating and requiring
employee development rests with department directors. It shall be the responsibility and
authority of each department director to:
i. Systematically and periodically identify needed competencies to meet the operating
requirements of the department in the present and future, and develop and implement a
plan for improving such competencies either through department-sponsored or city-wide
training and development efforts.
ii. Ensure employees are notified and attend required training; arrange work assignments and
schedules, whenever possible, such that employees may participate in training; and
authorize and approve employee attendance at training.
iii. Encourage and facilitate employee engagement in professional organizations designed to
provide training, education, and exposure to best practices in the specific field of knowledge.
iv. Maintain the management climate which encourages and supports prompt, on the job
application of learning.
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v. Keep records of in-service and departmental-sponsored training activities and attendance,
provide proper recognition to employees who complete such activities, and provide
information to the Human Resources Department such that appropriate centralized records
may be maintained.
d. Employee
It shall be the responsibility of the employee to:
i. Strive for greater knowledge and skill and exert the effort necessary to perform at a
continuously improving level of achievement.
ii. Attend training programs as required, and when optional but related to one's job, and do
one's best to participate and learn.
iii. Accept assignments to in-service training as part of the job responsibility and make every
effort to successfully complete the training.
iv. Accept constructive suggestions and feedback directed toward improving one's
competence on the job.
v. To be respectful to the trainers, to participate fully in the training environment, and to be
courteous and respectful to other trainees.
4. Nature of Training and Development
Efforts shall be directed towards the following organizational needs:
a. New Employee Orientation
Introducing new employees to the City's mission, goals, and values; to the organization's roles
and services; and to City policies and procedures.
b. Employee Skill Development
Improving existing technical or functional capabilities and developing new ones required because
of changes in the job, changes in the law, or advances in technology.
c. Developing Supervisory or Management Capacity
i. Programs for current managers and supervisors to serve as refreshers to expose them to
new ideas, policies, issues, changes in the law, new best practices, etc.;
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ii. Programs for newly promoted managers and supervisors to help them make the transition
from one level of responsibility to another including new supervisors’ responsibility for
conducting employee appraisals, investigating and implementing discipline, recognizing,
reporting and preventing workplace harassment, discrimination and violence;
iii.
Developmental programs for individuals who are likely to be or are interested in being future
managers and leaders of the organization.
iv. Professional development, including individually focused programs emphasizing
development of new skills, learning of new concepts, and professional advancement.
v.
Organizational effectiveness, including assistance with improvement in the human processes
and systems that contribute to or interfere with organization effectiveness
d. Programs and other training efforts may include the following types:
i. New employee orientation
ii. Formal training programs provided both City-wide and within individual departments
iii. Mentoring and counseling programs
iv. State-approved apprenticeship programs
v. Informal, on-the-job training and coaching
vi. Technical and professional internships and cross-training assignments
vii. Employee exchange programs with other cities, organizations or businesses.
viii. Technical and managerial networks
ix. Newsletter articles on new ideas, technical knowledge, etc.
x. Facilitation of group, interpersonal, or inter-organizational problem-solving or team
development processes.
xi. External training opportunities offered by other associations, groups, firms or professional
organizations.
D. TUITION REIMBURSEMENT
1. Purpose
a. To attract and retain capable employees who are vitally concerned with their personal and
career development.
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b. To encourage employees to further their education by sharing the expenses with them.
2. Employee Eligibility
a. This program is intended for all regular employees as identified in the applicable MOU or
salary resolution who have completed their initial probationary period and routinely work 30
or more hours per week.
b. An employee must receive the pre-approval of his or her department director on the required
form(s) prior to beginning classes in order to qualify.
c. For employees who are eligible for tuition reimbursement from sources other than the City
(such as through their unions, scholarships or military benefits), the City will ensure that the
total tuition reimbursement for any course does not exceed the amount the employee paid.
d. Employees who have voluntarily separated from employment are not entitled to
reimbursement unless the course work was satisfactorily completed during the active
employment.
e. Employees who are on an unpaid leave of absence are not entitled to reimbursement unless
the course work was satisfactorily completed during the active employment. The single
exception occurs in the unique circumstance where the unpaid leave of absence was:
i. approved in advance by the department director and Director of Human Resources; and
ii. is for the specific purpose of completing the coursework in question.
3. Policy
a. The funds for the Tuition Reimbursement Program shall be coordinated by the Human
Resources Department.
b. Tuition reimbursement will generally be available pursuant to an employee’s Memorandum
of Understanding (MOU) or salary resolution. Tuition reimbursement will not exceed the
amount set by the MOU or Salary Resolution. To find out the amount of expenses that are
reimbursable, employees should check their union’s or association’s MOU or, if the employee
is not in a represented bargaining unit, the Salary Resolution.
c. The Director of Human Resources or his or her designee shall be responsible for administering
the Tuition Reimbursement Program and shall have the final approval of the application for
reimbursement, and the determination of expenses that are eligible for reimbursement.
d. Efforts shall be made to provide for training and educational assistance for all levels in the
organization, from those requiring a minimum of specialized skills to those requiring college
or graduate school preparation.
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e. When, with the approval of the department director, an employee is required to attend a
particular course or seminar, the expenses shall be borne entirely by the operating
department.
f. Completion of any training or educational course does not guarantee promotion. This
program is intended to provide an opportunity to expand individual skills and knowledge to
enhance job performance and career development.
g. As a general rule, time spent on approved educational courses must be outside of scheduled
working hours and will not be considered as time worked for the City.
h. The Finance Department shall make proper reimbursement, and retain appropriate financial
records.
4. Coursework
To be eligible for tuition reimbursement, coursework must meet the following requirements
unless otherwise specified in an applicable MOU or salary resolution:
a. It must contribute to the achievement of a diploma, degree, certificate or license that is of
potential benefit to the City as determined by the employee’s department director or
designee.
b. It should be relevant to the employee’s work or chosen career path with the City.
c. It must be taken at a local educational institution, such as a high school, college or university,
or a technical, vocational, trade or business school.
i. In cases where local classroom instruction is not available and/or the employee's work
schedule makes attendance at local classroom instruction unfeasible or impractical,
courses offered by an accredited correspondence school or internet web based program
may be approved.
d. The local educational institution conducting the coursework must be accredited by one or
more of the following:
i. American Council on Education;
ii. California Department of Education;
iii. Accreditation Board for Engineering and Technology, Inc.;
iv. Western Colleges Association; and
v. American Bar Association.
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5. Exclusions
The following types of coursework are not eligible for reimbursement under this policy:
a. Non-credit courses
b. Continuing education that is required to maintain a certification or license
c. Postgraduate coursework, such as a doctoral or second master’s program, except when:
i. the class specification for a job in an employee’s direct City career path sets forth a specific
educational requirement, and the employee will not be eligible to compete for that job
unless he/she completes the educational requirement in question; or
ii. the program is of potential benefit to the City and approved by the City Manager.
6. Procedures
a. Application
The employee must complete Part One of the Tuition Reimbursement Request Form, which
may be obtained from the Human Resources Department.
i. The completed Tuition Reimbursement Request Form must be submitted prior to the
beginning of each school semester or quarter.
ii. The completed Tuition Reimbursement Request Form shall be submitted to the
employee's immediate supervisor for acknowledgement and signature, and then routed
to the department director for approval. After department director approval and
signature, he/she will forward the form to the Human Resources Department.
b. Human Resources Review
The Director of Human Resources or his or her designee will review the Tuition
Reimbursement Request Form and make the final decision whether the expenses are eligible
for reimbursement under this policy. The decision criteria will include, but may not be limited
to:
i. The employee’s eligibility
ii. The employee's work and academic performance
iii. The employee’s length of service and previous educational background
iv. The potential benefit of the proposed coursework to the City
v. Coursework eligibility; and
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vi. The department director’s approval
c. Reimbursement
Reimbursement under this policy is limited to tuition expenses incurred for approved and
completed coursework plus books and lab fees. The employee shall be responsible for all
other education expenses including, but not limited to:
i. Transportation and parking costs;
ii. Supplies, tools, notebooks, paper, forms, pens, pencils, computers, calculators, e-
readers and other electronic devices, etc.;
iii. Registration fees, application and transcript fees, etc.;
iv. Graduation and related fees;
v. Individual photocopy cost;
vi. Non-resident tuition fees; and
vii. Out of class course activity costs
Note: The employee is responsible for all personal income tax liability incurred under the
Tuition Reimbursement Program.
d. Procedure
The employee will complete Part Two of the approved Tuition Reimbursement Request Form
and submit it to the Human Resources Department for approval within 60 days of course
completion.
The Form must be accompanied by evidence that the coursework has been satisfactorily
completed with a grade of "C" or better, or by a copy of the certificate or license, if applicable,
and by receipts showing the amount of tuition paid by the employee.
i. If the employee has been granted a student loan, the City may provide tuition
reimbursement on the basis of a promissory note approved by the educational institution.
ii. Providing that all other requirements have been met, tuition reimbursement may be
made for an approved course that was not satisfactorily completed when, in the
judgement of the Director of Human Resources, the non-completion was due to job-
related circumstances that were beyond the employee's control.
Reimbursement will be made to the current calendar or fiscal year, as outlined in the MOU or
Salary Resolution, based on the date Human Resources receives the completed form and
attachments.
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E. BILINGUAL INCENTIVE PAY
1. Purpose
The Bilingual Incentive Pay program is designed to:
a. Guarantee the delivery of essential public services to non-English speaking persons who reside
in or do business with the City of Pasadena community. Human Resources shall determine
languages other than English which are eligible for bilingual testing and compensation.
b. Establish eligibility, designation, and compensation for employees who provide City services
using a designated foreign language.
c. The certification listing will identify individual employees who may be required to
translate or interpret a language other than English on a City-wide as needed basis.
2. Administration
The following criteria must be met for an employee to be designated to receive bilingual pay:
a. Employees may become eligible for bilingual pay after successfully completing testing and
certification requirements. Eligible employees must use two or more designated languages,
including English, on a continuing, frequent, and recurring basis.
b. The specific assignment may require the employee to assist in interviews, information referral,
or any other interactions with residents or business owners that use languages other than
English.
c. The employee's annual performance evaluation rates the employee’s overall performance as
"meets job standards" or better. If employee’s performance at any time falls below satisfactory
overall, employee will no longer be eligible for bilingual pay until such time as the performance
returns to satisfactory.
d. After being tested and certified, the following criteria shall be used to determine which
employees may be designated:
i. The department director shall be responsible for determining specific job assignments or
critical positions and for designating individual employees covered under this program.
ii. Designations may be made at any time and may be revoked at any time by the
department director based on operational needs, qualifications, certification, and
eligibility requirements.
iii. Eligible employees may be designated on a rotating basis, if the number of certified
employees exceeds the number of necessary job assignments.
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3. Bilingual Fluency Certification
Employees designated under the Bilingual Proficiency Program must first be tested to demonstrate
fluency in the designated language. All examinations will be administered by the Human Resources
Department. The Human Resources Department shall then certify to the appropriate department
director or designee the names of employees who have successfully demonstrated bilingual fluency.
4. Compensation
a. The rate of compensation for bilingual incentive shall be at the rate stated in the applicable
Memorandum of Understanding or Salary Resolution covering an employee's classification.
Regular employees assigned to work on a part-time basis at least 20 hours per week shall be
eligible for a pro-rata share based on the hours worked.
b. This extra compensation shall become effective the first pay period following successful
completion of the testing and certification requirements and notification by the employee’s
department to Human Resources of a request to approve bilingual pay for the employee.
Continuation of said compensation shall be based upon the departments' operational needs and
current bilingual certification of designated employees.
5. Limitations
a. The maximum hourly additional compensation shall not exceed the rate specified in the Salary
Resolution or the appropriate Memorandum of Understanding.
b. Regular part-time employees working less than 20 hours per week and temporary employees
are specifically excluded from this program.
c. Bilingual Pay Program designations are temporary work assignments, not a separate job
classification. They may be revoked by the department director at any time for job-related
reasons or operational necessity.
F. PAID TIME OFF DONATIONS
1. Employees are allowed to donate earned vacation or floating holiday hours to other employees
for prolonged absences from work due to the employee’s serious injury or prolonged illness.
2. In extreme cases of hardship, the City Manager may approve donations of vacation or floating
holiday hours to an employee whose absence from work is caused by the necessity to care for an
immediate family member who has a serious medical condition and who lives in the home of the
employee or is directly and intimately dependent upon the employee for daily care giving. In such
cases, the intent of this provision is not to provide the employee with time off to visit with the
family member or serve the conveniences of the family member, but rather, to provide direct care
and sustenance to that family member precipitated by the medical condition.
3. Such donations of paid time off may be permitted under the following conditions:
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a. The department director must approve, in advance, the donation and receipt of
vacation/floating holiday hours.
b. Any eligible employee wishing to receive such donations (hereinafter referred to as the
“receiving employee”) must complete the Request for Paid Time Off Donations Form provided
by Human Resources. The form must be signed by the employee and approved by the
requesting employee’s department director. A “receiving employee” shall only be eligible for
receipt of donations of time as described in this Section if:
i. he or she is eligible to receive health and dental benefits from the City (certain temporary
employees, and at-will employees who do not receive benefits are not eligible for receipt
of donated time);
ii. he or she would otherwise be eligible for receipt of his or her regular annual allotment of
vacation, sick, and floating holiday time but who, due to a serious injury or prolonged
illness of himself or herself, or of a family member as approved by the City Manager as
described above, and has exhausted, or is about to exhaust (within one week), his or her
allotted vacation, sick leave, and holiday time.
4. Upon approval of an employee’s request for donated time, the Human Resources Department
may, if requested to do so by the employee, post a notice of the need for leave donations for the
affected employee.
5. Any employee who wishes to donate vacation/floating holiday hours to an employee whose
request for such donated time has been approved (hereinafter referred to as the “donating
employee”) must complete the Authorization for Paid Time Off Donations Form provided by
Human Resources. This form must be signed by the donating employee and submitted to the
Department’s payroll clerk.
6. Only earned vacation and earned floating holiday credits may be donated. Sick leave may not be
donated. Donations are entirely voluntary and time is to be donated in whole hour increments.
The donated hours will be credited to the receiving employee on an hour-for-hour basis regardless
of the pay rate of the donating employee.
7. To be eligible, the receiving employee must have exhausted all paid leave, or will foreseeably
exhaust all such time (within the next week), due to his or her personal serious injury or prolonged
illness.
8. Donations of such hours are irrevocable by the donating employee. Any donated time remaining
at the end of the employee’s leave of absence due to the injury or illness is for the sole use of the
employee to whom the donation was made.
A receiving employee shall accumulate hours of donated time on an as-needed basis, so that there
is not an accumulation of hours beyond what is needed by the receiving employee. Donated hours
shall be held by the Payroll Division and not credited to the receiving employee until all sick and
vacation time and other leave bank hours have been used and the receiving employee is in need
of the hours donated. If donations are made in excess of 160 hours, the donating employees
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shall be informed that no more hours are being accepted, but acknowledging the generosity of
the donating employees.
9. Donated hours shall not be intermingled with earned vacation, or floating holiday hours, or any
other leave bank time of the receiving employee. The Department of both the donating and
receiving employee shall keep a separate account of the time donated or received and report such
time to the Payroll Division in the Finance Department. An employee with donated hours on the
books, upon receipt of accrual of vacation and floating holidays, shall first exhaust their own
vacation and holiday hours before utilizing any more of the donated hours.
G. EMPLOYEE ASSISTANCE PROGRAM (EAP)
1. Purpose
The City of Pasadena is aware that a wide variety of personal problems may create difficulties on
the job as well as at home. The City's goal is to assist employees in resolving personal problems
through referrals to professional services before they adversely affect a family's health and
happiness or an employee's ability to perform his/her job effectively.
Therefore, contingent upon funding, the City will maintain and administer an Employee Assistance
Program (EAP). The City's goal is to provide preventative information, as well as professional,
confidential assessment and consultation services for employees and their families for personal
problems. This may include an assessment and evaluation to the point of resolution, or referral,
consistent with City of Pasadena medical insurance or other available resources, and follow-up on
referrals to ensure employees are properly cared for. If the employee’s issues are negatively
affecting performance, a formal voluntary referral, or in some cases a mandatory referral to the
EAP may be made.
The Purpose is Threefold:
a. Remedial, in that the City recognizes that early, professional assistance may result in solutions
to existing problems, and that through the program, an employee can benefit from such
assistance, thereby maintaining acceptable job performance.
b. Prevention, in that the City believes that a program of information and education will enable
an individual to anticipate and be prepared to handle circumstances, events or situation which
may otherwise lead to serious and lasting personal problems.
c. Critical Incident Debriefing - to provide critical incident debriefing as an adjunct to other
prevention programs for unique or traumatic circumstances.
2. Confidentiality
The City emphasizes that employee problems will be handled in a forthright manner, within
established procedures, and that all discussions, information and records will be maintained
with the highest degree of confidentiality.
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3. Procedures for Referral
a. Self-Referral
Employees may be self-referred and contact the EAP directly for assistance. When an
employee refers himself/herself, the contact and any following assessment or treatment is
kept confidential from the City of Pasadena and in accordance with laws governing
confidentiality of medical records.
b. Formal / Voluntary Referral
An employee may be referred to the EAP by his/her department if there are signs that
personal issues or problems are causing an impact on the employee’s ability to perform his or
her job efficiently, or where such personal issues appear to affect productivity on the job. In
such cases, the employee is provided a notice of referral by the department director,
supervisor or manager providing the employee the telephone number for the EAP and
recommending the employee make contact. Such referrals are voluntary and no action will
be taken against the employee if he or she declines and does not contact the EAP. When an
employee receives a formal/voluntary referral, the EAP may notify the City whether or not
contact is made, but any further assessment or treatment is kept confidential.
c. Mandatory Referral
In cases in which personal issues or problems are clearly affecting the employee’s ability to
perform their work, or are causing disruption or distraction to the employee or co-workers,
or may be a potential source of future workplace threats or violence, the employee’s
department, with the assistance of Human Resources, may provide the employee with a
Notice of Mandatory Referral to EAP. Such notice shall provide the basis and reasons for the
referral, the timeline within which the employee must contact the EAP, and notifying the
employee that Human Resources, or the supervisor if so designated by Human Resources,
may receive periodic updates from the EAP upon initial contact and at each step of
assessment and/or treatment. While EAP will not divulge personal medical information to the
City, it may provide information regarding attendance at appointments and progress toward
the desired goal established by the City. Mandatory referrals require the approval of Human
Resources prior to notifying the employee.
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Effective Date: November 1, 2022 Supersedes: November 16, 2015
City Manager Approval:
H. MOBILE PHONES AND WIRELESS DATA
1. Purpose
To establish a uniform mobile phone and wireless data stipend program as the sole method to
reimburse City employees for the use of their personal mobile phones to conduct City business;
to eliminate City purchase and maintenance of telecommunications devices that might be used
for personal matters; and to manage public expenditures for employee communications while
providing an efficient method of enhancing City employee productivity, and facilitating the
establishment and maintenance of a key component of the City communications network in the
event of an emergency.
The Department Director or his/her designee may authorize the issuance of pooled mobile phones
to departments who have rotating “on call” personnel or assign these devices to City vehicles,
whereby the phone rotates to the “on call” employee or vehicle. These City issued mobile phones
are to be used solely for official business purposes and shall not be assigned to a single employee.
Personal use is not permitted in order to ensure compliance with IRS tax laws.
The Department Director may, at his/her sole discretion, determine that a City-issued mobile phone
or wireless device may be provided to an employee for purposes of maintaining the health, welfare,
safety or security of any employee, agency, entity or the public.
Wireless devices installed in City vehicles and other equipment shall be coordinated through the
Department of Information Technology and charged directly to the City. Such equipment shall be
used solely for official business purposes.
2. Scope
This policy is applicable to all City employees and is intended to provide uniform and consistent
standards for the issuance of mobile phone and wireless data stipends and of pooled mobile
phones and wireless data services (Mobile Broadband and Hotspots).
3. Procedure
Department Directors, or their designees, shall determine those employees under their
supervision who should be considered for a mobile phone stipend based on the nature of the
employee’s work and the degree to which the employee needs to be in contact with the office
any time he/she is away from the office. Requests shall be based on genuine business need. The
stipend provided is also intended to be used toward the purchase and maintenance of a personal
mobile phone and related equipment. The Department Director or his/her designee will make the
final determination as to whether a stipend is appropriate for the employee.
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The continuing need for an employee to receive a stipend shall at a minimum be reviewed
annually by the employee’s department director or his/her designee. Each City department must
notify Human Resources within three business days of any changes to an employee’s status that
would affect the employee’s eligibility to continue to receive a mobile phone stipend.
4. Employee Responsibilities
a. In order to qualify to receive a stipend, eligible employees are required to provide their own
mobile phone and maintain an active wireless account for as long as they are receiving a
stipend. Additional responsibilities include contracting with a wireless service provider, the
purchase and/or acquisition of the phone itself and all associated equipment expenses, all
activation fees and any incidental charges relating to the plan they choose. The employee will
also bear the cost of any fees imposed by the wireless service provider associated with
changing or cancelling a wireless service plan. Employees under the stipend program may be
asked to show proof of a wireless account, such as a monthly bill, at any time. Employees are
required to provide their personal cell phone number to their department director, and other
City staff as determined by their immediate supervisor. Any change to an employee’s personal
cell phone number is to be reported to his/her immediate supervisor within one business day
of the change.
b. Recipients of mobile phone stipends will not be eligible to receive any additional
reimbursements for the cost of their mobile phone, equipment or service. The stipend
amount includes reimbursement for costs to purchase new equipment.
c. All costs related to the purchase and usage of the mobile phone are the responsibility of the
employee. The service provider, not the City, will be responsible for technical support on all
mobile phones purchased.
d. The Mobile Phone stipend will be $80/month. Recipients of a mobile phone stipend must
purchase a device that is known to work with the City’s email, contacts and calendar system.
This requirement may restrict the service provider and the type of smartphone device that
may be purchased by the employee.
e. As of November 2022, any employee on the retired $40/month stipend for voice calling only
will be moved into the $80/month tier that will support both voice and data service.
f. The Department of Information Technology will not be responsible for any non-City
applications that may be installed by employees on their mobile phones.
g. All recipients of smartphone stipends must notify the Department of Information Technology
and their department director, or his/her designee within 24 hours of a smartphone being
lost, stolen or broken, to allow the data on the mobile phone to be secured.
h. When an employee terminates employment with the City or if a security threat requires City
data and information to be protected, the employee must allow the Department of
Information Technology to verify that all City information has been deleted from their mobile
phone. Examples of City information to be deleted includes, but is not limited to, city email,
city calendar items, city contacts, and any city files or programs.
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i. Employees who receive a mobile phone stipend are responsible for the security and care of
their mobile phone, and are recommended to purchase equipment insurance offered by the
wireless provider. Employees are responsible for deductibles or other costs incurred for
replacing a lost, stolen, or damaged mobile phone.
j. If an employee elects to purchase a device the cost of which exceeds the amount of the
stipend, the employee shall be solely responsible for this additional amount.
k. Voluntary participation in the Hybrid Work Program is not an eligibility reason to receive a
mobile phone stipend.
l. Employees may elect not to receive a mobile phone stipend. However, if the employee
declines the stipend, the employee must provide other means to make himself/herself
available to the City in a manner consistent with expectations of the position (examples
include providing an emergency contact phone number).
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SECTION 9. RISK MANAGEMENT
A. WORKERS’ COMPENSATION POLICY
1. Responsibilities
The Workers’ Compensation Section of the Human Resources Department is responsible for the
administration and coordination of the Workers’ Compensation program. The Department of
Finance will process all financial transactions related to the Workers’ Compensation program as
approved by Human Resources.
The Workers’ Compensation Supervisor will control all medical services related to illness or injury
in conjunction with a third party administrator. The Workers’ Compensation Supervisor will
provide regular (not less than quarterly) updates to the department director and Director of
Human Resources on the claim status of employees.
2. Objectives
a. To establish administrative guidelines for providing fair and impartial medical treatment and
Workers’ Compensation benefits for persons incapacitated by job-related injury or illness in
the course and scope of their employment with the City of Pasadena.
b. To provide policies and procedures for application of Workers’ Compensation benefits as
prescribed by Workers’ Compensation laws of the State of California and the memorandum
of understanding and/or City resolution covering the classification.
c. To establish administrative guidelines and procedures for job-related illness and injury
reporting and investigation.
3. Definitions
a. Job-Related Illness or Injury - An injury or illness arising out of or occurring in the course and
scope of employment or work with the City of Pasadena.
b. Supplementary Disability Benefits - Benefits provided in lieu of or in addition to those prescribed
by Workers’ Compensation laws of the State of California or prescribed under the Memorandum
of Understanding and/or City Salary Resolution covering the classification.
c. Illness or Injury - as used in this policy shall mean job-related illness or injury.
4. Policy
a. Workers’ Compensation
i. Employees of the City of Pasadena are covered under the Workers’ Compensation laws
of the State of California.
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ii. The City will fund and administer its own Workers’ Compensation program as authorized
by the State of California. Legal and administrative consultants may be hired to assist and
advise in the conduct of the program.
iii. Benefits prescribed by law include but are not limited to the following:
• Medical treatment;
• Temporary disability payments;
• Permanent disability payments; and
• When covered under the law, vocational rehabilitation.
iv. Sick leave benefits may not be applied to job-related injury or illness until Temporary Total
Disability payments have been exhausted, except as otherwise authorized by salary
resolution or Memorandum of Understanding.
v. If an employee has exhausted total temporary disability benefits or has reached maximum
medical improvement and is still unable to return to work, the City’s Human Resources
department may authorize an extension of the employee’s medical leave of absence
pending disposition of the Interactive Process. During this extended medical leave of
absence, the employee may apply sick leave, vacation leave, and compensated time off
while on unpaid medical leave.
b. Medical Services
i. During normal working hours, the first treatment for injuries or referral to physicians will be
coordinated through the Workers’ Compensation Division.
ii. The City will provide all medical care necessary to treat an employee for the effects of an
industrial injury as provided under the Labor Code of the State of California.
iii. An employee shall not be returned to his/her present position, nor be placed in a new
position until medically approved for duty by a treating physician and approved by the
Workers’ Compensation Division.
iv. Where crisis intervention or psychological counseling is required or appropriate, the
department will contact the Workers’ Compensation Division immediately for referral
purposes.
c. Transporting Injured Employees
If medical treatment is necessary, a supervisor will see that the injured employee is provided
prompt transportation for treatment to the clinic or treatment center currently contracted by
the City, or to an appropriate medical facility.
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If there is any question of the seriousness of the injury or if the employee specifically requests
medical treatment, transportation will be provided to the clinic or treatment center currently
contracted by the City or an appropriate medical facility.
d. Reporting of Injuries
i. Personal injuries on the job, however slight, must be reported to a supervisor
immediately.
ii. After the immediate medical needs of the injured employee have been met, but not later
than 24 hours after the injury, the employee shall be given a Workers’ Compensation
claim form (DWC-1). The employee shall be provided the opportunity to sign the Workers’
Compensation claim form indicating he/she has received the report of injury form. The
supervisor will sign and date the form verifying the employee received the form within 24
hours of the date of knowledge of the alleged accident.
iii. The supervisor will assist the employee, as necessary, to complete the form in order to
provide a thorough, comprehensive and legible report. No one shall sign the employee
portion of the claim form other than the employee. An employee need not file a claim if
he/she prefers not to and no one shall order or direct the employee to sign the form. The
employee has one (1) year from the date of injury to sign and file the claim form if he/she
so desires. The "Supervisor's" portion of the report will be completed by a supervisor.
iv. As soon as possible, but within 24 hours, the supervisor shall complete all required
Workers’ Compensation forms.
v. The supervisor investigating the "Job-Related Injury or Illness" is expected to make a
complete analysis of the situation and when recommending action for prevention to
follow such recommendations to completion. The status of recommendations to prevent
a reoccurrence shall be submitted to the Safety Office within three working days following
the supervisor's report.
vi. Any employee who witnesses the incident giving rise to the claim of work related illness
or injury shall complete a witness statement, preferably the form provided by the
Workers Compensation division. Employee witnesses are compelled to provide a
statement and may not opt out of doing so. Failure to complete a witness statement and
to cooperate in that process may lead to disciplinary action up to and including discharge.
vii. When an employee is off on Temporary Total Disability leave because of a work related
injury or illness, the department shall coordinate with the Workers’ Compensation
division to ensure that the employee receives all benefits to which he/she may be entitled.
e. Modified Duty, Return to Work, and Accommodation
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i. The City shall endeavor to return a disabled employee to regular duty as soon as possible
after a job-related illness or injury.
ii. The City shall endeavor to provide reasonable accommodation to retain and/or place
employees who have become disabled by illness or injury into jobs for which they may
qualify by previous training or experience.
iii. If it is determined by the Workers’ Compensation division, based on medical information,
that an injured employee is capable of performing duties other than his/her regular work
during the period of recuperation, the employee may be given a modified work
assignment.
iv. The department shall make every effort to place injured employees in modified work
assignments within their own department. If unable to do so, employees may be assigned
by the Director of Human Resources or designee to modified work assignments within
any department of the City. Payroll will be charged to the home department.
v. Modified work assignments may be available for a specific period of time as determined
by the Director of Human Resources in cooperation with the participating department.
Modified work assignments shall not conflict with medical work restrictions or place the
employee in the position of potentially exacerbating his/her work-related illness or injury.
A modified work assignment, if provided, will be evaluated every 30 calendar days and
shall not exceed 90 calendar days without the approval of the Director of Human
Resources if the employee is anticipated to return to work in the usual and customary
assignment within a reasonably short period of time.
vi. Employees performing in modified work assignments will be paid at their regular
compensation rate while in the modified assignment.
vii. Upon the determination by the Director of Human Resources, that an employee may not
or cannot be reasonably accommodated in accordance with State and federal law on a
long-term basis, and cannot be returned to his/her regular assignment because of medical
limitations and/or work restrictions, he/she may be certified to a job vacancy for which
he/she is qualified in which any medical limitations and/or work restrictions may be
accommodated on a permanent basis by engaging in the Interactive Process. The
Interactive Process will be facilitated by Human Resources. If no reassignment can be
made, the City shall file for disability retirement on the employee’s behalf if he/she so
qualifies, or of if not, then the employee will be separated from employment.
viii. Injured or disabled employees who are unable to return to their regular duties on a
permanent basis must qualify for other job classifications through the regular merit
system standards as established by the Human Resources Department in order to be
placed in another job; and if appointed to another job, will be subject to a new
probationary period.
ix. The Workers’ Compensation division will notify employees of their rights to vocational
rehabilitation services if they so qualify.
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x. If the employee who suffers an industrial illness or injury is appointed to a classification
at a lower salary level than his/her previous position, he/she shall be entitled to the pay
step nearest to, but no greater than, his/her previous salary. There shall be no H-rating
or freezing of an employee’s previous salary at a rate greater than the rate for the
classification into which the employee is assigned on a permanent basis.
f. Supplemental Disability Payments
i. Any employee incapacitated by reason of a job-related illness or injury may be placed on
an approved leave of absence, including on a recurring or intermittent basis, and may
receive supplemental disability payments while under treatment and convalescing from
such illness or injury in an amount as prescribed by the Memorandum of Understanding
and/or Salary Resolution covering the classification.
ii. Employees eligible for supplemental disability payments shall submit an "Authorization
for Payment of Workers’ Comp Wages" for each pay period or as otherwise directed by
their supervisor or the Workers’ Compensation division.
iii. Approved leave and supplementary disability payments may be terminated upon a
determination by the Director of Human Resources that one or more of the following
conditions exist:
• When it is determined that the injury is permanent and stationary or has reached
maximum medical improvement.
• That the employee will not be able to return to work and perform those duties
normally required for the job classification.
• The employee's return to work is approved by the Director of Human Resources.
• It is determined that the employee is not demonstrating a positive effort toward
treatment and recuperation.
• The employee fails to keep the Workers’ Compensation Division apprised of his/her
treatment schedule and medical progress as directed by the Workers’ Compensation
Supervisor.
• The employee fails to provide specified medical reports from his/her treating doctor
within a reasonable period of time upon request.
• The termination of temporary disability payments is required as prescribed by
Workers’ Compensation law.
• The employee has been offered modified duty and has refused to accept the modified
duty assignment.
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• The approved absence is terminated.
iv. The Director of Human Resources may extend an approved leave of absence and may
authorize supplemental disability payments when it is administratively necessary to
coordinate this provision with Workers’ Compensation benefits.
g. Authorization for Payment of Workers’ Comp Wages
i. An Authorization for Payment of Workers’ Comp Wages must be submitted for all
absences for which supplemental disability payments are requested. It must also be
submitted for all absences due to medical or physical therapy appointments which occur
during the employee’s regular work schedule. The authorization form must be submitted
for each pay period unless other specific arrangements have been approved by the
supervisor or the Workers’ Compensation division.
ii. When an employee is seriously ill or injured and unable to prepare or sign the
Authorization for Payment of Workers’ Comp Wages, the supervisor or workers’
compensation division may verify the absence and submit the Authorization until the
employee has recovered.
iii. The department Payroll Clerks will have responsibility for ensuring that an Authorization
for Payment of Workers’ Comp Wages has been received prior to posting on employee's
time roll. All such Authorizations will be retained in the department files as verification
of such absence. Failure to submit the authorization may result in the employee going on
a no-pay status unless good cause is shown as to why the Application was not submitted
on time. Adjustments or exceptions for good cause may be made upon approval of the
department director of the subject employee.
h. Leave of Absence Without Pay
When an employee has exhausted all benefits and is still unable to return to regular duty,
Human Resources will facilitate the Interactive Process to determine if a reasonable
accommodation may be granted. If it is determined that a reasonable accommodation cannot
be granted the City will apply for a disability retirement for the employee if he/she so qualifies,
or if not the employee may be separated from City employment.
In the event a leave of absence without pay is granted, the following conditions shall apply:
i. The employee will retain eligibility to compete in promotional examinations.
ii. The employee can maintain enrollment in medical, dental, and vision plans at the
employee’s expense. No City contributions will be made on behalf of the employee unless
otherwise required by law.
iii. In the event that more than one disabled employee is engaged in the Interactive Process
and may be available for the same position at the same time, the employee having the
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highest level of qualifications for the position, or if this is equal, the one having the highest
total seniority in the department shall be given preference.
iv. In the event the employee is reinstated to a position in a classification other than his/her
previous class after being on a leave of absence without pay, the employee shall be
entitled to reinstatement of total seniority for purposes of future vacation and sick leave
benefits only, except that no retirement, sick leave or vacation benefits shall accrue for
the period of the leave of absence without pay.
i. Return from Disability Retirement
Employees rehired by the City following a disability retirement will be treated as a new employee
for all purposes unless otherwise required by law.
5. Workers’ Compensation Appeals Board Hearing
a. Purpose
To ensure that the interest of the employees and City are protected in all cases which are set
for hearing before the Workers’ Compensation Appeals Board (WCAB).
b. Policy
i. Whenever appropriate, the Workers’ Compensation Supervisor and/or a representative
and the department director or a representative of the department of the claimant
employee shall attend the Workers’ Compensation Appeals Board hearing.
ii. Any and all information presented by the employee and/or their representative before
the Appeals Board, including their current physical condition, shall be used to evaluate
their physical and mental capacity to return to their regular job or be retained by the City.
iii. Employees may be subject to disciplinary action by the department director when found
to be perjuring themselves or making false or misleading statements to or before the
WCAB administrative law judge (ALJ) or the Appeals Board.
iv. In cases when the employee is medically cleared to return to work before the date of the
hearing, it should be recognized by the supervisor that their work performance should be
carefully reviewed and the degree of their recovery noted for consideration at the
hearing.
v. It should be noted that a permanent disability rating based upon the employee's claim
that the ability to do their work has been impaired, may or may not directly relate to the
capability of the employee to continue in their present position. Therefore, the disability
rating should not be a basis in and of itself in determining the employee’s ability to return
to work in any capacity whether temporary or permanent.
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vi. Where employees continue to be employed by the City after permanent disability ratings
are received, the case shall remain open and subject to subsequent review based upon
the employee’s actual ability to perform the essential functions of their position with or
without accommodation.
c. Procedure
i. Although not all inclusive, the following shall be used to prepare the City's case for a
WCAB hearing:
• Before the hearing, time should be allowed by the Workers’ Compensation Division
and the department representative of the claimant employee to consult with the
City’s attorneys regarding the circumstances surrounding the case and possible
testimony at the hearing.
• All pertinent medical and employment information available should be reviewed in
advance and be available at the hearing for the City’s representatives’ use and
presentation if needed.
• It is important to review and prepare for each case in advance because it may not be
possible for the City to obtain a continuance for any reason once a trial date is set,
especially if any City representatives are unprepared.
• It is of the utmost importance that the supervisor of the employee obtains complete
and factual information regarding the injury and records it fully and as promptly as
possible following the injury.
• If there is any question on the part of anyone as to the validity of the claim by the
employee, it should be reported to the department director and the Human
Resources Department immediately, rather than waiting until the date of the hearing.
The City takes cases of Workers’ Compensation fraud seriously and will investigate
and prosecute such cases if brought forward.
ii. The City representatives shall not discuss the details of the cases with the claimant
employee prior to the hearing except with the specific authorization of the City's Workers’
Compensation Division or legal representatives, if applicable. This provision shall not
apply to the Director of Human Resources or their designee, or the Workers’
Compensation Supervisor who may advise the City representatives on procedures to
follow.
B. INJURY AND ILLNESS PREVENTION PROGRAM
1. Introduction
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In California, every employer has a legal obligation to provide and maintain a safe and healthful
workplace for employees and volunteers according to the California Occupational Safety and
Health Act of 1973. In accordance with Title 8 of the California, Code of Regulations, Section 3203
of the General Industry Safety Orders, and Section 1509 of the Construction Safety Orders, a
written, effective Injury and Illness Prevention Program (IIPP) is required for every California
employer.
The program shall cover all employees in all job classifications. The regulation covers all workers
who the City of Pasadena controls, directs or indirectly supervises on the job, to the extent these
workers are exposed to the employer’s work site and specific job hazards. In addition, volunteer
workers and outside contractors are covered under the IIPP.
The IIPP must be a written plan that includes and exemplifies the following elements:
a. Management commitment
b. Assignment of responsibilities
c. Employee safety communications system
d. System for assuring employee compliance with safe work practices
e. Scheduled inspections / evaluation system
f. Accident investigation
g. Procedures for correcting unsafe / unhealthy conditions
h. Safety and health training and instruction
i. Recordkeeping and documentation
The City of Pasadena is committed to complying with all safety and health standards. To do this,
we must be constantly aware of conditions in all work areas that can produce injuries. No
employee or volunteer is required to work at a job they know is not safe or healthful. Cooperation
is expected in all safety and health matters, not only between supervisors and employees, but
also between employees and their coworkers. Only through such a cooperative effort can a safety
program, in the best interest of all, be established and preserved.
2. The City of Pasadena’s Commitment to Safety
At the City of Pasadena, safety has become an integral and indispensable part of our
organization’s fabric. It is a well-known fact that accidents cause suffering and financial loss to
employees and their families. The City has developed a comprehensive Injury and Illness
Prevention Program that includes the identification and correction of hazards and training of
employees in safe work practices. The goal of this program is to reduce the number of injuries and
illnesses to an absolute minimum, not merely in keeping with, but surpassing, the best experience
of operations similar to ours. Our goal is zero accidents and injuries. Everyone must be one
hundred percent safety conscious in everything they do while on the job. A safe and
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productive employee is our most valuable asset. We are confident that with a sincere and
concentrated effort from everyone, our safety goals can be achieved.
The immediate responsibility for preventing accidents belongs to each employee. All employees
are expected to report potential safety hazards without fear of retaliation, and with confidence
that safe and healthful conditions and practices will prevail in the workplace. It is the policy of the
City to identify and minimize potential risks inherent in the operation of various programs,
services, facilities, and equipment. The City recognizes that unaddressed risk may result in injury
or illness to employees, injury to the public or damage to City property may result in financial loss
and litigation against the City.
The City of Pasadena will strive to comply with all safety and health standards and we expect the
full cooperation of our employees so that we can be proud of our safety record. All employees
shall comply with all applicable federal, State and local safety laws and regulations. City of
Pasadena Departments shall conduct operations and activities in a safe manner to minimize the
risk of injury to employees and the public. No employee will be required to conduct any task which
is determined to be unsafe.
3. Supervisor Commitment to Safety
To All Employees:
Daily operations are essential to keeping the City of Pasadena functional. Almost every
occupational discipline can be found in our organization. It is no longer acceptable to believe that
accidents are a part of doing business. Research clearly shows that the indirect costs of an injury
or illness far outweigh the direct costs. Since most accidents are preventable, safety and health in
our business must be part of all operations.
Management has wholeheartedly supported the development of the Injury and Illness Prevention
Program. This program will allow us to provide better workplace protection for our employees,
and reduce losses resulting from accidents and injuries. The importance of this program reaches
far beyond regulatory compliance; it is the right thing to do.
Without question, safety is every employee’s responsibility. Safety is more than rules and
regulations; it is an attitude and a skill that is crucial to our success. Our goal is to continue to
develop a strong safety culture whereby everyone sees safety as an integral part of their day to
day work activities.
4. City of Pasadena Safe Working Conditions Statement
To All Employees:
It is our policy at the City of Pasadena to achieve the greatest practical degree of freedom from
accidents and to ensure that every employee is provided safe and healthful working conditions.
Injuries are always costly to the individual worker, often significantly changing their future and
frequently undermining the security of their family. They are also costly both directly and
indirectly with indirect costs often being much higher than the direct costs.
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It is the firm and continuing policy of the City of Pasadena that accidents shall be reduced or
eliminated by the use of every reasonable mechanical precaution and by the aggressive
promotion of safe practices.
Each employee plays an important role in preventing accidents and is expected to cooperate fully
in the measures taken for safety. Every employee has a responsibility, not only to themselves for
their safety, but to their family, to their fellow workers, to the community, and to the City of
Pasadena.
In the performance of their duties, each employee is expected to observe safety practices, rules
and operating procedures, as well as instructions relating to the efficient performance of their
work. The ideal safe and most efficient operation is reached only when all employees are alert
and safety conscious.
We will succeed in providing a safe and healthful working environment. All of us stand to benefit
by adherence to the guidelines and requirements of this manual. The cooperation of all
employees at the City of Pasadena is expected. The results will be well worth the effort.
5. Scope And Purpose
The City’s Injury Illness Prevention Plan (IIPP) involves an ongoing process that includes training
supervisors and employees to identify potential risks and eliminate unsafe work practices. The
City of Pasadena communicates its workplace safety procedures through the IIPP. Each
department of the City of Pasadena is responsible for communicating with employees on matters
concerning safety and health, including identifying, evaluating and mitigating workplace hazards;
investigating injury and illness; and conducting employee training. Successful implementation of
the policies and procedures contained in the IIPP involves an ongoing commitment by managers,
supervisors, and employees.
6. Responsibilities
a. City Manager
General policies which govern activities and responsibilities under the IIPP are established
under the final authority of the City Manager.
b. Safety Officer
The Safety Officer under authority of the City Manager, plans, organizes, directs, and
supervises the development and implementation of a comprehensive occupational safety and
industrial hygiene program for the employees of the City of Pasadena. The Safety Officer shall
have the authority to enforce all applicable safety and health regulations as required to
comply with the IIPP and serve as a contact for the Safety Coordinator(s) and Safety
Manager(s). The Safety Officer, through the Safety Manager, is responsible for implementing
the City of Pasadena’s IIPP.
c. Safety Manager/Safety Officer/Safety Coordinator/Safety Specialist
The Safety Manager for the City oversees the Safety Office and provides policy guidance and
reviews implementation of the IIPP. The Safety Officer shall serve as the director of operations
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and policy implementation with regard to safety policies, rules and procedures. The
designated Safety Coordinator who reports to the Safety Officer shall assist the Safety Officer
in implementing the IIPP through direct interaction and cooperation with the City’s
departments. The Safety Specialist is an entry level safety function that services as a safety
technician in support of the Safety Office.
d. Managers and Supervisors
All Managers and supervisors shall be familiar with the City’s IIPP. A copy of the IIPP shall
remain at each City of Pasadena facility and be readily available for review by any employee.
Managers and supervisors are responsible for implementing and maintaining the IIPP in the
City of Pasadena and for informing their employees of all provisions within the City’s IIPP, as
well as any safety and health rules or regulations that apply to the job task.
Supervisors shall take an active, visible role in the implementation of the City of Pasadena’s
IIPP. Supervisors shall evaluate the safety performance of employees as part of the
employee’s annual evaluation. Supervisors will ensure that:
i. All employees are trained to safely complete their job assignments, and are retrained
whenever any new process, procedure, or equipment has been introduced into the
workplace.
ii. All employees are provided any required personal protective equipment, as well as
instructions on the proper use of such equipment necessary to safely carry out their job
assignments.
iii. Work-sites are inspected regularly, and corrective action is taken whenever hazards are
recognized or unsafe acts are observed.
iv. Safety meetings are conducted which include in-service training covering various topics
relating to safety and health.
v. Written documentation is maintained by supervisors regarding all instruction and training
for each employee for a minimum of three years.
vi. Employee Performance Evaluations document any failure to follow safe work procedures
or adhere to established City of Pasadena policies regarding safety and health
vii. All accidents are thoroughly investigated and corrective action taken. All accident
investigations (including findings and recommendations) are promptly reported to the
designated Safety Officer for records retention purposes.
e. Employees
All employees are responsible for complying with all applicable safety and health regulations,
policies, and established work procedures. Employees have an obligation to work in a safe
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manner and in accordance with all training and instruction received by supervision.
Employees are required to:
i. Adhere to all City of Pasadena safety and health policies and procedures.
ii. Read and understand the City of Pasadena’s written IIPP.
iii. Report any unsafe conditions or equipment immediately to their supervisor.
iv. Report any job related injuries or accidents to their supervisor immediately.
v. Wear all personal protective safety equipment when instructed to do so by supervision.
vi. Only operate equipment or machinery that they have been trained and authorized to
operate.
vii. Keep work area clean and orderly at all times.
7. Compliance
The City of Pasadena has a comprehensive IIPP. Each Department within the City shall be
responsible for implementing the IIPP as outlined. Employees shall adhere to safe and healthy
work practices as defined in the City’s IIPP. Employees are required to follow all safety and health
laws and regulations that have been established by the California Code of Regulations, Title 8.
Violation of safety rules and regulations may result in disciplinary action per the City of Pasadena
Discipline Policy.
a. Manager and Supervisor Compliance
Each manager and supervisor shall set a positive example for subordinate employees by
working safely and following all safety rules and regulations. Managers and supervisors shall
use appropriate discipline such as written or oral warnings, suspensions, etc., to ensure that
employees follow established safety policies and procedures. Managers and supervisors
should also recognize those employees who exemplify good safety practices. Attention to
both satisfactory and unsatisfactory safety practices should be recorded when completing an
employee’s annual Employee Performance Evaluation.
b. Identification of Resources
Each manager and supervisor shall identify the resources necessary for providing a safe and
healthy workplace for employees. These assessments shall be considered when preparing
annual budget requests.
c. Informing Employees about Compliance
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Each manager and supervisor shall ensure that safety regulations are enforced, and all
relevant safety and health information has been communicated to their employees, verbally
and in writing (e.g., memoranda, directives, and bulletins).
d. Employee Compliance
Each employee shall follow all established laws and regulations including all City of Pasadena
policies, memoranda, and safety bulletins that apply to safety and health. Employee safety
depends to a great extent on the behavior of each individual employee both on and off the
job. Employees have an obligation to report all unsafe conditions and practices, and
encourage other employees to work safely.
8. Communication
The City of Pasadena ensures that employees have the right to be advised of any occupational
safety and health hazards in the workplace, as well as any change in work procedures or practices.
Employees are encouraged to report safety hazards, request information on unsafe conditions, or
make safety suggestions without fear of retaliation. Several methods of communicating safety
and health information to employees have been established, and include:
a. City of Pasadena Safety Committee
Safety Committee meetings are held on a scheduled basis no less than twice per year.
Meetings are attended by selected employees and management representatives from the
Departments as follows:
• City Manager
• City Clerk
• City Attorney/City Prosecutor
• Finance
• Fire
• Housing
• Human Resources
• Human Services and Recreation
• Information Technology
• Libraries and Information Services
• Planning and Community Development
• Police
• Public Health
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• Public Works (3 members)
• Building Systems and Fleet Maintenance
• Parks and Natural Resources
• Street Maintenance and Integrated Waste Management
• Transportation
• Water and Power (3 members)
• Power Supply
• Power Delivery
• Water Construction/Delivery
Minutes shall be made of each Committee meeting and the minutes of Committee meetings
shall be circulated to employees or posted in a conspicuous location for employees to review.
b. Safety Concern Form
Safety Concern Forms shall be made available at all City of Pasadena facilities. Employees
should be encouraged by supervisors to use the Safety Concern Form if workplace hazards
are discovered. The completed Safety Concern Form shall be sent to the Safety Officer.
c. Safety Training
The City of Pasadena currently utilizes a combination of on-line and in-person training
regarding safety including subjects such as defensive driver, preventing workplace violence,
electrical safety, use of fire extinguishers, etc. Instructors may include Safety Office or other
staff, or the City may work with consulting companies to perform in-person training that can
travel to your facility and educate staff based on the City of Pasadena’s safety and health
policies and procedures as well. Employees can contact the City of Pasadena Safety Office for
further information.
d. Safety Bulletins
Safety Bulletins are used to draw attention to and inform employees about safety and health
policies and procedures. Safety Bulletins shall be posted on official bulletin boards where
employees report to work. Bulletins may also be used to highlight specific safety issues such
as accident/injury trends, changes in the law, or areas of concern that may affect employee
safety.
9. Hazard Assessment
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A safety and health inspection program is essential to reducing unsafe conditions that may expose
employees and the public to injuries or property damage. Each supervisor shall ensure that
appropriate, systematic safety inspections of facilities and equipment are conducted periodically,
but not less than annually. Inspection reports will be provided to the Safety Division as they are
completed.
a. Informal Inspections
Managers and supervisors shall complete informal safety inspections daily, weekly, and/or
monthly, depending on Cal/OSHA and DOT requirements. These informal inspections shall
address daily change in the work environment or equipment that may cause unsafe
conditions.
b. Scheduled Inspections
All formal facility safety inspections which are conducted on a schedule shall be completed
on the City Facility Safety Inspection Form. Formal inspections shall be conducted and signed
by the City Safety Officer or designate. Formal reports shall be kept in the department or
facility inspected, with copies forwarded to the City Safety Officer as corrected actions are
completed. Formal facility safety inspections shall be conducted no less than once a year in
all department office spaces and facilities.
c. Unscheduled Inspections
Unannounced inspections are conducted by the City Safety Officer or designate. These will
focus on general facility maintenance, storage and handling of hazardous materials, use of
personal protective equipment, proper operation of machinery, and any other areas that are
deemed necessary. If during the course of these inspections the City Safety Officer or
designate discovers that equipment being used or a particular job procedure creates an
imminent hazard to the health or safety of employees or the public, the Safety Officer shall
stop all work being performed or equipment being operated. A “Do Not Operate” tag shall be
affixed to the affected equipment or a written order shall be issued to stop work being
performed. Any attempt to continue working, using equipment, or willfully removing any “Do
Not Operate” tag without the approval or knowledge of the Safety Officer can be grounds for
disciplinary action against the employee involved in accordance to City of Pasadena Discipline
Policy.
d. Inspections by Outside Agencies
If inspectors from the Division of Occupational Safety and Health Administration (OSHA or Cal-
OSHA) or any other outside agency claiming to investigate safety practices, procedures, or
accident/incident/near-miss arrive at any City of Pasadena facility, employees are required to
immediately contact the City Safety Officer. Employees should utilize the assistance of the
Safety Officer when responding to any questions by an outside agency, and before providing
any documentation. No employee shall be retaliated against for cooperating with a safety
investigation whether conducted by the City or an outside agency.
e. Job Safety Analysis
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A Job Safety Analysis (JSA) is a supervisor’s tool to ensure that a job is being performed safely.
The JSA will help identify hazardous work situations and procedures. During a job safety
analysis, the supervisor needs to consider the purpose of the work, current duties and tasks,
and methods and procedures. Analysis of this information may require that a supervisor
contact the City Safety Officer or designate to determine a proper solution to a particular
safety or health problem in accordance to the City of Pasadena Safety and Loss Prevention
Policy.
10. Hazard Correction
Hazards that are discovered as a result of periodic or unscheduled inspections or during normal
operations shall be corrected promptly. The City of Pasadena recognizes that hazards range from
imminent dangers to relatively low risks. A corrective action must include evaluation of the
potential hazard and a suitable timetable for correction. Procedures for correcting hazards include
the following:
a. Imminent Hazards
For serious hazards that present an imminent danger to life or limb, immediate action shall
be taken to mitigate the hazard. The City’s Safety Division or Department Directors or
designees shall immediately be notified. If the hazard cannot be immediately abated, all
personnel shall be removed from the affected area. Access to the area shall be limited until
the City’s Safety Division or Department Director or designate has arrived and completed an
assessment of the hazard in accordance with the IIPP.
b. General Hazard Control
Hazards involving the physical conditions of structures, surrounding grounds, or associated
equipment shall be reported to the Safety Officer who shall determine the appropriate
Department/Division to be made aware of the hazard and to remediate it. Immediate steps
shall be taken to ensure that employees and the public are protected from the hazard while
arrangements are being made to report and remediate it.
c. Supervisors’ Responsibilities
Supervisors are responsible for informing and protecting employees and the public regarding
any safety hazards that have been discovered. Unsafe work practices by employees shall be
stopped immediately by supervisors. Supervisors are required to instruct employees on
proper procedures before work resumes.
d. Exposure to Hazardous Materials
Exposure to asbestos, lead, mold, or chemicals in the workplace shall be reported
immediately to the City Safety Officer.
11. Accident/Exposure Investigation
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All injuries or accidents that are job-related shall be reported per this Injury and Illness Prevention
Policy. The Safety Officer or designate has overall responsibility to investigate all reported
accidents, injuries, occupational illnesses, and near-miss incidents. Others may conduct accident,
injury, illness and near-miss investigations depending on the type and severity of incident, such
as Risk Management, managers and supervisors so long as they are qualified to conduct
investigations and report their findings to the Safety Officer. Those persons investigating accidents
or injuries shall document all information that is gathered during the investigation process and
take photographs and/or video whenever possible. Employees are required to report all injuries or
accidents to their supervisor immediately no matter how slight the occurrence. Procedures for
reporting and investigating injuries or accidents are as follows:
a. Supervisor Documentation
The supervisor must document all interviews with the injured employee(s) and any witnesses,
examine the workplace for factors associated with the accident, review work procedures and
training, determine cause, and take corrective action. Supervisors must ensure that the
supervisor Injury/Illness Investigation Report has been completed. Supervisors must ensure
that the employee’s Workers’ Compensation Claim Form (DWC1) has been completed and
given to the injured employee within 24 hours of the incident or as soon as possible.
b. Serious Accidents or Injuries
Serious accidents, injuries, illness or exposure to hazardous materials that require
hospitalization other than observation must be reported to the City’s Safety Division
immediately. Accidents, injuries, or exposures of this severity may require the City of
Pasadena Safety Officer to convene a special accident or incident investigation panel. A report
of the accident investigation including the panel’s finding and recommendations will be
forwarded to the Department Director or General Manager. All employees, supervisors or
managers must ensure that the accident location including equipment and materials involved
in the accident remain undisturbed until a member of the City Safety Division arrives and
investigates. Vehicles or equipment involved in serious accidents, injuries, or exposures shall
not be moved or removed unless necessary for the safety of any person or operation.
c. Reporting Injures to Cal/OSHA
For accidents that cause death, dismemberment, permanent disfigurement, or that require
in-patient hospitalization of an employee (other than observation), the City Safety Officer
must notify the nearest Cal/OSHA District Office within eight (8) hours. It is therefore
imperative that serious injuries be reported to the Safety Officer immediately, regardless of
the day, weekend, holiday or off duty hours.
d. Accidents Involving Exposures
Any suspected employee exposure to hazardous chemicals, asbestos, or lead must be
reported to the City Safety Officer immediately.
e. Vehicle Accidents
Any employee involved in a vehicle traffic accident operating City vehicles shall report the
accident immediately to his/her supervisor and the local Police or the City of Pasadena Police
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(if within city limits) for investigation. The employee must remain at the accident location
until the police arrive to investigate and a supervisor responds to the scene. The employee
must complete the Vehicle Accident Form and return it to his/her supervisor. The employee
shall not admit fault or liability or discuss payment for damages with the other party or anyone
not identified as a police officer or authorized City personnel.
f. Investigation of Vehicle Accidents
Supervisors and the City Safety Division are required to investigate all vehicle accidents
involving their employees operating City vehicles while on City business. After an investigation
has been completed, the City Safety Division refers all investigative materials to the City’s
Accident Review Committee pursuant to the Motor Vehicle Safety Policy to determine
preventability, and make recommendations for any corrective action.
12. Training
Effective dissemination of safety information is essential for the success of the City’s IIPP. Training
includes general safe work practices as well as specific instruction on control of hazards unique to
each employee’s job assignment. Supervisors are responsible for much of the safety training
related to their subordinate employees.
a. Training Methods
The City of Pasadena uses many types of training methods to communicate safety-related
information to employees. Training may vary widely with respect to instructional method,
setting, and subject matter. Types of training applicable to all employees include:
i. Classroom instruction, which involves the presentation of general or specific safety
information. These classes are taught by City Safety Division or outside contractors.
ii. Online training, in which employees utilize computers or other electronic devices to
watch and respond to interactive training exercises and instruction.
iii. On-the-job training, in which a small number of employees receive instruction from the
supervisor. On-the-job training can also include instruction on how to operate and
maintain new equipment by manufacturer representatives, or changes to work practices
or procedures.
iv. Written instructions or training materials, which include memos, safety bulletins, policy
letters, trends, changes in the law, etc.
b. General Safety Training
General safety training refers to instruction which is applicable to all City of Pasadena
employees and not related to specialized trades or procedures. The City of Pasadena ensures
that all new employees shall attend a new hire orientation provided by the City of Pasadena.
New hire orientation shall include but is not limited to the following safety and health
subjects:
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i. Basic safety training and introduction to the City’s IIPP, including an overall review of
employees’ rights and employer’s responsibilities under the California Code of
Regulations, Title 8.
ii. Instruction on reporting injuries and unsafe conditions, and employees’ rights under
Workers’ Compensation law.
c. Specialized Training
Many workplace operations require specialized training or instruction under the California
Code of Regulations, Title 8. Before employees can be allowed to perform certain job tasks,
supervisors must ensure that the employees have completed required training courses. These
specialized training courses include, but are not limited to: Respiratory Fit Instruction, Blood
borne Pathogen Exposure, Workplace Violence, Emergency Evacuation, Hazard
Communication, Confined Space, and Lock-Out/Tag-Out.
d. Supervisor Responsibility
It is the responsibility of each supervisor to ensure that employees receive general and job-
specific safety training for each employee under his/her direct control. Supervisors are
required to review employees’ compliance with instruction given regarding safety rules,
regulations, and policies established by the City’s IIPP. The supervisor must ensure to the best
of his/her ability that employees comprehend the training they are provided, ensuring that
language barriers and/or literacy difficulties, or any disabilities are accommodated.
Instruction by supervisors shall include but are not limited to the following subjects:
i. Safe work procedures, personal protective equipment, evacuation and emergency
response, hazard communication and identification, and reporting of workplace safety
hazards.
ii. Protection of employees from hazards specific to their individual job duties.
iii. New substances, processes, procedures, or equipment introduced into the workplace
that may create new hazards, when new or previously unrecognized hazards are
brought to a supervisor’s attention.
e. Frequency of Training
City of Pasadena policy requires that employees are provided safety-related instruction upon
reporting to work the first day and prior to being assigned a new job task or process for which
training has not been previously provided in accordance with the IIPP. Supervisors are
responsible for providing training whenever a new substance, process, procedure or piece of
equipment is introduced into the workplace. Supervisors are required to notify and inform
employees when they receive information from the City Safety Division regarding changes in
safety and health rules, regulations, or polices. In addition, the City of Pasadena shall follow
all requirements regarding frequency of training established by the California Code of
Regulations, Title 8.
f. Documentation and Retention of Records
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The person performing safety training must ensure that appropriate records are sent to the
Safety Officer. All safety training records must include the subject title, name of employee,
employee ID number, the date of training and the person who administered the training.
Please use the Training Attendance Form to record this information. The supervisors shall
retain a copy of the of employee safety training documentation and ensure that the original
has been sent to the City Safety Officer. All documentation regarding safety training shall be
kept on file for three (3) years.
13. Record Keeping
City of Pasadena policies and Cal/OSHA regulations contain requirements for the maintenance
and retention of records for occupational injuries and illnesses, medical surveillance, exposure
monitoring, inspections, and all other activities relevant to the occupational health and safety of
the employee.
a. Vehicle Accidents and Property Damage
Completed Vehicle Accident Reports along with the accident investigation report and finding
of the Accident Review Committee shall be kept on file for three (3) years or until the claim is
closed, and shall be stored in the City Safety Division.
b. Occupational Injury and Illness Reports
Completed Employer’s Report of Occupational Injury or illness and Employee’s Claim for
Workers’ Compensation Benefits shall be kept in confidential files which are stored in the
City’s Workers Compensation Division. All records relating to occupational injuries and illness
shall be kept for an indefinite period.
c. Occupational Injury and Illness Information
Specific information regarding the number and type of occupational injuries and illnesses
must be prepared, maintained, and posted as a requirement under the California Code of
Regulations, Title 8. Pasadena shall maintain a master log (Cal/OSHA From No. 300) and
summary of occupational injuries and illnesses (Form No. 300A) for those employees assigned
to that location, and post the annual summary in the workplace where other OSHA required
postings are located from February 1 to April 30. All forms and logs of occupational injuries
and illnesses must be preserved and maintained for a period of five (5) years.
d. Employee Exposure Records
The employee exposure record contains information regarding exposure of employees to
toxic substances or harmful physical agents. These records include results of workplace
monitoring or measuring of toxic substances or harmful agents which can be absorbed,
inhaled or ingested by employees. These records also include employees’ exposures to
regulated carcinogens that may be found in the workplace. Exposure records are generated
by the City Safety Division. All documents of exposure and monitoring that are generated by
the City Safety Officer are kept with the City Workers Compensation Division. All employee
exposure records shall be kept on file for a period of thirty (30) years after termination of
employment.
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e. Employee Access to Medical Records
Records of employee work-related medical exams, medical fitness reports, medical analyses
and assessments for exposure to harmful agents or substances, including required
examinations for respiratory protection and hearing conservation programs, are kept on file
by the Safety Division. These records must be preserved and maintained for a period of thirty
(30) years.
f. Documentation of Safety and Health Activities
General documents regarding safety and health issues such as safety concerns and suggestion
forms, facility inspections, attendance rosters, and investigations of accidents and potential
hazards, and including corrective actions, shall be maintained and preserved in the City Safety
Division for a period of ten (10) years.
14. Workplace Violence
a. The City of Pasadena is committed to providing a workplace that is free of violence or threats
of violence. The City’s position and policy regarding threats or acts of violence in the
workplace is one of zero tolerance. Management will take appropriate action whenever it
determines that an employee has engaged in threats or violent behavior.
Cal/OSHA has classified the circumstances associated with workplace violence into three
major types:
i. Type I workplace violence occurs when an individual enters the workplace to specifically
commit a criminal act.
ii. Type II workplace violence involves an assault or threat by a person who is either the
recipient or object of service by the City of Pasadena.
iii. Type III workplace violence consists of an assault by an individual who has some
employment related involvement with the City of Pasadena.
b. Reporting Workplace Violence
Employees shall report any form of violence or threat of violence (actual or reasonably
perceived) involving an employee or occurring in the workplace to the City Human Resources
Department.
i. Carrying Firearms
The possession or carrying of an unauthorized firearm of any type is strictly prohibited.
Possession includes a firearm inside a parked vehicle on City leased, owned or operated
property. (Police department excluded)
ii. Immediate Threats
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If a threat is immediate to someone and there is a weapon in view, call 911. If the threat
is not life threatening, contact the Human Resources and/or place a non-emergency call
to the Police City of Pasadena.
iii. Restraining Orders
Employees are required to report the existence of any restraining order or any potential
violent non work-related situation that could likely result in violence in the workplace to
the City’s Threat Assessment Team. The City Safety Officer is the Threat Assessment Team
Coordinator and the point of contact for any workplace related threats or violence.
iv. Recognizing Warning Signs
Supervisors or employees should watch for warning signs that can lead to violent
behavior. These warning signs can include belligerent or defiant behavior, harassing or
verbal abuse, threats, bullying, sexual harassment, physical assault, etc. Any such
behavior should be evaluated, verified, and documented by a manager or supervisor and
discussed with the Human Resources Director or designate.
v. Bomb Threats
Any employee who receives a bomb threat or finds what appears to be a bomb shall
immediately call 911 and keep the area clear. The employee shall also notify the
supervisor and contact the City Safety Officer if the employee is located in a City of
Pasadena building. An employee who discovers a suspected bomb shall not touch or
handle the object, and shall immediately call 911 and clear the area and warn others when
safe to do so. Such discovery shall also be reported to the City Safety Officer when
possible.
15. Glossary Of Terms
Action Level
A pre-designated level of employee exposure to an airborne contamination or other hazard that,
when equaled or exceeded, requires that personal monitoring, medical evaluation, or other
regulatory provisions be applied. Action levels are specified for a substance/hazard by State
and/or federal law.
Cal/OSHA
Under California law, Cal/OSHA is the primary State organization that is charged with
implementation and enforcement of worker safety and health standards set forth by the
California Code of Regulations and Federal Occupational Safety and Health Administration.
Employee Exposure Records
Information, results or records concerning employee exposure to toxic or harmful substances or
agents in the workplace. Examples include air sampling results, biological monitoring results
(blood test, etc.), inventory or chemical Safety Data Sheets (SDS).
Employee Medical Records
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Records concerning the health status of employees made by physicians, nurses, or other health
professionals. Examples include results of physical examinations, first aid records, medical
complaints, diagnoses, opinions, and treatment recommended by a physician.
Hazard Priority Classification
A system of categorizing the severity of consequence or probability of injury or damage for
identified hazards. This information is used to determine level and speed of corrective action to
be taken after a hazard has been identified.
Industrial Hygiene
A specialized area within the field of Occupational Health and Safety. Industrial Hygiene has as its
goal the recognition, evaluation, and control of worker exposure to harmful physical or chemical
agents or conditions.
Injury and Illness Log
Required by federal and State regulations, this log documents injuries and illnesses caused by
work-related activities that result in lost time, offsite treatment, and restricted work activity.
Industrial Safety Procedures
Specific guidelines for implementing safety regulations and practices in industrial settings. Safety
procedures are designed to prevent accidents causing injury and illnesses.
Injury and Illness Prevention Program (IIPP)
Mandated by the California Code of Regulations, Title 8, Section 3203, this program is required of
all employers in the State. The purpose is to prevent job-related accidents and illnesses through
a written plan to identify, evaluate, and correct unsafe workplace hazards.
Inspections
Periodic audits of the workplace environment, including equipment, chemicals, building structure,
documented procedures, records, and employee knowledge of requirements and hazards.
Safety Data Sheets (SDS)
Literature prepared by a chemical product manufacturer that contains hazard and safety
information about the product. Information includes ingredients, safety precautions, personal
protection requirements, and spill or release response.
Medical Surveillance
A program whereby the health of the workers is monitored through a regularly scheduled and
post-incident medical examination. Medical surveillance may be required to determine the
suitability of workers to perform a certain type of job.
Personal Protective Equipment (PPE)
Equipment worn or used by workers to protect themselves from exposure to hazardous materials
or conditions.
Responsible Person
The individual at a place of employment who has the responsibility and authority to implement
the IIPP on behalf of the employer.
Safety Communication
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The collective means by which safety information is disseminated to employees.
Supervisors
Employees who have authority to direct the tasks of other employees, and are therefore
responsible for the job related environments to which their workers are exposed. In many
circumstances, “lead workers” or others may be considered “supervisors” for purposes of
ensuring legal compliance and workplace safety.
Time-Weighted Average (TWA)
As set forth by State or federal law, a maximum concentration of a hazardous substance, averaged
over an eight-hour day, to which employees may be exposed.
Training
Classroom instruction, online instruction, job-site safety meeting, on-the-job training and written
materials provided to employees to make them aware of workplace hazards and how to avoid
accidents and illnesses.
C. MOTOR VEHICLE SAFETY
1. Policy
The City of Pasadena is committed to reducing motor vehicle accidents among our employees. The
intent of this program is to provide a process that will help to reduce the likelihood of vehicle
accidents. It shall be the policy of the City of Pasadena that all City vehicles will be maintained in safe
operating condition. All drivers will be required to demonstrate that they have a valid driver’s license
and a satisfactory driving record prior to employment in a position which may require them to
operate a vehicle on City business. In addition, employees who are required to operate a motor
vehicle for City business may be required to attend a defensive driver training program. When
accidents do occur, they shall be reviewed by the Accident Review Committee. This Committee shall
meet as necessary to review all vehicle accidents resulting in damage to City vehicles, other persons’
vehicles or property, or injury to members of the public. This policy is not intended to supersede
provisions in the respective MOUs or salary resolutions.
2. Objectives
a. The primary objective of this program is to provide for the protection and safety of human life.
b. The secondary objective is the protection of the City’s assets, which are exposed daily to
accidental loss.
c. The third objective is to avoid discredit to the City, the appointing authority, or the person’s
employment.
d. The fourth objective is to ensure employees are protected by providing City-owned or personal
vehicles that are maintained in safe operating condition.
3. Responsibilities
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a. Public Works – Fleet Maintenance Division
i. Ensure a record of periodic maintenance is available for each commercial vehicle and
commercial vehicle combinations.
ii. Purchase vehicles equipped with equipment which meets CAL/OSHA and CHP/DOT
standards and is appropriate for specific job requirements.
iii. Provide timely notice to the assigned department of a vehicle’s regular or periodic
maintenance. In addition, all regular maintenance records shall be maintained for as long as
that vehicle is owned and in service by the City.
b. Department of Human Resources – Safety Officer
i. Revise the Motor Vehicle Safety Program when appropriate.
ii. Prepare suggestions for further accident prevention techniques.
iii. Determine effectiveness of the Motor Vehicle Safety Program by analysis of all accidents.
iv. Administer the Defensive Driver Training Program to ensure that employees operating City
or personal vehicles on City business have access to training.
v. Conduct an annual review of the driving records of each commercial vehicle operator as
required by 49 CFR, 391.25. In response to vehicular accidents which may occur on the job,
appropriate action may be taken.
vi. Administer the DMV Pull Notice Program for Public Employers. In response to vehicle
convictions or suspension of driving privileges, notify the affected management for
appropriate action.
c. Human Resources – Recruitment and Selection
For each position that may require the operation of a City vehicle or personal vehicle on City
business, obtain current DMV record for each prospective new employee, and verify that the
license is valid. A review of a new employee’s driving record will be conducted as part of a
background review. Any offer of employment is contingent upon an employee passing
background review at the sole discretion of Human Resources. An appointment of a current
employee to a position that may require the operation of a City vehicle or personal vehicle on
City business is contingent upon having an acceptable driving record as determined at the sole
discretion of Human Resources.
d. Employee Responsibilities
The driver is the first line of defense against vehicular accidents. Therefore, all drivers shall:
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i. Obey all ordinances and safety rules including wearing a seatbelt, ensuring all passengers are
wearing seatbelts, using airbags (not turning off airbags that have shut-off switches), and
following applicable laws and individual department/division rules regarding the use of
cellular telephones or other electronic devices during driving operations.
ii. Report any mechanical difficulty encountered in their daily routine to the appropriate
supervisor. A driver’s attention to items such as brakes, alignment, oil pressure, and tires,
on a daily basis will keep the City’s vehicles in top running order and must be documented
on the daily vehicle inspection form as may be required.
iii. Assume a safety conscious attitude, for the employee’s own safety and the safety of others.
iv. Observe common courtesy toward all other drivers and pedestrians and obey all traffic laws
and the right-of-way of other drivers.
v. Drive defensively and always be aware of the surroundings to prevent accidents.
vi. Participate in the DMV Pull Notice Program for Public Employers.
vii. Inspect vehicles before operation. Document inspection on “Daily Inspection Form.” Report
vehicles needing repair to the supervisor and to Fleet Maintenance. If a vehicle cannot be
safely operated before repairs are made, the employee shall not drive the vehicle and must
report the vehicle’s condition immediately to his or her supervisor and Fleet Maintenance
and be sure the vehicle is “red tagged” so no one else will drive it until repairs are made.
viii. Submit to any request for proof of driver’s license by a supervisor or manager.
ix. Employees shall not use City vehicles to transport non City employees or animals unless
authorized by the department director.
e. Supervisor Responsibilities
i. Supervisors and managers must take seriously any employee report of unsafe equipment or
vehicles. They must ensure that employees are not knowingly allowed to operate any unsafe
vehicle.
ii. Supervisors and managers who have a reasonable suspicion to believe that an employee’s
driver’s license may not be valid or in force are obligated to require the employee to provide
proof of a valid applicable driver’s license. Until such proof of a valid driver’s license is
provided, the employee shall not be allowed to drive a City vehicle or a personal vehicle on
City business. An employee without a valid driver’s license shall not be allowed to drive any
vehicle into or onto any City owned or operated facility or work site.
4. Motor Vehicle Accident Reviews
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a. Objective
The Accident Review Committee has been established in order to provide a thorough and
objective evaluation of motor vehicle damage or accidents. For all City departments, including
Police and Fire, The Accident Review Committee shall meet as necessary to review vehicle
accidents or incidents resulting in damage to City vehicles, other persons’ vehicles or property,
or injury to members of the public.
b. Accident Review Committee
The Accident Review Committee will consist of the following individuals:
• Police Department Commander
or designee
• Fire Department Battalion Chief
or designee
• affected division head or
designee
• Water & Power Division Head or designee
• Human Resources Manager or designee
• Safety Officer
• Liability Claims Coordinator
• Public Works Division Head or Designee
The Safety Officer shall act as the Chair of the committee. The committee will review all accident
or incident reports in which there was damage to a City vehicle, and other available information
submitted to it by the division head, the Police Department if a report was taken, Fleet
Maintenance, and the Safety Officer. The employee involved in the accident will be notified of
the date to appear before the Accident Review Committee no later than 10 calendar days before
the hearing date, and may have a representative present during the hearing. Employees may be
compelled to attend by their respective department if doing so is in the best interests of the City.
The Committee will review all information and must deliberate on the evidence and issue a
report as to whether the accident was, according to the evidence, preventable or non-
preventable and state the cause or causes of the accident. The Committee’s report will be
submitted in writing to the Department director of the department employee within 10 calendar
days. In the case of a preventable finding, the written report of the Committee will be filed in the
employee’s official Human Resources personnel file. If equipment failure is determined to be the
cause of the incident, the matter will be referred to the Public Works Department – Fleet
Maintenance Division. Corrective action is to be determined by the Department director and
may include, but is not limited to: attendance at a defensive driver training course, other
specialized driver training, or disciplinary action. Employees found to have been involved in
preventable accidents may submit a request for reconsideration to the Accident Review
Committee.
All disciplinary actions will be handled in accordance with the City’s DISCIPLINE POLICY.
D. CITY VEHICLE AUTHORIZATION AND CONTROL
1. Purpose
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The purpose of this policy is to establish guidelines and procedures governing the assignment, use
and control of City-owned vehicles utilized as transportation for employees engaged in City business.
Additionally, this policy establishes reimbursement procedures for the use of privately-owned
vehicles and/or public transportation by City employees during the performance of official duties.
2. Scope
This policy is applicable to all City agencies, departments and offices responsible directly to the City
Manager, City Attorney or City Clerk.
3. Employee Transportation Policy
a. Employees requiring transportation to perform their official duties may be authorized to utilize
the following types of transportation in accordance with the criteria set forth in this policy:
i. A City-owned vehicle permanently assigned to the department for use by a particular
employee position. Overnight use of such take home vehicles must be approved by the
employee’s department director and the City Manager annually in accordance with this
policy. Employees must sign to acknowledge receipt and understanding of the City’s Motor
Vehicle Safety Policy annually.
ii.
A City-owned vehicle checked out from either the Fleet Maintenance Division's dispatch pool
or a departmental car on an "as required" basis. Overnight use of such vehicles will conform
to the department's written policy for such dispatch or will require prior written approval by
the department director.
iii. Privately-owned vehicles with reimbursement for associated mileage expenses, or
automobile allowance, as specified in this policy.
iv. Public transportation, such as bus or taxi, on an "as required" basis with reimbursement for
costs incurred by the employee.
v. Rental of vehicles as may be authorized to meet specialized or emergency needs.
b. City-owned vehicles shall only be used for official business, except for trips to/from the
employee's home and City work when specifically authorized in conformance with this policy.
City vehicles shall be operated only by City employees, or by persons designated by City contract
to operate such vehicles. An individual authorized under the above criteria to operate a City
vehicle may only authorize another licensed and properly trained driver temporarily to operate
the assigned City vehicle in cases of declared emergency, or extreme or exigent circumstances,
provided the individual to whom the vehicle has been assigned is present in the vehicle
throughout the time of operation. No City-owned vehicle shall be driven to or kept at any
employee's home or any location other than the regular work location or City Yard, except as
provided by this policy.
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c. Any person authorized to drive either personal or City-owned vehicles on official City business
must possess a valid California motor vehicle driver's license for the class of vehicle to be
operated and maintain appropriate insurance.
4. Policy for Assignment of City Owned Vehicles
a. City vehicles will not be authorized to individuals as compensation or as a condition of
employment unless authorized by the City Council or City Manager.
b. Except as may be authorized by the City Manager, management employees shall use their own
vehicles when conducting City business and will be reimbursed for the use of such vehicle or will
receive a monthly automobile allowance.
c. Employees not specifically assigned a City-owned vehicle are expected to provide their own
transportation to and from work (commuting) and to and from their work assignments or work
location. When a privately owned vehicle is not available or appropriate for City business use, if
available, a City-owned vehicle may be checked out of the departmental or City motor pool,
except that employees receiving a car allowance are not to use City vehicles except when written
approval by the City Manager has been received. In no event may an employee receive an
automobile allowance while at the same time use a City vehicle for work related purposes unless
their personal vehicle is unavailable and such use is only temporary and is authorized by the
department director of the employee.
5. Policy for Authorization for Automobile Allowance
The monthly car allowance shall not exceed the rates set forth in the current Salary Resolution or
Memorandum of Understanding for employees represented by a specific bargaining unit. A monthly
car allowance for Council-appointed positions will be determined by the City Council. A monthly car
allowance as authorized by the City Manager, City Attorney or City Clerk is based on the following
conditions:
a.
If the employee is regularly classified as an executive-management member, a car allowance may
be authorized in an amount not to exceed the amount specified in the Salary Resolution.
Executive Management employees who are on an unpaid leave of absence shall not be entitled
to car allowance during such leave.
b. If the employee is regularly classified as a management member, a car allowance in an amount
not to exceed the amount specified in the Salary Resolution or Memorandum of Understanding
may be granted. In deciding to grant car allowances, the department director shall consider how
much the employee uses his/her personal vehicle for City business and the degree to which a car
allowance is a part of employee benefits. Management employees who are on an unpaid leave
of absence shall not be entitled to a car allowance during such leave.
c. Each employee receiving a car allowance shall provide for their own use of a passenger vehicle
in good repair and appearance, and insured at least to the extent required by State law.
(Suggested coverage is $100,000 per person and $300,000 per incident for personal injury and
$25,000 for property damage.)
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d. Individuals authorized to receive a monthly automobile allowance must personally bear the
expenses associated with the operation and maintenance of their vehicles. The City will not
provide, nor shall an employee request, gas, oil or services of any kind to personal vehicles at City
expense.
6. Policy for Assignment of City-owned Vehicles and Reimbursement to All Other City Employees
a. A City employee may be regularly assigned a City-owned vehicle only when total mileage
incurred on City business, or other operational necessity, makes utilization of a pool vehicle, or
personal vehicle, impractical or when no pool vehicle is available. This determination shall be
made by the director of the employee's department, and shall be reviewed and approved by
the City Manager, annually. An assigned City-owned vehicle may be garaged at the employee's
home as a “take home” vehicle only during periods when the employee is responsible for
immediate response in an emergency-equipped vehicle to after-hours emergency call-outs.
Employees must sign to acknowledge receipt and understanding of the City’s Motor Vehicle
Safety Policy annually.
b. Any City employee whose job regularly requires that transportation be available between
multiple job sites but who does not qualify for the assignment of a City-owned vehicle based on
the criteria set forth above, and who does not have access to City-owned pool vehicles will be
authorized to use his/her personal vehicle for the performance of official duties and will be
reimbursed by the City at the rates set forth by the Internal Revenue Service as the federal
mileage rate for business-related deductions.
c. Employees may also be authorized to use, and be reimbursed for, public bus or taxi
transportation, with the approval of their department.
d.
Employees
subject to emergency calls but who do not have access to a City-owned vehicle during
off-duty hours, may be authorized to be reimbursed as specified above for the use of their own
vehicle or for the actual costs of public transportation.
7. Requests for Transportation Authorization
All assignments of City-owned vehicles and any authorization to receive automobile allowance by
any City employee shall be approved by the City Manager based on the recommendation of the
employee's department director.
a. Regular Assignment of City Vehicle
During the annual departmental budget review, the City Manager in cooperation with
department directors will review all regular assignments of motor vehicles to City employees for
conformance with the standards set forth in this regulation.
b. Authorization for Assigned Vehicles to be Taken Home
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Prior to January 15 of each year, departments which have assigned motor vehicles authorized
to be garaged at employees' homes as “take home” vehicles shall review such assignments. A
report of these assignments shall be prepared, containing the following information.
i. Department and division
ii. Employee name and classification
iii. Employee home address
iv. Round trip distance between employee's home and City Yards
v. Justification for taking vehicle home
vi. Average monthly business mileage
vii. Actual odometer mileage, January 1, December 31, past year
viii. Average monthly number of emergency call-outs or after hours work requirements
ix. Whether the vehicle is radio-equipped
x. Whether the vehicle is equipped with other emergency lighting, equipment or markings.
The report shall be sent to the City Manager with copies to the Department of Finance and the
Fleet Maintenance Division of Public Works. Listings of assigned motor vehicles authorized to be
garaged at employees' homes will be kept updated by the departments involved. The approval
of the City Manager shall be required for any change in the assignment of motor vehicle to be
garaged at employees' homes.
c. Seat Belts
All vehicles used on City business, both City-owned and privately owned, shall be equipped with
operational seat belts which conform to the requirements of State law. It shall be the
responsibility of the driver operating a vehicle on City business to ensure that all occupants of
that vehicle are wearing seat belts while the vehicle is in operation including while on City
property whenever the vehicle is in motion. “Make-shift” seating is strictly prohibited.
d. Use of Electronic Devices
The operator of a City-owned vehicle must comply with all State laws pertaining to use of
electronic devices while driving. Each department may impose more restrictive policies on the
use of electronic devices while driving depending on the department’s own operational needs or
necessity or for uniformity or equality in application of departmental rules.
E. DEPARTMENT OF TRANSPORTATION REGULATIONS FOR SAFETY SENSITIVE POSITIONS
1. Purpose
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As part of its ongoing commitment to providing a safe working environment for its employees, as
well as protecting the health and welfare of the general public, the City of Pasadena has implemented
this policy with the intention of achieving a safer city and to comply with federal transportation laws.
When interpreting or applying this policy, applicable federal regulations shall prevail in the event of
any conflict between those regulations and this policy.
This policy is intended to comply with the following federal rules and regulations:
• DOT regulations: Procedures for Transportation Workplace Drug and Alcohol Testing Programs
• The Federal Motor Carrier Safety Administration: “Controlled Substances and Alcohol Use and
Testing
• Drug Free Workplace Act of 1988
Compliance with this policy is a condition of employment for all employees in safety sensitive
positions as identified herein. This policy does not negate an employee’s obligation to comply with
the provisions of the City’s ALCOHOL AND DRUG ABUSE POLICY or applicable MOU.
Complaints concerning the application of this procedure shall be resolved through the grievance
process as outlined in applicable Memoranda of Understanding, up to and including advisory
arbitration. Discipline which results from this addendum policy shall be administered in accordance
with procedures as described in the City’s DISCIPLINE POLICY.
2. Definition of Safety Sensitive Employees
a. A safety-sensitive employee means a person, including an applicant, transferee, or volunteer
who performs or will perform a safety-sensitive function on a regular or occasional basis.
Covered employees also include supervisors who possess a Commercial Driver’s License and who
perform these functions or who are immediately available to perform these functions. City of
Pasadena employees in positions designated as safety sensitive on the job bulletin, are subject
to the drug and alcohol testing requirements described in this policy. These covered employees
shall be called “safety-sensitive” employees.
b. Safety-sensitive function means all time from the time a driver begins to work or is required
to be in readiness to work until the time he/she is relieved from work and all responsibility
for performing work. Under FMCSA Safety-sensitive functions shall include:
i. Driving a commercial motor vehicle which requires the driver to have a commercial
driver’s license (CDL)
ii. Inspecting, servicing, or repairing any commercial motor vehicle
iii. Waiting to be dispatched to operate a commercial motor vehicle
iv. Performing all other functions in or upon a commercial motor vehicle
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v. Loading or unloading a commercial motor vehicle, supervising or assisting in the loading
or unloading, attending a vehicle being loaded or unloaded, remaining in readiness to
operate the vehicle, or in giving or receiving receipts for shipments being loaded or
unloaded
vi. Repairing, obtaining assistance or remaining in attendance upon a disabled commercial
motor vehicle
c. A commercial motor vehicle and safety sensitive function includes driving any of the following
vehicles:
i. A vehicle with a gross combination weight rating of 26,001 or more pounds inclusive of a
towed unit with a gross vehicle weight rating (GVWR) of more than 10,000 pounds;
ii. A vehicle with a GVWR of at least 26,001 pounds;
iii. A vehicle designed to transport 16 or more passengers, including the driver; or
iv. A vehicle of any size placarded under hazardous materials.
d. The City of Pasadena requires all employees to have a California Commercial Driver’s License
who do or may at some time operate the following:
WITH THIS
LICENSE CLASS
YOU MAY DRIVE…
AND MAY TOW…
A*
Any combination of vehicles including
all vehicles in Class B and C.
Another vehicle or any trailer
exceeding 10,000 lbs. GVWR. Double
trailers, with endorsement. A trailer
bus, with endorsement.
A
Any two-axle vehicle weighing 4,000
lbs. or more unladen.
All Class C
vehicles.
Any trailer coach exceeding 10,000
GVWR or any fifth-
wheel travel
trailer exceeding 15,000 lbs. GVWR,
when not used for compensation.
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B*
A single vehicle with three or more
axles weighing 6,000 lbs. or more gross.
Any single vehicle weighing 26,001 lbs.
GVWR or more. Any bus (except trailer
bus) designed, used, or maintained for
the
transportation of more than 10
persons, including the driver, for
compensation with endorsement. Any
farm labor vehicle with endorsement.
All Class C vehicles. Modular mobile
equipment determined
by the gross weight of the vehicle, in
conjunction with the
number of axles.
Another vehicle or trailer not
exceeding 10,000 lbs. GVWR.
* Includes all legal endorsements required under this policy and in the Hazardous Materials
Transportation Act.
3. Positions Subject to this Policy
Employees, whose job specification requires them to possess a Commercial Driver’s License, will be
subject to the provisions of this policy. Any employee who performs the functions of a covered
employee as described in the definition of safety-sensitive employee shall be tested even if their job
specification is not specifically listed. Covered employees also include supervisors who possess a
Commercial Driver’s License and who perform these functions or who are immediately available
to perform these functions.
4. Contact Person
Questions regarding Alcohol and Drug Testing should be referred to the Designated Employer
Representative - Safety Officer.
5. Prohibited Behavior
In addition to other rules or regulations or provisions of this manual pertaining to drug or alcohol
consumption or intoxication or other disciplinary matters, the following conduct is also prohibited
and may result in discipline, up to and including the termination of a safety-sensitive employee:
a. Reporting for duty or remaining on duty while having an alcohol concentration level of 0.04 or
greater;
b. Consumption of alcohol within four (4) hours prior to beginning work in a safety-sensitive
position;
c. Consumption or possession of alcohol while performing a safety-sensitive function;
d. Consumption of alcohol during the eight hours immediately following an accident, unless the
employee has been tested;
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e. Reporting for duty or remaining on duty when the employee has used any controlled substances;
f. Refusal to take an alcohol and/or drug test pursuant to these regulations as directed by a
supervisor, Human Resources, or the Safety Office. A safety-sensitive employee who refuses to
submit to a required drug and/or alcohol test will not be allowed to perform or continue to
perform safety-sensitive functions. The employee will be treated in the same manner as an
employee who tested 0.04 or greater on an alcohol test or tested positive on a controlled
substance test;
g. A safety sensitive employee, as defined herein, who alters or substitutes a drug or alcohol test or
otherwise attempts to or does thwart such test through any means, whether legal or illegal, will
be treated in the same manner as an employee who refuses to take an alcohol and/or drug test
and will be treated in the same manner as an employee who tested positive for a controlled
substance.
Allowing an employee to report for duty or remain on duty performing safety- sensitive duties
if the manager/supervisor has actual knowledge that the employee has used alcohol or
controlled substances.
6. Definitions
a. Prohibited drugs (and their metabolites) are: marijuana, cocaine, opiates (e.g., heroin, morphine,
codeine), phencyclidine (PCP), and amphetamines (e.g., methamphetamine).
b. For the purpose of this policy, “alcohol use” means the consumption of any beverage, mixture,
or preparation (including medication) containing alcohol.
c. “Work assignment” also includes any time period in which a covered employee is on stand-by.
d. “Stand-by” includes any time an employee is engaged to be ready to immediately respond to
work when notified. Employees on stand-by for emergency call out are considered “ready to
perform safety-sensitive functions,” therefore failure to be available for an emergency due to
alcohol misuse while on stand-by may result in disciplinary action up to and including
termination.
e. “Callback” time is when an employee is not waiting to be engaged for an emergency or to come
into work when notified. However, in case of emergency the employee may be contacted and
called back to work. Employees on “callback” are permitted to go about their daily business.
When designated safety-sensitive employees are contacted by their supervisor/manager to
perform “call-out” duty, they shall not be coerced or otherwise ordered to report for such duty
when they inform their supervisor/manager of consumption of alcohol in violation of this policy.
7. Prescription & Non-Prescription Drug/Medication Use
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The appropriate use of legally prescribed drugs and non-prescription medication is not prohibited. It
is, however, the employee’s responsibility to inform the physician of the employee’s job duties and
determine from the physician, or other health care professional, whether or not the prescribed drug
may impair their job performance or mental or motor function. It is the responsibility of the
employees to remove themselves from service if they are unfit for duty.
Employees are required to report the use of medically authorized drugs or other substances that may
create a direct threat by impairing job performance of safety-sensitive functions to his/her supervisor
and provide proper written medical authorization to work from a physician. Failure to report the use
of such drugs or failure to provide proper evidence of medical authorization may result in disciplinary
action.
8. Voluntary Rehabilitation
a. Employees who voluntarily submit to a rehabilitation and/or drug education program will not be
subject to the referral, evaluation and treatment requirements of this policy provided that:
b. The employee does not self-identify in order to avoid testing under the requirements of the
policy; makes the admission prior to performing safety sensitive functions (i.e., prior to reporting
for duty); and successfully completes the education and/or treatment requirement as
determined by a qualified drug and alcohol abuse professional.
c. Participation in rehabilitation in and of itself will not result in disciplinary action. However,
successful completion of the prescribed program, if it is determined that such a program is
needed, will be required for the employee to continue in the employment of the City of
Pasadena. The employee may use sick leave, vacation leave or leave without pay if accrued leave
is not available in order to enter into an approved rehabilitation program. The employee may
apply for a medical leave of absence.
d. Participation in rehabilitation will not waive disciplinary action where warranted for violations of
rules and regulations.
e. Reinstatement will be conditioned upon consent for substance/alcohol retesting as scheduled by
the Substance Abuse Professional (SAP) for a time period not to exceed 60 months. Positive
results on a follow-up test or other evidence of relapse will be grounds for discipline up to and
including termination.
9. Types of Drug and Alcohol Testing Required
a. Pre-Employment Testing
Prior to an offer of employment, applicants for job classifications, who will be performing safety-
sensitive functions, will be required to submit to pre-employment drug testing.
The pre-employment testing requirement applies to any candidate for “safety-sensitive”
positions, including new applicants who are not City employees, or existing City employees
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seeking promotion, transfer or reassignment to any of the job classifications identified as “safety-
sensitive.”
Employees who have been removed from the random testing pool due to a leave of absence for
30 or more days will be required to submit to a pre-employment drug test prior to their return
to work.
b. Reasonable Suspicion Testing
i. A supervisor’s and/or a manager’s determination that reasonable suspicion exists that the
employee is under the influence of alcohol or a controlled substance shall be based upon the
observation of behavior or appearance that is characteristic of drug or alcohol use. This shall
include specific contemporaneous, articulable observations concerning the appearance,
behavior, speech, or body odors of the employee by a supervisor or manager who is trained
in detecting the signs and symptom of drug use and alcohol. The reasonable
suspicion/reasonable cause observations must be documented within 24 hours of the
observed behavior or before the results of the alcohol or controlled substance tests are
released, whichever is earlier. A drug test of an employee may be ordered any time during
the employee’s workday
ii. An alcohol test may only be ordered immediately before (up to 30 minutes), during or
immediately after (before sign-out while still at the worksite) the performance of safety-
sensitive functions. A reasonable suspicion alcohol test must be administered within two
hours of the observation. If not, the supervisor and/or the manager must document why
the test was not promptly conducted. No alcohol test may be administered after eight hours
following the observation.
iii. An employee may have a representative, a friend, or a witness present if he/she desires.
However, there will be no unreasonable delay in conducting the drug and/or alcohol analysis.
iv. A supervisor or other appropriate personnel shall accompany the employee to and from the
collection site. After returning from the collection site, the employee shall not be allowed to
perform the covered functions pending the results of the drug and/or alcohol test.
v. If there is any inconsistency between this policy and the applicable Memorandum of
Understanding (MOU), the MOU shall prevail.
c. Post-Accident Testing
Post-accident drug and alcohol testing will be conducted on employees following an accident
involving a commercial motor vehicle. An accident occurs when, as a result of an occurrence,
involving the vehicle, an individual dies or when a State or local law enforcement authority
issues a citation to the covered employee for a moving violation arising from the accident and
either a) there is a bodily injury with immediate medical treatment away from the scene or b)
disabling damage to any motor vehicle requiring tow away.
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Note: This provision shall not supersede the authority of the City to order a post-accident drug
and/or alcohol test under other provisions of this Manual or an MOU, or as may be permitted
by law.
Post-accident drug and alcohol tests must be administered within two hours following an
accident and no test may be administered after eight hours. If an alcohol test is not
administered within two hours following the accident, the supervisor/manager must document
the reason(s) why the test was not promptly administered.
d. Random Testing
i. Employees subject to this policy shall be tested for drugs and alcohol on an unannounced
and random basis. Each year, drug tests must be performed randomly on a number of
employees equal to at least fifty percent (50%) of the total subject to this policy; alcohol tests
must be performed randomly on at least ten percent (10%). The percentages shall at all
times remain concurrent with federal regulations.
ii. A random drug test of a safety-sensitive employee may be performed at any time during the
workday. A random alcohol test may only be ordered immediately before (up to 30
minutes), during, or immediately after (before sign-out while still at the worksite) the
performance of safety-sensitive functions, or while the employee is “on stand-by.”
iii. To the extent feasible, the tests will be spread reasonably throughout the year. On the day
of the test, the employee shall be relieved from duty at the time of the test solely for the
purpose of attending the test. The employee will not be permitted to go home or leave the
work premises or work site unescorted once the employee has been advised of his/her
obligation to take the test. A supervisor or manager shall be responsible for transporting the
employee(s) to the collection site. If a supervisor or manager of the employee is not
available, then the Safety Officer or his/her designee shall transport the employee.
iv. The following “guidelines” will apply when conducting random drug and alcohol tests:
• When supervisors are notified of employees who have been randomly selected to be
tested, they will arrange to have employees tested within one hour of being notified of
the random test requirement and will attempt to do so no less than one hour before the
end of the employee’s work shift.
• Employees who are scheduled to report to duty subsequent to the time names are
randomly selected shall be referred to the collection site at the beginning of their work
shift.
e. Return to Work / Follow Up Testing
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i. Before a safety-sensitive employee is allowed to return to work, after having engaged in any
of the prohibited behaviors listed in this policy, Prohibited Behavior, that employee must:
• Be referred to the City’s Employee Assistance Program (EAP), or other City approved
program, for evaluation by a Substance Abuse Professional (SAP) and may be required
to undergo treatment for his/her alcohol or drug abuse;
•
Be confirmed fit for duty by the City’s Medical Review Officer (MRO), a licensed physician
knowledgeable in substance abuse disorders;
• Pass a “Return-to-Duty” drug and/or alcohol test.
ii. A “Return-to-Duty” test will include testing for prohibited drugs and/or alcohol. The
employee must have a verified negative drug test or an alcohol test result of less than 0.02
to return to a safety-sensitive position.
iii. Once allowed to return to duty, all employees who have engaged in any of the prohibited
behaviors listed in the Prohibited Behavior subsection of this policy will be subject to
unannounced follow-up testing for at least 12 but not more than 60 months. The frequency
and duration of the follow-up testing will be recommended by the SAP with a minimum of
six tests performed during the first 12 months after the employee has returned to duty.
iv. Follow-up testing is separate from and in addition to the regular random program. An
employee who is undergoing follow-up testing shall remain in the random pool and be tested
if his/her name is selected.
f. Return to Work After Specimen Collection
A covered employee who is required to submit to random or follow-up drug testing may be
returned to duty immediately following specimen collection. If the covered employee is also
subject to random or follow-up alcohol testing, the covered employee’s return to duty will be
dependent upon the outcome of the breath alcohol testing.
A covered employee who is required to submit to a reasonable suspicion or post-accident drug
test will not be permitted to return to duty and will be placed on a paid leave pending the receipt
by the City of a verified test result.
10. Testing Procedures
Alcohol and drug tests shall be conducted in conformance with current federal regulations
concerning collection and chain of custody procedures. The federally-prohibited drugs (and their
metabolites) are: marijuana, cocaine, opiates (e.g., heroin, morphine, codeine), phencyclidine (PCP),
and amphetamines (e.g., methamphetamine).
For purposes of this policy, if the test results for prohibited drugs are below federal cutoff levels, the
test results will be reported as negative. (Note: These federal cutoff levels are subject to change at
any time by the U.S. Department of Health and Human Services.)
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11. Collection Site Protocol – Drug Testing
a. Applicant/employee must:
i. Report to the collection site as soon as possible, in no case later than one hour after
notification to report. Failure or refusal to report for collection on time or refusal to
cooperate with the collection process will result in a determination of a refusal to provide
a specimen.
ii. Present valid picture identification upon reporting for specimen collection.
iii. Sign a consent form authorizing the collection site to perform the test and permit release
of this medical information to the City of Pasadena. These forms must be signed in the
presence of and witnessed by a representative of the collection site.
iv. Fill out the applicable portions of the Urine Custody and Control Form and read specimen
collection procedures before collection.
v. The employee will be required check his or her belongings and remove outer clothing (i.e.
briefcases, purses, overalls jacket). The collector will also check the content of pockets to
ensure no items are present that can be used to adulterate the specimen.
vi. The employee will return the specimen to collection site staff. Staff shall pour off 30 ml.
of the specimen into a primary specimen bottle and at least 15 ml. into a secondary bottle.
The secondary bottle will not be tested initially, but will be held in the event that the
employee requests a retest.
vii. Both bottles will be shipped with copies of the urine custody and collection form to a
Department of Health and Human Services certified laboratory.
b. Initial Test
Initial testing will be performed on the primary sample using an immunoassay-test. If results
are negative, no further testing will be required and a telephone report will be faxed to the
MRO who is responsible for interpreting and recording results. The MRO will advise an
authorized representative of the City of Pasadena Safety Division that the results are negative.
c. Confirmation Test
Whenever a presumptive positive result is obtained on initial drug test, a confirmation drug
test will be performed. All confirmations shall be by quantitative analysis - Gas
Chromatography/Mass Spectrometry (GC/MS). Results of confirmation testing will be
immediately faxed to the MRO by the testing laboratory. If the test is positive, the secondary
sample shall be kept in frozen storage for one year from the date of its receipt to allow
retesting.
d. Informing the Employee of a Positive Result
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i. The MRO, a licensed physician knowledgeable in substance abuse disorders and trained
to evaluate and interpret test results, will receive laboratory results generated under this
testing program. The MRO will be responsible for interpreting the test results in light of
the employee’s medical history and biomedical information.
ii. If the MRO receives a confirmed positive, adulterated, substituted or invalid test result,
the MRO will arrange to meet or speak with the employee before finalizing the test result.
If the MRO is unable to contact the employee within 24 hours, he/she will instruct the
Designated Employer Representative (DER) to contact the employee in a manner that
protects the confidentiality of the request. The DER shall immediately notify the MRO
that the driver has been notified to contact the MRO within 72 hours.
iii. A positive test result will be considered final if the employee elects not to meet or
communicate with the MRO, or if the MRO determines that there is no legitimate medical
explanation for the result, including legally prescribed medications.
iv. The MRO, will be responsible for making the determination of a positive test result for
adulterated or substituted samples, and whether invalid test results require a recollection
under direct observation consistent with 49 CFR Part 40 - Procedures for Transportation
Workplace Drug and Alcohol Testing Programs.
v. Following notification by the MRO of a positive test result, the supervisor will arrange to
meet with the employee as soon as possible to review the test result and to explain the
mandated follow-up steps. Following such notification, the employee may be eligible to
use sick leave, vacation leave, banked or floating holiday leave, or apply for a medical
leave of absence.
vi. Nothing shall be placed in the record, nor any action taken, until the result is final.
e. Test of Split Sample
Any employee who tests positive for prohibited drugs may submit a request verbally or in writing
to the MRO for the secondary sample to be tested. This request must be received within 72
hours of the employee’s notification by the supervisor/manager. If the secondary sample fails
to confirm the results of the first test, then the MRO shall cancel the report of the initial test.
12. Collection Site Protocol – Alcohol Testing
a. An employee must:
i. Present valid picture identification upon reporting for specimen collection.
ii. Complete and sign the required breath alcohol testing form. A refusal to sign the form will
be considered a refusal to take the test.
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iii. The Breath Alcohol Technician (BAT), who operates the breathalyzer, will explain the process
to the employee.
iv. The BAT shall compare the test results shown on the machine with that on the printout. If
the test result shows a blood alcohol level of 0.02 or greater, a confirmation test shall be
performed. In such cases, the employee will be asked to wait at least 15 minutes but not
more than 30 minutes before taking the confirmation test.
v. Before the confirmation test, the BAT will perform an air blank test to ensure the
breathalyzer is calibrated at 0.00. The employee will again be asked to exhale forcefully into
the breathalyzer. After the confirmation test, the BAT will again perform the air blank test.
vi. The results will be transmitted by the BAT to an authorized representative of the City of
Pasadena Safety Division.
13. Consequences of a Positive Test Result
a. Pre-Employment Test
A candidate will not be hired, promoted, or transferred into any safety sensitive position if he/she
tests positive for any drug prohibited by this policy. A positive test result on the drug screen will
render a candidate ineligible for any safety-sensitive position for a minimum of six months.
b. Pre-Assignment Test
A positive test result on the drug test or an alcohol concentration level of 0.04 or greater will
render the employee ineligible for a safety-sensitive position for a minimum of six months.
An employee whose alcohol test result is between 0.02 and 0.039 will also be ineligible but will
be allowed one retest after 24 hours have elapsed. Failure to pass the alcohol test a second time
will render the employee ineligible for assignment to a safety-sensitive position for a minimum
of six months and may include additional disciplinary action.
c. Reasonable Suspicion Testing, Post Accident Testing, Random Testing and Follow Up Testing
i. First Positive Test
The employee will be referred to the City’s EAP for evaluation by a Substance Abuse
Professional (SAP). The employee will be removed from his/her safety-sensitive position
until that employee is confirmed “fit for duty” by the MRO and tests negative for alcohol
and/or controlled substances covered by these rules and regulations. Depending upon the
circumstances that led to the testing, disciplinary action, up to and including termination,
may be taken.
ii. Second Positive Test
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The employee will be referred to the EAP for further evaluation by a SAP. The employee will
be removed from his/her safety-sensitive position until he/she is confirmed “fit for duty” by
the MRO and tests negative for alcohol and/or controlled substances covered by this policy.
Disciplinary action, up to and including termination, may be taken.
Upon removal from duty due to a verified positive drug and/or alcohol test, the safety-
sensitive employee may be eligible to use his/her sick time, vacation time, banked or floating
holiday leave or apply for a medical leave of absence.
Note: The procedures listed above are guidelines. Action taken will depend upon the
severity of the circumstances and the safety-sensitive employee’s previous record, especially
the drug and/or alcohol test record.
d. Alcohol Concentration Levels Between 0.02 and 0.04
An employee whose alcohol test indicates an alcohol concentration level between 0.02 and
0.04 will be removed from his/her safety-sensitive job duties for not less than 24 hours. The
City will then retest the employee. Before returning to his/her safety-sensitive position, the
employee’s alcohol concentration must be below 0.02. The employee may be subject to
progressive discipline for repeated occurrences between 0.02 and 0.04 alcohol levels.
Note: The supervisor/manager shall arrange to have an employee transported home safely
if that employee tests positive for alcohol at 0.04 or greater.
14. Refusal to Take a Test
a. Refusal to test for drugs and alcohol includes the following:
i. Failure to appear at the collection site within a reasonable time when directed to report;
ii. Failure to remain at the collection site as required and necessary;
iii. Failure to provide a urine specimen or adequate breath for the breathalyzer test;
iv. Failure to provide sufficient urine or breath specimen;
v. Failure to take additional drug tests as required;
vi. Failure to undergo a medical evaluation or evaluation the MRO or employer has
directed;
vii. Failure to cooperate with any part of the collection process;
viii. Failure to follow instructions during an observed collection.
ix. Being uncooperative, including:
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x. Possession of a prosthetic or other device that could be used to interfere with the
collection process
xi. Adulteration or substitution of the urine specimen.
xii. Failure to sign the consent form.
b. Any refusal to submit to a test shall be considered equivalent to a positive test result. The
employee will not return to perform safety-sensitive duties until the Substance Abuse
Professional (SAP) return-to-duty process is successfully completed.
15. Refusal or Failure to Comply with Treatment Recommendations
Refusal or failure to comply with treatment and after-care recommendations under this policy
may be grounds for disciplinary action, up to and including termination.
16. Return to Duty
a. After Mandatory Referral
An employee wishing to return to work after a mandatory referral to a SAP must agree to
the terms of a Return-to-Work Agreement, which shall be established by the City. That
agreement may include, but is not limited to, the following:
i. A compliance statement from an approved treatment specialist, as well as from the SAP.
ii. A plan designed by the SAP, setting forth after-care and follow-up treatment procedures
through the SAP and the EAP.
iii. A review and release for work by the City’s Medical Review Officer (MRO).
iv. A negative test for drugs and/or alcohol.
v. Consent to submit to continued, periodic and unannounced drug and/or alcohol testing
as detailed in these guidelines.
Failure to successfully complete a treatment program or to comply with the return-to-work
agreement, or a positive drug and/or alcohol test after return to work will be grounds for
disciplinary action up to and including termination.
b. After Voluntary Referral
Employees who voluntarily entered a substance abuse treatment program must complete
the following:
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i. Successfully complete an educational or treatment program as determined by a drug and
alcohol abuse evaluation expert.
ii. Pass a return-to-duty drug/alcohol test.
iii. Consent to continued periodic and unannounced drug and/or alcohol testing as
prescribed by the SAP.
Failure to successfully complete a treatment program, or a positive drug and/or alcohol test
after return to work will be grounds for disciplinary action up to and including termination.
17. Education and Training
All covered employees will receive a copy of the Alcohol and Drug Testing Policy and educational
material regarding the effects alcohol and substance abuse on personal health and safety and the
work environment. Covered employees are required to sign a confirmation for receipt of the
documents.
Employees designated to supervise covered employees shall receive a minimum of (1) hour
training on the misuse of alcohol and (1) hour training on prohibited drug use. The training shall
include the physical, behavioral, speech, and performance indicators of probable alcohol misuse
and used of controlled substances.
18. Employee Assistance Program
The City of Pasadena has an Employee Assistance Program (EAP) which provides screening and
initial counseling for employees and is designed to assist employees with personal, behavioral,
or substance abuse problems.
Employees may contact:
Community Action EAP (CAEAP)
On call 24 hours
1-800 777- 9386
www.caeap.com
19. Confidentiality
Laboratory reports or test results shall not appear in an employee’s personnel file. They will be
included in a separate confidential medical file. The reports or test results may be disclosed to
City Management on a strictly need-to-know basis and to the tested employee upon request.
Disclosure, without patient consent, may also occur when:
a. The disclosure is compelled by law or by judicial or administrative process;
b. The disclosure is required by the Federal Transit Administration (FTA), the National
Transportation Safety Board (NTSB), or other regulatory agency;
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c. The information has been placed at issue in a formal dispute between the tested employee
or applicant and the City of Pasadena;
d. The information is to be used in administering an Employee Assistance Program (EAP) and
SAP Program.
e. The information is needed by medical personnel for the diagnosis or treatment of the
employee or applicant who is unable to authorize disclosure.
Reports or test results may be released to a subsequent employer, if the employee has provided
a written authorization and release that the particular records be transmitted to that employer.
20. Federally Required Record Keeping
The City is obligated by federal regulations to maintain records of drug and alcohol misuse
prevention programs, report the results in a management information system (MIS), and have
controlled access to the recorded information. The following record retention requirements shall
apply:
a. 1 year: Verified negative drug tests, alcohol test results less than 0.02, canceled tests;
b. 2 years: Documentation of the collection process for tests;
c. 3 years: Information obtained from previous employers concerning drug and alcohol test
results of employees;
d. 5 years: Alcohol test results 0.02 or greater, verified positive drug test results, documentation
of refusals to take required test, calibration documentation, employee evaluations and
referrals by substance abuse professionals, annual calendar year MIS summary reports
required by federal agencies.
e. Indefinitely: Education and training records of covered employees while the employee
performs the functions which require training and for two years after ceasing to perform
those functions.
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SECTION 10. FINANCIAL POLICIES
A. ACCOUNTS PAYABLE POLICY
Effective: June 15, 2016 Supersedes: October 9, 2015
City Manager Approval:
1. Purpose
Accounts Payable shall assist the City in its operations by safeguarding public funds, operating in
an efficient manner, maintaining an excellent credit rating, and being responsive to the changing
needs of customers. Accounts Payable shall be responsible for timely and accurate payment of
the City of Pasadena’s disbursements and for monitoring all invoices for compliance with
applicable regulations.
2. Authorities
• City Manager
3. Scope of Application
These procedures apply to employees in each department designated to facilitate the processing
and approval of invoices and Accounts Payable employees in the Finance Department designated
to facilitate payment of invoices in compliance with City purchasing policies and procedures
4. Policy
a. Role of City Departments
Each department in the City purchases goods and services as needed to operate. Goods and
services shall be purchased in accordance with City purchasing regulations as described in the
City’s Purchasing Policy. The individuals in each department designated to approve invoices
track which purchase order, contract or other agreement the department has and what goods
or services have been ordered.
These individuals shall:
I. Verify that the purchase order, contract or other agreement has sufficient funds
available for payment.
II. Verify that the funds are from appropriately budgeted funds.
III. Ensure invoices are received and correctly coded with required information for Accounts
Payable processing within 30 days of receipt of good or service.
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IV. Verify that the goods or services have been received in good order and match the item
on the purchase order, contract or other agreement.
V. Verify by calculation that the extensions and totals are correct on the invoice, and
match the unit price or amounts on the purchase order, contract or other agreement.
VI. Complete electronic Receiving or attach the receiving documents to the invoice (packing
slips, shipping receipts, etc.).
b. Approval Authority
Individuals designated to approve invoices shall:
i. Certify that they are an appropriate expense for the City of Pasadena
ii. Certify the proper goods and quantity of goods were received
iii. Verify the balance on the related receipt of goods matches the expense coding on the
purchase order, contract or other agreement
iv. Verify that the pricing, sales tax rate, extensions of the amount, account coding on the
purchase order, contract or other agreement number is correct.
It shall be the responsibility of each City department to approve a correct invoice with
accurate information to Accounts Payable. Invoices are subject to return or rejection if the
information is incomplete or erroneous.
c. Elements of an Invoice
An acceptable invoice from the vendor shall contain all of the following:
• An original document received by the Finance Department
• Company, Doing Business As (DBA), or individual name and address
• Invoice number and/or date
• Date of Service (From and thru dates)
• Purchase order, contract or other agreement number
• Description of products with unit price or description of service
• Dollar amount of product or service, sales tax and freight
Invoices under $100 without a Purchase Order, Contract or Agreement
Approval beyond the department level is not required.
• This is for non-recurring expenses only. Recurring expenses are to be covered by a
purchase order, contract, or other agreement. Petty Cash Vouchers are no longer
required
• These invoices may be paid by Accounts Payable check, departmental Petty Cash
fund, or Purchasing Card (see Purchasing Card Policy).
• Invoices over $100 without a purchase order may not be split into smaller payments
to avoid the dollar limit.
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Invoices over $100 without a Purchase Order, Contract or Agreement
Procurement of goods or services without a purchase order, contract or other agreement is
not allowed except in emergency circumstances. Finance approval is required in addition to
department approval for payment. A memo detailing the circumstances and requesting
approval must be attached to the invoice or supporting documentation and signed by the
individual with authorized signature authority. Send to the proper approval authority
depending on dollar amount (see Purchasing Policy). As all expenditures are subject to City
rules and regulations, City Council authorization may also be required.
• Exceptions include library books, Workers Compensation invoices, and refunds by
various City departments
d. Check Request Form
This form is used whenever there is not an invoice (such as a deposit or an advance payment)
or when the supporting documentation does not provide adequate information for payment.
Complete the form with the following information and send it to the supervisor responsible
for Accounts Payable. If the payment request is over $100 and without a purchase order, all
approvals as stipulated in “Invoices over $100” must also be obtained before submitting the
Check Request Form to Accounts Payable.
i. Name of individual / company / DBA / organization to whom the check is payable.
−
All vendors are required to have a W-9 on file.
ii. Complete mailing (Remit) address of the vendor.
iii. Purchase order, contract or other agreement number
iv. A description / purpose of the payment
v. Account, fund and department ID to be charged
vi. Authorized departmental approval
vii. Supporting documentation must be attached to the check request.
−
Supporting documentation may not be used as enclosures with the check.
−
Submit an additional copy if needed.
viii. Indicate if enclosures must be sent with the check
e. Disbursements without an invoice
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Use a Check Request Form to submit for payment. Using this form will provide the information
needed for a payment to be made. Examples of usage include deposits (as explained below),
advanced payments mailed at the time of purchase, and payments to contract workers who
have only a time sheet.
f. Payment of Deposits
The request for a deposit payment is to be submitted using the Check Request Form unless an
invoice is received for the deposit amount. If the invoice for the balance of the order is for
the full amount, the invoice total must be adjusted for the deposit that was paid before it is
forwarded to Accounts Payable. It is the responsibility of departments to track deposits and
ensure that the invoice submitted for the balance of payment reflects only the amount
owed.
g. Account Coding on Invoices
Account coding on invoices is only needed if:
• Multiple expense accounts or lines are used
• The invoice is for an unencumbered purchase order, contract or other agreement
• The invoice is submitted for payment without a purchase order, contract or
agreement
For invoices with an encumbered purchase order, contract or other agreement and only
one expense account or line, the purchase order, contract or agreement number and
authorized approval signature are all that is required.
If the invoice involves multiple expense accounts or lines, the expense breakdown must
adhere to the following rules:
• The percentage used or amount allocated must be written next to each expense
account and dollar amount
−
This will assist Accounts Payable if recalculation is necessary.
• Each expense account and dollar amount must be clearly stated and easy to read
−
Cluttered and confusing information leads to errors and may cause an invoice to
be delayed.
• The total of the expense allocations to each expense account or line must be based
on the merchandise amount of the invoice. The merchandise amount is the invoice
total less sales tax and freight.
h. Approvals
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Only those individuals to whom responsibility has been delegated in writing may approve
invoices or expenditure requests. Department heads must provide a Signature Authorization
Form for approved individuals with the authorized individual's signature. Individuals cannot
approve expenditures payable to themselves. In these situations, the individual's immediate
supervisor must approve the expenditure.
• A legible signature that resembles the Signature Authorization Form is required for
invoices
−
Initials will not be accepted.
• Approval signatures should not be written on the remittance portion of any invoice
−
Invoices are subject to return if approval is on a remittance that must be mailed
to the vendor.
i. Prompt Payment of Invoices
Invoices should be approved for payment by departments as soon as the invoice or the
goods / services are received and accepted. To help ensure payment is made timely, this
approval must be no later than five (5) calendar days from receipt of invoice documents by
the department.
Departments must have a valid purchase order or contract with available funds and budget
to ensure prompt payment of invoices.
j. Returned Invoices
Invoices may need to be returned to the responsible department under certain
circumstances. Accounts Payable understands the loss of time it takes to return an invoice
and will attempt to contact the department if a problem can be resolved easily. If there is a
difference between the purchase order, contract or other agreement and the invoice, if an
Asset sheet is not attached, if the approval is on the remittance advice or another situation
exists that a telephone call cannot resolve, the invoice may have to be sent back. Properly
handled invoices will reduce time and save the City money.
k. Overages on Purchase Orders, Contracts or Agreements
Departments should be aware that they have funds on a purchase order, contract or other
agreement before sending an invoice to Accounts Payable. Accounts Payable will process
overages on purchase orders, contracts or agreements due to a change in sales tax or freight
without further support. All other requests for payment of overages exceeding the lesser of
10% or $200 will require a purchase order or contract change.
l. Product Returns and Credit Adjustments
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Returned merchandise or adjusted service charges require documented acceptance from the
vendor that the change in the amount owed will be accepted. An invoice may be held for a
short time if part of the product has been returned and an adjustment is in process. Submit
the adjustment, credit memo, or notification of replacement product with the original invoice.
i. Returned merchandise requires:
−
RGA number (Returned Goods Authorization) or equivalent documented
approval for credit or replacement from the vendor before shipping the product
back
ii. Adjusted services require:
−
Documented authorization from the company that the adjustment is accepted
iii. Invoices submitted to Accounts Payable require:
−
Original invoice for the original amount
−
Documented acceptance by the vendor of returned products or adjustment to
charges such as a credit memo, adjustment letter or notification of replacement
product.
m. Credit Memos
Credit memos are treated as any other invoice. If you do not need it for a current order or
invoice, code it and send it to Accounts Payable. Do not hold a credit memo while waiting for
the next order unless it is anticipated it will be used against an expected invoice within the
month.
n. Check Runs
Accounts Payable runs checks every Tuesday and Thursday. Invoices submitted for payment
will be scheduled according to the date of the invoice and the City’s payment terms. Once
invoices and payment requests are paid, and checks printed, the Treasury Division of the
Finance Department will compare the invoice to the remittance information on the check for
validity.
o. Special Check Runs
Accounts Payable has special check runs regularly scheduled for other departments of the
City.
• As needed:
−
Refunds from various services
• Bi-monthly:
−
Housing Authority mid-month on the 15
th
−
Housing Authority final at end of month
p. Check Registers
Detailed check registers are created after each check run and approved by the Finance
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Director or his/her representative. These are filed in Accounts Payable and kept as a
permanent record.
q. Special Handling Requests
Any invoice whose check will not be mailed in the normal course of business requires a Special
Handling Request Form. Special Handling categories are:
• Express Check/Same day
• Next Day Payment
• Pick-up / Deliver
• Special Mailing
If an invoice requires Special Handling, it must have a Special Handling Request Form
attached and must be approved by the head of the Department submitting the request.
If the request requires a check to be printed outside of our regular check schedule, a
signature from the Finance Department Division Head is also required. In addition, if the
payment exceeds $50,000 the Treasurer or his representative must also approve the
payment. It is the responsibility of the requester to obtain all necessary approvals
before bringing the Special Handling Request Form and invoice to Accounts Payable for
processing.
r. Picking up Checks
The City of Pasadena, Finance Department, does not allow vendors to pick- up checks except
in isolated and extenuating circumstances. Requirements are:
• Vendor pick-up
−
Department head approval
• Department personnel pick-up
−
Department head approval
• Accounts Payable will review the appropriateness of each request
s. Returned Checks
Checks that are returned to Finance will be handled in this manner:
i. Returned:
• In person: check is to be given to Treasury
• By mail: check is distributed to Treasury by the mail desk
ii. Treasury will give a copy of the returned check that same day to Accounts Payable for
research.
iii. Accounts Payable will research the situation and determine the appropriate action.
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iv. If the check is to be re-mailed due to an incorrect address, Accounts Payable will give
Treasury the new address for mailing.
t. Void Checks
If a check is to be voided, Accounts Payable will:
• Void the check in the financial system.
• Notify Treasury. Treasury will mark the original check with the word VOID, the date
and reason voided and cut out the signature.
u. Stop Payments
Departments requiring a stop payment on a City check should contact Accounts Payable
immediately. The department representative is also responsible for contacting Treasury to
inquire if the check in question has been cashed. If it is determined that the check has not
been cashed Accounts Payable will then:
• Pull the non-negotiable copy from the system for Treasury to use for the Stop
Payment process.
• Stop the check.
• Close or re-issue the invoice for a second payment as the case requires. Checks will
be reissued after of ten (10) or more business days.
v. Re-issue Check
Accounts Payable is responsible for issuing replacement checks. If the vendor acknowledges
losing the check, they will be assessed a $10 charge for the new check.
w. Wire Transfers
Invoices paid by wire transfers will be saved in the Accounts Payable files, as would any other
invoice. The original invoice must be marked with the FEDREF number and the date of wire.
Treasury will supply the FEDREF number and date of wire to the individual who requested a
wire transfer.
5. Forms
Forms used for Accounts Payable requests have been standardized.
Forms that will be
accepted are:
• Petty Cash Voucher (for non-local travel and Petty Cash Funds only)
• Special Handling Request Form
• City of Pasadena Check Request Form
• Claim for Reimbursement of Petty Cash
• Travel Request and Expense Report form
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All other forms should be discarded. Transactions shall be reviewed prior to payment for
availability of funds, price extension, correct account number, compliance of vendor invoice
with purchase order and receiving report, and mailing address.
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B. ACCOUNTS RECEIVABLE / COLLECTION POLICY
1. Purpose
The City of Pasadena Municipal Code requires that the Director of Finance shall, from time to
time, submit regulations defining the credit and collection policies of the City. These procedures
stated below are to insure accurate billing of the City of Pasadena’s department requests and for
monitoring all invoices that are not paid in a timely manner.
2. Authorities
• City of Pasadena Municipal Code Section 4.10.010
• City Manager
3. Scope of Application
These procedures shall apply to all department requests for billing and staff assigned to the
Accounts Receivable Section of the Finance Department.
4. Policy
a. City Departments
Departments in the City shall send billing to Accounts Receivable through email requests to:
[email protected]. This email box was created for this purpose. Both
the biller and supervisor of Accounts Receivable have access to this address. It was designed
to track requests and for the sake of eliminating inter-office mail.
b. Types of Invoices
Invoices for the City fall into one of two groups:
• Miscellaneous invoices for one time billing
• Recurring invoices for monthly, semi-annual, annual bills
c. Miscellaneous Invoices
Once billing invoice requests are received, the staff member assign to the Account Receivable
Section of Finance shall look up the customer in the Munis System to see whether the
customer already exists or needs to be created. Once this is done, the information shall be
entered into the Billing module. The type of bill, the frequency of billing, and the account
number is then entered. The final step shall be to add any notes for the invoice. The more
information put in this area, the better. This lets the customer know what the bill is for. There
are also standard notes that have been set up for recurring invoices and shall be used
whenever possible. Once all these tabs are completed, the invoice shall be sent to the
customer.
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d. Recurring Invoices/Installment
Recurring/Installment invoices shall be processed around the 16th of each month and will be
set up in the Billing module as a recurring type of invoice. A separate template shall be
entered for each customer set up to receive one of these invoices.
e. Sending Invoices
All invoices sent to customers will be retained in the Munis system.
f. Payment Process for Invoices
On a daily basis, cashiers in Municipal Service shall enter payments directly into the Munis
system separately and aside from staff assigned to the Account Receivable / Collection Section
of the Finance Department for internal control purposes.
g. Adjustments to Invoices
Whenever an invoice needs to be adjusted for any reason, the department originally
requesting the billing shall approve the adjustment and the reason for the adjustment shall
be entered into the Munis system.
h. Aging Process
All invoices that are filed shall be reviewed at 30, 60 and 90 days. Invoices are considered
“past due” at 30 days. At 60 days a “final notice” shall be sent out and at 90 days, the account
shall go to the Collections Section under the Treasury Division. All Grants related invoices,
because they are never sent, do NOT get sent to Collections. Also, all miscellaneous County,
State of CA and Rose Bowl Operating Company invoices do not get sent to Collections.
i. Journals to the General Ledger
The Munis System automatically generates journal entries to the general ledger.
j. General Ledger
Periodically (not less than once a month), staff in the Account Receivable Division of
Finance shall verify that journal entries for accounts receivable were posted correctly to the
General Ledger and document this verification in writing.
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D. PURCHASING CARD POLICY
1. Purpose
The Purchasing Cards expedite the procurement process by enabling employees to purchase low-
dollar materials and services with a procurement card.
The Purchasing Card expedites the procurement process by:
▪ Reducing the amount of paperwork required to make a purchase (requisitions, purchase
orders, etc.)
▪ Reducing overall procurement costs by reducing process cycle time
▪ Improving customer and vendor relations by shortening the time required to pay vendors
▪ Expanding the local vendor pool by enabling employees to purchase items from vendors
with whom the City does not have Blanket Purchase Orders or Vendor Contracts
▪ Providing an additional option for purchasing where other options are not feasible.
2. Authorities
• Pasadena Municipal Code Sections 4.08.040, 4.08.050, & 4.08.150
• Pasadena Charter Section 1004
3. Scope of Application
These procedures apply to all City employees authorized use of a Purchasing Card for purchases.
Limits are determined by the Department Director and the Director of Finance. Other
restrictions are stated in this policy.
4. Procedures
a. Issuance
Employees requesting a Purchasing Card shall complete a “Purchasing Card Request
Form.” Once completed, the form shall be signed by the Department Head and send to
the Purchasing Manager.
The employee requesting the Purchasing Card shall attend a mandatory Purchasing Card
orientation prior to receiving the Purchasing Card. Purchasing Cards will be activated by
the cardholder upon receipt of the card. (Activation procedures are explained in the
Purchasing Card Program Manual.)
b. Spending Limits
There are TWO transaction limits placed on Purchasing Cards, which all include tax,
shipping, and any other charges to the transaction. Purchases by the use of a Purchasing
Card shall not exceed:
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1. Single purchase and transaction limit = up to $3,000.00 (unless otherwise
authorized by the City Manager)
2. 30-Day monthly purchase limit = up to $15,000 (unless otherwise authorized by
the City Manager)
Unique situations may arise where a required purchase exceeds a Cardholder’s
established limit. The Cardholder shall contact the Finance Director with such a request.
The Director of Finance shall contact the Agency Program Coordinator to temporarily
increase a Cardholder’s spending limits.
Single-purchase and transaction limit. Every Purchasing Card holder has an individual
single-purchase and transaction limit that may be up to but shall not exceed $3,000. A
single item shall not exceed $3,000. The credit card company will not authorize
purchases that exceed the limit.
Daily limit. The maximum amount a Cardholder may charge in one day. This enables
the Cardholder to make more than one purchase on the same day. Please note that
you are allowed only five (5) transactions per day.
30-Day monthly limit. In addition to a single-purchase and transaction limit, your
Director or the Finance Director has established a 30-day monthly limit based on the
anticipated purchasing needs of your department or division. The 30-day period
corresponds to the billing cycle.
Emergency Purchasing Cards. In case of emergency, there are four Purchasing Cards
issued to the City Manager, the two Assistant City Managers, and the Finance Director
with limits determined by the City Manager (Section 4.08.150 of the PMC).
c. Use of the Purchasing Card
Only the employee to whom the Purchasing Card was issued shall use that card. NO
ONE ELSE may use your Purchasing Card, not even a member of the employee’s:
• Department
• Division
• Section
• Family
The Purchasing Card has been specially designed to avoid confusing it with your personal
credit cards. It has your name and the City of Pasadena embossed on the front.
d. Compliance To Policy
An employee who has been issued a Purchasing Card shall comply with City purchasing
policies and procedures when using the Purchasing Card. Questions about purchasing
policies shall be directed to the Purchasing Division.
Your Purchasing Card shall not be used for PERSONAL purchases. No exceptions.
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The following conditions shall be met when using the Purchasing Card:
i. In addition to the general aforestated policy, before/when making purchases the
employee shall follow your departments’ procedures.
ii. The employee who has been issued a Purchasing Card may use the City’s
Purchasing Card for City use only. Violation of the authorized use of the
Purchasing Card or loss of receipts or supporting documentation shall result in
suspension or revocation of Purchasing Card privileges.
iii. Each transaction purchase may be comprised of multiple items; the total shall not
exceed the limit on your Purchasing Card.
iv. Whenever possible, your purchase shall be made in the City of Pasadena. If you
are making a purchase from a retail chain store (i.e. Target) that has a store in
Pasadena, then the purchase must be made in Pasadena if at all possible.
v. The least expensive item that meets your basic needs shall be purchased.
vi. An employee who has been issued a Purchasing Card SHALL NOT SPLIT ORDERS
TO CIRCUMVENT THE PURCHASING THRESHOLDS. Splitting purchases to avoid
single or maximum purchase limits could result in personal financial
responsibility for the purchases and revocation of the card. For further
explanation of “splitting purchases” and examples, refer to the Purchasing Card
Manual.
vii. An employee who has been issued a Purchasing Card shall be prepared to explain
to his/her Approving Official and the Agency Program Coordinator purchases
made with your Purchasing Card. If the employee cannot substantiate the
purchases were necessary and for City use, the employee may be subject to
disciplinary action.
viii. An employee who has been issued a Purchasing shall NEVER use the Purchasing
Card when doing so requires the cardholder to agree/sign with a vendor’s terms
and conditions.
e. Penalties
When policy violations by a particular cardholder are identified during the approving
official’s review of the monthly transactions, the following process shall be followed:
• If a single abuse occurs by a particular cardholder, a warning shall be issued and
the Finance Director is informed in writing.
• In the second instanced of abuse, the Finance Director is notified and the card
shall be suspended for at least one (1) billing cycle.
• In the event of any future violations, the card shall be canceled up to one year at
the Finance Director’s discretion.
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Depending on the severity of the violation, the Finance Director alone or at the request
of the Approving Official can skip all steps and suspend or revoke the purchasing card
immediately and permanently. This applies to any recommendation of the Agency
Program Official to the Finance Director as well. In this event, the Department Director
will be notified that the card has either been temporarily or permanently revoked.
The Finance Director shall impose penalties for any of the following occurrences:
• If transactions are not reviewed in WORKS and provided to the Approving Official
by the 5
th
business day of the month following the close of the billing cycle.
• Repeated cardholder abuse
• Improper documentation
The Director of Finance has the authority to rescind penalties.
When multiple penalties are imposed within a single department the following process
will occur:
• At the first instance, a warning shall be issued to the Approving Official by the
Finance Director.
• If corrective action is not taken after the second review, the Department Director
shall be contacted and the cards for the entire department may be suspended for
at least one (1) billing cycle.
• After the third review, cards may be canceled up to one (1) year.
f. Purchases
A Purchasing Card may be used to purchase:
Materials and off-site services costing no more than $3,000.00 that are not
available by any other purchase method and;
Materials and services that are no more than your single-purchase limit,
including tax, shipping, and all other charges and;
You may make purchases with the Purchasing Card on-site, by telephone,
Internet, facsimile, or mail.
A Purchasing Card shall not be used to purchase:
Air Phone
Alcoholic Beverages or Purchases In Bars
Attorney Services
Cash Advances From Bank Tellers or ATMs
Cigarettes, Tobacco, Alcohol Products
Computer Hardware or Software (Unless Approved, in Writing and in Detail, by
the Department of Information Technology )
Contracting for Any Kind of Public Works Construction
Court Costs, Fines, Bail and Bond Payments, Alimony, Child
Support
Furniture Purchases
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Gambling or Betting, Casino Gaming Chips
Government Loan Payments or Payments to any other Government
Agencies
Insurance Claims and Payments
Materials and Off-site Services Costing More than the single purchase limit
on your card
Materials or On-site Services Normally Considered
Inappropriate for Purchase Using City Funds
Medical Payments (Psych evaluations, medical labs)
On-site services (services taking place on City property require
prior approval of insurance)
Personal Items or services (Even If You Intend to Reimburse the
City)
Political Organizations or Religious Donations
Savings Bonds
Security Brokers/Dealers
Tax Payments
Timeshares
Travel – except where approved by the Department Head at the
time that the Purchasing Card was issued.
Wire Transfers, Money Orders, Traveler’s Checks or Foreign
Currency, money grams
Utility Payments
Monthly bills/invoices
Onsite services
g. Responsibilities
The Finance Director shall appoint an Agency Program Coordinator for the
Purchasing Card Program. This position’s responsibilities are listed in the
Purchasing Card Program Manual.
The Department Director shall appoint an Approving Official who is responsible
overseeing department Purchase Card activity. The Approving Official shall receive
monthly statements showing their Cardholders’ transactions. The Approving Official
shall verify and authorize purchases made by Cardholders that report to them. The
Approving Official shall report to the Agency Program Coordinator on the last day of
every month.
ATTENTION: The above items are strictly prohibited from purchase with a
Purchasing Card. A Cardholder using his/her card for such purchases may be
subject to disciplinary action.
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An employee who has been issued a Purchasing Card shall be responsible for keeping
his/her personalized Purchasing Card in a safe place to protect it against theft, fraud, and
misuse. An employee who has been issued a Purchasing Card shall not lend his/her
card or give his/her card number to any other person, not even to other City employees.
Card holders are empowered to use the Purchasing Card for budgeted City use expenses
only.
On a monthly basis, (by the 30
th
of the month) an employee who has been issued a
Purchasing Card shall reconcile their Purchasing Card purchases with their bank
statement.
If an employee who has been issued a Purchasing Card is not at work when the bank
statement arrives and is not available to reconcile it by the 30
th
of the month, that
employee is to notify their Approving Official. The Approving Official or his/her designee
shall reconcile the statement on the employee’s behalf.
Proof of fraud shall result in immediate cancelation of Purchasing Card privileges and
disciplinary action, up to and including termination in accordance with the terms of the
policies of the City of Pasadena.
Should an employee inadvertently use his/her Purchasing Card for a personal purchase,
the employee must immediately notify his/her Department Director and the Agency
Program Coordinator.
Each Cardholder shall be required to sign a “Purchasing Cardholder Agreement”.
h. Making, Recording, and Receiving the Order
Making and recording purchases, as well as receiving the order is explained in the
Purchasing Card Program Manual.
i. Tracking Purchases
Daily. As purchases are made, receipts shall be received from the vendor (for phone
orders, ask the vendor to e-mail or fax the receipt to you).
Monthly. The card holder shall compare his/her Purchasing Card transaction
receipts and Monthly Reconciliation Report to his/her Purchasing Card Statement of
Account. The card holder shall reconcile the bank statement as indicated in the
Purchasing Card Program Manual on a monthly basis.
Intentional use of the Purchasing Card for any purchase other than official City use shall
be considered an attempt to commit fraud against the City and grounds for immediate
separation from the City of Pasadena.
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j. Handling Problems
If a problem should arise with a Purchasing Card, follow the procedures in the Purchasing Card
Program Manual.
k. Lost or Stolen Cards
When an employee’s Purchasing Card is lost or stolen, the employee shall immediately
notify:
1. The bank (the number can be found in the Purchasing Card Program Manual)
2.
The Police if a burglary, robbery, or other crime occurred
3.
Employee’s Approving Official
4.
The Agency Program Coordinator
5.
Provide the following information to all parties:
• Employee complete name
• Purchasing Card number
• Date the loss was reported to Police, if applicable
• Date the bank was notified
• Any purchases made the day the card was lost or stolen
A new card will be re-issued by the bank within 15 business days from the time the card is
reported lost or stolen. A new account number will be assigned to the employee’s new
card.
l. Approving Official Responsibilities
The Approving Official shall verify the monthly reconciliation by reviewing receipts, quotes,
credits, etc., re-allocated funds per each separate line item for each cardholder statement.
The Approving Official for a Cardholder group shall be responsible for the following:
1. Insuring that the items purchased are appropriate and are used for City business.
2. Receiving completed Cardholder Statements of Accounts from all Cardholders in the
group.
3. Matching the Statement of Accounts to the monthly Financial Statement received
directly from Bank of America.
4. Reviewing all Cardholder Statements of Account and resolving questions that may have
arisen regarding purchases. The Approving Official shall verify that the transactions and
disputes are valid and agree with the City’s Purchasing Policies and Procedures.
5. Signing each Cardholder Statement of Account. Department Directors will approve all
reconciliations.
6. Promptly forward the monthly Financial Statement, receipts and completed Monthly
Reconciliation Report to the Agency Program Coordinator by the 5
th
working day of the
new month.
If you do not receive a Cardholder Statement of Account, it is the Approving Official’s
responsibility to contact the Cardholder. If a Cardholder did not have any Purchasing Card
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transaction activity for that billing cycle, no Cardholder Statement of Account would be
generated unless adjustments for previously billed transactions are processed during that
cycle. In this case, contact the Agency Program Coordinator for assistance in securing a copy
of the statement of account.
Approving Officials shall be ultimately responsible for ensuring their Cardholders have:
Accumulated copies of sales drafts, charge slips, and sufficient supporting
documentation for all purchases. (i.e. quotes)
Reconciled sales drafts and charge slips for their monthly statements
Both the Cardholder and the Approving Official shall attest that all charges on the monthly
billing statement are allowable purchases based on City policy. Upon approval, the
statement and the supporting document shall be forwarded to the Purchasing Division.
How to change cardholder information, cancel a purchasing card, replace a purchasing card
and who to call for assistance can be found in the Purchasing Card Program Manual.
E. FEE WAIVER POLICY
1. Purpose
The City of Pasadena recognizes the value of partnering with other agencies and organizations in
providing services that benefit the community and its residents. In an effort to provide support
for organizations providing valuable community services that the City would otherwise provide or
is unable to provide, and to provide uniform, consistent guidelines for a Fee Waiver Request
within the City, the following policy has been established for determining when permit and facility
fees may be waived.
2. Authorities
City Council Action (11/23/1998)
City Manager
3. Scope of Application
These procedures apply to events that are co-sponsored by the City of Pasadena.
4. Policy
The City of Pasadena may choose to co-sponsor an event if certain criteria are met as listed
below. The City of Pasadena will only agree to limited participation as outlined below.
a. Definition
In co-sponsoring an event, the City shall agree to:
• Put the City name on the event;
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• Grant specified fee waivers and permits;
• Assign a staff person to coordinate fee waiver and permits;
• Provide limited additional support (such as printing flyers or advertising the event in City
publications) at the discretion of the City Manager.
b. Possible Fee Reductions or Waivers
Fees waivable through co-sponsorship shall be limited to:
• cleaning deposits;
• facility rental fees for community centers; and
• recreational fields.
If the organization is a non-profit, it shall be eligible for reduced fees for:
• rental of City Hall courtyard and rotunda;
• barricade rental fees;
• temporary street closures/special event permits.
c. Criteria for Co-sponsorship
The City may co-sponsor special events meeting the following criteria:
i. The event is sponsored by:
• A non-profit with current 501 (c) 3 status that provides direct services or funds to
residents and businesses in Pasadena in an amount equal to or greater than the dollar
value of the fees waived; or
• A for-profit organization proposing an event that will return profits in the amount
equal or greater than the value of the fees waived, as follows:
For events conducted at a City park or related site, the share of profits
will go to the Pasadena Recreation & Parks Foundation
For events conducted at City libraries, the share of profits will go to the
Friends of the Library.
ii. The event sponsor shall demonstrate that the organization has the experience and
expertise to undertake the planning and execution of the proposed event.
iii. The event sponsor shall demonstrate that the event is consistent with City policy and
goals.
iv. If sponsored by a for-profit organization, the event sponsor shall demonstrate that the
event will produce the proposed amount of revenue. Documentation that the required
event profits were transmitted to the beneficiary must be submitted to the Special Events
Office within 90 days after the event. Documentation may include a copy of the letter
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and payment sent by the for-profit organization or a letter from the recipient organization
acknowledging the donation amount. Please submit this completed application to your
event coordinator.
v. Priority for the co-sponsor of special events shall be given to local non-profit organizations
delivering services in Pasadena.
vi. Providing an “earnings opportunity” to a foundation of non-profit organization (e.g.
allowing a non-profit group to retain earnings from a concession operated by that non-
profit) does not qualify for City Co-Sponsorship.
vii. Co-Sponsorship applications shall be submitted no less than 30 days prior to the event.
Any organization interested in applying for co-sponsorship shall fill out a “City Co-Sponsorship
Application”. Special Events staff shall forward the request to the appropriate department
for consideration and then onto the City Manager’s Office for final review. Decisions of the
City Manager may be appealed to the City Council.
d. Condition to Waiver
Fees associated with the use of City facilities are set by formal City Council action in the form
of Ordinances or Resolutions. These fees can only be waived if a provision was made by the
City council when the fees were established in the General Fee Schedule.
Neither the City Manager nor City staff has the authority to waive any fees other than those
listed in the general Fee Schedule. Any additional fee waivers would require action by the
City Council. The City Council may not waive fees for a particular event, but rather must waive
fees for a general category of events through enactment of an Ordinance or adjustment to
the Fee Schedule through Resolution.
F. DONATION / GIFT POLICY
1. Purpose
The purpose of this policy is to establish a formal process for acceptance and documentation of
donations and/or gifts made to the City of Pasadena. This policy provides guidance when
individuals, community groups, and businesses wish to make a donation to the City of Pasadena.
This policy also establishes the standards for City employees and City officials regarding the
acceptance of gifts during the performance of City business.
This policy is not intended to modify, contradict, or interfere in any way with the Taxpayer
Protection Article, Section 1700 et al. of the Pasadena City Charter.
2. Authority
City Manager
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3. Scope of Application
These procedures apply to all City Council, Appointed Officials and employees.
4. Policy
a. Types of Donations
Donations and gifts are defined as cash and real or personal property. Designated donations
mean those donations that the donor specifies for a particular City department, location, or
purpose. Undesignated donations mean those donations that are given to the City for an
unspecified use.
b. Consistency with City Interests
Designated donations shall only be accepted when they have a purpose consistent with the
City of Pasadena’s goals and objectives and are in the best interest of the City of Pasadena.
The public trust shall always be considered and all applicable laws shall be complied with
when accepting a donation or gift.
c. Acceptance of Undesignated Donations of Cash of Tangible Items
i. Offers or donations of cash or items valued at $5,000 or below may be accepted by a
Department Director.
ii. Offers of donations of cash or items valued for more than $5,000 and up to $10,000 may
be accepted by the City Manager.
iii. Offers of cash or items valued more than $10,000 must be accepted by the City Council.
Donations valued at more than $10,000 shall be accepted through a written agreement
consistent with these guidelines, reviewed by the City Attorney’s Office, and approve by
the City Council.
iv. Offers of donations for gratuitous purposes (e.g. holiday gift baskets, etc.) to any
employee, department or the City shall be made available to benefit all employees.
d. Acceptance of Designated Donations of Cash or Tangible Items
Based on the value of the donation or gift offer as outlined in the section above, appropriate
City staff will review the conditions of any designated donation or gift and determine if the
benefits to be derived warrant acceptance of the donation or gift.
Criteria for the evaluation include but are not limited to:
i. Consideration of an immediate or initial expenditure is required in order to accept the
donation or gift;
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ii. The potential and extent of the City of Pasadena’s obligation to maintain, match, or
supplement the donation or gift
e. Acknowledgment of Donations
A “Donation Acceptance Form” is required to be completed by the receiving Department
Director or the City Manager’s Office for all donations provided to the City (see form
attached). Acknowledgment of the donation should be in writing and be the responsibility of
the Department Director whose department is the beneficiary of the donation, the City
Manager, or the City Council depending on the value of the donation or gift and the level of
accepting authority.
f. Declined Donations and Gifts
The City of Pasadena reserves the right to decline any donation if, upon review, acceptance
of the donation offered is determined in the sole discretion of the City to be not in the best
interests of the City.
g. Distribution of the Donation or Gift
i. Tangible items will be distributed to appropriate City departments for use or, at the
discretion of the Department Director or City Manager.
ii. Donations of cash for designated purposes will be deposited into the appropriate revenue
account for the designated City department and/or use.
iii. Donations of cash for undesignated donations will be deposited into the City’s General
Fund donation revenue account and appropriated for use by the City Council.
h. Dissemination of Information
i. A copy of each “Donation Acceptance Form” for accepted donations shall be forwarded
for information purposes to the City Council by the City Manager’s Office.
ii. A copy of each “Donation Acceptance Form” for accepted donations shall be forwarded
to the Finance Department and the designated department for which the donation was
assigned.
iii. Each original “Donation Acceptance Form” shall be maintained by the City Clerk’s Office.
i. Acceptance of Gifts to Employees and /or Elected Officials of the City of Pasadena
i. Employees and/or elected/appointed officials of the City of Pasadena shall follow the
provisions of the Manual of Personnel & Administrative Rules, Section 2. A. Code of
Conduct/Ethics as they relate to the receipt of gifts.
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ii. Employees and officials of the City are required to be objective and fair in dealing with
the public and persons or firms doing business with the City. Employees shall not solicit
or accepts gifts or gratuities for the performance of the City job responsibilities.
iii. No City official or employee shall directly or indirectly solicit, accept, or attempt to accept
any money, fee, credit, gift, gratuity, object of value, or compensation of any kind that
the official or employee knows, or has reason to know is being offered:
• For the purpose of improperly obtaining or regarding favorable treatment;
• With interest to influence the official or employee in the discharge of official
duties;
• In consideration of having exercised official powers or performed official duties.
iv. This policy does not prohibit a City official from accepting anything of value by way of a
gift when such a gift is made to and accepted on behalf of the City of Pasadena. All such
gifts to the City shall be forwarded to the Department Director or the City Manager for
compliance with this policy whenever possible to ensure that all such gifts are shared by
all City staff. An example of such gifts would be those received during holiday periods.
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CITY OF PASADENA
DONATION / GIFT ACCEPTANCE FORM
Name of Donor:
Address: City: State: Zip:
Description of donation:
Donor estimate of current value:
Potential immediate or initial acquisition or installation cost, an on-going maintenance or replacement
cost:
Intended use:
Conditions of acceptance or donor designation:
Remarks:
City Department receiving donation/gift:
APPROVED / DISAPPROVED (Please circle)
Date Department Head Signature
Date City Manager Signature
Date Approved by City Council
Date Mayor Signature
Note: The City of Pasadena cannot guarantee future funding for repair, maintenance, us or replacement
of donated items.
CC: City Council, Finance Department, City Clerk
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G. CONTRACT MANAGEMENT POLICY
1. Purpose
Contracts fall into two general categories: Administrative and General Contracts. Each of these
categories is used for a specific purpose as outlined by the policy and procedures below.
2. Authorities
• Pasadena Municipal Code Section 4.08
• City Manager
3. Scope of Application
These procedures shall apply to all City employees involved in negotiating, writing, approval of,
administrating, and coordinating payment of City contracts.
4. Policy
a. General Contracts
This contract is for a service or commodity that is going to utilize a purchase order to invoice
against the entire amount. The attached documents will support the thresholds for the
selection of a vendor and/or any exemptions.
These contracts are not to exceed and do not encumber. They are encumbered with a
purchase order.
Approvals for the purchase order shall still be required per the thresholds directed in Section
4.08 except for Council if the contract was already awarded by Council. Change orders for
contracts shall require all approvals per 4.08 including Council approval.
Once the vendor has been selected with the terms and pricing in place, the City Attorney may
assist with the development of the contract. If, in the selection of the vendor, another
government contract was chosen to be utilized, the Purchasing Division shall be consulted to
review and confer as to the best way to utilize the contract and process the terms and
conditions taking into consideration the department’s needs.
When this exemption is selected to be used, the City Attorney may also be consulted as to the
acceptance of terms and conditions and any other concerns.
The contract package shall also contain documents that are required by the City for other
types of stipulations such as insurance, prevailing wage, etc., and any other necessary
documents, i.e. bonds, reports. If a contract has not been approved by Council as a General
Contract type, it shall be the department’s responsibility to represent that classification to the
Purchasing Division for the final determination.
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At this point, the department is ready to proceed with the contract process.
All contracts of $75,000 or more require City Council approval.
The Requesting Department shall enter the contract and all supporting documents, including
the terms and conditions, in the Munis system, beginning the workflow process of review.
The department, upon entry, shall also designate the intended use of this contract. The
requesting department shall designate during entry if the contract is to utilize a government
contract, citywide contract, or a contract exclusively for the department, whatever is the case.
b. Citywide Contracts
Citywide Contracts are those issued to a single vendor, contain an overall dollar amount, may
be used by various departments, divisions, or for various projects. The funds on the contract
remain unencumbered until a purchase order is issued against the contract. Various
departments or divisions may each enter a regular purchase order based on their expected
use to encumber and invoice against the contract. The intended use of the Citywide Contract
could also be to issue purchase orders representing a variety of projects where that service
or item is needed departmentally or citywide, i.e. “as-needed engineering.”
Prior to entering a Citywide Contract into the system, the Purchasing Division or the initiating
department/division shall send out a note to solicit dollar amounts from those
departments/divisions that want to participate in that contract based on the provided
information regarding the contract.
The Citywide Contract is entered into the system by the Purchasing Division or the initiating
department or division, and the contract number is automatically assigned. It shall then be
reviewed by the Purchasing Division for accurate classification and supporting documents.
The contract circulates electronically through workflow to include the oversight of the
necessary reviewers ending with the Purchasing Division, which posts the contract.
Upon full approval, the initiating department shall print a hard copy of the approval page from
the Munis System. Then circulate the printed approval page along with the hard copy
contract for wet signatures on the signature page of the contract. Once the contract has been
signed, return the wet signature page to the Purchasing Division to be electronically attached
to the contract in the Munis System. Once the signatures are attached, the Purchasing Division
shall “POST” the contract. Either the Purchasing Division or the initiating department/division,
shall notify other potential users of this contract’s availability. The contract number shall be
referenced on all requisitions/purchase orders issued against the contract.
Once the contract has been “POSTED”, the department or division can then enter a
requisition/purchase order with associated contract number along with the dollar amount to
be encumbered. This could be several purchase orders immediately or over the course of the
contract.
c. General Contracts
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General Contracts are also used for managing a purchase order spanning multiple uses (as in
an “as-needed” engineering contract purchase order), or multiple years for management of
expiration dates and fund balances (as in equipment leases, MOU’s, agreements). This also
allows for an accurate picture of the City’s long-term commitments.*
When processing a purchase order associated with any General Contract, the only further
approvals that are necessary are those of the department levels within the workflow. This is
to confirm the accuracy of the content of the purchase order. Regardless of the dollar amount
of the purchase order, there is no need for a return to Council. A purchase order attached to
a contract shall not act as a contract. There is already a contract in place. Insurance shall be
confirmed for expiration dates on subsequent purchase orders. When an agenda report was
used for Council action in generating the contract, that agenda report shall also be attached
to the purchase order.
d. Administrative Contracts
These contracts shall be encumbered and invoiced directly. No purchase order is needed.
This contract type is for the fundamental functions, professional needs or items of
confidentiality for the City such as: real estate, legal, medical, insurance, utilities and a direct
contract with another government agency.
Administrative Contracts shall be established directly by the department and the City
Attorney. The Purchasing Division is exempt regarding the creation of the contract or
supporting documentation. For that reason, they are also exempt from the bidding and
selection process found within the Purchasing ordinance 4.08. This process may be utilized as
a “best practice” decision as is pertinent. If, in the selection of the vendor, another
government contract was chosen to be utilized, the City Attorney shall be consulted as to the
acceptance of terms and conditions and any other concerns. The contract may then be
approved by Council, and any exemptions that are needed are attached with the supporting
documents in the contract package upon presentation to Council.
Upon Council award or the department’s determination of the need for the contract, the
requesting department shall enter the contract and all supporting documents into the Munis
system to start the workflow and receive the contract number. The Purchasing Division review
is ONLY for accurate classification (Administrative or General). If a contract has not been
approved by Council, it shall be the department’s responsibility to represent to the Purchasing
Division their determination as to the Administrative type. The Purchasing Division shall make
the final determination.
The Administrative Contract circulates through workflow ending with the Purchasing Division
to “POST” the contract. The dollar amount shall be encumbered, and invoices shall be applied
directly against the contract by using the contract number on all invoices. No purchase order
shall be issued.*
*If a service or item is being acquired from a vendor that would be considered “Administrative
or General Contract” but there is no formal contract in place, the Purchasing Division shall be
contacted for assistance on how to proceed. The options could be:
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• An internal contract cover sheet (IC) may be used to obtain the signed agreement to the
City’s Terms and Conditions, and Agenda Report will act as the direction for the contract,
or
• A purchase order may be entered and used if the vendor requests it, even on an
Administrative Contract.
Much will depend on the dollar amount and type of use. These exceptions may require the
permission of the Finance Director. That will be the Purchasing Division’s determination.
e. Authorized Types of Administrative Contracts
i. Payment of monthly utility bills (including without limitation landline/VoIP telephone
service with designated provider, electricity, gas and water bills), where the initial
agreement for service between the City (or Customer) and the utility provider pursuant
to which the bills are issued was approved by the Director of Finance, City Manager or
the City Council;
ii. Payment of monthly, annual or other periodic insurance premiums, where the City’s (or
Customer’s) purchase of the insurance policy for which such premiums are due was
approved by the Director of Finance or the City Council;
iii. Any installment or lump-sum payment for the purchase or lease of real property, or for
the acquisition of easement rights or similar property rights, where the purchase
agreement, lease, rental contract, easement deed or other written Contract pursuant to
which that payment is made was approved by the City Council;
iv. Payments to the County of Los Angeles or to other local, state or federal government
entities, organizations, or grants (service, non-profit) and their program contractors, for
professional services rendered to the City under Contracts authorized by the Department
Director, City Manager or City Council. (This shall be for services such as, grants
designating a specific vendor, community programs contracted by the City to supply
assistance with various services, grants, etc. HIV clinics, homeless programs, reading
programs, medical clinics, food banks)
v. Payments for legal services (notary, public records notices, service of documents)
vi. Medical payments (physicians, labs, Worker’s Compensation, etc.) as approved by the
Department Director, City Manager or City Council
f. Change Orders for Contracts or Purchase Orders
When obtaining approval for a change order for a contract or purchase order, the same
thresholds and approvals found in the municipal code 4.08, and/or those taken in the
generation of the initial contract or purchase order, shall be in effect. The Change Order shall
be entered electronically by the originating department for the contract or purchase order,
within the Munis system, and it is routed through workflow for approval/review.
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A change order for a purchase order associated with a contract may also require a change
order to the associated contract. An example would be where the contract, associated with
the purchase order, had expired or did not have adequate funds for the purchase order to
expense.
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Effective Date: January 30, 2019
Supersedes: November 16, 2015
City Manager Approval:
H. CASH HANDLING POLICY
1. Purpose
Managing and controlling the inflows and outflows of payments is an important responsibility of
the Finance Department, Treasury Division and all other City departments which accept
payments. A policy governing all types of payments allows for the effective management of the
City’s revenues and aids in the defense against fraud and/or loss.
2. Authorities
• Pasadena Municipal Code Section 2.255.070
• City Manager
3. Scope of Application
These procedures apply to all employees who are responsible for the acceptance of payments
and handling cash for the City of Pasadena.
4. Policy / Procedures
a. Custodial Responsibility
A cash handler shall be any employee who has custodial responsibility and liability for the City
money.
Custodial responsibility means a cash handler who has received City money shall be liable for
that money until the money is transferred to the Finance Department or is deposited at the
City of Pasadena’s banking account. The Department’s cash handlers will be liable for that
money and shall be responsible to obtain a receipt for all money transferred to the Finance
Department or Municipal Services.
All persons who have custody of money payable to the City in any capacity will immediately
“within twenty-four (24) hours” deposit that money with the City Finance Office.
The custodial responsibility of the cash handler ceases once the money has changed hands
from the designee to the courier picking up the deposit.
All cash handlers shall be knowledgeable of and in compliance with their department and the
City Finance Office’s policies and procedures issued by their department, the City Finance
Office, or the City Manager.
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b. Security of Cash
i. All cash items and the cashier area itself shall remain locked at all times.
ii. Never allow unauthorized persons in the cashier area.
iii. Never leave cash items or other confidential items on the counter when you leave your
workstation.
c. Cash Drawers
A cash draw shall be setup in the following manner:
i. Coin and currency shall be arranged in a consistent manner. The cash drawer is divided
into separate compartments for different denominations. The small denominations shall
be located closer to where you position yourself. The larger denominations shall be
farther away. This setup helps prevent the accidental distribution of incorrect
denominations.
ii. A cash handler shall verify the dollar amount of beginning cash. Denomination and coin
count shall be listed on a Cash Drawer Reconciliation sheet (Appendix A), signed, and
dated.
iii. Monitor Cash Drawer. A cash handler shall be responsible for the following:
• Excess currency in a cash drawer will be counted twice, bundled (see Page 14,
“Bundling Currency for Deposit”), and transferred to a safe within a deposit bag.
Keeping the amount of working cash to a minimum makes a cashier less of an inviting
target for robbery. Cash drawer limits for each City location that accepts cash shall
be set by the department.
• Ensure large check amounts are deposited same day.
• Lock all cash and coins in the safe or in the cash drawer except when in use.
• Never leave the cash drawer unattended.
The cash operation in which you work shall have a permanent collection record, such as
a cash register tape, that records all transactions including voids or refunds. This
permanent collection record shall be retained.
d. Receiving and Paying Out Money
i. When receiving or paying out money to customers, a cash handler shall ensure accuracy
by always counting currency at least twice or until you have reached the same total twice.
All the bills shall be separated into denominations and facing in the same direction,
counting largest denomination to the smallest. Count each denomination of coin
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separately. If the customer pays with rolled coins, a cash handler shall make certain the
customer’s name, address, and daytime telephone number is on the outside.
• Money received shall be kept in view of the customer.
• Money received shall not be placed in the cash drawer before the transaction is
complete.
• The grand total paid shall be verified against the amount listed on the billing or
invoice. If any discrepancies exist between your total and the customer’s total, the
cash handler shall count the money again. If a discrepancy still exists, the customer
shall be asked to count the money.
• The money shall be counted again at the end of your transaction before it is placed in
your drawer.
• The cash handler shall put away all currency and coins from the last transaction before
starting a new transaction.
ii. When giving change to the customer, the change shall be counted twice. The cash handler
shall count currency as it is taken out of the drawer. The cash handler shall count again as
he or she places the currency on the counter in front of the customer.
iii. Currency is mutilated whenever it is torn, written on, missing a portion, or otherwise
damaged. Coins are mutilated whenever they are bent, worn, broken, or otherwise
damaged. A cash handler may ask for another bill if a customer offers a mutilated bill. If
the customer cannot substitute the bill, the cash handler may accept mutilated currency
as long as the bill is more than 60% intact (or ¾ of the two serial numbers).
iv. Altering currency is done by taking a genuine bill and tearing off a corner or two of a small
bill such as a $1 or $5 bill and then replacing these corners with the corners of a larger bill
such as a $10, $20, or $50 bill.
• The cash handler shall observe the face of the bill, as he or she counts to ensure
correct denomination. The cash handler shall remain vigilant to the possibility
that the corner of a bill of a larger denomination may have been taped onto the
corner of a bill of a smaller denomination
v. In addition to keeping the below factors in mind, a money scanner that identifies
counterfeit currency is located at each Cashier Window in Municipal Services. Depending
on the volume of large bills, each department that has a location that accepts payments
should access its need for a money scanner. It is recommended that the cash handler use
this as an additional means of detecting counterfeit bills when available on denominations
of $20 or higher. Look at the micro printing in the border and in Ulysses Grant’s shirt
collar in the $50 note. (In the $100 note, micro printing is found in the numeral in the
note's lower left-hand corner and on Benjamin Franklin's lapel.)
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• Paper – genuine U.S. currency is printed on special paper that is part cotton and part
linen. Close inspection reveals randomly-placed, hair-like red and blue chopped silk
fibers impressed in the paper.
• Portrait – the genuine portrait looks lifelike and stands out distinctly from the fine
screen-like background. Counterfeit portraits look more one-dimensional, lifeless and
flat.
• Serial Numbers – on genuine currency, the last letter of the serial number
corresponds with the number of the Federal Reserve District in which the bill was
distributed and with the number printed in the upper left portion of the bill.
• Watermarks – a watermark of the portrait is visible when the bill is held up to light.
• Security Thread – a polymer thread embedded vertically in the paper indicates the
denomination, which is visible when the bill is held up to light.
• Color Shifting Ink – on denominations greater than $5, the numeral on the lower right
on the front looks green when viewed straight on but black from an angle.
• Dealing with Counterfeit Money. Most counterfeit money will not be detected until
it reaches the Federal Reserve Bank. If the cash handler thinks he or she is in receipt
of counterfeit money:
-
Excuse yourself from the customer without indicating a problem.
-
Contact your department lead.
-
Do not return the bill to the passer.
-
Run the bill through the bill counter which can identify counterfeit money.
-
If bill is counterfeit, contact Pasadena Police Department and surrender the bill to
the police.
-
Describe the passer and any others accompanying the passer.
e. Checks and Check Cashing
i. A check is used to transfer funds from one party to another. The drawer or payer is the
party issuing and signing the check. The drawer may be one or more individuals acting on
their own behalf, or the drawer may be one or more individuals authorized to act on
behalf of a company, corporation, partnership, or municipality. The payee is the party to
whom payment is made.
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Cash handlers shall adhere to the following in relation to checks and check cashing:
• No cash back shall be given for a check transaction, because that constitutes a loan
of City funds.
• No two-party checks (checks made payable to one party and endorsed to the City)
shall be accepted.
• No checks drawn on foreign currency shall be accepted.
ii. The payee shall be the City of Pasadena. This payable method is important, in that checks
made out to specific departments can confuse depository banks, as for example, a check
made out to “Parks Department’ could be misinterpreted as the Parks Department of
another City who is a customer of the bank.
iii. Types of Checks:
Personal Checks: Personal checks are the most common type of check. Personal checks
belong to people who maintain demand account balances at banks.
Company Checks: Company checks may appear similar to personal checks; however, they
may have a carbon paper strip attached for the companies own bookkeeping system.
Company checks may also have stubs or copies attached. Notice if there needs to be
multiple signatures on the check, or if the check says, “not valid over $ .”
Cashier’s Checks: This is a check drawn by a bank on its own funds, usually purchased by
the bank’s customer. Since only the failure of the bank would cause the bank not to honor
such checks, they are accepted as readily as currency.
Personal Money Orders: A personal money order is a check purchased by a customer from
a vendor for cash. When issued, it shows the drawee bank and the amount. The
purchaser fills in the date, the payer, and the payee’s name and address. Banks usually
restrict the maximum amount for which they will issue a money order. This amount is
usually printed on the face of the money order. For example, on the money order the
words “Not to exceed $300.00” may be printed. Money orders are also accepted almost
as readily as currency.
Traveler’s Checks: These checks are designed for use by persons on business or vacation
trips, but are also used in other situations. They are signed on the face of the check when
purchased and countersigned when cashed, either on the face or on the back. When using
a traveler’s check at a City facility, the customer must countersign and write in the payee
in the presence of the cashier. Traveler’s checks should be stamped with the endorsement
and placed with the other checks. The City of Pasadena cannot accept traveler’s checks
drawn on foreign currency.
Note: Traveler’s Checks are treated like currency and change is given to the customer
for the amount over the purchase.
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iv. Check Negotiability. There are six elements a check needs to have to be negotiable.
Before accepting a check from a customer, verify that the check has all of these elements:
• Current date: The check must have a current date. The check should neither be stale
dated nor postdated. A stale-dated check is a check dated in the past. A check dated
with a future date is a postdated check.
• Payee: City of Pasadena.
• Signature: The check must be signed by the payer. A payer is the individual paying for
goods or services.
• Dollar amount: The dollar amount must appear twice. It must be both written out
and printed numerically. A bank honors the written out amount when there is a
discrepancy between the two amounts.
• Bank: The check must be drawn on a bank whose name appears on the check.
• MICR numbers: Magnetic Ink Character Recognition (MICR) numbers are pre-printed
at the bottom, left-hand corner of the check.
v. Check Endorsements. All checks shall be endorsed upon receipt using the official City
stamp, which shall be made available to designated employees, or through the Core
receipt printer. The endorsement is stamped in the first 1.5 inches on the back of the
check on the trailing edge.
vi. Identification. At this time, there is no citywide policy requiring identification from
citizens or customers other than for Credit Card transactions or when signing up for new
utility service. Checks can be accepted without an ID.
If the cash handler is selling “an irretrievable item” such as pool or transit passes, the cash
handlers shall require a form of identification as described in the next paragraph. If a
citizen pays a utility bill and the check is returned for insufficient funds, the check can be
charged back to that person’s utility account. If a person buys merchandise with a check
that is later returned by the bank, there is no way to retrieve the merchandise.
If identification is taken, it shall be picture identification such as a California State Driver’s
License or California State ID card. If you ask for ID, write CDL or CID on front top-center
of check a long with the ID number and expiration date. Do not accept expired
identification.
f. Credit Card Transactions
i. Walk-in payments
The cash handlers shall:
• Verify that the credit card has not been altered in any way.
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• Take the card and hold the card until the transaction is complete.
• Ask for photo ID. Do not accept expired ID. Compare the picture to the person in
front of you. Compare names on the card to ID.
• Slide the card through the credit card terminal to acquire authorization number. If
the magnetic strip malfunctions, input the number into the terminal manually.
• Verify the expiration date on the card.
• Have the customer sign the credit card receipt and compare the signature with the
one on the card.
• Hand the card back to the customer to complete the transaction.
It is prohibited to store the full contents of any track from the magnetic stripe or the card-
validation code.
ii. Telephone payments.
The cash handler shall:
• Take down the card number and expiration date.
• Record billing address of the card.
• Obtain card holder’s name as it appears on the card.
• Write down the card validation code (last 3 or 4 digit number after account number
located in the signature bar on the back of the card).
• Write a reason for the transaction, for example, Utility Billing, Parking Citation, etc.
• Manually enter the information into the credit card terminal to acquire the
authorization number.
• Attach the signature form to the credit card receipt.
• Shred card number after the transaction is complete. It is prohibited to store the full
contents of any track from the magnetic stripe or the card-validation code.
In all cases, once the transaction has been completed, the authorized credit card receipt
should be handled similar to a personal check and processed during the cashier’s daily closing
process. Once, the credit card transaction has been approved all details of the credit card
number should be shredded immediately.
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g. Refunds/Voids
All refunds, voids, credit memos, transfers, etc. shall be approved by a supervisor or
designated employee.
h. “Non-Government” Money
Some departments collect what is called “non-Government” money. “Non-Government”
money is money collected from a separate entity such as employee associations; or by an
office, employee or agent for non-Government use. The City of Pasadena and its cash
handlers are not responsible for these funds and will not reimburse for any loss of these funds.
To the extent possible, such funds should be segregated from the cash handler’s cash drawer
funds.
i. Closing Activity
i. At the end of the workday, the cash handler will document the entire City monies received
as follows:
• Balancing of cash drawer
• Removing ending cash to the safe or vault
• Reporting to the Treasury Office all monies received.
Remember maintaining your accountability and integrity is of vital importance. Do not
leave your money unattended until it is secured in the safe or vault. Be sure the safe or
vault is locked.
ii. Balancing Cash Drawer
At shift closing, the cash handler needs to account for all increases or decreases of cash
in the cash drawer. This process is referred to as balancing – the accounting of all City
funds received that day.
Balancing involves the adding of currency, coin, credit cards, and checks, determining the
dollar total received from the permanent record, subtracting the Beginning Cash and
comparing the total money with the total transactions. These two amounts should be the
same.
To protect your safety, balancing should occur out of public view in a location away from
the collection area. The following is the recommended steps in balancing cash drawers:
• Print all Daily Cash Receipt reports documenting individual transactions throughout
the day.
• Remove all cash (currency, coin, credit card drafts, and checks) from the cash drawer.
• Cash handlers will list all credit card slips and checks on an adding machine tape
transferring total to the Cash Drawer Reconciliation sheet. Checks will be restrictively
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endorsed as discussed in section – “Check Endorsement”, prior to their removal from
the cash drawer.
• Cash handlers will then “buy” from the remaining cash on hand to bring the change
fund (opening cash drawer amount) back to the original starting amount obtained
when opening cash drawer in the preferred mix of currency denominations as
determined by cashier’s department.
• Count remaining currency and coin and list by denomination on a Daily Cash Drawer
Reconciliation sheet. The remaining cash amount added to the credit card drafts and
checks should equal the Daily Cash Receipt reports.
• Seal money with Cash Drawer Reconciliation sheet, adding machine tape for checks
and credit cards, Daily Cash Receipt reports, and any other backup documentation.
iii. Bundling Currency for Deposit
Bundle currency as follows:
Denomination
Number of Bills
Value
$1.00
100
$100.00
$5.00
20
$100.00
$10.00
10
$100.00
$20.00
100
$2000.00
$50.00
20
$1,000.00
$100.00
10
$1,000.00
iv. Shortages/Overages/Losses
The City Finance Director makes a clear distinction between a “loss” and “shortage” of
City money. The distinction is determined by the cash handler’s ability to obtain physical
custody of the money and how that person safeguards the money.
A Shortage is an unintentional collection error such as a change making error.
An Overage occurs when a cash handler has collected too much money and cannot
immediately return the excess to a specific customer.
On the other hand, a loss of City money is when a cash handler has obtained physical
custody of money and then, due to reasons like negligence or an unlawful action, cannot
deposit that money with the City Finance Department. An example of negligence is leaving
City money unattended and not properly safeguarding that money from loss.
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Report all Losses to your supervisor and the Finance Director or his/her designee
immediately. Send to the Finance Office a detailed statement as to the circumstances of
the Loss.
v. Locating Cash Differences
Every reasonable effort will be made to locate and balance all cash differences.
Regardless of the amount of the overage/shortage, always follow these steps:
• Recount loose coin and/or currency as appropriate to the amount of the difference.
• Check cashier’s beginning cash figure.
• Rerun and recheck all figures on the permanent Daily Cash Receipt reports. Compare
checks and credit card drafts with the permanent record specifically.
• If a shortage exists, search the cashier’s area. Remove the cash drawer and search
the space, including behind the drawer stop.
• Examine the waste paper in the cashier’s area for cash, checks, credit card receipts,
etc., and other papers relating to the transactions of the day.
vi. Security and Loss Prevention
Municipal Services shall check quarterly that security equipment is operational. Make
sure all security surveillance cameras and alarms are working properly. There shall be
permanent records of all such inspections indicating the findings. (e.g. “all equipment
working properly”, “camera number xx was out of focus but the condition has been
corrected”, etc.)
The opening and closing of the daily operations is the most vulnerable time for a robbery.
Cash handlers shall use caution by not allowing customers into the facility during the cash
opening or closing.
Robbery is the most threatening condition a cashier might experience. You can minimize
the threat of robbery by:
• Have good lighting both inside and outside the facility.
• Have numerous people in and around the location – the thief wants to confront as
few people as possible.
• Be aware of suspicious people milling in or around the location
• Keep cash drawer locked if you need to leave area for any reason
• Do not keep excessive cash in your cash drawer.
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Preservation of life and safety is the highest priority. In the case of robberies, the cash
handler’s objective shall be to assist in identifying the criminal, not to stop the crime. In
case of in-person robbers, the cash handler shall observe the following procedures:
• Always assume there is a weapon even if you do not see one.
• Be polite and accommodating. A nervous person is committing the robbery. Do not
upset or antagonize the robber.
• Avoid making any quick movements that might alarm the robber.
• Do exactly as the robber asks.
• Attempt no heroics. Heroics may jeopardize the lives of innocent people.
• Observe the robber but don’t stare. Try to remember the distinguishing features of
the robber. You will be asked to describe the robber at a later date by completing a
Pasadena Police Department crime report.
• Watch over all evidence left by the robber. Remember everything the robber touches
for possible fingerprints
• Listen to voice, inflections, names, slang, and so on that the robber uses.
• Do not leave the premises or call 911 until it is safe to do so.
vii. Procedures to Follow After a Robbery
Once the robber has left the building, call 911:
• Close the cashier window, secure the area if possible, and notify your supervisor
about the robbery.
• Call 911 and follow dispatcher’s instructions. Provide 911 with the following
information:
-
Your location (know the street address at which you accept cash)
-
Who you are
-
What happened
• Speak to no one, other than City officials, until you have talked to the police and have
completed a crime report.
• You may be asked to take the names and addresses of those who witnessed the
robbery
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• No one, except the police and perhaps your department officials, should be allowed
in the facility after the robbery.
viii. Emergency Procedures
Secure all money by locking cash drawer and vacate the building.
Remember, in the situation of a fire or other grievous threat, protecting people is of
greater importance than retrieving City funds.
ix. Daily Deposit
i. In order to complete the deposit of City funds, designated individuals complete a
deposit slip and a Daily Cash Summary Form used to reconcile cash. The form will be
submitted for all amounts collected and deposited by cash handlers. To complete the
Daily Cash Summary Deposit form correctly, individuals designated to complete a
deposit slip and Daily Cash Summary Form shall include:
• Name of employee preparing the deposit
• The amount of deposit by denomination
• Totals for each cashier
• Totals for types of monies received (check, credit card, cash)
ii. Cash Handlers responsible for deposit shall follow the same guidelines as regular cash
handlers.
• Never leave money unattended.
• Currency shall be counted twice:
- Checking each cashier’s amounts: noting each denomination with face up;
counting largest denomination to the smallest.
- All currency shall be counted again at the end of the deposit by electronic cash
counter.
iii. Filling out Deposit Slips
Individuals designated fill out at least two copies of the deposit slip in addition to the
original. These copies shall be distributed as follows:
• Original deposit slip, with deposit of coin/currency/check, to the bank
• The department for their internal records retains one or more copies.
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iv. Municipal Services shall use an armored car service to pick up money and physically
deliver it to the bank. Depending on the amount of cash and deposits, the Finance
Department recommends the use of an armored car service to maximize cash handler
safety and to increase the amount of deposited cash available to the City’s investment
officer. Investment income from timely deposits provides additional revenue for City
services. Below are the steps to follow for the armored car pick up for daily deposits.
• Designated employee shall prepare a receipt that lists each item or group of items
to be picked up.
• Armored car personnel shall sign the receipt in acceptance of the deposit and
provide a copy of that receipt to the department. This receipt needs to include
the pick-up date and the number(s) impressed on the deposit bag(s).
• Cashiers shall identify armored car personnel by requesting to see their
identification and comparing that ID against the armored car company’s
authorization list.
v. Departments shall submit complete, timely, and accurate deposit batches to Municipal
Services. Once a batch has been opened in Munis, it must be completed on a daily
basis and submitted to Municipal Services. Certain exceptions to this are allowed when
the batches are too small to make daily processing practical and when approved by the
City Treasurer. These generally apply to the Library where daily transactions are a few
dollars or less.
Departmental supervisor/lead staff signing off on batches is an indication that the
batch is complete, accurate, and free of errors. Out of balance and all other
discrepancies in a batch are to be investigated and cleared by the originating
Department within five working days, so that Municipal Services can post the batch.
The intent of this policy is that all batches are to be complete, accurate, and posted
within five working days.
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I. TRAVEL AND EXPENSE POLICY
Effective Date: December 1, 2017
Supersedes: October 9, 2015
City Manager Approval:
1. Purpose
The rules outlined within the following policy are the guiding principles for all City employees,
officials, temporary workers, authorized contractors, interview candidates, and other authorized
non-employees who travel and conduct business on behalf of the City of Pasadena. The principals
within this policy also apply fiscal conservatism to the planning and funding of all travel and
acknowledge all expenditures are open to the public.
The City’s travel and expense policy complies with the Internal Revenue Service definition of an
accountable plan (IRS Publication 463). As such, expenses and reimbursements that conform with
this policy are not considered taxable income to the individual with the exception of expenses
exceeding the recommended per diem or in the instance where expenses are not submitted.
City Departments may implement policies that are more limiting, but not more generous than this
policy. More limited departmental policies must be documented and consistently applied.
Expenses incurred when traveling on or performing authorized City business such as, attending
conferences, professional development, seminars, meetings, working lunches or other business
related purposes are reimbursable and subject to approvals outlined in this policy
The individual requesting reimbursement is responsible for ensuring that the incurrence of the
expense complies with this policy, is properly authorized and is supported with required receipts,
meeting invitation confirmations and other documentation as necessary.
The City shall not pay for personal expenses. Expenses incurred while conducting authorized City
business shall be meticulously distinguished between City business and personal expenses.
Spouses, companions and others will not be reimbursed for expenses incurred while
accompanying authorized individuals as stated in this policy.
In the event of an overpayment or employee submittal error; the employee must notify their
Supervisor and the Accounts Payable Division immediately. The employee must also reimburse
the City within ten working days upon finding the error.
Completion and submittal of a Travel Authorization and Expense Form and Check Request Form
are necessary to initiate and finalize all requests related to this policy.
2. Policy
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a. Travel Authorization and Expense Form
Travel Authorization
Part 1 – Pre-
Authorization
All travel must be pre-authorized in advance of any travel or incurrence of expense
by completing Part 1 of the City’s Travel Authorization and Expense Form and
obtaining the approval of the requisite supervisor. Ideally, travel requests should be
submitted at least 30 days in advance to take advantage of lower airfare and
reduced conference rates. Conferences that are one day or less, not requiring
lodging or airfare, require Supervisor approval however, do not require the
completion of the Travel Authorization and Expense Form.
Retain hard signed form within departmental files in compliance with the Records
Retention Policy.
http://citynet/sections/forms/travel_request_and_expense_report.pdf
Part 2 – Post-
Travel/Expense
Reconciliation
Upon the conclusion of travel or incurrence of an expense, individuals must submit
a completed Check Request Form within a supporting Travel Authorization and
Expense Form within 30 calendar days of the conclusion of travel.
Requests for expense reimbursement beyond 90 calendar days from the date an
expense was incurred will require written approval from the Traveler’s Department
Director.
Check Request Form
The Check Request Form is to be used for all local travel, training, conference and
employee related expenses.
Forms of Expense Payment
Purchasing Card (P-
Card)
Can be used in compliance with Purchasing guidelines and the contents of this
policy. P-Card usage may be reviewed for compliance and/or rescinded at any time.
Inappropriate use of a P-Card may result in disciplinary action up to and including
termination. Refer to the Purchase Card policy for detailed information. P-Card
authorizations or overrides should be asked for in advance (at least 48 hours prior to
use).
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Accounts Payable
(AP) Disbursement
In the event a P-Card is not the utilized method of payment, individuals requesting
post-travel reimbursements must submit a completed Check Request Form and
Travel Authorization and Expense Form.
Check Request Form: http://citynet/sections/forms/CheckRequestForm.pdf
Travel Form: http://citynet/sections/forms/travel_request_and_expense_report.pdf
Rewards Points (or
other non-cash
forms of payment)
Can be used however, they are not considered cash and are therefore not eligible for
reimbursement. Employees may use personal rewards numbers for airlines, hotels,
etc. to accumulate points, but should use the City P-Card for payment.
Invoice Submission
All City of Pasadena Accounts Payable is paperless. All reimbursements are to be
submitted to the City of Pasadena Invoice Submission site:
https://invoice.cityofpasadena.net/StaffLogin.aspx?ReturnUrl=/secure/default.aspx .
b. General Provisions
Travel shall be via the most direct and economical means in accordance with this policy.
Individuals should always exercise effective planning and prudent cost management in
determining appropriate business travel expenses, which includes:
• Reviewing all possible options such as using technology in lieu of traveling.
• Booking air, car and hotel at the same time to reduce transaction fees.
• Booking travel no less than 7 days in advance of the travel date.
o If there is an exception to this policy, an explanation signed by the traveler’s
immediate supervisor is required (in accordance with the Signature Authorization
Form).
• Booking the lowest cost air, car and hotel.
o Booking all Southwest travel through Southwest Airline Corporate travel
(https://www.swabiz.com/).
This will ensure cancellation and various other fees and penalties are not
assessed. The site usually provides the most economic cost to the City.
http://citynet/pasadena_virtual_mall/Buy_Local/Corporate_Vendors.ht
ml
o If flying with an airline other than Southwest, a screenshot of
www.google.com/flights or a comparable search engine shall be submitted with
reimbursement documentation from the time the flight purchase was made.
• Reviewing travel itineraries to ensure the requested travel arrangements are accurate.
• Limiting unnecessary or excessive air, car and hotel changes which may result in penalty
fees, unused tickets or other charges.
• Avoiding use of business travel to subsidize personal travel or as a means of personal
gain.
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Expenses including airfare, lodging, car rental, conference fees, etc., shall:
• Be pre-authorized by immediate supervisor or manager.
• Include the amount of reasonable expenses for transportation, meals, lodging, and
incidentals necessarily incurred therein.
• Any non-local travel shall be by air, City owned vehicle, car rental, ride sharing, private
auto, rail, or bus whichever is the most cost and time efficient.
• All local and non-local travel will be measured using the mileage calculation table within
the Reimbursable Mileage table.
NOTE: In the case of an expense not clearly defined in this policy, the department director
and/or Director of Finance or their designee shall determine whether the expense is
appropriate and may allow, disallow, or modify any claim or item thereof prior to travel. The
City will not reimburse for expenses not clearly identified within this policy yet incurred
without pre-approval.
c. Documentation and Expense Report Requirements
The City’s reimbursement policy is based on documentation of reasonable and actual
expenses, supported by original itemized receipts. The City requires receipts for all air fare,
non-per diem meals and lodging and for any reimbursable P-Card expenses. Authorized
receipts or other required documentation must be submitted for all expenses except for local
and non-local meals, which are on a per diem basis unless charged by a City P-Card. Any other
expense not properly documented will be disallowed. All submitted Travel Authorization and
Expense forms must bear the individual’s signature at the bottom and include their
supervisor’s signature approval.
If a receipt is lost or otherwise unavailable, a completed Lost Receipt Form is required.
(http://citynet/sections/forms/Lost%20Receipt%20Form.doc). Inadequate documentation
and/or incorrect information in the expense report could result in a delay in processing the
reimbursement until corrected.
d. Air Transportation
Receipts and proof of purchase are required for reimbursement. Air travel must also comply
with the following: (Exceptions to this policy must be approved by the Department Director of
the traveling employee.)
• Must be booked through Southwest travel through Southwest Airlines Corporate travel
(https://www.swabiz.com/). The City’s Southwest company identification number is
99505674.
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• Must be purchased through another airline carrier only if Southwest Airlines does not fly
to the individual’s destination or does not offer an efficient itinerary of one layover or
less.
• Airfare should be booked utilizing a City of Pasadena P-Card if available.
• Booking must take place at least 7 days in advance. If this is not possible, the reason must
be supplied within the supporting documentation.
• Must be coach or economy class, whichever is less expensive, for all domestic travel, and
international travel to Canada, Mexico and the Caribbean. Business Class is acceptable
for international travel of eight or more hours of continuous in-air flying time, subject to
Department Director approval.
e. Ground Transportation
Transportation shall be by automobile, either City-owned or private, or by alternate means
such as rail, ride sharing or bus. Upon completion of the trip, an individual will be
compensated for the use of a private auto through mileage reimbursement submission.
Ground transportation must also comply with the following:
• Employees receiving car allowance will not receive automobile-related reimbursement
for local travel.
• The use of a vehicle in lieu of flying may be authorized but under no circumstances shall
reimbursement exceed the cost of available coach airfare.
• Reimbursement is to be submitted utilizing the Check Request form and Travel
Authorization and Expense Form.
• All employees must continuously maintain personal auto insurance as mandated by law.
• Employees are responsible for all traffic and parking fines along with any non-business
related tolls and parking expenses.
o Payment of such expenses using City funds may result in disciplinary action up to
and including termination.
Car Rental
Utilizing the Travel Authorization Expense Form, approval for use of a rental car must be
documented and obtained prior to traveling. City of Pasadena P-Cards pre-authorized for
travel must also utilize the Travel Authorization and Expense Form.
• Rental car expense will not be approved or reimbursed except when other modes or local
transportation are not cost efficient. Exceptions to this must be approved the Department
Director or City Manager.
• Prior to travel, it should be determined if utilization of taxi cabs, shuttle buses, ride sharing
services or other forms of public transportation are a practical, lower-cost alternative to
a rental car.
• If a rental car is required, it must be requested at the time of air and/or hotel reservations.
• The maximum allowed car rental class for one or two passengers on business travel is
intermediate.
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• When three or more employees are traveling together, the next car rental class meeting
the space requirements may be requested with the exception of Luxury, Premium or
Specialty car rentals.
• All other convenience options (i.e. satellite radio) are considered non-reimbursable.
• Employees shall decline all insurance options at the time of the execution of the counter
rental agreement, with the exception of international car rentals. It is required that
additional insurance be purchased for international car rentals. If an employee wishes to
apply incremental insurance, it is to be personally funded.
• The renter/employee shall immediately report any accident, regardless of its magnitude,
to his/her immediate supervisor or director.
f. Mileage Reimbursement
Employees who are required to use their own automobile for City business shall be
reimbursed automobile expense for each mile actually traveled at the approved mileage rates
established by the Internal Revenue Service. If an employee receives an auto allowance, they
may receive reimbursement for mileage if the eligible one-way mileage is greater than 75
miles. Requests for mileage Reimbursement must also comply with the following:
• Mileage reimbursement requires supervisor/management approval prior to travel. This
approval can be electronic but must be provided within the supporting reimbursement
documentation.
• Employees shall never be reimbursed for miles driven between their legal residence and
their base work location.
• Employees will be reimbursed for miles incurred in excess of their normal commuting
mileage.
• Only the employee whose personal vehicle is used may request mileage reimbursement.
• Reimbursement requests are to be submitted utilizing the Check Request form and the
Travel Authorization and Expense Form.
• Mileage shall be recorded at the completion of EACH trip.
• All employees must continuously maintain auto insurance as mandated by law.
• Each request for mileage reimbursement shall include the date of and mileage for each
individual trip. Employees completing the Monthly Mileage Reimbursement form must
also submit beginning and ending odometer readings, excluding miles driven on personal
business.
Reimbursable Mileage
Mileage Circumstance
Reimbursable Mileage
Travel between the employee’s legal residence
and a temporary location or vice versa.
Mileage above normal one-way commute
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Travel between the employees City
employment location and a temporary work
location
All mileage
Travel between temporary locations
All Mileage
Employees staying overnight away from legal
residence on authorized City business
All mileage (e.g. from legal residence to hotel,
to and from hotel and temporary location,
return trip to legal residence and mileage to
and from the airport, if applicable)
g. Lodging
Hotel accommodations will be provided, if travel is non-local, justifiable and at a reasonable
competitive rate. A lodging request will only be granted if it takes place the night prior to an
event that starts before noon on the following day or if a same day flight does not arrive in
sufficient time. If a hotel reservation needs to be cancelled, it is the requesting individual’s
responsibility to contact the hotel directly or use the site/method used for initial reservation.
Airbnb or other short-term rental accommodations are permitted provided the
accommodation is a permitted location. Prior to booking, individuals should be aware of the
hotel cancellation policy to avoid unnecessary fees. No-show fees for lodging are not
reimbursable unless there are unforeseen circumstances and a Director or higher provides
written authorization.
The following apply to all lodging expenses:
• A City of Pasadena P-Card must be utilized for payment on all lodging reservations that
are prepaid in advance.
• The City will reimburse at actual rates for single accommodations only, including
applicable taxes.
• An itemized hotel bill is required along with proof of payment.
• Laundry or dry cleaning service, in-room movies, use of hotel facilities, mini-bars, tours,
costs for non-essential in-room sundries, other recreational packages or services are not
reimbursable.
• Payments for such non-reimbursable packages or expenses should be made in advance
and paid directly to the hotel or facility.
h. Business Meals
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All meal expenses not paid for on a City P-Card must be submitted for reimbursement using
the Check Request and Travel Authorization and Expense Forms. Meals submitted for
reimbursement and paid utilizing a P-Card must comply with the guidelines below:
• Local – Upon approval, meals at authorized business meetings will be reimbursed at
actual cost if accompanied by an itemized receipt, proof of payment and documentation
of the business purpose. Documentation must include a list of attendees and purpose of
travel.
• Non-Local – Upon approval, a per diem amount of $50 per/day will be allowed to cover
meals and gratuities, including those charged by a City P-Card. If travel and meal expense
is only for a specified part of the day, then the per diem amount will be allocated as
follows, $7 for breakfast, $15 for lunch, and $28 for dinner. There will be no
reimbursement for incidentals.
• Employees can either itemize their meals or elect to utilize a $50 per day meal per diem
($7 for breakfast, $15 for lunch and $28 for dinner). Neither election shall result in daily
meal expenses greater than $50.
• The City will reimburse the reasonable cost of meals for employees when related to City
business.
• Upon approval, host meals, in which the employee hosts other authorized persons or
contacts which directly benefit the City, will be reimbursed if accompanied by an itemized
receipt, proof of payment and documentation indicating the name of the individuals in
attendance as well as the nature of the City business discussed.
i. Conference Registration
All conference registrations require a conference agenda or itinerary. Registration fees for
any authorized event should be paid in advance whenever possible and made payable to the
event sponsor or organization. When early-bird rates are offered in advance, the employee
shall use his or her best efforts to take advantage of such discounted rates, including for
blocked room hotel rates at conference prices. Late registration fees or last minute booking
of hotel accommodations at higher than normal rates may be cause for cancellation of
planned attendance according to the discretion of the department director or City Manager.
j. Miscellaneous Costs
Parking Costs: The City reimburses employees for business-related parking costs for their
personal or rented vehicle while traveling on authorized City business. It should be
determined, prior to the trip, if utilization of taxi cabs, shuttle buses, ride sharing services or
other forms of transportation are a practical, lower-cost alternative to parking at an off-
airport location or at airport parking facilities. If parking at the airport is necessary, employees
should consider using off-airport parking locations because they are a lower-cost alternative
to airport parking.
Other: Reimbursement for airport shuttle service, baggage handling fees, cost of parking, cab
fare, ride-share services or public transportation, including reasonable tips, necessary to
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reach the meeting destination, and gasoline for City-owned vehicles are a reimbursable
expense and requires a receipt or, if not available, documentation.
The following are generally considered non-reimbursable expenses:
• Lost luggage and contents. Employees should work directly with the airline for resolution
• Fees or dues for airline clubs and frequent-traveler programs
• Air travel insurance
• Any expenses resulting from obtaining airline miles for personal use
• Class of service upgrades
• Spa services, e.g., massages, manicures, personal trainers
• Personal travel expenses
• Movies (in-room and in-flight movies)
• Normal commuting costs to and from work, including mileage
• Parking citations and driving violations
• Business clothing
• Gift cards in any amount for employees or non-employees
NOTE: These lists are not all-inclusive and there may be additional or similar reimbursable or
non-reimbursable expenses that are not listed. Employees should consult the Accounts
Payable division of Finance prior to incurring charges or their manager or supervisor.
k. Payments
• All expenses shall be reviewed for compliance and paid as are other claims made to the
City.
• Department must maintain the signed Travel Authorization and Expense Form in
accordance with the Records Retention Policy.
• Conference registrations paid in advance of attendance are to be paid utilizing a City of
Pasadena P-Card or reimbursed at the conclusion of travel.
• Employees traveling on City business with a spouse or other companion shall strictly
distinguish between City business and personal expenses.
• Employees must reimburse the City for any overpayments within ten working days upon
their return to work.
• Authorized receipts or other required documentation must be submitted for all expenses
except for non-local meals, which are on a per diem basis, unless charged by a City P-Card.
Any other expense not properly documented will be disallowed.
NOTE: If the final expense exceeds the originally approved amount and the excess is allowable
as according to this policy, employee must submit for reimbursement with an explanation as
to cost differential to receive reimbursement in compliance with policy section in compliance
with Travel Submittal Forms.
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l. Reimbursement Exclusions
• Personal expenses will not be reimbursed.
• No mileage reimbursement shall be allowed for travel or transportation between the
individuals legal and City documented residence and the place where such person is
ordinarily required to report for duty.
• If an employee receives an auto allowance, they may receive reimbursement for mileage
if the eligible one-way mileage is greater than 75 miles.
• The City does not reimburse for fines incurred during vehicle operation or parking
infractions that are a result of the driver’s actions.
• No employee is permitted to approve reimbursement for a business meal expense for
which he or she was a participant.
• Reimbursements submitted for expenses in excess of the maximum allowance set forth,
will not be approved or processed.
• Reimbursements submitted without required documentation will not be approved or
processed.
• No-show fees for lodging are not reimbursable unless there are unforeseen circumstances
and a Director or higher provides written approval, submitted as a deviation.
• The City’s Alcohol and Drug Abuse Policy remains in effect for employees on official City
business while attending the event or related activities and while representing the
interests of the City. The City will not reimburse for the cost of alcoholic beverages.
3. Roles and Responsibilities
a. Individual / Employee Traveling
• Ensure expenses incurred on behalf of the City are authorized, appropriate, and
consistent with business needs.
• Ensure appropriate accounting is applied to all expenses.
• Accurately document expense reports and submit monthly with the appropriate receipts.
• Maintain files with original copies of all travel-related documentation.
Local Travel
• Prior to the actual date of the event, submit request to attend the meeting or event. The
request can be completed electronically and submitted at the time of reimbursement.
• When early-bird rates are offered in advance, the employee shall use his or her best
efforts to take advantage of such discounted rates.
• Once approved, make preparations for transportation and meals, if applicable, and
document actual expenses according to this policy.
• When the event or meeting is completed, prepare a check request and attach all
authorized receipts, including any other required documentation.
• For local expense paid for by a City P-Card, clearly document the required detail according
to this policy, and submit in accordance with the Tyler Munis Purchasing Card Module
Monthly reconciliation.
• Attendance at single day workshops or meetings do not require the use of the Travel
Authorization Form.
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Non - Local Travel
• One month prior or as soon as the event or trip is known, submit request to attend the
conference or seminar.
• Complete the upper portion of the Travel Authorization and Employee Expense form,
including an estimate of expenditures reimbursable according to this policy, and attach a
registration form or flyer describing the event, location, date, and time.
• Forward the request to the department designee who administers travel.
• Once approved, register for the event and make other travel arrangements needed in
accordance with this policy, as directed by the department designee who administers
travel.
• Upon return, reimburse the City for each disallowed charge or amount over the maximum
allowance according to this policy by submitting a personal check to the Accounts
Receivable Division of the Finance department via Inter Office Mail within ten working
days.
• If the amount spent exceeds the originally approved amount and is allowable according
to this policy, request reimbursement. An documented explanation of the variance is
required.
• Document all travel expenses, sign the bottom of the travel expense report, and submit
with authorized receipts to the Department of Finance with 30 days of travel via the Travel
selection within Invoice Submission Portal (https://invoice.cityofpasadena.net/).
• If previously submitted travel has not been submitted for reconciliation, subsequent
travel requests will not be processed until outstanding requests are reconciled.
b. Supervisor / Manager
• Ensure expenses incurred on behalf of the City are authorized, appropriate, and
consistent with business needs.
• Ensure appropriate accounting is applied to all expenses.
• Once approved, upload within the RFC folder of the City of Pasadena Invoice Upload site:
https://invoice.cityofpasadena.net/
c. Department Director
• Ensure compliance with the Travel Policy.
• ENSURE ALL REPORTING REQUIREMENTS ARE MET.
d. Department of Finance
• Review all travel requests and expense reports, and verify compliance with this policy.
• Input into Tyler Munis for processing.
• Follow-up with management regarding delinquent travel reports and proceed with
payroll deductions to recover overpayments, if necessary and authorized.
• Report any non-compliance or excess abuse to the Traveler’s Department Director,
Director of Finance, Internal Auditor and City Manager on a monthly basis.
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e. Escalation Process
• If a dispute arises over what is unauthorized, improper, or excessive, the final decision
shall rest with the Director of Finance.
• Violation of this policy may result in disciplinary action up to and including termination.
• If lack of clarity exists as to the incurred expense being valid for reimbursement, the
Department Director shall review and determine approval or denial status. Any disputes
over the finding of the department director shall be resolved by the City Manager or
his/her designee.
f. Policy Deviations
• Deviations from this policy may be necessary for valid business purposes.
• Deviations to this policy must be approved by the City Manager or his/her designee.
4. Definitions
City: The City of Pasadena
Local Travel: Travel to locations within 50 miles of the traveler’s workplace or home, whichever
serves as the point of departure for the travel. No reimbursement shall be allowed for the portion
of travel or transportation between the home of any person and the place where such person is
ordinarily required to report for duty, unless the actual distance from the home to the travel
destination is more. Where extenuating circumstances may justify overnight accommodations
(e.g. travel time, hours of the event), City Manager or Department Director approval is required.
Non-Local Travel: Travel to locations farther than 50 miles from the traveler’s workplace or home,
and may require overnight accommodations.
Receipt: An original document itemizing good(s) or services(s) purchased. The receipt must
provide a named payee and date that confirms payment has been made for a stated purchase.
Travel Expenses: Reasonable, appropriate, and necessary travel and business related expenses(s)
that are incurred while carrying out official City business. Travel expenses include costs that cover
per diem expenses; transportation expenses; meals and/or coffee and light miscellaneous
refreshments; and miscellaneous business expenses related to official City travel.
Traveler: City employee, official, temporary worker, authorized contractor, interview candidate
or other authorized non-employees who incurs travel expenses on official City business and is
entitled to reimbursement of those expenses.
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5. Forms / Resources
Forms
Travel Authorization &
Expense Form
http://citynet/sections/forms/travel_request_and_expen
se_report.pdf
Check Request Form
http://citynet/sections/forms/CheckRequestForm.pdf
Mileage Reimbursement
Form
http://citynet/sections/forms/Auto%20Milagepdf.pdf
Lost Receipt Form
http://citynet/sections/forms/Lost%20Receipt%20Form.d
oc
Resources
Invoice Submission Site
https://invoice.cityofpasadena.net/
IRS Publication 463
http://www.irs.gov/uac/about-publication-463
Southwest Airlines
https://www.swabiz.com/
Google Flights
www.google.com/flights
AP Check Upload Site
https://invoice.cityofpasadena.net/StaffLogin.aspx?Retur
nUrl=/secure/default.aspx
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Effective Date: March 2, 2020
Supersedes: N/A
City Manager Approval:
SECTION 11. INFORMATION TECHNOLOGY AND SECURITY POLICIES
1.01. EMAIL RETENTION POLICY
1. Purpose
To establish guidelines for the retention of electronic communications within the City’s email
system.
2. General Policy
The City of Pasadena's email system is intended to be used as a method of communication for
the sending and receiving of correspondence. To the extent that any correspondence
including email may, in and of itself, contain information relating to the conduct of the public's
business, such correspondence is subject to retention as a Public Record and must comply
with the City's Records Retention Schedule. For this reason, the City's email system will retain
all communications system-wide for two years by default, which is consistent with
Government Code Section 34090.
3. Definitions
For the purpose of this policy, the following definitions shall apply:
a. “Email”, “e-mail” and “electronic communications” shall mean all correspondence
including any files or additional content attached as part of the correspondence that is
sent from, received by, and/or stored on the City’s email system;
b. Public Record” shall mean any writing, regardless of its form and including paper and
electronic documents, containing information related to the conduct of the public’s
business prepared, owned, used or retained by the City;
c. “Enterprise Content Management System” shall mean a computer-based system which
is designed to capture, manage, store, preserve and deliver the electronic documents
maintained as part of the City’s Records Management program
4. Procedures
a) Email shall be handled in one of the following methods:
i. Retained as-is on the email system, for the default retention schedule, subject to the
procedure set forth below in 4(b);
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ii. Individually retained on the email system, following the processes set forth by the
Department of Information Technology for retaining emails within the email system
consistent with the common Records Retention Schedules of five years or ten years.
iii. Individual messages exported from the email system and imported into the City's
enterprise content management systems (ECMS) and marked for retention consistent
with an applicable Records Retention Schedule, following the processes set forth by
the City’s Records Management Area.
b) In order to comply with the general records retention schedule of two years, the City
of Pasadena's email system will be configured to retain all messages for two years,
calculated as 730 days, after which messages will be automatically purged. The auto-
purge policy will apply to all messages within all folders – including but not limited to
Inbox, Sent Items, Deleted Items, etc. – in user’s email account. Messages may be
deleted by each City staff email user prior to two years, however, such messages will
be retained within the City’s email system pursuant to the retention schedule applied
to the message. Messages in mailboxes of staff who separate from the City will be
retained for two years from the date the message was created or received by the
user.
c) Email messages that are exported from the email system pursuant to 4(a)(iii) above
shall no longer be considered electronic communications but will be Public Records
under the City's Records Retention Policy.
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Effective Date: August 16, 2021 Supersedes: N/A
1.02. ACCEPTABLE USE POLICY
A. Purpose
Effective security is a team effort involving the participation and support of every City of Pasadena
employee and affiliate who deals with information and/or information systems. Acceptable use
standards form a critical component of enterprise security. The City of Pasadena provides users
with access to the technology and information services and resources to perform their daily
functions and tasks. It is the responsibility of every technology user to know the acceptable use
policy and to conduct their activities accordingly. This policy defines what the City of Pasadena’s
management deems acceptable use of the City’s technology-centric resources. These rules are in
place to protect staff and the City of Pasadena. Inappropriate use exposes the City of Pasadena to
risks including virus attacks, compromise of network systems and services, and legal and financial
issues.
B. Scope
This policy applies to employees, contractors, consultants, vendors, agency temporary workers,
interns, volunteers, and other workers at the City of Pasadena, including all personnel affiliated
with third parties. This policy applies to all equipment that is owned or leased by the City of
Pasadena. This policy covers all types of connections to the outside world through the Internet.
This policy also covers all activities performed while using the Internet, Extranet, Intranet, and
internal network including but not limited to Internet browsing (viewing Web pages) and social
networking (visiting social media sites), using e-mail, instant messaging, VoIP (voice over IP)
telephony, the City of Pasadena’s systems and applications, and transferring files using FTP (file
transfer protocol) or other technologies and protocols.
C. General Policy
City of Pasadena Technology Resource Use – General Use and Ownership
While the City of Pasadena desires to provide a reasonable level of privacy, employees
should be aware that the data they create on the organization’s systems remains the
property of the City of Pasadena; and therefore, could be viewed by authorized
individuals; and thus, the City cannot guarantee the confidentiality of information stored
on any computer or network device belonging to the City of Pasadena.
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Employees are responsible for exercising good judgment regarding the reasonableness of
personal use.
For security and network operations purposes, authorized individuals within the City of
Pasadena may monitor equipment, systems, and network traffic at any time.
The City of Pasadena reserves the right to audit networks and systems as necessary to
ensure compliance with this policy.
Security and Proprietary Information
Keep passwords secure and do not share accounts. Authorized users are responsible for
the security of their passwords and accounts.
All PCs, laptops, workstations and tablets should be secured with a password-protected
screensaver, or other screen locking mechanism, with the automatic activation feature
enabled, or by logging-off when the system will be unattended.
Postings, by employees, from a City of Pasadena email address to newsgroups, social
media platforms, discussion forums or as part of user reviews is only permitted by
employees whose job duties require this in the normal course of business and must
adhere to the current Social Media Policy in the City’s Manual of Personnel &
Administrative Rules.
All computing devices, including but not limited to desktops, laptops and tablet devices,
used by an employee that are connected to the City of Pasadena’s wired or wireless
network shall be continually executing approved virus-scanning software with a current
virus database. This requirement is not applicable to personal devices connected to the
City’s Public WiFi and used solely for personal use.
Unacceptable Use
The following activities are, in general, prohibited. Employees may be exempted from
these restrictions during the course of their legitimate job responsibilities (e.g., systems
administration staff may have a need to disable the network access of a device if that
device is disrupting services).
Under no circumstances is an employee of the City of Pasadena authorized to engage in
any activity that is illegal under local, state, federal or international law while utilizing any
City of Pasadena-owned resources.
The lists below are by no means exhaustive but attempts to provide a framework for
activities that fall into the category of unacceptable use.
System and Network Activities
The following activities are strictly prohibited, although exceptions may be granted for
special circumstances by the Department of Information Technology:
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1. Violations of the rights of any person or company protected by copyright, trade
secret, patent or other intellectual property, or similar laws or regulations, including,
but not limited to, the installation or distribution of "pirated", unapproved software
applications, or other software products that are not appropriately licensed for use
by the City of Pasadena.
2. Unauthorized copying of copyrighted material including, but not limited to,
digitization and distribution of photographs from magazines, books or other
copyrighted sources, copyrighted music and video, and the installation of any
copyrighted software for which the City of Pasadena does not have an active license
is strictly prohibited.
3. Introduction of malicious programs into the network or onto computers (e.g.,
malware, viruses, worms, Trojan horses, e-mail bombs, etc.).
4. Revealing your account password to others or allowing use of your account by others.
This includes family and other household members when work is being done at home.
5. Using a City of Pasadena computing asset to actively engage in procuring or
transmitting material that is in violation of sexual harassment or hostile workplace
laws in the user's local jurisdiction.
6. Making fraudulent offers of products, items, or services originating from any City of
Pasadena account. Making statements about warranty, expressly or implied, unless
it is a part of normal job duties.
7. Effecting security breaches or disruptions of network communication. Security
breaches include, but are not limited to, accessing data of which the employee is not
an intended recipient or logging into a server or account that the employee is not
expressly authorized to access, unless these duties are within the scope of regular
duties. For purposes of this section, "disruption" includes, but is not limited to,
network sniffing, ping floods, packet spoofing, denial of service, and forged routing
information for malicious purposes.
8. Port scanning or security scanning is expressly prohibited unless prior notification to
the City of Pasadena is made, unless this activity is a part of the employee’s normal
job/duty.
9. Executing any form of network monitoring which will intercept data not intended for
the employee's device, unless this activity is a part of the employee's normal job/duty.
10. Circumventing user authentication or security of any device, network, or account.
11. Interfering with or denying service to any user other than the employee's device (for
example, denial of service attack).
12. Using any program/script/command, or sending messages of any kind, with the intent
to interfere with, or disable, a user's computer session, via any means, locally or via
the Internet/Intranet/Extranet.
13. Providing information about, or lists of, the City of Pasadena employees to parties
outside City of Pasadena.
14. Storing non-work-related images, music and video files on any City of Pasadena
owned device or system. The Department of Information Technology is permitted to
remove any such files at their discretion.
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15. Altering system software or hardware configurations without authorization or
disrupting or interfering with the delivery or administration of computer resources.
16. Exporting software, technical information, encryption software or technology, in
violation of international or regional export control law is illegal. The appropriate
management should be consulted prior to export of any material that is in question.
17. Using streaming audio or video for non-City purposes.
18. Blogging by employees, while using the City of Pasadena’s property and systems, is
prohibited, unless this activity is a part of the employee’s normal job/duty.
Email, Telephone and Electronic Communication Usage
The following activities are strictly prohibited, although exceptions may be granted for
special circumstances by the Department of Information Technology:
1. Sending unsolicited email messages, including the sending of "junk mail" or other
advertising material to individuals who did not specifically request such material
(email spam).
2. Any form of harassment via email, telephone, instant message (chat) or text, whether
through language, frequency, or size of messages.
3. Transmitting, retrieving, or storage of any communications of a discriminatory or
harassing nature or materials that are obscene or "X-rated."
4. Sending derogatory or inflammatory remarks about an individual’s race, age,
disability, religion, national origin, physical attributes, or sexual preference.
5. Using excessively abusive, profane, or offensive language via email, telephone, or
text.
6. Unauthorized use, or forging, of email header information.
7. Solicitation of email from any other email address, other than that of the poster's
account, with the intent to harass or to collect replies.
8. Creating or forwarding "chain letters", "Ponzi" or other "pyramid" schemes of any
type.
9. Use of unsolicited email from within the City of Pasadena’s networks for other
Internet/Intranet/Extranet service providers on behalf of, or to advertise, any service
hosted by the City of Pasadena.
10. Attempting to access or accessing another's account, private files, or E-mail without
the person's permission; or misrepresenting oneself as another individual in
electronic communication.
D. Disciplinary Actions
Failure to comply with the above stated policy may lead to disciplinary action up, and
including, discharge.
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E. Definitions
Term Definition
Organization City of Pasadena
Employee
All Organization employees, interns, agency temporary workers, vendors
and independent contractors working for the City of Pasadena.
Blogging Online writing/editorial/commentary of personal reflections.
Spam Unauthorized and/or unsolicited electronic mass mailings.
Social Media
User-generated content such as text posts, comments, digital photos or
videos and/or content generated through online interactions; reference
the City’s Social Media Policy for additional guidance.
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Effective Date: August 16, 2021 Supersedes: N/A
1.03 INFORMATION SECURITY POLICY
It is the policy of the City of Pasadena to maintain responsible behaviors and vigilance in all areas of
technology and information security. City employees and affiliates must not circumvent the
policies, procedures, and safeguards implemented with the technology that protect the City, its
information and its employees. City employees and affiliates must promptly report technology-
related security incidents or concerns to the Department of Information Technology (DoIT). All
other types of security incidents should be reported to law enforcement or following the
prescribed City policy.
A. Purpose
Technology is a critical component to the advancement of the City’s mission but also
exposes the City to risk. Staff rely upon technology to support completion of their duties,
and various departments have staff responsible for administering City data, information and
technology assets. Choices which will protect the City from the risk of financial loss, legal
liability, reputational damage and even physical infrastructure damage shall not be treated
primarily as a technical function to be carried out by IT staff who manage the City’s
technology. Protecting the City from the risks inherent in using technology is an essential
responsibility of all City staff.
This policy defines that responsibility and seeks to make information security an established
practice within City culture. Staff are required to follow these practices when using City
technology systems, and when accessing and using City data and information, and are
encouraged to employ the behaviors described herein at all times, not just at work but to
protect themselves and their families as well.
The Information Security Policy is the foundation for the City’s Information Security
Program. The policy articulates executive level support for the program. The program has
been established to:
• Protect the City’s critical infrastructure
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• Protect the sensitive information entrusted to the City
• Continuously improve the City’s ability to detect and respond to cybersecurity events
• Ensure risk management is sufficient and in alignment with the City’s operations and
mission
• Facilitate cybersecurity awareness of risks to City operations and services
• Comply with external and regulatory data protection requirements
B. Scope
This policy applies to employees, contractors, consultants, vendors, agency temporary
workers, interns, volunteers, and other workers at the City of Pasadena, including all
personnel affiliated with third parties.
C. General Policy
The confidentiality, integrity and availability of the City’s information assets shall be
protected from unauthorized disclosure, modification, or destruction, and shall be
safeguarded to the extent permitted by law. City information security policies establish the
minimum expectations to which City staff shall be held accountable. Each City Department
may, at its discretion, establish supplemental information security policies, standards, and
procedures based on unique requirements of the Department as long as they do not conflict
with or weaken City-wide policies.
To maintain a culture of responsible behavior and vigilance in the area of technology and
information security the City of Pasadena shall:
• Assign information and technology security responsibilities to an Information
Technology Security Officer to coordinate city-wide information security efforts;
• Adopt an industry recognized framework such as the National Institute of Standards and
Technology (NIST) Cybersecurity Framework (CSF) or the Center for Internet Security
(CIS) Critical Controls as a methodology to secure technology and information resources;
• Refer to NIST Special Publications if appropriate, as guidelines for control selection (NIST
SP 800-53), IT contingency planning (NIST SP 800-34), IT security awareness (NIST SP
800-50), data classification (NIST SP 800-60), and other areas supporting information
security, as applicable;
• Incorporate additional information technology security compliance or regulatory
controls, such as Payment Card Industry Data Security Standard (PCI DSS), Health
Insurance Portability and Accountability Act (HIPAA), Criminal Justice Information
Systems (CJIS) Security Policy, North American Electric Reliability Corp (NERC), where
appropriate; and
• Conduct and update an information technology security risk assessment at least every
three years.
D. Application
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The City’s Executive Leadership Team shall:
• Adequately support and fund City and Department cybersecurity operations based upon
risk to City operations and mission, to the extent possible;
• With the aid of the City Attorney, determine the requirements and execute necessary
breach disclosures;
• Direct an assessment of the information security program with an external
auditor/assessor at least once every three years.
The Information Technology Security Officer shall:
• Report the City’s information technology security status, activities, and risks annually to
the City’s Chief Information Officer (CIO);
• Inform the CIO when there is an event which compromises the confidentiality, integrity,
or availability of a system or data involving personally identifiable information (PII),
regulatory protected information, and other data that is not considered public
information, as soon as practical;
• Develop and maintain a city-wide incident response program capable of addressing
major information security incidents involving City information resources;
• Support the City’s Departments with implementation of city-wide information
technology security requirements; and
• Establish necessary procedures to support the information technology security program
such as information technology security awareness, business continuity, incident
response, access control, configuration management, change control, etc.
Department Heads shall:
• Designate a liaison within their department to coordinate information technology
security efforts with the Information Technology Security Officer;
• Promote a culture of information technology security awareness and compliance; and
• Remind their staff and contractors about the City’s information technology security
policies, standards, procedures, guidelines, and best practices.
All City staff shall:
• Comply with information technology security policies, requirements, practices, and
acceptable use agreements;
• Promptly report any incidents to the appropriate personnel;
• Complete information technology security training as assigned;
• Report suspicious activities within the City’s information technology security resources
to their manager; and
• Report suspicious emails, abnormal system behavior, or breach of this policy to DoIT’s
Service Center or the Information Technology Security Officer.
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Effective Date: November 1, 2022 Supersedes:
City Manager Approval:
1.04 MOBILE DEVICE POLICY
A. Purpose
Mobile devices are valuable tools in conducting City business. While the use of mobile devices facilitates
increased productivity and convenience, it also puts City information and data at an increased level of risk.
The potential for loss, theft, compromise or insecure practices are heightened where mobile devices are in
use.
Both City-owned and personally-owned mobile devices present additional security challenges to protecting
City information. The intent of this policy is to provide a framework and requirements for the use of mobile
devices and to establish minimum security criteria for accessing City information assets from them.
B. Scope
This policy is applicable to all City-owned and personally-owned computing and/or communications
devices including, but not limited to, smartphones and tablets (hereinafter referred to as “mobile devices”)
running a mobile operating system, including but not limited to Apple iOS and Android.
This policy is applicable to all City staff authorized to access City networks, systems, and information from
a mobile device, irrespective of employment status or job classification.
This policy does not apply to devices running a workstation operating system, such as Microsoft Windows,
Mac OS, Linux, etc.
This policy does not apply to devices purchased by the City for the express purpose of providing
constituents, patrons or customers a device for individual and/or personal use, such as iPads to be
checked out by Library patrons. The Department of Information Technology (DoIT) shall review specific
use cases for which there is uncertainty whether this policy applies, and whose determination shall be
final.
The presence or absence of any stipend from the City to the owner of a personally-owned device does
not affect the applicability of this policy. Except as specifically prescribed in the City’s device stipend
program detailed in the Manual of Personnel and Administrative Rules, personal device use for access to
City information systems is available as a convenience to staff, and the City is not responsible for any
costs incurred.
C. General Policy
The following requirements apply to all mobile devices that access, store, or manipulate City data or
information systems:
• The device must be physically protected from loss, theft, and compromise.
• The device must be protected with a personal identification number (PIN), password, passcode or
similar authentication mechanism, if supported by device.
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• The device must be enabled with device encryption. Devices not protected with encryption may be
denied access to City information assets.
• The device must be currently receiving operating system software security updates from the
device vendor. End-of-life operating systems may be denied access to City information assets.
• Third party software installed on the device must not compromise the security of City data or
information systems. Devices which have been “jailbroken” or “rooted” may be denied access to City
data or information systems.
• It is prohibited to use a personally-owned mobile devices to access restricted systems, even if it is
technically possible. This includes, but is not limited to, systems containing or processing Criminal
Justice Information (CJI), Personal Health Information (PHI), or other sensitive or legally protected
information. Staff should consult with their supervisor or DoIT to confirm whether a particular
system is restricted.
• Staff must take appropriate precautions to prevent unauthorized persons from obtaining access to
their mobile device(s). Staff will be held responsible for all operations made with their City
credentials, and should not share assigned passwords, PINs or other credentials.
• If a device is lost, misplaced, stolen or compromised, it must be reported to the DoIT so
appropriate steps may be taken to protect City resources.
• DoIT shall take all necessary measures to ensure the security of City data and information systems
and may enforce additional controls for mobile device access, as and when necessary. DoIT may
make changes appropriate for the protection and security of City data and information and which
may impact personally-owned mobile device access of City data and information, with or without
advance notice to mobile device users, as necessary.
D. City-Owned Mobile Devices
The following requirements apply to all City-owned mobile devices that access, store, or manipulate City
data or information systems:
• City-owned mobile devices are intended to be used for City business only and shall not be used to
access personal email, personal social media, non-work directed websites, or to conduct any non-
City business.
• Devices purchased by the City shall be managed by DoIT and placed under Mobile Device
Management (MDM).
• Devices must not be used by unauthorized persons.
• Devices must be maintained according to DoIT’s IT Asset Management policy.
• Loss or theft of device must be immediately reported to DoIT. The Pasadena Police
Department must be notified in cases of theft.
E. Personally-Owned Mobile Devices
The following requirements apply to all personally-owned mobile devices that access, store, or manipulate
City data or information systems:
• Access to City information systems, including City email, from a personal mobile device is provided
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as a convenience to staff. The City retains the right to deny mobile device access to City data and
information systems to individual staff, or all staff, with or without notice, and at its sole discretion.
• Any personally-owned device not in compliance with the policy may be denied from
accessing City data and information resources.
• Any personally-owned device which has been used to access, store or manipulate City data or
information “relating to the conduct of the public’s business” may be subject to disclosure pursuant
to the California Public Record Act requests, subpoenas, court orders, litigation requests, or other
actions against the City. It is the responsibility of the device owner to respond appropriately to any
such action.
F. Disciplinary Actions
Failure to comply with the above stated policy may lead to corrective action, up to and including
termination of employment.
G. Definition
Term
Definition
Operating System
The system software that manages hardware and
software resources and provides common services for
applications and programs on a computer system.
Mobile Device
A computing device small enough to hold and operate in
the hand. This includes, but is not limited to, mobile
phones, smartphones, tablets, laptops, or hybrid
devices.
Mobile Operating System
A limited-feature operating system designed specifically
for mobile devices with battery life and power efficiency
are primary drivers (Apple iOS, Android, etc.) and usually
permitting limited user control of the operating system
itself.
City-Owned Mobile Device
A mobile device purchased and owned by the City for
purposes of supporting staff with operating the business
functions of the City.
Personally-Owned Mobile Device
A mobile device purchased and owned by an individual.
Jailbreaking
A process which removes software restrictions imposed
by Apple on iOS devices, usually performed for the
purpose of installing software not available through the
App Store.
Rooting
A process which allows users of the Android operating
system to attain privileged control, known as root
access, to various Android subsystems.
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Device Encryption
Device encryption encodes all information on a device
so that only authorized persons can read or access it.
Encryption is used to protect sensitive and legally
protected data. A device operating system’s HELP
system should describe how to verify if encryption is
enabled and how to turn it on if it is not.
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INDEX
274
Index
A
Absences · 105
Accident Review Committee · 179,
182
Accident/Exposure Investigation ·
172
Accommodation · 158
Acting Assignments · 103
Additional Compensation · 83
Administrative Reassignment · 101
Agency Shop · 6
Agency Temporary Employees · 81
Alcohol And Drug Abuse · 35, 187
Alcohol And Drug Testing · 187, 189,
200
Amendments And Revisions To Rules
· 2
Americans With Disabilities Act · 2,
53, 68, 94
Appointment Of Disabled Individuals
· 89
Attendance · 105
At-Will · 79
Automobile Allowance · 184
B
Banding · 90
Bereavement Leave · 116
Bid Security · 212
Bid Specification · 212
Bilingual Incentive Pay · 83, 140
Mobile Phone/Smartphone Stipend ·
151, 154, 155
Changes To Personal Information · 3
City Identification Policy · 32
City Service Worker (CSW) · 80
City Temporary Worker (CTW) · 80
City Website · 26
Class Specifications · 97
Classification Structure · 97
Code Of Ethics · 4
Competitive Bidding · 213
Conflicting Rules · 1
Conflicts Of Interest · 10
Continuous Certification · 90
Contract · 213
Contracts · 219
Court Appearances · 107
Cyber-Bullying · 52
D
Delegation Of Duties · 14
Demotion · 82, 101, 126
Departmental Rules · 1
Disability · 2, 107, 110
Disability Retirement · 158
Disaster Service Worker · 77
Discipline · 21, 58, 121, 124
Discrimination · 41
Discrimination Complaint Procedure ·
53
Domestic Violence · 116
Dress Code · 33
Due Process · 127
Employee Exposure Records · 177
Employee Initiated Transfer · See
Transfer
E
mployee Medical Records · 178
Employee Responsibilities · 36
Employer-Employee Relations
Resolution · 2
Employment Of Relatives · 8
Employment Verification · 3
Equal Employment Opportunity · 1
Examination Appeals · 88
Examinations · 88
Exit Interviews · 130
F
Family And Medical Leave Policy ·
110, 115
Family Sick Leave · 115
FEHA · 68, 71
FEHA / ADA Compliance · 120
FMLA · 108, 109, 110, 111, 113, 114
Formal Bid Process · 213
Furlough · 116, 117
G
Gifts · 5, 11
Gratuities · 11
H
Harassment Complaint Procedure · 48
Billing Cycle · 213
Branding · 26
C
Cal/OSH · 177
California Family Rights Act · 109,
110, 115
CalPERS · 80, 114, 118, 129, 131
E
EAP · 62, 143, 144
Electronic Equipment Use · 19, 20,
21, 25
Eligible Lists · 89
Employee Assistance Program · 143,
200
Hazard Assessment · 170
Hazard Correction · 171
Hierarchy Of Rules · 1
Holidays · 106
Hostile Work Environment · 45
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INDEX
275
I
Independent Contractor · 81
Industrial Disability Leave · See
Workers' Compensation
Informal Bid Process · 213
Injury And Illness Prevention
Program 163 · 178
Inspections · 170, 178
Interactive Process · 68
Investigations · 126
J
Job Abandonment · 105
Job Descriptions · See Class
Specifications
Job References · 3
Job Safety Analysis · 171
Job-Related Illness Or Injury · 155
Jury Duty · 106
K
Kin Care · See Family Sick Leave
L
Leave Requests · 106
Leaves Of Absence · 118
Letters Of Recommendation · 130
Limited Term · 79
M
Management Initiated Transfer · See
Transfer
Management Time Off · 107
Media Briefings · 30
Media Policy · 29
Medical Documentation · 71
Memorandum Of Understanding · I,
1
Merit Increases · 82
Mileage Reimbursement · 146
Military Leave · 115
Modified Duty · 158
Motor Vehicle Safety · 179
Municipal Employee Relations Officer
· 2
N
Nepotism · See Employment Of
Relatives
News Releases · 30
No Smoking · 17
O
Open Recruitments · 87
Oral Warning · 124
Outside Employment · 4, 10, 15, 16
Outside Employment · 15, 16
Overpayments · 85
P
Paid Time Off Donations · 141, 142
Payroll Deductions · 84
Performance Evaluations · 119
PERS Retirees · 81
Personal Protective Equipment · 178
Personnel Records · 2
Political Activity · 13
Post-Accident Testing · 192
Pre-Employment Physicals · 93
Pre-Employment Testing · 191
Pregnancy · 107, 108, 110
Press Conferences · 30
Prideshare · 63
Privacy · See Electronic Media Privacy
Policy
Probation · 94
Promotion · See Promotional
Recruitments
Public Information · 29
Public Records Act · 19, 21, 26, 27, 29
Public Records Requests · 30
Public Responsiveness · 67
Purchase Order · 214
Purchase Orders · 220
Purchasing Cards · 221
Purchasing Guidelines · 212
Q
Quid Pro Quo · 45
R
Rater Panels · 88
Reasonable Accommodation · 68, 69,
109
Reasonable Accommodations
Transfer · See Transfer
Reasonable Suspicion Testing · 192,
197
Reassignment · 70, See
Administrative Reassignment
Reclassification · 96, 98, 102
Records Retention Policy · 19
Recruitments · 87
Reduced Work Schedule · 116
Reemployment · 91
Reference · 130
Referral Procedures · 89
Relative · 8, 24
Reporting Of Injuries · 157
Request For Proposal · 214
Request For Qualification · 214
Requisition · 214
Resignation · 129
Responsible Person · 178
Retaliation · 42, 46
Retaliation · 50
Retention Of Records · 28
Retirees (CSW-Retiree) · 80
Retroactive Compensation · 86
Return To Work · 158
Risk Management · 155
Rule Of Three · 90
S
Safety Bulletins · 169
Safety Committee · 168
Safety Data Sheets · 178
Safety Officer · 59, 60, 61
Safety Records · See Record Keeping
Safety Sensitive · 187
Safety Training · 169
Salary Rates · 81
Salvage Property · 221
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INDEX
276
Separation · 129
Separation Check-Out Process · 130
Service Awards · 120
Sexual Harassment · 45
SICK LEAVE · 106
Sliding Classification · 99, 100
Social Media Policy · 20, 25
Special Employment · 80
Supplemental Disability Payments ·
159
Supplementary Disability Benefits ·
155
Suspension · 125
T
Take · 183
Take Home” Vehicles · 186
Tattoos · 33
Taxpayer Protection Act · 11
Temporary Appointment · 79
Termination · 21, 47, 79, 83, 106,
109, 126
Threat Assessment Team · 61
Timekeeping · 105
Title Changes · 98
Training · 80, 131, 132, 134
Transfers · 91
Travel And Expense Reimbursement ·
252
Tuition Reimbursement · 135, 136,
138, 139
U
Underpayments · 85
V
Veteran's Points · 89
Violation Of Rules · 2
Voting Leave · 115
W
Waiver Of Examination Process · 89
Weapons · 59
Work Schedules · 70, 105
Workers’ Compensation · 71, 110,
155, 161
Working Out-Of-Class · 102
Working Titles · 98
Workplace Violence · 176
Workplace Violence · 58
Written Warning · 124
