The Civil Service Commission administers the rules governing and regulating the employment policies of the Mayor and City Council. The Civil Service Commission makes rules to accomplish proper personnel administration and to provide for appointments to and employment in the classified service. Such appointments are based on merit, efficiency, character, and industry. The commission may make changes and additions to its original rules. All rules, changes, and additions must be filed with the Department of Legislative Reference and are not effective until so filed. The Civil Service Commission has the power to investigate all matters touching upon the execution of its provisions of the Charter. During investigations, each member of the commission has the power to administer oaths and to summon and examine witnesses in relevant matters. If the Civil Service Commission finds, after investigation, that any appointing officer has abused his power, it will so report to the Mayor. The Mayor has the power to remove, without further hearing, an appointing officer found guilty of abuse by the commission. The Department of Human Resources powers and duties consist of proposing and administering rules approved by the Civil Service Commission. These rules govern probationary status, temporary and emergency appointments, classifications, reclassifications, examinations, promotions, demotions, transfers, reinstatements, discharges, and other discipline of employees. The Department also issues rules and policies related to health and welfare benefits, training and development, recruitment and counseling Civil Service members. October 19, 1999 February 13, 2008

The City of Baltimore (“City”) recognizes that the retention and maintenance of employee personnel files for all City employees is vital to the management decisions made by Agencies. The purpose of this Policy is to establish guidelines on the retention, maintenance and access to personnel files of City employees as a basis for personnel decisions regarding transfer, promotions, disciplinary actions, termination, demotions, training, attendance monitoring, benefits, leave, and other personnel matters. This Policy applies to all employees and individuals involved in the City’s operations, including, but not limited to, full-time and part-time employees, temporary employees, probationary employees, seasonal employees, and contractual employees. The Agency’s Human Resources Office shall be the custodian of official personnel files, which are the property of the City. There shall only be one (1) official personnel file per employee. The City’s decision on the use, maintenance, and dispersion of personnel files is final, subject to Federal, State, and Local laws and regulations. The Agency’s Human Resources Office must limit the documents in the official personnel file to: Employee application that resulted in the appointment, reappointment, promotion, transfer, or demotion; Employment history, including personnel action documents affecting appointment, reappointment, promotion, transfer, demotion, salary change, or other personnel action; Employee identifying information and emergency contact information; Payroll withholding documents; Documents submitted by the employee with the employee’s application for employment or promotion to show that the employee has a degree, license, or certificate required for the current or desired job; Performance evaluations for the last five (5) years; Commendations; and All disciplinary actions within the last three (3) years, excluding oral reprimands. Supervisors within an Agency shall maintain a file for each employee they supervise that contains documents related to the employee. A supervisor may maintain a supervisory file in an electronic format. The supervisor may include in the file: Copies of records contained in the department operating record; Commendations and complaints from customers concerning the employee’s job performance or conduct; Notes made by the supervisor during a performance review or other counseling sessions with the employee; Copies of the employee’s completed work assignments, draft documents, or work in progress; and Written communications between the employee and the supervisor concerning performance or conduct issues. A supervisor may maintain informal notes regarding performance or other information about an employee under the supervision of that supervisor. Supervisory notes are not considered part of the employee’s official personnel file and are not subject to review unless in the course of litigation against the City. Medical files shall be maintained in a separate file and are not part of an employee’s personnel file. Medical files are confidential and must be maintained in a secure location within the Agency’s Human Resources Office apart from other employee files. EEO and OSHA-related files shall be maintained in a separate file and are not part of an employee’s personnel file. Employee personnel files should be retained for at least three (3) years after the employee’s separation. Arrangements should be made with the City Archivist to store records after the three (3) year retention date is passed. Documents may have different retention requirements. In cases where an employee personnel file contains reference documents for an EEO case, relevant documents should be retained for one (1) year from the final disposition of the charge or action for Title VII. Records of environmental monitoring of exposure to hazardous materials should be retained for three (3) years after exposure for the Occupational Safety and Health Act. All employee files are confidential. Anyone handling employee files shall maintain confidentiality of the material at all times, including during the course of file transmission. Any disclosure of information maintained in the employee’s personnel file must comply with the Privacy Act of 1974 and Public Information Act.According to the Privacy Act, information should be collected and used for a specific purpose only. Employees must have access to any personal files about them and be permitted to review and respond to any information in their files. To protect the Agency against libel and slander suits, the following are recommended: Inform employees of the types and instances of disclosure; Obtain authorization from the employee before disclosing any information not required by law; and Refer only to the last performance evaluation for responding to reference checks and not disclose information of a subjective nature. Agencies may provide information on City employees upon receipt of a written inquiry. The inquiry must be written, identifying the employee, and contain precise information. The following information may be supplied as public information under the law: Current and previous classifications; Entry and all promotion dates; Departments, Bureaus, and Divisions; Types of Appointment; and Dates of leaves of absence; or Salary, including merit increases. The following information is not public information, and is therefore restricted: Any information contained on an application, including address, telephone number, previous employment history, scholastic history, race, and sex; Medical information; Inter- or intra-agency memorandums, including returned certification and tickets; Leave balances; Payroll deductions; Letters of reference or verification; Performance appraisals; Grievance history, including findings of hearings; Letters, warnings, and commendations given to the employee; Documents containing justification for personnel actions; and Financial disclosure information. Request for restricted information must be made in writing with the reason for the request and any other required authorization. All restricted information may be given to an employee’s supervisor providing the supervisor’s position is verified. Requests for restricted information by an attorney or a union must be accompanied by a signed release. Restricted information not contained in an employee’s personnel file will not be disclosed. Agencies must consult with the Law Department prior to fulfilling the PIA request. All requests for verification of employment for current or former employees must be directed to the Agency’s Human Resources Office. Information about former employees shall be limited to dates of employment and job classification. Responses to written requests should be communicated in writing. Employee personnel files or data from personnel files is characteristically stored by social security number. The Federal Privacy Act places various restrictions on Federal, State, and Local Governments request for an employee’s social security number. Any governmental Agency which asks disclosure of the social security number must: State whether the disclosure is mandatory or voluntary; State what law or authority gives approval to solicit; and How the number will be used. The employee personnel file for an employee who is transferred or promoted to a position in another Agency must be given to the receiving Agency’s Human Resources Office. All informational requests should be addressed to the employee’s current Agency. At the request of an employee or designee of the employee, the Agency’s Human Resources Office must allow the employee or designees to review and/or receive a copy of the official personnel file, supervisory file, or medical file. If the employee is represented by their respective Union, the Union representative may also request to access the employee’s personnel file. To review and/or receipt a copy of the official personnel file, supervisory file, or medical file, the employee or designee of the employee must schedule an appointment with the Agency’s Human Resources Office. The Agency’s Human Resources Office shall review the record periodically to assure compliance with this Policy. Violations of this Policy may result in disciplinary action, including termination of employment. This Policy was issued pursuant to <cite data-path="§AM-002-1">AM-002-1</cite> and <cite data-path="§AM-002-1-2">AM-002-1-2</cite> Administrative Manual wherein the Department of Human Resources recommended changes to the Administrative Manual to the Board of Estimates for approval. The Department of Human Resources reserves the right to revise or eliminate this Policy at any time. The City’s Board of Estimates reserves the right to approve proposed policy revisions or eliminations as determined by the Department of Human Resources. December 13, 2017 [replaces PM 390 October 1, 2008]

October 21, 1983

The City of Baltimore (“City”) is required by the Immigration Reform and Control Act of 1986 to verify the work eligibility of newly-hired employees by obtaining a completed Form I-9 Employment Eligibility Verification (“I-9 Form”) for each employee hired on or after November 6, 1986. The City shall also ensure that the retention of all I-9 Forms and supplemental documentation is in accordance with this Policy. The purpose of this Policy is to permit the City to inspect and verify documentation which establishes both the identity and the employment authorization of every new employee. All new employees must submit a document or combination of documents to satisfy that they are authorized to work in the United States. This Policy applies to all individuals working for the City and is compensated for their services, including full and part-time employees, temporary employees. This Policy may apply to unpaid employees if it is determined that they will receive something of value in exchanges for their labor or services. However, this Policy is not applicable to independent contractors and their employees, interns, or volunteers. Prospective employees are required to complete the employee portion of the I-9 Form and provide the document(s) verifying work eligibility the date the employee is hired. Prior to the hire date, a prospective employee may only be advised that an I-9 Form is to be completed and to provide documentation verifying work eligibility. To request this information during any portion of the application process can be perceived as discriminatory and may result in sanctions imposed upon the City. A list of acceptable document(s) for proof of work eligibility is available at <a href="https://www.uscis.gov/i-9-central/acceptable-documents">https://www.uscis.gov/i-9-central/acceptable-documents</a>. Only the employee shall designate which document(s) to submit. The Agency’s Human Resources Office may not require a specific document among those listed, nor require additional documents for completing the form, beyond those which establish identity and work authorization. Employees hired prior to November 6, 1986 are not required to complete an I-9 Form. A new employee should provide the required document(s) at the time of hiring. If the employee is unable to comply with this requirement, the employee must be given three (3) business days to produce evidence, such as a receipt verifying application for a social security card or driver’s license, to prove that the employee has applied for a specific document. The employee is responsible for producing the document within 90 calendar days of hire, or else they are subject to termination. However, on or before the commencement of employment, the employee must have indicated in Section 1 of the I-9 Form of their eligibility to work in the United States. An employee who is rehired is required to complete a new I-9 Form, even if the employee was originally hired after Nov. 6, 1986. Information regarding the employment of Minors can be found in <cite data-path="§AM-201-5">AM-201-5</cite> Work Permit for Minor (<cite data-path="§AM-201-5">AM-201-5</cite>). Prospective employees must complete an I-9 Form and provide all supplemental documents to the Agency’s Human Resources Office. Supplemental documents are to be used for the purpose of establishing employment eligibility and are to be retained only with this form. Once documentation is complete and verified as correct by the Agency’s Human Resources Office, the I-9 Form and supplemental documents shall be filed in accordance with this Policy and may not be placed in an employee’s personnel file (See §VI. Storage). If an employee is hired with incomplete documentation, the employee shall be given three (3) business days to present a receipt verifying the application for a specific document. Upon receipt of verification that an employee has applied for a specific document, the City may employ that individual for up to ninety (90) calendar days from the date of hire, without being in violation of the law. If the required documentation is not received by the Agency’s Human Resources Office, a memorandum shall be issued by the Agency’s Human Resources Office via mail to the employee stating that the documentation must be completed and forwarded to the Agency’s Human Resources Office within ninety (90) calendar days of hire, or else the employee will be subject to termination. If a work authorization expires, the I-9 Form must be updated so the employee may continue to work. The employee must either present a document that shows an extension of work eligibility, or a new grant-of-work authorization prior to the expiration date. The Agency’s Human Resources Office will retain a list of affected employees and advise the Agency Head when the document(s) are due to expire. Without an extension of work eligibility, or a new grant-of-work authorization, the employee shall be terminated. Due to the sensitive information contained in I-9 Forms, the forms should be maintained separately from employee personnel files. Separating I-9 Forms from personnel records also allows for ease of access to information when an Agency receives an official request. Although forms may be maintained either by paper, microfilm/microfiche, or electronically, a hard-copy I-9 Form binder is the recommended form of retention by the Agency’s Human Resources Office. The I-9 Form and its supplemental documentation shall be retained in the Agency’s Human Resources Office for at least three years. If an employee has worked for the City for more than three years, the employee’s form shall be retained in the Agency’s Human Resources Office for one year following separation from the City. Any I-9 Forms that have retention dates that have passed should be pulled and shredded. The City shall not discharge a current employee, refuse to appoint a new employee, or otherwise discriminate on the basis of foreign appearance, language, or name. Discrimination against an employee or applicant on the basis of national origin may result in sanctions due to violating Title VII of the Civil Rights Act of 1964. Individuals using fraudulent identification or employment eligibility documents for the purposes of satisfying the employment eligibility requirements will face imprisonment or receive a fine, or both, in addition to termination. Violation of this Policy may result in disciplinary action, up to and including termination of employment. In addition, failure to comply with an official request to audit I-9 Forms within an Agency will result in certain sanctions imposed on the City. This Policy was issued pursuant to <cite data-path="§AM-002-1">AM-002-1</cite> and <cite data-path="§AM-002-1-2">AM-002-1-2</cite> Administrative Manual wherein the Department of Human Resources recommended changes to the Administrative Manual to the Board of Estimates for approval. The Department of Human Resources reserves the right to revise or eliminate this Policy at any time. The City’s Board of Estimates reserves the right to approve proposed policy revisions or eliminations as determined by the Department of Human Resources. December 13, 2017 [replaces <cite data-path="§AM-205-4">AM-205-4</cite>]

The City of Baltimore (“City”) periodically hires employees’ ages 14-17 and who require a valid work permit for employment purposes. The purpose of this policy is to adhere to the State requirements for maintaining a valid work permit for individuals ages 14-17. This policy applies to all City employees and individuals involved in the City’s operations, including, but not limited to, full-time and part-time employees, probationary employees, as ages 14-17.It is a State of Maryland requirement that all individuals who are 14 -17 years of age have a valid work permit on file in the appropriate agency personnel office before any minor is employed by the City. This Policy allows the minor to perform only the duties associated with the work described on the issued permit. If the minor employee transfers positions or undertakes new duties, a new work permit must be issued pertinent to the new duties. It is the responsibility of the prospective employee’s appointing officer to see that a valid work permit is on file prior to employment and upon change or transfer of positions. A minor cannot begin work without a valid work permit. Work permits may be found at <a href="https://www.dllr.state.md.us/labor/wages/empm.shtml">https://www.dllr.state.md.us/labor/wages/empm.shtml</a>. This Policy was issued pursuant to <cite data-path="§AM-002-1">AM-002-1</cite> and <cite data-path="§AM-002-1-2">AM-002-1-2</cite> Administrative Manual wherein the Department of Human Resources recommended changes to the Administrative Manual to the Board of Estimates for approval. The Department of Human Resources reserves the right to revise or eliminate this Policy at any time. The City’s Board of Estimates reserves the right to approve proposed policy revisions or eliminations as determined by the Department of Human Resources. December 13, 2017 [replaces <cite data-path="§AM-205-15">AM-205-15</cite>]

Compensatory leave is time off with pay granted to employees as compensation for overtime or call-back work.(See <cite data-path="§AM-205-2">AM-205-2</cite> for complete information concerning overtime and call-back work.) The amount of compensatory leave received is determined by an employee’s salary. Employees in the categories listed below may elect to receive compensatory leave at the time and one-half or double time rate in lieu of monetary payment for overtime or call-back work, depending on the specifics outlined in the negotiated union contract. <ul> <li>Employees receiving C.M.E.A. benefits. who have a salary grade or flat salary equal to or less than grade 39.</li> <li>All employees receiving Local 44 benefits.</li> <li>Employees receiving M.A.P.S. benefits who have a salary grade or flat salary equal to or less than grade 109.</li> </ul> Employees in the following categories will receive compensatory leave in an amount equal to the amount of overtime or call-back worked: <ul> <li>Employees receiving C.M.E.A. benefits who have a salary grade or flat salary equal to or greater than grade 40.</li> <li>Employees receiving M.A.P.S. benefits. who have a salary grade or flat salary equal to or greater than grade 110.</li> </ul> Eligible employees will receive compensatory leave equal to 1 ½ times the amount of overtime or call-back worked during the following periods: <ul> <li>During the normal workweek.</li> <li>On the employee’s 6th consecutive work day in an operation where the normal work week is 5 days in a 7 day period.</li> <li>On the employee’s 11th and 12th work days in an operation where the normal workweek is 10 days in a 14-day period.</li> </ul> Eligible employees will receive compensatory leave equal to 2 times the amount of overtime or call-back worked during the following periods: <ul> <li>On the employee’s 7th consecutive work day in an operation where the work week is 5 days in a 7 day period.</li> <li>On the employee’s 13th and 14th work days in an operation where the workweek is 10 days in a 14-day period.</li> </ul> Compensatory leave will be accumulated in ½ hour increments after 1 hour of overtime has been worked. An employee who works a full day of overtime will receive 7 hours, 20 minutes of compensatory leave (multiplied by 1½ or 2 when applicable), if his/her normal work day is 7 1/3 hours. The maximum amount of compensatory leave that may be accumulated by an employee is 400 hours. Once an employee accumulates this maximum amount of leave, he will not be credited with any additional compensatory leave until his accumulation drops below the maximum limit. Accumulated compensatory leave may be retained by permanent employees who: <ul> <li>Transfer from 1 agency or position to another agency or position in the classified service with no break in service.</li> <li>Are granted a leave of absence without pay and are reinstated following the expiration of such leave (or placed on a reemployment list due to lack of a vacant position).</li> <li>Are laid-off due to lack of work or funds and are subsequently rehired. (See <cite data-path="§AM-205-9">AM-205-9</cite> for eligibility details.)</li> </ul> Compensatory leave must be taken in increments of ½ hour. An employee who takes a full day of compensatory leave will have 7 hours, 20 minutes subtracted from his compensatory leave balance if normal work day is 7 1/3 hours. An employee who wishes to use accumulated compensatory leave must obtain prior approval from his supervisor. Compensatory leave requests for a period of 1 week or longer must normally be made 1 week in advance. Compensatory leave requests for less than 1 week must normally be made 1 workday in advance. However, these time requirements may be waived by the employee’s supervisor. An official City holiday which occurs on an employee’s compensatory leave day will not be counted as compensatory leave. However, in the event of an early closing on an employee’s leave day, the employee will be charged compensatory leave as if the early closing had not occurred. Employees will not receive payment for any compensatory leave, which is unused as of the date of separation from City employment. October 5, 1982

The City of Baltimore (“City”) recognizes the relationship between key benefits such as health care insurance and welfare benefit programs and a healthy workforce. To help City employees make an informed choice regarding their health coverage options, this Policy outlines the various programs available to employees, key resources, and requirements that affect all benefits sponsored by the City. The purpose of this Policy is to establish the guidelines for determining the administration of employee health benefits for the City of Baltimore (“City”). This Policy applies to eligible employees who elect to enroll in health care benefits programs sponsored by the City. The City offers several health care and welfare benefits plan options to employees that provide coverage for medical, prescription drug, vision, term life insurance, Accidental Death & Dismemberment (“AD&D”) insurance, flexible spending and dental benefits. City employees may not be enrolled in more than one City-sponsored medical, prescription, vision, term life insurance, flexible spending or dental plan at a time. The type of medical, dental, prescription drug, and vision benefits provided will differ among the various provider plans available to employees. For specific information, contact the Employment Benefits Division or the Agency’s Human Resources Practitioner. Employees may also find additional information about the benefits sponsored by the City on the enrollment website, Coverage for new hires will become effective on the first day of the calendar month following the employee’s commencement date. Coverage for employees will end on the last day of the calendar month in which the employee’s separation occurs. May apply for coverage under one of the health care programs offered through the Employee Benefits Division by visiting the website (See Section IV. Information Resources) within forty-five (45) days of their date of commencement. Employees that elect not to enroll in benefits within the forty-five (45) day period must wait until the next scheduled annual Open Enrollment period to enroll. Eligible employees that wish to enroll in a health care plan sponsored by the City may enroll during the scheduled annual open enrollment period. In addition, employees currently enrolled in a City-sponsored health plan may change their election only during an annual open enrollment period, unless the employee has a qualifying life event. Failure by current employees to enroll in a City-sponsored health plan when scheduled will result in the employee’s coverage rolling over. Employees returning from an approved leave of absence for more than ninety (90) of days may apply for health care coverage by contacting the Employee Benefits division within sixty (60) days from their return to work date. A qualifying event is a change in the employee’s life status that allows a corresponding change in the employee’s benefits. Some examples include marriage, divorce, birth of a newborn or adoption, and spousal loss of coverage. Once an employee is enrolled in health benefits, a change cannot be made unless there is a Change in Status or a qualifying event. The employee has sixty (60) days from the date of the event to notify and submit to the City an enrollment change due to a Change in Status. New dependents must be added to a health plan within sixty (60) days of a qualifying event. The employee will make the necessary elections using the City of Baltimore’s enrollment website, Employees who separate from City service may be eligible to continue participation in their health care program under the Consolidated Omnibus Budget Reconciliation Act (“COBRA”) (<cite data-path="§AM-204-28">AM-204-28</cite> COBRA). This Policy was issued pursuant to <cite data-path="§AM-002-1">AM-002-1</cite> and 002-1-2 Administrative Manual wherein the Department of Human Resources recommended changes to the Administrative Manual to the Board of Estimates for approval. The Department of Human Resources reserves the right to revise or eliminate this Policy at any time. The City’s Board of Estimates reserves the right to approve proposed policy revisions or eliminations as determined by the Department of Human Resources. December 13, 2017 [replaces <cite data-path="§AM-204-23">AM-204-23</cite> January 8, 2015] AM-204-11-5 PM-220. COBRA <a href="https://www.baltimorecity.essbenefits.com/essenroll.asp">https://www.baltimorecity.essbenefits.com/essenroll.asp</a>. For additional information on the City benefits programs currently available and related costs, DHR’s Employee Benefits Division may be reached by telephone at (410) 396-5830. PM-220-1. COBRA Rules and Procedures <a href="https://www.baltimorecity.essbenefits.com/essenroll.asp">https://www.baltimorecity.essbenefits.com/essenroll.asp</a>. Failure to submit documentation within sixty (60) days of the qualifying life event will result in the employee being unable to change benefit elections until the next annual open enrollment period. PM-240. Employee Benefits Unit PM-290. Health Providers Telephone Directory

Organ donation leave authorizes paid permission leave to full-time and part-time permanent employees of the Mayor and City Council of Baltimore. Organ donation leave can be used without loss of any benefits to which the employee is otherwise entitled. Employees are eligible for organ donation leave under the following conditions: <ul> <li>The employee has been a permanent employee with the City for at least 12 months immediately preceding the period for which he/she is requesting leave.</li> <li>The employee has requested and received prior approval from the head of his/her agency.</li> <li>A request for organ donation leave must include medical documentation of the proposed organ or bone marrow donation.</li> </ul> Employees may use organ donation leave up to the following limits: <ul> <li>Seven (7) days in any 12-month period to be a bone marrow donor</li> <li>Thirty (30) days in any 12-month period to be an organ donor</li> </ul> If an employee needs to extend the organ donor leave period beyond the maximum amount specified above, he/she may use accrued sick leave or other approved leave time, consistent with applicable leave policies. The use of sick leave in this case will not count as an occurrence if it is used immediately following the organ donation leave. The PAYROLL ATTENDANCE RECORD (147-019) is to be marked "P" in the appropriate blocks corresponding to the day(s) of absence due to organ or bone marrow donation. In the "Remarks" column next to the employee's name, one of the following is to be noted: 1) bone marrow donation; or 2) organ donation. An employee must notify his/her supervisor in advance by submitting a REQUEST FOR TIME OFF (28-1408-5040). Medical documentation must accompany the leave slip or be submitted as soon as possible and prior to any time off. Approval of the agency head is mandatory before the employee takes time off. December 6, 2000

Employees may be entitled to take a leave of absence under the Family and Medical Leave Act of 1993 (FMLA), 29 U.S.C. § 2601. This policy describes the procedures City agencies and employees should follow when requesting, approving and administering FMLA leave. This policy shall be interpreted and applied in a matter consistent with the U.S. Department of Labor’s FMLA regulations at 29 C.F.R. Part 825. FMLA leave is available to all eligible employees where such leave is used for an FMLA-qualifying reason. To be “eligible” for FMLA leave, an employee must have: 1) been employed by the City for at least 12 months; and 2) worked at least 1,250 hours in the twelve months prior to the commencement of leave. The required 12 months of employment need not be consecutive, provided any break in service is for a period of less than 7 years. When calculating the 1,250-hour requirement, all time worked will be counted, including overtime hours. Paid and unpaid time off will not count toward the 1,250-hour requirement, with the exception of periods of military leave. An eligible employee may take up to 12 weeks of unpaid FMLA leave during a rolling twelve-month period for any of the following reasons: The serious health condition of the employee; The birth or care of an employee’s newborn child; The adoption or placement of a child with an employee for foster care; The serious health condition of an employee’s immediate family member (e.g. spouse, child or parent); or A “qualifying exigency” in connection with a family member’s active duty military service overseas or in support of a contingency operation (Qualifying Exigency Leave). In addition to the basic FMLA leave entitlement discussed above, eligible employees may also take up to 26 weeks of leave per leave year for the care of a covered military service member or veteran with a serious service-connected injury or illness (Military Caregiver Leave). Military Caregiver Leave may not exceed 26 weeks even when combined with other FMLA-qualifying leaves. When an employee and his or her spouse both work for the City of Baltimore, each will be limited to a combined total of 12 weeks of leave in a leave year for the following reasons: 1) for the birth of the employee’s child or to care for the child after birth; 2) the placement of a son or daughter with the employee for adoption or foster care or to care for a child after placement; andto care for the employee’s parent with a serious health condition. Leave taken for other qualifying reasons will not count toward the combined limitation. Likewise, spouses who seek FMLA leave to care for a covered military service member or veteran are limited to a combined 26 weeks of leave. For example, a married couple employed by the City may take up to a total 12 weeks of FMLA leave between them for the birth of a healthy child. However, the same couple may each take up to 12 weeks of FMLA leave to care for a child with a serious health condition, provided they have not already exhausted their FMLA leave entitlement for the leave year. The City of Baltimore uses a “rolling backward” method for calculating the 12-month FMLA leave entitlement, meaning City agencies will look back 12 months from the date the employee is expected to start a new period of FMLA leave to determine leave eligibility and whether the employee has already exhausted his or her leave entitlement for the 12-month period (or “leave year”). For example, if an employee requests five weeks of FMLA leave starting on December 5, 2013, the agency will look back 12 months from that date to see whether the employee has already used the maximum amount of FMLA leave to which he or she would be entitled. If not, the employee will be permitted to use the balance of any remaining leave. FMLA leave usually will be taken for a period of consecutive days, weeks or months. Employees may also take FMLA leave on an intermittent or reduced leave schedule basis either when medically necessary or for qualifying exigencies. When intermittent leave or a reduced schedule is requested, the City may in its discretion temporarily transfer the employee to an equivalent position (with equivalent pay and benefits) that would better accommodate recurring periods of leave. FMLA leave will be tracked in increments of 30 minutes, unless otherwise provided in an applicable labor agreement. Agencies may not require employees to take (and employees shall not use) more leave than is needed to address the circumstances that prompted the leave request. While on FMLA leave, employees must use any accrued vacation, personal, compensatory and sick leave, as appropriate. Paid leave must be used in accordance with applicable City leave policies and labor agreements. The substitution of paid leave does not extend the length of an FMLA leave, and the paid time off will run concurrently with an employee’s FMLA entitlement. Likewise, leaves taken in connection with a disability leave plan or workers’ compensation shall run concurrently with any FMLA leave entitlement. The substitution of paid sick leave will be authorized only in connection with an employee’s own serious health condition or the employee’s need for pre- or postnatal health care. An employee may also use up to 5 days of paid sick leave for the care of a family member with a serious health condition or for adoption or the placement of a child in foster care. Employees of the Baltimore City Fire Department should refer to the department’s internal policies and procedures governing the use of paid leave for FMLA purposes. Where a conflict exists, the department’s own internal policies and procedures shall apply. While an employee is on FMLA leave, the City will continue the employee’s health benefits at the same level and under the same conditions as if the employee had continued to work. Under current City policy, employees pay a portion of the health care premium. While on paid leave, the City will continue to make payroll deductions to collect the employee’s share of the premium. While on unpaid leave, the employee must continue to make these premium payments through direct billing with the Employee Benefits Division – Premium Billing. The City will continue to pay the employer portion of the premiums for up to 6 bi-weekly pay periods or 12 weekly pay periods (or up to 13 bi-weekly/26 weekly pay periods in the case of Military Caregiver Leave). At the end of this period, the employee will be required to pay 100% of the health benefits premium cost. Where premium payments made through direct billing are more than 30 days late, the City may terminate the employee’s health coverage for the duration of leave. The City will provide the employee at least 15 days advance written notice before terminating coverage. The coverage will be reinstated the first day following the employee’s return to work, with no waiting periods or pre-existing condition exclusions, provided the employee contacts Employee Benefits within 60 days of return. If an employee chooses not to return to work for reasons other than a continued serious health condition or a circumstance beyond the employee’s control, the City will require the employee to reimburse the City the amount paid for the employee’s health premiums during any unpaid portion of the leave. If at any time (either before or during leave) an employee gives notice of intent not to return to work, health benefits will be discontinued. Employees on FMLA leave are entitled to other benefits to the same extent they are provided to employees on comparable forms of leave. Employees will continue to accrue vacation, personal and sick leave, for example, as long as they remain in pay status. Employees on FMLA leave also may continue their group life insurance coverage during the leave. A serious health condition refers to a physical or mental condition that involves either an overnight stay in a medical care facility or continuing treatment by a health care provider for a condition that prevents the employee (or a covered family member) from working, attending school or participating in daily activities. Subject to certain conditions, the “continuing treatment” requirement may be met by a period of incapacity of more than three consecutive calendar days combined with: 1) at least two visits to a health care provider within 7 days of incapacity; or 2) one visit and a regiment of continuing treatment under the supervision of a healthcare provider. A serious health condition also refers to any period of incapacity or treatment connected with pregnancy or a chronic, long-term or permanent medical condition. FMLA leave to care for a family member with a serious health condition is limited to a spouse, parent or child. The term “child” refers to a biological child, adopted child, foster child, stepchild, legal ward or the child of a person standing in loco parentis (in the place of a parent) who is: Under the age of 18; OR Age 18 or older and incapable of self-care due to a mental or physical disability. A covered parent includes a biological, adopted, step or foster parent or any individual who stands or stood in loco parentis when the employee was a son or daughter as described above. A parent “in-law” is not covered. Employees must provide appropriate documentation confirming the existence of a family relationship or the age of a child, such as a birth or marriage certificate, court document or a written statement of a qualifying family relationship. Both parents may take FMLA leave for the birth or care of a newborn child. The mother also may take FMLA leave for incapacity due to pregnancy, for pre- or postnatal health care or for a serious health condition following birth. In the case of adoption and placement for foster care, employees may take FMLA leave before the actual placement or adoption if an absence from work is required for the placement or adoption to proceed. An employee may not take leave on an intermittent or reduced work schedule basis after placement or birth, unless such arrangements are needed in connection with a serious health condition or are otherwise authorized by the employing agency. An employee’s entitlement to leave for birth, adoption or placement for foster care expires 12 months following the date of birth, adoption or foster care placement. The purpose of Qualifying Exigency Leave is to allow employees with close family members serving in the Armed Forces overseas to take time off from work to address common challenges that arise in connection with a deployment. Agencies may grant Qualifying Exigency Leave to any eligible employee (e.g. a parent, spouse or child of a military service member) for exigencies that arise out of an active duty deployment overseas or in connection with a call or impending call or order to active duty service overseas. Such leave is available to members of the Regular Armed Forces who are deployed to a foreign country, as well as members of the National Guard and Reserves who are either deployed with the Armed Forces to a foreign country or under a federal call or order to active duty in support of a contingency operation. Qualifying Exigency Leave may be granted for any of the following reasons: a) to address issues that arise from a short-notice deployment (up to seven days); b) to attend official military events, briefings and programs; c) to provide or arrange for child care on an urgent, immediate need basis; d) to enroll or transfer a child to a new school or day care and attend school-related meetings; e) to make or update financial and legal arrangements; f) to attend counseling; g) to care for a service member’s parent who is incapable of self-care on an urgent, immediate need basis (or arranging for such care); h) to attend arrival ceremonies, reintegration briefings and other post-deployment activities; i) to address issues that arise from the death of the military member while on active duty; and j) other events that arise out of an overseas deployment or contingency operation, as agreed upon by the agency and the employee. In addition, an eligible employee may take up to 15 calendar days of Qualifying Exigency Leave per leave year to spend time with a military member who is on short-term, temporary Rest and Recuperation leave during a covered military deployment. An employee who requests leave for this purpose must provide a copy of the military member’s Rest and Recuperation leave orders. Military Caregiver Leave provides eligible employees with up to 26 weeks of leave per leave year to care for a covered service member or veteran with a serious service-connected injury or illness. To qualify for Military Caregiver Leave, an eligible employee must be the spouse, parent or child (any age) of the covered service member or veteran or the next of kin. Covered service members include current members of the Armed Forces and members of the National Guard or Reserves who are: a) undergoing medical treatment, recuperation or therapy for a serious illness or injury; b) in outpatient status; or 3) on the temporary disability retired list. Leave to care for a covered veteran (a former member of the Armed Forces or the National Guard or Reserves) may be taken for up to 5 years following discharge from the military, provided the veteran’s release from duty was under conditions other than dishonorable. Serious injury or illness in the case of a veteran includes: The continuation of a serious injury or illness suffered while serving as a member of the Armed Forces and which has rendered the veteran unable to perform military duties; A physical or mental condition for which the veteran received a U.S. Department of Veterans Affairs Service-Related Disability Rating of 50% or greater; A physical or mental condition that substantially impairs the veteran’s ability to secure or maintain substantially gainful occupation; or An injury (including psychological injury) that serves as the basis for the veteran’s enrollment in the Department of Veterans Affairs Program of Comprehensive Assistance for Family Caregivers. Employees who wish to take FMLA leave must timely notify their agencies of the need for FMLA leave and the anticipated timing and duration of the leave, if known. When the need for leave is foreseeable, employees must provide at least 30 days advance notice. When 30 days notice is not possible, or the need for leave is not foreseeable, employees must provide notice as soon as practicable under the circumstances – generally the same or the next business day. Employees should complete an FMLA Leave Request Form (<cite data-path="§AM-203-2-1">AM-203-2-1</cite>) in application for leave. Calling in “sick” without providing reasons for needing leave will not be considered sufficient notice for FMLA leave under this policy, and employees are expected to respond to questions designed to determine if an absence is potentially FMLA-qualifying. Employees who seek to use previously approved FMLA leave must specifically reference the FMLA-qualifying reason when calling in. Leave may be delayed or denied where an employee fails to adequately explain the reasons for the leave. Employees must follow departmental call-in procedures when requesting FMLA leave, absent unusual circumstances. Where an employee fails to comply with these procedures, and no unusual circumstances justify the failure to comply, leave may be delayed or denied and the employee may be subject to discipline. In the case of planned medical treatment, employees must make a reasonable effort to schedule treatment so as not to disrupt the operations of the agency. Employees must consult with their supervisors prior to scheduling treatment in order to work out a treatment schedule that best suits the needs of both the agency and the employee, subject to the approval of an employee’s health care provider. Employees on FMLA leave are expected to be reasonably responsive to and communicate with their agencies during the leave and may be required to check in periodically (e.g. at least once each month) regarding their status and intent to return to work.When an employee requests FMLA leave, or when an agency acquires knowledge that an employee’s leave may be for an FMLA-qualifying reason, the agency must notify the employee within 5 business days of his or her eligibility to take FMLA leave, absent extenuating circumstances preventing timely notice. Agencies shall provide notice using the Notice of Eligibility and Rights & Responsibilities (<cite data-path="§AM-203-2-2">AM-203-2-2</cite>) form. The Notice of Eligibility and Rights and Responsibilities should be accompanied by any required certification forms. Once the agency has enough information to determine whether an eligible employee is requesting leave for an FMLA-qualifying reason, the agency must notify the employee whether the leave will be designated as FMLA leave. The agency will provide this notice within 5 business days by delivering to the employee a completed Designation Notice (<cite data-path="§AM-203-2-3">AM-203-2-3</cite>). In any instance where the employer does not have sufficient information about the reason for an employee’s use of leave, the agency should inquire further of the employee to ascertain whether leave is potentially FMLA-qualifying. Depending on the nature of the leave sought, employees will be required to submit appropriate certification supporting the need for FMLA-qualifying leave. When leave is requested in connection with a serious health condition, for example, the request must be supported by medical certification from a health care provider. In the case of the employee’s own serious health condition, the employee must return a completed Certification of Health Care Provider for Employee’s Serious Health Condition (<cite data-path="§AM-203-2-4">AM-203-2-4</cite>). In the case of a family member’s serious health condition, the employee must return a completed Certification of Health Care Provider for Family Member’s Serious Health Condition (<cite data-path="§AM-203-2-5">AM-203-2-5</cite>). Certification and other supporting documentation also will be required to take Qualifying Exigency Leave, Certification of Qualifying Military Exigency (<cite data-path="§AM-203-2-8">AM-203-2-8</cite>) and Military Caregiver Leave, Certification of Health Care Provider for Military Caregiver Leave – Servicemember (<cite data-path="§AM-203-2-6">AM-203-2-6</cite>) or Certification of Health Care Provider for Military Caregiver Leave – Veteran (<cite data-path="§AM-203-2-7">AM-203-2-7</cite>). It is the employee’s responsibility to provide the agency with timely, complete and sufficient certification. Whenever possible, employees should submit the completed certification at the time leave is requested. In any event, employees must provide the certification within 15 calendar days once it is requested by the agency, absent extenuating circumstances. Agencies may deny FMLA leave to an employee who fails to provide certification in a timely manner. When it is necessary to verify that the information contained in a medical certification was authorized by the health care provider, or to understand the handwriting or meaning of a response, an agency HR Representative or management official (other than a direct supervisor) may contact the employee’s health care provider to obtain verification or clarification. If the employee refuses to permit such contact, the agency may deny the leave if the certification is unclear. When a certification is incomplete or insufficient, the agency may reject the certification and give the employee at least 7 calendar days to cure any deficiencies. When rejecting a certification, the agency must provide the employee with a letter that describes what additional information is needed to make the certification complete and sufficient. If the employee fails to cure deficiencies in a timely manner, the agency may delay or deny the leave request. If in the case of an employee’s own serious health condition or that of a family member an agency has reason to doubt the medical certification, it may require a second medical opinion. If the opinions of the initial and second health care providers differ, the agency may require a third, final and binding certification from a health care provider jointly approved by the agency and the employee. The agency must conditionally approve the employee’s leave request pending the outcome and bear the expense of acquiring the second and/or third medical opinion (including reasonable out-of-pocket travel expenses connected with the appointment). Agencies may not require a second or third opinion when Military Caregiver Leave has been requested. Agencies shall require employees to recertify the need for FMLA leave for a serious health condition of the employee or a family member: 1) whenever the expected minimum duration of leave expires; or 2) at least every six months in connection with an absence. Agencies may also request recertification when: The employee requests an extension of the leave; Circumstances described in the employee’s current certification have changed significantly (such as the duration or frequency of absences or the nature or severity of the illness); or Information is received that casts doubt upon the employee’s stated reason for the absence or the continuing validity of the certification. Agencies may not request recertification in the case of Military Caregiver Leave. Agencies should use the appropriate recertification form: Recertification of Employee’s Serious Health Condition (<cite data-path="§AM-203-2-9">AM-203-2-9</cite>) or Recertification of Family Member’s Serious Health Condition (<cite data-path="§AM-203-2-10">AM-203-2-10</cite>). Agencies shall give employees at least 15 calendar days to return the recertification. Where recertification is prompted by changed circumstances or doubts about the continuing validity of the existing certification, the agency shall give the health care provider the employee’s FMLA attendance record to help him or her determine whether leave usage is consistent with the serious health condition in question. At the end of FMLA leave, the employee will be restored to the same position held prior to leave or a position with equivalent pay, status, benefits and other employment terms, subject to certain exceptions. An agency may in its discretion elect not to return certain “key” employees, for example, if doing so would cause grievous and economic harm to the agency. Similarly, an agency may deny reemployment if there has been an intervening layoff that would have included the employee’s position. An employee returning to work following his or her own serious health condition must provide a Fitness For Duty Certification of Health Care Provider (<cite data-path="§AM-203-2-11">AM-203-2-11</cite>) form completed by the health care provider. The certification must confirm the employee’s ability to resume work and to perform all essential job functions. Agencies may delay or deny job restoration until the employee returns the completed certification. Agencies shall notify employees of this requirement at the start of leave by so indicating on the employee’s Designation Notice. Where appropriate, agencies should also include a list of the essential functions of the employee’s position for use by the health care provider in determining the employee’s readiness to return to work. This policy prohibits discrimination against an individual for having exercised the right to take FMLA leave and prohibits unlawful interference with an individual’s FMLA rights. In addition, this policy prohibits illegal retaliation against someone who has made an FMLA-related complaint or who has participated in the investigation of a complaint. Concerns about discrimination, interference or retaliation under this policy should be immediately reported to the employing agency’s Equal Opportunity Compliance (EOC) Officer or an HR Representative. May 14, 1998 May 15, 2013

The Sick Leave Donation Program was established to permit City employees to donate a portion of accrued sick leave to another City employee who has exhausted all accrued sick, vacation, and personal leave, and/or compensatory time while absent from work due to a personal illness or injury. This program is not intended to replace the extended sick leave policy, is not available to employees who are members of a union sick leave bank, and is not available to employees who are eligible for membership in a union sick leave bank. This policy does not replace any rights available under the City's Family and Medical Leave policy (<cite data-path="§AM-203-2">AM-203-2</cite>), which eligible employees may request in accordance with federal Family and Medical Leave Act (FMLA). Two years from the effective date of approval by the Board of Estimates, the Labor Commissioner, the Director of Human Resources and the Director of Finance will review the policy and make recommendations to the Mayor's Office and the Board of Estimates concerning the continuation of the Sick Leave Donation Program. Donor – A full-time or part-time City employee, who earns sick leave and donates from one (1) to five (5) days of accrued sick leave to another City employee. Recipient – A permanent full-time or part-time City employee with at least two years of continuous City service who earns sick leave and who has received a donation of sick leave from one or more employee donors. Sick Leave Donation – The transfer of accrued sick leave from the sick leave balance of one or more donors to a recipient. The minimum sick leave donation from a donor is one day. Donations may be used in half-day or whole-day units. Organizational Unit – <ul> <li>In an agency, which has three (3) or more organizational levels, the level immediately below the agency is normally designated as a bureau. The organizational level immediately below a bureau is normally designated as a division. "Organizational unit" refers to a division.</li> <li>In an agency, which has two (2) organizational levels, the level below the agency is normally designated as a division. "Organizational unit" refers to a division.</li> <li>In an agency, which has one (1) organizational level, "Organizational unit" refers to the agency.</li> </ul> Personal Illness or Injury – An illness or injury requiring temporary absence from work. The recipient must be a permanent employee with at least two years of continuous City service. The recipient must have exhausted all accumulated leave, including sick, vacation and personal leave and compensatory time. The recipient must not be a member or eligible for membership in a union sick leave bank. The recipient may only request donations one time in a one-year period and can receive no more than 30 days of transferred sick leave days in a one-year period. The recipient’s attending physician must certify that the employee will be able to return to work and the expected date of return to work. Contributions of sick leave must come from within the organizational unit where the requesting recipient is assigned. Donations of sick leave may not exceed the number of days the employee will need off for the illness or injury. The transfer of sick leave days in accordance with this program is strictly a donation. Sick leave days may not be donated in exchange for cash or other remuneration. All sick days transferred pursuant to this program are irrevocable transfers. Board of Estimates' approval is required for the transfer of all sick leave days. A sick leave donation may be made only for absences required by a personal illness or injury that prevents an employee from temporarily returning to work. If an employee does not have sufficient leave balances to cover this absence, he/she must apply for Extended Sick Leave before requesting donations under this policy. (See <cite data-path="§AM-204-15">AM-204-15</cite>, Extended Sick Leave, for details on use of extended sick leave.) The following are additional requirements of the program: <ul> <li>Requests to obtain and use sick leave donations must be made in writing to agency personnel officer and agency head with the signature of the requesting employee, and submitted with a completed Certification of Health Care Provider form indicating the nature of the illness or injury, prognosis and the estimated date of the employee’s return to work. (Refer to Certification of Health Care Provider form, <cite data-path="§AM-203-3-1">AM-203-3-1</cite>.) If the employee cannot return to work, see <cite data-path="§AM-208-1">AM-208-1</cite>, Leave of Absence without Pay.</li> <li>Donations should be requested and processed as expediently as possible to avoid the recipient being in an out-of-pay status for an extended time.</li> <li>The recipient may request sick leave donations only one time in any one-year period, which begins on the date of the Board of Estimates' approval of the letter submitted by the agency head. (Refer to <cite data-path="§AM-203-3-3">AM-203-3-3</cite>.)</li> <li>The maximum number of sick leave days an employee recipient is eligible to have credited to his/her sick leave account from employee donations is 30 days in any one-year period.</li> <li>Sick leave donations may not be used for the care of family members, job-related illnesses/injuries, or medical/dental appointments except those related to the personal illness/ injury.</li> <li>Donated days may be used by the recipient in half-day or whole-day units.</li> <li>If an employee is currently on leave from work and using donated days when a holiday occurs, the employee will be marked "H" for the holiday.</li> <li>Employees using donated days do not accrue leave.</li> </ul> Employees who wish to donate sick leave to an employee recipient must request permission in writing from the agency head or designee by using the Sick Leave Donation Authorization form, <cite data-path="§AM-203-3-2">AM-203-3-2</cite>, coordinated through the agency personnel officer. An employee may donate from one to five days of sick leave to a recipient, per request. The agency's personnel officer will coordinate the sick leave donations. This office will return any Sick Leave Donation Authorization forms that are not needed by the recipient to the donating employees, in the order in which the forms were received, prior to information being submitted to the Board of Estimates. Donations must be in whole days. Sick leave donations will be transferred from the donor’s life-to-date sick leave balance to the recipient’s sick leave account after the Central Payroll Division receives a copy of the Board of Estimates' approval and the list of donors from the employee’s agency personnel officer. If the deduction of sick leave days is made from the balance earned prior to the current sick leave conversion year, the donation of sick leave days will not affect the number of days an employee donor is able to convert to cash for sick leave conversion. (See <cite data-path="§AM-205-2">AM-205-2</cite>, Sick Leave Conversion.) Sick leave donations will not be returned to an employee donor once the donation is actually deducted from his/her sick leave balance. Copies of Sick Leave Donation Authorization forms and a Board of Estimates (BOE) letter, signed by the agency head, must be sent to the Office of the Labor Commissioner (OLC) for review and approval. Once the OLC has approved the BOE letter, the recommendation for sick leave donation transfers will be submitted to the BOE for approval. Following BOE approval, the agency personnel officer must provide the Central Payroll Division with a copy of the Board of Estimates' approval, accompanied by a list of the employee donors, their social security numbers, department/payroll location codes, and the number of days to be donated. Donations cannot be processed until the Central Payroll Division receives this information. September 20, 2001

Cancer is the second leading cause of death in Maryland, after heart disease. In Baltimore City, the most common cancers are breast, cervical, oral and colon. Early detection is the best form of prevention for all cancers. City employees are encouraged to seek cancer screening. To promote a healthier workforce and reduce cancer deaths, permanent full-time and permanent part-time employees will be granted permission time up to four hours once a year for cancer screening. All City employees will be allowed up to four (4) hours once per calendar year as Permission (P) time to use for cancer screening without using their accumulated leave time. To ensure appropriate coverage at the worksite, prior approval from the employee’s supervisor is required. The employees must submit to the supervisor a Request for Time Off form (28-1408- 5040) as soon as the appointment is made for the screening. Employees are asked to make a reasonable effort to schedule the screening when their absence is less disruptive to the operations of the workplace. The supervisor will keep the employee’s Request for Time Off form until the employee returns verification of the screening. The employee will be required to submit as verification to the supervisor a completed City of Baltimore Cancer Screening Program Certification Form after the screening. The supervisor can then authorize Permission (P) time for correct payroll marking. Additional time needed for cancer screening beyond the four hour permission time must be charged to the employee’s accrued leave. This does not count as an occurrence. To ensure appropriate coverage at the worksite, prior approval from the supervisor for the four hour leave for cancer screening is required. In order for the employee’s time to be marked as Permission (P) time, employees who use the four hour leave for cancer screening must provide their supervisor with a completed Cancer Screening Program Certification Form (<cite data-path="§AM-203-4-1">AM-203-4-1</cite>) following the screening. This form is to be completed by the physician or health care professional/medical facility conducting the cancer screening. The employee must submit the completed Cancer Screening Program Certification Form to his/her supervisor in order for the four hour screening benefit to be applied. For appropriate payroll marking of Permission time and documentation, the supervisor will verify use of Permission time and note that verification was received in the area above the supervisor’s signature on the Request for Time Off form. The completed Request for Time Off form must be attached to the employee’s timesheet for appropriate payroll marking and documentation. The supervisor must send the completed verification form to the agency’s human resources/personnel office for filing with other medical related documents. The verification form must not be attached to payroll attendance sheets or submitted to the payroll clerk. Employees enrolled in the PPN are encouraged to consult with their primary care provider on cancer screening. Employees enrolled in HMOs must contact their service center sites for either onsite cancer screenings or referrals. Mercy Medical Center and the University of Maryland Medical Systems are partnering with the City to provide screening for all other City employees who choose to go to their sites. May 13, 2005 August 15, 2018

The City of Baltimore (“City”) is committed to equal opportunity in all aspects of employment for qualified individuals with disabilities. The City recognizes that individuals with disabilities may need reasonable accommodations to participate in or benefit from employment opportunities. In accordance with Federal, State and Local laws and <cite data-path="§AM-204-18">AM-204-18</cite> Equal Employment Opportunity Policy, the City will provide reasonable accommodations to qualified disabled employees and applicants, unless doing so would pose an undue hardship or a direct threat to safety. The purpose of this Policy is to set forth guidelines in making reasonable accommodation to qualified applicants and employees with disabilities. This Policy applies to all employees involved in the City’s operations, including, but not limited to, full-time and part-time employees, temporary employees, and applicants for positions within the City. ADA Coordinator – A Representative of an Agency responsible for handling disability-related accommodation requests. Essential Job Function – The fundamental duties of the position or the primary reasons the position exists. Essential functions are such that they cannot be eliminated or substantially modified without changing the nature of the position. Essential functions do not include the marginal functions of the position. Reasonable Accommodation – A modification or adjustment to a position, an employment practice, or the work environment that makes it possible for a qualified individual with a disability to perform the essential functions of the position. Reasonable accommodations may include but are not limited to: <ul> <li>Making physical modifications to the worksite or furniture;</li> <li>Modifying work schedules, granting leave, reassignment to a vacant position; or</li> <li>Acquiring or modifying equipment software packages, or devices, adjusting or modifying examinations, training materials or policies, and providing interpreters or other assistive services.</li> </ul> Undue Hardship – An accommodation or action requiring significant difficulty or expense when considered in light of factors such as financial resources and the nature and structure of operations. Undue hardship also refers to an accommodation that is unduly extensive, substantial, or disruptive, or one that would fundamentally alter the nature of the position. Direct Threat to Safety – A significant or substantial threat of harm that cannot be reduced or eliminated by a reasonable accommodation (e.g., someone who has uncontrolled seizures and operates heavy or sensitive equipment). Employees and applicants are responsible for requesting an accommodation under this Policy as further described in Section V below. Supervisors are responsible for promptly notifying the ADA Coordinator of an employee accommodation request brought to their attention. Additionally, a supervisor who discovers (or is made aware of) a possible need for an accommodation should immediately notify an ADA Coordinator.Disability accommodations may not be approved or denied at the supervisor level. In all cases, supervisors must promptly request assistance from the Agency ADA Coordinator and work collaboratively to evaluate the employee’s request. ADA Coordinators are responsible for engaging in the interactive process to determine whether an employee or applicant is eligible for an accommodation and to evaluate whether a workplace accommodation is feasible and/or appropriate. Employing Agencies are responsible to decide whether and to what extent an accommodation will be offered. An Applicant request for accommodation during the hiring process may be made to the hiring supervisor, the Agency Human Resources Practitioner, or the Department of Human Resources. All requests for accommodation in the hiring process must be referred to the Agency ADA Coordinator who will work collaboratively with hiring officials to determine whether an accommodation is feasible and/or appropriate. An employee who has a disabling condition that affects their ability to perform an essential job function may request a reasonable accommodation. An initial request may be made verbally or in writing and should be directed to the Agency ADA Coordinator. To enable the City to keep accurate records regarding requests for accommodations, an employee requesting the accommodation may confirm their request in writing by completing <cite data-path="§AM-203-5-1">AM-203-5-1</cite> Request for an ADA Accommodation/Modification Form (<cite data-path="§AM-203-5-1">AM-203-5-1</cite>) and provide any necessary medical documentation.If the employee elects not to use <cite data-path="§AM-203-5-1">AM-203-5-1</cite> the employee and the medical provider must submit written documentation which substantially provides the same information as requested on the form. An employee must meet with the ADA Coordinator who will facilitate the interactive process regarding the nature of the employee’s disability, the extent of the limitations, and the range of possible accommodations. Failure to engage in the interactive process may result in the denial of the employee’s accommodation request. An employee is responsible for contacting the ADA Coordinator if a reasonable accommodation is not implemented in a timely and/or effective manner or when the employee’s accommodation needs have changed. When a requesting employee’s disability and/or accommodation needs are not obvious, the ADA Coordinator shall ask the employee to provide reasonable documentation from an appropriate health care provider that explains the disability and any functional limitations, as well as the type of accommodation(s) that may be required. Such information must be provided by the health care provider in writing. The request for documentation shall be narrow in scope and focus on the disabling condition that prompted the accommodation request. If medical documentation provided by an employee’s health care provider is not sufficient to establish a qualifying disability or the need for accommodation, the ADA Coordinator should request clarification or additional information from the health care provider. If the employee’s health care provider fails to correct any deficiencies in the employee’s documentation, the City may require the employee to undergo a medical examination. Such evaluation shall be conducted at the City’s expense and by a health care provider chosen by the City. The employee requesting accommodation is expected to work cooperatively with the ADA Coordinator to obtain the necessary medical documentation in a timely manner and must authorize his/her health care provider to communicate this information to the City. Failure to provide necessary medical documentation and information, or the refusal to undergo a medical examination when requested, may result in the denial of the employee’s accommodation request. Agencies must seek approval from DHR before requiring a medical examination of an employee with regard to a reasonable accommodations request. Requests for accommodations must be decided on a case-by-case basis because the nature and extent of a disabling condition and requirements of the position will vary. The principal test in selecting a particular type of accommodation is that of effectiveness, i.e., whether the accommodation will enable the person with a disability to perform the essential functions of the job. Once the ADA Coordinator receives <cite data-path="§AM-203-5-1">AM-203-5-1</cite>, or other acceptable documentation, the ADA Coordinator will:Meet with the employee within five (5) business days to acknowledge the request and explain the processing of the request. Engage in the interactive process with the employee regarding the nature of the employee’s disability, the essential functions of the particular position involved, and the precise job-related limitations; and offer suggestion for possible reasonable and effective accommodations. Consult with the employee’s supervisor or other appropriate Agency leadership regarding the request and the impact the requested accommodation will have on the operations of the Agency. Request clarification or additional information from the employee and the medical provider, if necessary, to confirm or fully understand the employee’s disability, the employee’s limitations or the appropriateness of the accommodations requested. Assess whether or not the employee’s requested workplace accommodation is reasonable and recommend what, if any, accommodation is most appropriate for both the employee and the Agency. Although the employee will be consulted during the process, the Agency shall in its sole discretion decide whether and to what extent an accommodation will be offered. The Agency may approve the requested accommodation as presented by the employee, suggest one or more effective alternative accommodations, or deny the request if no reasonable accommodation can be identified. Accommodations that pose an undue hardship or a direct threat to safety will not be offered or permitted. An employee is not obligated to accept the accommodation offered, however, a decision to decline an accommodation may render the employee unqualified to remain in the position. Once a workplace accommodation is accepted, the employee’s supervisor will work with the employee to make sure the accommodation will enable the employee to perform safely and effectively in the job. All medical information and documentation collected or received in accordance with this Policy, including ADA and FMLA documentation, shall be kept confidential, and medical records shall be maintained in separate medical files by the Agency’s office. Such information shall be shared only with those having an official need to know. Any questions that arise during the interactive process should be directed to the Agency’s ADA Coordinator handling the accommodation request. Where an employee or applicant is dissatisfied with the resolution of a request, a request for reconsideration may be made to the Agency’s Director of HR. In such cases, the Agency’s Director of HR shall confer with the Director of DHR or his/her designee before responding to the request for reconsideration. The Director of DHR or his/her designee shall make the final determination for all requests for reconsideration.Retaliation against an individual with a disability for having requested an accommodation under this policy is strictly prohibited. Concerns about retaliation or discrimination on the basis of disability should be promptly reported to the Agency’s Equal Opportunity Compliance (EOC) Officer in accordance with <cite data-path="§AM-204-18">AM-204-18</cite> Equal Employment Opportunity Policy, Section IV. This Policy was issued pursuant to <cite data-path="§AM-002-1">AM-002-1</cite> and 002-1-2 Administrative Manual wherein the Department of Human Resources recommended changes to the Administrative Manual to the Board of Estimates for approval. The Department of Human Resources reserves the right to revise or eliminate this Policy at any time. The City’s Board of Estimates reserves the right to approve proposed policy revisions or eliminations as determined by the Department of Human Resources. August 15, 2018 [replaces <cite data-path="§AM-203-4">AM-203-4</cite> December 13, 2017] AM-203-5-1

Reasonable Accommodation Request Form INFORMATION PERTAINING TO MEDICAL DOCUMENTATION: In the context of assessing an accommodation request, medical documentation may be needed. Medical documentation is often needed to determine if the employee has a disability covered by the ADA and is entitled to an accommodation (i.e., has a permanent disability, as distinguished from temporary disability, that substantially limits one or more major life activities, affects the employee’s ability to perform essential job functions, and is of sufficient severity) and if so, to help identify an effective accommodation. Generally, in the context of an accommodation, medical inquiries related to an employee’s disability and functional limitations are permissible and may include consultations with knowledgeable professional sources, such as doctors, occupational and physical therapists, rehabilitation specialists, and organizations with expertise in adaptations for specific disabilities. In the event that medical documentation is required, the employee will be provided with the appropriate forms to submit to their medical provider. The employee has the responsibility to ensure that the medical provider follows through on requests for medical information. The City is committed to equal opportunity in all aspects of employment for qualified individuals with disabilities. CONFIDENTIAL City of Baltimore Reasonable Accommodation Request Form - Employment The purpose of this form is to assist the City of Baltimore (“City”) in determining whether, or to what extent, a reasonable accommodation is required for an employee with a disability to perform one or more essential functions of their job safely and effectively. This form must be filed separately from the employee’s personnel file and be treated confidentially. <table> <tbody> <tr> <td>Agency</td> <td>Division/Unit</td> </tr> </tbody> </table> SECTION I: Employee: To be completed by employee requesting accommodation. <table> <tbody> <tr> <td>Employee:</td> <td>Telephone:</td> </tr> <tr> <td colspan="2">Address:</td> </tr> <tr> <td>Job Title:</td> <td>Request Date:</td> </tr> <tr> <td>Supervisor:</td> <td>Telephone:</td> </tr> <tr> <td> Agency Human Resources Practioner: </td> <td>Telephone:</td> </tr> </tbody> </table> I give the City of Baltimore permission to explore coverage and reasonable accommodations under the Americans with Disabilities Act of 1990, as amended (ADA). I understand that all information obtained during this process will be maintained and used in accordance with ADA and all legal and regulatory requirements as they pertain to medical and genetic information confidentiality. <table class="layout-table"> <tbody> <tr> <td>________________________</td> <td>________________________</td> </tr> <tr> <td>Date</td> <td>Employee’s Signature</td> </tr> </tbody> </table> Please answer the following questions to assist us in understanding the basis and nature of your request for a reasonable accommodation (attach additional sheets if necessary). Indicate physical or mental limitation(s) and expected duration of limitation(s). (Attach additional pages if necessary.) It is not necessary to indicate a medical diagnosis or condition. ________________________________________________ ________________________________________________ ________________________________________________ ________________________________________________ ________________________________________________ Explain how the disability/limitation affects the ability to perform one or more essential functions of the job: ________________________________________________ ________________________________________________ ________________________________________________ ________________________________________________ ________________________________________________ What specific accommodation(s) are you requesting and how will this accommodation(s) assist you? (Attach additional pages if necessary): ________________________________________________ ________________________________________________ ________________________________________________ ________________________________________________ ________________________________________________ Has a physician, vocational rehabilitation specialist, or other health professional recommended a specific accommodation? Yes ___; No ___; If yes, please attach a copy of their recommendations. Please provide any additional information that might be useful in processing your accommodation request: City of Baltimore Request for Medical Information Directions: Please print neatly or type requested information. Employee’s Name: ________________________ The above named employee has requested a change to their job because of a mental or physical condition. Please assist us by answering the following questions related to the employee’s condition and need for an accommodation.I (Medical Provider’s Name) ________________________ certify that (Name) ________________________ is being treated by my office for the condition described below: ________________________________________________ ________________________________________________ Does the employee’s condition prevent him/her from performing any of the essential duties, functions, physical requirements and/or activities listed on the attached Job Description and Functional Capacities Assessment form for the employee’s position? If yes, please identify those duties, functions, physical requirements and/or activities that, in your opinion, the employee is unable to perform. (A completed Functional Capacities Assessment form and Job Description for the employee are attached to aid you in making this determination.) ________________________________________________ ________________________________________________ ________________________________________________ For each duty, function, physical requirement and/or activity that you identify the employee is unable to perform, please state the medical reason that the employee is unable to perform those functions, duties and activities. ________________________________________________ ________________________________________________ ________________________________________________ In your opinion, is the employee’s medical condition temporary or permanent? If temporary, please state (if possible) the expected duration of the employee’s inability to perform those functions, duties and activities identified above? ________________________________________________ ________________________________________________ ________________________________________________ In your opinion, is the employee likely to experience injury, harm or aggravation of his/her medical condition by performing or attempting to perform the essential duties of his/her job? If so, to what degree? Please provide the medical basis for believing that this risk could occur. ________________________________________________ ________________________________________________ ________________________________________________ Does the employee’s medical condition present a significant risk of substantial harm to the employee and/or others? ________________________________________________ ________________________________________________ ________________________________________________ Can the employee’s condition be corrected and/or controlled through medication or treatment? If yes, explain? ________________________________________________ ________________________________________________ ________________________________________________ Is the employee presently taking any medication, treatment, or other measures to correct and/or control his/her medical condition? ________________________________________________ ________________________________________________ ________________________________________________ If yes, what effect, if any, does/would this medication, treatment or other measure have on the employee’s ability to perform the essential duties of his/her job? ________________________________________________ ________________________________________________ ________________________________________________ If you find that the employee has any condition:That will adversely affect his/her ability to perform the essential functions of his job (#2); That may be aggravated by his/her performance of or attempt to perform the essential duties of his/her job or that may lead to his/her injury or harm (#5); or That presents a significant risk of substantial harm to the employee and/or others (#6),

In accordance with Board of Estimates policy, City offices are closed officially for business on 11 annual holidays. The calendar of annual holidays is set forth in this policy. Permanent full-time employees not scheduled to work on these dates will receive their regular rate of pay. A permanent part-time employee will receive his/her regular rate of pay as holiday compensation, providing the observance of the holiday falls on the employee's regularly scheduled workday. The observance of a scheduled City holiday may be altered by action of the Board of Estimates. A Board action effectively amends this policy for that particular calendar year. A holiday which falls on Saturday will be observed the preceding Friday; a holiday which falls on Sunday will be observed the following Monday. January 1 New Year's Day Third Monday in January Martin Luther King's Birthday Third Monday in February President’s Day Friday before Easter Good Friday Last Monday in May Memorial Day (Observed) July 4 Independence Day First Monday in September Labor Day Second Monday in October Columbus Day (Observed) November 11 Veterans Day Fourth Thursday in November Thanksgiving Day December 25 Christmas In addition to the holidays listed above, employees of the Baltimore City Police Department also observe: February 12 – Lincoln’s Birthday; March 25 - Maryland Day; and September 12 - Defender's Day. In accordance with Board of Estimates policy, certain elections will be observed by the City as an official City holiday. Administrative leave may be granted, if necessary, for other elections. All general elections, i.e., in which a member of the U.S. Congress is to be elected, will be observed as a City holiday. A general election is scheduled on the Tuesday immediately following the first Monday of November in even numbered years, e.g., 2004, 2006, 2008, etc. City offices will be officially closed for business on the day of a general election. A permanent full-time employee not required to work on this day will receive his/her regular rate of pay. A permanent part-time employee will receive his/her regular rate of pay providing the observance of the holiday falls on the employee's regularly scheduled workday. City employees who are eligible to receive holiday compensation and who are required to work on a City holiday will be compensated in accordance with <cite data-path="§AM-204-1, Part III">AM-204-1, Part III</cite>, Holiday Compensation. A City employee who is registered to vote in the City of Baltimore will be allowed, if necessary, a maximum of two (2) hours administrative leave with pay for the purpose of voting in primary and mayoral elections. Approved administrative leave with pay applies to the following primary and mayoral elections:The second Tuesday after the first Monday in September -- a primary election of candidates for State and City offices and Central Committee is held throughout Maryland. The second Tuesday in March -- a primary election of candidates for the President and Vice-President of the United States and members of the United States Congress is held throughout Maryland. Such date as specified by the Governor -- special primary elections for congressional representatives are held in Maryland when necessary. This policy is concerned with holiday compensation for City employees who have been in pay status for at least one (1) day in the payroll period in which the holiday occurs. Permanent full-time employees not scheduled to work on these dates will receive their regular rate of pay. A permanent part-time employee will receive his/her regular rate of pay as holiday compensation providing the observance the holiday falls on the employee’s regularly scheduled workday. City employees who are eligible to receive holiday compensation and who are scheduled to work on a City holiday will be compensated according to their classification under the Fair Labor Standards Act (FLSA) as non-exempt or exempt employees. Employees who are eligible to receive holiday compensation and who are not required to work on a City holiday will be granted their regular rate of pay for the day on which the holiday is observed. FLSA ELIGIBILITY NON-EXEMPT EMPLOYEES (CODE F): Code F employees required to work on a holiday will be compensated either at a pay rate of time and one-half for each hour worked, or compensatory leave computed at a rate of time and one-half for each hour worked. EXEMPT EMPLOYEES (CODE X): Code X employees required to work on a holiday will be compensated by receiving their regular pay, plus compensatory leave in an amount equivalent to the hours worked. Code F employees who normally are engaged in shift work and are required to work a regular shift, plus a second shift on the holiday, will receive normal pay for each of the two shifts worked, plus pay or compensatory leave at the rate of time and one-half for all hours worked on both shifts. Employees scheduled to work on holiday and who cannot report for duty because of sickness will be charged sick leave for that day provided it is reported in the first hour of the shift to the supervisor and the employee has accrued sick leave to cover the occurrence. Failure to properly notify the supervisor of the sick occurrence as stipulated in this policy will result in a payroll marking of "X" and a complete loss of pay for the day. An employee authorized a sick leave marking immediately prior to a holiday who is not scheduled to work the holiday will not be charged sick leave for the holiday. An official City holiday which occurs on an employee’s vacation leave day or personal leave day will not be deducted from the employee’s vacation or personal leave balances. Temporary or seasonal employees, including provisional employees, are not eligible to receive holiday compensation. If such employees are required to work on a holiday, they will be compensated for such work at their regular rate of pay. September 25, 1987 September 2, 1999 July 7, 2004 January 1, 2007 AM-291-1 AM-291-2

A vacation leave day may be earned only by a permanent full-time employee or a permanent part-time employee, who has been in pay status at any time during the payroll period containing the employee's monthly anniversary date. Temporary employees, including provisional employees, are not eligible for vacation leave. However, employees who are provisional appointees as the result of a promotion and therefore provisional while awaiting Civil Service action, i.e., test, list, etc., may earn vacation leave similar to other permanent full-time employees. The rate of accrual for all eligible employees is based upon the length of continuous service. The rate of accrual is based upon the eligible employee's length of continuous service. Permanent Full-Time Employees: Vacation leave is earned at a set rate for each completed month of service. Permanent Part-Time Employees: Vacation leave is earned at a set rate for each completed 160 hours of service. <table> <thead> <tr> <th>COMPLETED YRS OF CONTINUOUS SERVICE</th> <th>DAYS EARNED PER MONTH OR P/T -160 HRS</th> <th>PER YEAR FULL-TIME EMPLOYEE</th> </tr> </thead> <tbody> <tr> <td>0 through 5</td> <td>1</td> <td>12</td> </tr> <tr> <td>6 through 10</td> <td>1 ¼</td> <td>15</td> </tr> <tr> <td>11 through 13</td> <td>1 ½</td> <td>18</td> </tr> <tr> <td>14 through 18</td> <td>1 ¾</td> <td>21</td> </tr> <tr> <td>19 or more</td> <td>2</td> <td>24</td> </tr> </tbody> </table> Employees may not use vacation leave before it is earned. Vacation leave may be used in 45-minute increments. Vacation leave earned by employees, who have not previously served a probationary period, may not be used until the probationary period, has been successfully completed. The leave day is equal to 7.20 hours for employees designated by Representation Code 5 (AFSCME, Local 558), 6 (MAPS), 9 (Unrepresented, MAPS benefits), U (CUB) and M (CUB unrepresented). A leave day is equal to 8 hours for employees in classifications with Representation Codes 1 (AFSCME, Local 44 and 2202). The codes indicate which, if any, labor union or professional group represents employees in a particular job classification. An employee who wishes to use accumulated vacation leave must obtain prior approval from his/her immediate supervisor. Vacation leave requests for one week or longer must be made one week in advance in most situations. A request to use vacation leave for less than one week must be made one workday in advance. However, the employee's supervisor may waive these time requirements. All reasonable requests to use vacation leave will be approved. However, requests, which would be detrimental to the proper operation of an agency, may be denied. Conflicting requests for vacation leave will be resolved on the basis of seniority. Employees should also refer to the negotiated contract for their employee representation group. Any official City holiday, which falls during an employee’s scheduled time off, will not be counted as vacation leave. CITY OFFICES CLOSED BY EXECUTIVE ORDER or EARLY CLOSINGS Under the Inclement Weather Policy, <cite data-path="§AM-204-22">AM-204-22</cite>, “when non-essential City facilities are closed by Mayoral Executive Order, essential employees are required to report as scheduled and appropriate compensation is authorized.” In the situation of pre-approved vacation leave, the essential employee will not be charged vacation leave for the day when an Executive Order is in effect. Non-essential employees on approved vacation leave are not charged leave for that day. However, in the event of an early closing on employee's vacation day, the essential and non-essential employee will be charged full vacation leave as if the early closing had not occurred. The maximum number of unused vacation leave days that an employee may accumulate is equal to the number of days that an employee can earn in the period outlined in the following table. Computation must be based on the employee's current accrual rate as related to his/her years of continuous service and as determined in this policy. <table> <thead> <tr> <th> POSITION DESIGNATED REPRESENTATION CODE </th> <th>ACCUMULATION PERIOD</th> </tr> </thead> <tbody> <tr> <td> 1 - AFSCME, Local 44 5 - AFSCME, Local 558 7 - Local 2202 F- Fire fighters (including Paramedics) </td> <td>4 years</td> </tr> <tr> <td> O - Fire Officers U - City Union of Baltimore (CUB) * M - Unrepresented (CUB benefits) * </td> <td>5 years</td> </tr> <tr> <td> 8 - Police Non-Supervisory S – Police Supervisory </td> <td>192 days</td> </tr> <tr> <td> 6 - Managerial & Professional Society (MAPS) 9 - Unrepresented (MAPS benefits) </td> <td>8 years **</td> </tr> </tbody> </table> If an employee accumulates the maximum allowable number of vacation leave days, he/she will not be credited with any additional vacation days until his/her accumulation total drops below the maximum limit. * Please note that if an employee’s position is designated by Representation Code of U or M, the employee will paid at the time of separation for accumulated vacation up to a maximum number of days earnable for a four-year period. ** However, if that employee's position is designated by Representation Code 6 or 9 then the employee may bank excess vacation days and be paid for them at time of separation with at least 20 years of service or retirement on the basis of one (1) day for every three (3) days banked. Years of continuous service are calculated from the date of appointment as a permanent employee. An employee's service in a provisional status may be included in his/her years of continuous service, if the employee's status changed from provisional to permanent with no break in service and service was in the same classification as that of entry. Prior City service is recognized as continuous service if the employee was a permanent employee who: <ul> <li>Was laid-off due to lack of work or funds; or</li> <li>Had a break in service of 29 or less working days; or</li> <li>Was granted a leave of absence without pay and was reinstated within 10 days of the</li> </ul> expiration of such leave. Accumulated vacation leave may be retained by permanent employees who: <ul> <li>Transfer from one agency or position to another agency or position in the classified (?) service with no break in service.</li> <li>Are granted a leave of absence without pay and are reinstated within 10 days of the expiration of such leave.</li> </ul> Other questions regarding retention or transfer of leave benefits are governed by the specific AM policy and/or negotiated contracts by employee’s representation group. Payment for accumulated vacation days is based on the employee's regular rate of pay at the time of separation or retirement. Employees will receive full payment for any accumulated vacation leave which is still unused as of the date of separation subject to the employee's rate of accrual and the employee's years of continuous service. However, if an employee is in debt to the City, payment will be deducted from the leave payment in an amount equal to the employee's indebtedness (i.e., non-business City cell phone calls reimbursement, travel funds reconciliation, tuition reimbursement). Payment for leave will also be denied to employees whose service is terminated before the completion of their probationary period with the City. Employees who are granted leaves of absence without pay for the purpose of military service may elect: (1) to be paid for unused vacation leave upon beginning their leave of absence; or (2) to retain their vacation leave for credit to their leave account upon reinstatement in City service. December 5, 2007 March 26, 2008

Only with the prior approval by the agency head may a holiday party be scheduled. Each Supervisor of an office or worksite may allow employees to hold a holiday party to celebrate the season on any day during the last two weeks of December. On the date approved by the agency head, affected City employees may be allowed up to two (2) hours off including their lunch periods for the party. Any additional time off work for the holiday party must be approved by the agency head and charged to the employee’s accrued vacation or personal leave or compensatory time. A holiday party cannot interrupt City business or close a City office. It should not be offensive to employees who do not participate. Parties at City worksites may not have alcoholic beverages. October 1, 1990 December 1, 2003

The City of Baltimore offers a comprehensive benefits package to its employees, including vacation and personal leave. Paid time off encourages and supports a healthy work-life balance, and helps the City attract and retain talented employees. This policy explains the City’s vacation and personal leave paid time off benefits. Regular full-time Civil Service and non-Civil Service employees are eligible for the City’s vacation and personal leave benefits. Temporary employees are not eligible to receive the City’s vacation or personal leave benefits. Part-time employees may be eligible for leave as detailed below. Part-time employees who are members of City Union of Baltimore (“CUB”) Local 800 Unit I and Unit II, and the American Federation of State, County, and Municipal Employees (“AFSCME”) Local 44, 558, and 2202 are eligible for the City’s vacation and personal leave benefits in accordance with the provisions of their respective Agreements. Employees in the Managerial and Professional Society of Baltimore, Inc. (“MAPS”) who are appointed to regular positions and are working less than full-time work hours as of June 30, 2015, will continue to receive vacation and personal leave benefits. MAPS employees who begin working less than a full-time work week after June 30, 2015 or employees that become members of MAPS after June 30, 2015 who are working less than a full-time work week are not eligible for the City vacation and personal leave benefit and shall no longer receive vacation and personal leave. The City’s vacation and personal leave benefits are administered on a July 1st to June 30th fiscal calendar. Vacation and personal leave are accrued on a monthly basis for full-time employees and on a 160 work hour basis for eligible part-time employees. Employees will receive payment for unused vacation and personal leave in accordance with Section VII of this policy. Eligible full-time and eligible part-time employees will accrue vacation leave according to the appropriate step on the Accrual Schedule. The maximum amount of vacation leave an employee may accrue is 45 days. Accrued leave is available for use in accordance with subsection V of this policy.The vacation leave accrual rate is determined by the employee’s status (full-time or part-time), length of continuous service, and service anniversary date. Employees will be placed in a step on the accrual schedule based on all three factors.The accrual schedule is separated into five steps corresponding to an employee’s length of continuous service. <table> <tbody> <tr> <td rowspan="2"></td> <th rowspan="2">Length of Continuous Service</th> <th colspan="2">Status</th> </tr> <tr> <th>Eligible Full-time</th> <th>Eligible Part-time</th> </tr> <tr> <th>Step 1</th> <td>0-5 years</td> <td>1 day per month, maximum of 12 days per year</td> <td>1 day per 160 hours worked, maximum of 10 days per year</td> </tr> <tr> <th>Step 2</th> <td>6-10 years</td> <td>1.25 days per month, maximum of 15 days per year</td> <td>1.25 days per 160 hours worked, maximum of 13 days per year</td> </tr> <tr> <th>Step 3</th> <td>11-13 years</td> <td>1.5 days per month, maximum of 18 days per year</td> <td>1.5 days per 160 hours worked, maximum of 15 days per year</td> </tr> <tr> <th>Step 4</th> <td>14-18 years</td> <td>1.75 days per month, maximum of 21 days per year</td> <td>1.75 days per 160 hours worked, maximum of 18 days per year</td> </tr> <tr> <th>Step 5</th> <td>19 +</td> <td>2 days per month, maximum of 24 days per year</td> <td>2 days per 160 hours worked, maximum of 20 days per year</td> </tr> </tbody> </table> Length of continuous service is calculated from the first day of appointment to a regular Civil Service or Non-Civil Service position. Prior City employment will qualify as continuous service if the employee was appointed to a regular Civil Service or Non-Civil Service position, but: <ul> <li>Was laid off due to lack of work or funds and rehired into a regular position within one (1) year of separation;</li> <li>Had a break in service of twenty-nine (29) working days or less; or</li> <li>Was granted a leave of absence without pay and was reinstated within ten (10) days of the expiration of such leave.</li> </ul> An employee’s Service Anniversary Date is the initial date of appointment to a regular Civil Service or non-Civil Service position. An Employee’s accrual rate is applied in accordance with the employee’s Service Anniversary Date. Eligible employees whose status changes during the fiscal year will accrue vacation leave according to the Accrual Schedule beginning on the date the change in status becomes effective. Each employee’s cumulative vacation leave shall be held in the Vacation Account and Legacy Vacation Account, if any, as described in subsections III(B)(1) and (2) below. The Vacation Account and Legacy Vacation Account shall only be used by the employee for whom the account was created.The Vacation Account is used to store an eligible employees’ vacation leave accrued after July 1, 2015. The maximum amount of vacation leave an employee may accrue and carry forward is 45 days. Vacation leave held in the Vacation Account is available for use in accordance with subsection V of this policy. When an employee has accrued 45 days of vacation leave in the Vacation Account the employee shall not accrue additional vacation leave until the Vacation Account balance is reduced below the 45 day maximum. Individuals employed with the City as of June 30, 2015 who have unused vacation leave balances will have a Legacy Vacation Account to store eligible employees’ unused vacation leave balance. Eligible employees will have all previously accumulated vacation leave transferred into the Legacy Vacation Account on July 1, 2015. Employees shall not transfer any vacation leave accrued after June 30, 2015 into the Legacy Vacation Account. The Legacy Vacation Account is available for use upon exhaustion of the leave stored in the Vacation Account. Legacy Vacation Accounts shall be permanently closed upon reaching a zero balance. Individuals beginning employment with the City after June 30, 2015 shall not have a Legacy Vacation Account. Eligible full-time employees will receive credit for the maximum annual personal leave allowance on July 1st of each year. Full-time employees appointed after July 1st of each fiscal year will receive credit for a prorated maximum personal leave allowance on the first day of employment. Eligible part-time employees will accrue personal leave according to subsection IV(A) beginning on the first day of employment.The personal leave accrual rate is based on the employee’s status. Eligible full-time employees earn a quarter day of personal leave per month. Eligible part-time employees earn a quarter day of personal leave for every 160 hours worked. Both full-time and part-time employees have a maximum annual accrual of three (3) days per fiscal year, except in the limited circumstances where the City has entered into a separate agreement with a recognized employee bargaining unit. Employees’ personal leave allowance shall be held in the Personal Account and the Legacy Personal Account, if applicable. Personal leave accounts shall only be used by the employee for whom the account was created.The Personal Account is used to hold employees’ current year leave allowance beginning after July 1, 2015. Eligible full-time employees’ maximum personal leave allowance for the fiscal year is deposited into the Personal Account on July 1st of each fiscal year. Eligible part-time employees personal leave accrued during the current fiscal year will be held in the Personal Account. The Personal Account shall not exceed the maximum personal leave allowance described in section IV(A) in any fiscal year. Personal Leave Account balances may only be used in the year in which they are accrued. Personal Account leave balances are non-transferable. The balance of leave remaining in the Personal Account at the end of each fiscal year will be forfeited. Personal leave stored in the Personal Account is available for immediate use in accordance with subsection V. A Legacy Personal Account shall be created for employees with unused personal leave balances as of June 30, 2015. The employee’s unused personal leave shall be transferred into the Legacy Personal Account on July 1, 2015, with no additional transfers permitted after July 1, 2015. The account is available for use upon exhaustion of the leave held in the Personal Account. Legacy Personal Accounts shall be permanently closed upon reaching a zero balance. Eligible employees that change status from full-time to part-time during the current fiscal year will have their Current Year Personal Account reduced to the total number of days the employee accrued based on the hours worked according to subsection IV(A). Eligible employees that change status from part-time to full-time during the current fiscal year will be credited with the difference between the maximum personal leave allowance for the fiscal year corresponding to their step and the total days they accrued while in part-time status. Adjustments to an employee’s leave balance based on an employee’s change in status will be made by the Bureau of Accounting and Payroll. Employees must obtain approval prior to using personal or vacation leave. Personal and vacation leave can be used for any absence. A full day is equivalent to the number of paid hours in a single shift for each employee based on the employee’s labor union or professional association affiliation. A three work day notice is needed for all requests for personal leave. A three work day notice is needed for all requests for vacation leave of less than one work week. A one work week notice is needed for all requests for vacation leave of more than one work week. All reasonable requests for leave shall be considered and approved, unless doing so would result in demonstrable operational hardship.Employees serving their initial probationary period are prohibited from using vacation leave during the first 6 months (180 days) of employment. Employees who transfer from a regular position to a temporary position will receive payment for vacation and personal leave in accordance with Section VIII of this policy. Agencies must grant all requests for personal leave for religious activities, regardless of seniority, unless doing so would result in demonstrably severe operational hardship. No employee shall be charged for pre-scheduled leave on days the City closes due to an Executive Order. Employees shall be charged the full pre-scheduled leave on days the City works on a modified schedule due to an Executive Order. Employees shall not accrue vacation or personal leave while in an out of pay status. Full-time employees shall have their Personal Account reduced according to the appropriate accrual rate for the period in which the employee is in an out of pay status. Full-time employees that use more leave than they accrue during the fiscal year because of their out of pay status will owe the City for the amount of unearned leave used. To collect the balance of any unearned leave used by an employee, the City will (1) deduct an equal period of time from the employees other accrued leave on June 30 of the fiscal year or (2) deduct an equal period of time from the employee’s accounts when the employee returns to paid status. Employees who are granted a military leave of absence may elect: (1) to use accrued vacation and personal leave during their absence in accordance with <cite data-path="§AM-204-11">AM-204-11</cite> Military Leave, or (2) retain any vacation and personal leave accrued prior to their military leave of absence for credit to their leave account upon reinstatement to City service. Employees shall receive payment for vacation and personal leave upon separation of employment as set forth in VIII (A) and (B) below. The rate of pay shall be based on the employee’s regular rate of pay at the time of separation. Any employee who uses unearned leave shall owe the City for the amount of unearned leave used. The City will (1) withhold money from the employee’s final leave payout, (2) deduct an equal period of time from the employee’s other accrued leave, or (3) pursue legal action when necessary to recover the value of the used but unearned leave.Employees shall receive payment for the balance of unused vacation leave in their Legacy Vacation Account or a maximum of 45 days from the combination of the Legacy Vacation Account and Vacation Account, whichever is greater. Employees that do not have a Legacy Vacation Account shall receive payment for the balance of unused leave in their Vacation Account. Employees shall receive payment for the balance of unused leave in the Legacy Personal Account only. The City of Baltimore Department of Human Resources issues this policy pursuant to the authority of <cite data-doc="City of Baltimore, Md., Charter">the Charter of Baltimore City</cite>, Article VI, Section 12. May 7, 2008 July 1, 2015 [also replaces <cite data-path="§AM-204-2">AM-204-2</cite>] AM-204-12

The City of Baltimore (“City”) recognizes that jury service and witness duty are an important civic responsibility, and all employees are encouraged to fulfill these obligations. The purpose of this policy is to establish the requirements for providing paid leave to an employee summoned to perform jury duty or appear as a witness (to testify on behalf of the federal, state, or local government). This policy applies to all employees and individuals involved in the City’s operations, including, but not limited to, full-time and part-time employees, probationary employees, as well as elected officials and their appointed staffs. Employees required to perform jury duty or subpoenaed as a witness as described below, will be granted paid time off from their regular work schedule for the period of their service and will not be required to use their own accrued vacation, personal, sick, or compensatory leave.An employee who is summoned to perform jury duty, including grand jury duty, shall be granted jury service leave with pay. An employee subpoenaed as a witness to testify on behalf of the federal, state, or local government, shall be granted jury service leave with pay. Employees who are subpoenaed to appear in court for other reasons may use paid leave, as appropriate, or leave without pay. When an employee is summoned to serve as a juror or subpoenaed to appear in court, the employee must inform the immediate supervisor as soon as possible regarding the anticipated absence from work. A copy of the summons or subpoena must be provided with the request for leave by the employee to the supervisor as soon as practical. Upon completion of jury duty or witness duty, but no later than two (2) business days after completion of service, an employee must provide their supervisor with official verification that the leave was due to jury service or witness duty. On occasions where scheduled jury service is expected to cause operational hardship to an Agency, the employee may be asked to request a postponement. In such cases, the employee will be responsible for contacting the court and making the request. City Agencies will make every effort to manage operational challenges without having to resort to postponement. An employee who is dismissed from jury service or witness duty before the end of the workday will be expected to return to work. However, an employee who has performed four (4) or more hours of jury service or witness duty (inclusive of travel time) will not be required to report to an evening work shift that begins either:On or after 5:00 p.m. on the day of the employee’s jury service or witness duty; or Before 3:00 a.m. on the following day. In these cases, the employee should report back on his or her next scheduled work shift. This policy strictly prohibits any form of retaliation (or threats of retaliation) for requesting or taking leave under this policy. Any retaliation by a supervisor will result in disciplinary action, up to including discharge from employment. Concerns about retaliation should be promptly reported to the Agency’s Human Resources Practitioner. This Policy was issued pursuant to <cite data-path="§AM-002-1">AM-002-1</cite> and <cite data-path="§AM-002-1-2">AM-002-1-2</cite> Administrative Manual wherein the Department of Human Resources recommended changes to the Administrative Manual to the Board of Estimates for approval. The Department of Human Resources reserves the right to revise or eliminate this Policy at any time. The City’s Board of Estimates reserves the right to approve proposed policy revisions or eliminations as determined by the Department of Human Resources. December 5, 2012 December 13, 2017

This policy applies to all City employees whether permanent, temporary or provisional who have been subpoenaed as a witness in any court, i.e., Federal, State, City or County. Leave Time A City employee subpoenaed as a court witness will not be charged with use of any accrued leave time, i.e., vacation or personal leave or compensatory time and will receive their regular rate of pay for the time off necessary for the court appearance. Please note that the employee will only be excused without being charged leave time if the court appearance is the result of being subpoenaed as a witness. If the employee is a party to the civil/criminal action (plaintiff, defendant, counsel to either party, etc.), the employee must utilize accrued leave. If the employee is dismissed from the court proceedings before the workday is over, the employee is required to report to his/her work site or site specified by the supervisor for the remainder of the workday. Notification Process When a permanent City employee has been subpoenaed as a court witness, the employee must immediately notify the immediate supervisor by telephone, e-mail of the time, date and place of court appearance and/or by submitting a “Request for Time Off” form (28-1408-5040) to the supervisor for the court dates with the “Permission Time” block marked on the form, and a copy of the subpoena attached. Payroll Marking The timekeeper would mark the employee in E-time system timecard, dropdown paycode box, as Permission – Court Witness. Leave Time A temporary or provisional City employee subpoenaed as a court witness will not be paid for the time missed from work and spent in court. If the employee is dismissed from the court proceedings before the workday is over, the employee is required to report to his/her work site or site specified by the supervisor for the remainder of the workday and will be paid for time worked. Notification Process When a temporary or provisional City employee has been subpoenaed as a court witness, the employee must immediately notify the immediate supervisor by telephone or e-mail of the time, date and place of court appearance or by memorandum with a copy of the subpoena attached. Payroll Marking The timekeeper would mark the employee in E-time system timecard, dropdown paycode box, as X- Permission (LWOP – Excused). Only permanent employees are given paid Permission days when subpoenaed as a court witness. November 10, 1989 June 6, 2008

In recognition of the health benefits of breastfeeding for infants and their mothers, this policy provides reasonable break time during the workday to express milk and requires agencies to provide an appropriate room for this purpose. This policy is designed in compliance with the Fair Labor Standards Act (FLSA), 29 U.S.C. § 207 (r). This policy applies to all City employees, including full and part-time, probationary, seasonal, and temporary employees, as well as elected officials and their appointed staff. For up to one (1) year after the birth of a child, an employee will be permitted to take reasonable breaks during the workday to express breast milk. Although such breaks are generally unpaid, employees will be permitted to use regular meal and rest breaks for the purpose of expressing milk. Where additional time is need, employees must use their accrued leave. Employees may use up to five (5) days of accrued sick leave for lactation purposes. Sick leave used for lactation breaks will count toward the five-day maximum provided by labor agreement for the care of an immediate family member, where applicable. Employees may also use accrued personal, vacation, or compensatory leave. If the employee does not have enough accrued leave, her leave will be reduced in subsequent pay periods until the leave debt is satisfied. In addition, agencies may authorize flexible work arrangements (such as adjustments to the timing of regular breaks and to the start and end times of an employee’s work shift) to help facilitate a lactation schedule. The decision to grant flexible work arrangements will be at the sole discretion of the agency. Agencies may also unilaterally modify or terminate a flexible work arrangement, provided the employee’s need for accommodation is otherwise satisfied. Employees of the Baltimore City Fire Department should refer to the department’s internal policies and procedures governing leave for lactation purposes. Where a conflict exists, the department’s own internal policies and procedures shall apply. Agencies must provide a reasonable amount of break time to express milk. Although the frequency and length of such breaks may vary, a breastfeeding employee will typically require between two and three breaks in an eight-hour period. Such breaks often last anywhere from fifteen to thirty minutes with additional time needed for set-up and clean-up. It is expected that the employee will express milk before the start of her shift so that she will be ready to begin working immediately upon arrival at work. Employees and their supervisors should work cooperatively to determine appropriate times to take lactation breaks during the workday, taking into consideration both the employee’s biological needs and the agency’s operational requirements. Employees must make a good faith effort to schedule breaks at times that minimize disruption to the agency’s operations. An agency may, at its sole discretion, continue an employee’s lactation accommodation, either with or without modification, beyond one year. The decision to extend the accommodation will be made in consultation with an agency Human Resources representative. An employee who fails to use a lactation accommodation for its intended purpose may be subject to disciplinary action, up to and including discharge. Although agencies are not required to maintain a permanent, dedicated space for expressing milk, a room must be made available when requested. Such locations must be private, shielded from view, and not located in a restroom or shower room. In addition, the room must be free from any intrusion by co-workers or the public. Agencies can ensure privacy by selecting a space with a locked door or by providing appropriate signage to indicate when the space is in use. If a dedicated lactation room is not available in the employee’s workplace, an agency may consider such other options as reserving a conference room as needed, adapting a clean and infrequently used storage area, or converting an unused office or other room. If an employee has a private office, it may be used for this purpose. Any location used for lactation purposes must contain a chair and a flat surface (other than the floor) on which to place a pump. Agencies should also make every effort to identify a space that contains an electrical outlet and nearby access to running water. The room should be located as close to the employee’s work area as possible to reduce the amount of time required for the break. Employees will be responsible for keeping the lactation room clean using anti-microbial wipes or disinfectant and for bringing their own supplies for this purpose. If an employee does not have space in her designated work area for storing a pump, or lacks a designated work area, the agency must provide a location where the employee’s pump can be stored. Where space limitations or the nature of the employee’s work present special challenges to scheduling or otherwise accommodating lactation breaks, agencies should contact the Department of Human Resources (DHR) for guidance. Employees are responsible for making arrangements for storing expressed milk. Milk may be stored in a refrigerator located at the worksite, provided the refrigerator is not also used for the storage of biohazards or lab specimens. The employee must provide her own containers for expressed milk, which must be concealed in a labeled, personal storage bag. If there is no refrigerator available, employees must provide their own means to store and keep the milk cold, such as a personal storage cooler. If the employee does not have space for a cooler in her designated work area, agencies must provide a location where it can be stored. The City of Baltimore is not responsible for the integrity or security of breast milk stored on City property. Employees should provide their supervisors with as much advance notice as possible that a lactation accommodation will be needed. Likewise, the employee must promptly notify her supervisor when a lactation accommodation is no longer needed or when fewer or shorter breaks are required. Upon receipt of a request for lactation accommodation, the supervisor will promptly contact an agency Human Resources representative. The supervisor and HR will work together, and in consultation with the employee where necessary, to determine the details of the lactation accommodation – including appropriate break times, any adjustments to the employee’s work schedule, a suitable location for breaks, and whether or how the employee’s paid leave will be used. The accommodation arrangement must be memorialized in writing with a copy provided to the employee. An agency may at its discretion modify the specific terms of an accommodation (including break times and location of the lactation room), provided the employee’s need for accommodation is otherwise satisfied. The Baltimore City Health Department offers a variety of education and support programs for breastfeeding mothers that are also available to City employees. These programs include, for example, prenatal and postpartum breastfeeding classes, informational materials and lactation support resources. The classes are held at the Women, Infants and Children (WIC) program clinics. All programs and services are available to mothers, fathers and their partners. Although City employees are generally responsible for bringing to work their own personal pump and accessories, the Health Department has a limited number of electric hospital grade pumps and related supplies available for use on loan during working hours. Pumps and supplies are available on a first-come, first-served basis. Questions about these programs and services should be directed to the Health Department. This policy strictly prohibits any form of retaliation (or threats of retaliation) for requesting or receiving an accommodation under this policy. Any retaliation will result in disciplinary action, up to and including discharge from employment. Concerns about retaliation should be promptly reported to an agency Human Resources representative. January 9, 2013

[DATE] [NAME] [ADDRESS] [ADDRESS] Re: Lactation Accommodation Dear [EMPLOYEE NAME], Congratulations on the birth of your child and welcome back to work. You informed us that you intend to breastfeed your child and will require a lactation accommodation under <cite data-path="§AM-204-7">AM-204-7</cite> (Lactation Accommodations). This letter is to memorialize the accommodation we have agreed to, as well as to provide you with some important guidelines. Please note that we will provide you with an accommodation for up to one (1) year from the birth of your child or until [DATE – ONE YEAR FROM CHILD’S BIRTH]. We may at our discretion extend the accommodation beyond one year (with or without modification), if requested to do so. Any decision to extend, however, will depend on the operational needs of the agency. The accommodation we have agreed to provide is as follows: We will allow you to take reasonable break time during the work day to express milk. Although we understand that the length and frequency of breaks may vary by individual, U.S. Department of Labor guidelines suggest that usually no more than two or three breaks in an eight- hour period will be necessary. It is our expectation that you will be ready to work when you start your shift, meaning that you will have taken the time to express milk before the workday starts. You are expected to work cooperatively with us to schedule and take breaks in a manner that does not disrupt agency business or services. You will use your regularly scheduled rest and meal periods for lactation purposes, and we will allow you to structure those break periods as follows: [SPECIFIC TIME(S) OF DAY EMPLOYEE WILL TAKE LACTATION BREAKS AND APPROXIMATE LENGTH OF BREAKS]. If you require additional time for lactation (beyond regular rest and meal periods), you must use accrued leave – personal, vacation, compensatory and up to five (5) days of sick leave. Any sick leave used will count toward the five days provided by labor agreement for use in caring for an immediate family member, where applicable. If you do not have sufficient accrued leave, we will reduce your leave as it accrues. You will take your breaks at the following location: [IDENTIFY LACTATION ROOM – E.G. CONFERENCE ROOM, EMPLOYEE’S OFFICE, PERMANENT LACTATION FACILITY]. You are responsible for keeping the room clean during and after use. You must also provide your own pump and other needed supplies, which should be stored in your personal work space. You are responsible for storing your own breast milk. If your work area has a shared refrigerator for use by employees, you may store your milk there, provided the refrigerator is not also used to store biohazards or lab specimens. You are responsible for providing your own containers for expressed milk, which must be concealed in a labeled, personal storage bag. If there is no refrigerator available, you must provide your own means to store and keep the milk cold, such as a personal storage cooler. The City of Baltimore is not responsible for the integrity or security of breast milk stored on City property. If you do not have a place to store your pump or a personal storage cooler, we will provide a storage space for you. The City is not responsible for personal items stored on City property. If at any time you decide to stop breastfeeding your child, you must promptly notify us of your decision. You must also promptly notify us if you require fewer or shorter breaks. You will be responsible for accurately tracking and reporting leave used for lactation purposes. Any failure on your part to accurately report leave usage, or to use the accommodation for its intended purpose, may result in disciplinary action. Please be advised that we may, at our discretion, modify this accommodation at any time. If modifications are needed, we will notify you in writing. We hope this accommodation will help facilitate your efforts to breastfeed your child. If you have any questions about these arrangements or require assistance, please do not hesitate to contact [NAME OF HR CONTACT] at [PHONE NUMBER AND E-MAIL]. <table class="layout-table"> <tbody> <tr> <td></td> <td>Sincerely,</td> </tr> <tr> <td></td> <td>[HR REPRESENTATIVE]</td> </tr> <tr> <td>I have read and agree to the above terms,</td> <td></td> </tr> <tr> <td>___________________________</td> <td>_______</td> </tr> <tr> <td>[EMPLOYEE NAME]</td> <td>[DATE]</td> </tr> </tbody> </table> January 9, 2013

<table class="layout-table"> <tbody> <tr> <td>Leave Used for Pay Period:</td> <td>Beginning ________</td> <td>Ending _________</td> </tr> <tr> <td>Employee Name: _______________</td> <td>I.D. ___________</td> <td></td> </tr> <tr> <td>Agency: _______________</td> <td></td> <td></td> </tr> </tbody> </table> Week of ________________________ <table> <thead> <tr> <th>Date</th> <th>Break 1</th> <th>Break 2</th> <th>Break 3</th> <th>Total Leave</th> <th>Leave Type</th> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> </tbody> </table> Week of ________________________ <table> <thead> <tr> <th>Date</th> <th>Break 1</th> <th>Break 2</th> <th>Break 3</th> <th>Total Leave</th> <th>Leave Type</th> </tr> </thead> <tbody> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td></td> <td></td> <td></td> <td></td> </tr> </tbody> </table> I certify that the above leave was used for lactation purposes and in accordance with the terms of my lactation accommodation . Employee’s Signature ____________________ Date: __________ Supervisor Signature ____________________ Date: __________ January 9, 2013

January 9, 2012

This policy governs leave of absence with pay for a City employee who experiences a death in the immediate family and establishes leave of absence with pay for death of other relatives. Any subsequent change to the policy is dependent upon the negotiated agreement between the Mayor and City Council and the employee's designated bargaining unit. For purposes of this policy, the immediate family includes the employee's: <ul> <li>Mother</li> <li>Father</li> <li>Sister</li> <li>Brother</li> <li>Spouse</li> <li>Children</li> <li>Mother-in-law</li> <li>Father-in-law</li> <li>Registered Domestic Partner</li> <li>Step or half-blood relationships</li> </ul> In certain instances, the leave of absence with pay benefit for death in the immediate family may include other specified individual(s), such as grandparent and/or grandchild, as part of the immediate family, depending upon the employee's bargaining unit. Four (4) consecutive working days' leave with pay shall be granted upon request in the event of a death in an employee's immediate family, as cited in the section "Immediate Family." The four (4) days shall commence at the option of the employee on the date of death or the day following the day of death, or in conjunction with a memorial or funeral service. Employees who require additional time off beyond these four (4) days may request and may be granted additional reasonable time off charged to vacation or personal leave, or compensatory time. A city employee may be entitled to one (1) days' leave of absence with pay for the death of other relatives, e.g. aunt, uncle, grandparent, grandchildren, etc., depending upon the employee's bargaining unit. Other relatives for whom a City employee may be authorized bereavement leave are specified by the employee's designated bargaining unit. In this instance, the one (1) days' leave must be taken at the option of the employee within four (4) calendar days of the date of death or the day following the day of death, or in conjunction with a memorial or funeral service. An employee who divorces his or her spouse is no longer entitled to bereavement leave for the death of a former spouse or the parents of a former spouse. Great grandparents are not covered under this policy. The death of an aunt, uncle, brother or sister of an employee's spouse is not covered under this policy. Common law marriages are not valid in the State of Maryland. Therefore, this policy does not cover the death of a common law spouse. A leave of absence with pay granted for death in the immediate family or other relatives is subject to reasonable verification upon request of the immediate supervisor. Appropriate payroll markings should be used in recording attendance and marking the PAYROLL ATTENDANCE REPORT (147-093) which is submitted to the Bureau of Accounting and Payroll Services. The designated code of "P", Permission, should be entered next to the appropriate date(s) with an explanation of the marking in the "REMARKS" column. March 1, 1989 September 14, 2000

City employees who are members of certain recognized city unions may be granted paid administrative leave for attendance at union conferences and conventions each year subject to the negotiated contract between the responsible parties. All officers, stewards, and members of CUB conferences shall be granted Administrative Leave with pay in the amount of 175 staff-days each year with a maximum of 12 days for any elected officer and 5 days for any other employee. (Conferences or meetings sponsored by the City in which the Union is asked to participate shall not be charged to this leave.) Each year, a total of 15 employees who are officially designated as delegates to regularly scheduled union conferences and conventions will be granted leave without loss of pay to attend such meetings. However, no individual will be granted such leave for these meetings more than once per year. Employees officially designated by the union to attend scheduled conferences and conventions shall be granted leave without loss of pay, subject to scheduling needs of the department. This leave must be requested at least three weeks in advance. No more than 20 staff days in a calendar year will be available. However, no employee will be granted this leave more than once each calendar year. All requests for use of union leave should be submitted to the Office of the Labor Commissioner (OLC) at least one week in advance of its usage. Requests for union leave that are submitted with less than one week’s notice be handled on a case by case basis. Consideration will be given to the impact on the agency’s operation. The OLC will review and approve the leave. A written notice will be sent to the agency(ies) personnel officer with name(s) of affected employee(s) and date(s) such leave will be used. When the approval of the union leave would affect the efficient operations of an agency, the personnel officer should submit a written notice to the OLC requesting that the leave be denied. The OLC will notify the union(s) if union leave is denied. November 10, 1989 April 27, 2000

The City of Baltimore strives to maintain a safe and healthy working environment. When accidents or other health-related matters impact the working environment, certain measures must be taken to ensure the proper review of, and decisions for, any instance of job-related injury or illness. This policy is intended to provide employees with a comprehensive response to on-the-job injuries and illnesses, prompt medical examination and a timely return to work. It complies with OSHA regulation 29 CFR l 904.35 on informing each employee how to report on-the-job injuries and illnesses. <ul> <li>Definitions</li> <li>Reporting Requirements</li> <li>Employee Responsibilities</li> <li>Supervisor Responsibilities</li> <li>Severe Injuries/Out of Town on City Business Injuries</li> <li>City of Baltimore Occupational Medical Services (Mercy Clinic)</li> <li>Notification of Return to Duty</li> <li>Job Injury Leave</li> <li>Leave Usage</li> <li>Delayed or Failure to Report Incidents - Progressive Disciplinary Procedures</li> <li>Fraud Warning</li> <li>Related Policies</li> <li>Related Procedures and/or Documents</li> </ul> City of Baltimore Occupational Medical Services - A health care organization designated by the City of Baltimore and confirmed. by contract that provides initial visits and reviews of medical treatment obtained elsewhere on behalf of the City of Baltimore for on-the-job. injuries and illnesses at the site designated and performs duty status determinations for all City Employees, as well as sick visits for some City employees. Treatment by the Provider to the Employee shall only be rendered to employees injured at work in an emergency or if the employee consents to be treated by the Organization in writing, as the only primary care giver of the employee and if the Provider guarantees and holds harmless the City from any conflict of interest that will affect its primary obligations to the City. The site must be in the city and agreed to by the Provider and the City. Discharge Instructions - A written document provided to employees seen at the site at the end of each visit that indicates diagnosis, a statement of what treatment would be appropriate going forward, work status and the time and place of the employee1s next visit, if any. The employee should give a copy of the document to his/her supervisor immediately following each appointment. Employee - This includes permanent full-time, permanent part-time employees and temporary employees contracted directly by the agencies (seasonal employees). It excludes consultants, volunteers and staff provided by temporary personnel agencies. For specific information on who is considered an employee for workers’ compensation purposes, contact the City’s Department of Law, Workers’ Compensation Division, at 410-396-5479. Employee Incident Report (“EIR”) - A City form that is used to report job-related injuries and illness. The warehouse form number is 28-1608-5149. It is to be completed within 24 hours by the Employee, with the assistance of the supervisor and signed by the Employee. The City shall then report the incident to the Third-Party Administrator, by calling 1-877-607-8600 or whatever other means are then available and sending the original of the signed and dated EIR to the current Third-Party Claims Administrator (“TPA”) of the City (currently Sedgwick). The employee is to take the appropriate copy of the signed and dated EIR form with him/her to the clinic. The EIR form has 4 parts: Failure to complete the EIR, to report the incident to the TPA and/or to send the various copies of the EIR to the appropriate places shall result in discipline as it hinders the handling of these accidents harming employees and harms the City financially as well. Medical Director - A physician licensed in the State of Maryland and board certified in Occupational and Environmental Medicine who oversees the operation of the City of Baltimore Occupational Medical Services and serves as the chief physician of the City for matters of City employee medical services set forth herein. Supervisor - An employee designated by management, who exercises major, supervisory functions over other employees. These functions include hiring, evaluating, assigning work, disciplining, and dismissing. Third Party Administrator (“TPA”) - An organization designated by the City of Baltimore to receive, investigate and process claims pursuant to a service contract and in accordance with the Maryland Workers' Compensation statute that is under contract with the City at that time Workers' Compensation Claim - A workers' compensation claim is a report of a job-related injury or illness that arises out of or in the course of his/her employment with the City (whether at the regular jobsite, a temporary jobsite, traveling on business for the City or driving on City business) that has been reported to the TPA and the Workers' Compensation Commission within the statutory time frame.Original - is for the TPA and the original EIR, signed and dated by the employee must be forwarded by the employee’s supervisor or whoever else may be designated by the given Agency to handle reporting the incident and completing and sending the EIR to the TPA and the others listed below, except for Medical Services, which is taken by the employee as stated above. Safety- is designated for the Division of Occupational Safety and shall be . Medical Services - is the copy which accompanies the employee to the Mercy Clinic. Agency - is to be retained with the Agency Human Resources Office. Prompt reporting of job-related injuries and illnesses is essential for the following reasons: <ul> <li>An employee will not be seen at the Mercy Clinic (unless the injury is severe) without a copy of the completed EIR, resulting in delay of obtaining off work status.</li> <li>Each employee is obligated to report every incident/accident/first sign of occupational disease or exposure that could lead to an occupational disease to their supervisor immediately after the occurrence or as soon thereafter as possible. If an employees Agency requires reporting to anyone else, that reporting shall also occur as soon as possible. Employee shall then assist in completing the EIR and signing and dating the employee section.</li> <li>The setup of a claim by the TPA will not occur and authorization of treatment or payments to the employee will be delayed until the original EIR has been sent and has been received by the TPA and the incident has been reported to the TPA, thereby delaying benefits to the employee, reporting to the Workers’ Compensation Commission and hindering possible valid defenses of the City causing financial harm to the City.</li> <li>The Maryland Department of Labor, Licensing and Regulation as well as the Maryland Workers' Compensation Commission can levy late reporting actions against the City. If the City of Baltimore is fined for late reporting, any fine up to $1,000 will be charged back to the agency responsible for the late reporting.</li> <li>Failure to report incidents or delayed reporting of incidents by employees and supervisors shall result in disciplinary action and failure of an Agency to enforce these rules can result in further disciplibne.</li> </ul> Employees shall follow these procedures in the event of a job-related injury or illness:Report any job-related injury or illness to the appropriate supervisor on the date or shift that it occurs, unless incapacitated. Complete the appropriate section on the EIR and sign it as soon as possible. Report to the Mercy Clinic (323 N. Calvert Street, Baltimore, MD 21202) to seek evaluation and work status with the EIR copy for Medical Services. A valid City identification and a copy of the EIR are required. Provide the supervisor with the agency’s copy of the Discharge Instructions immediately following each appointment. The document includes the patient’s diagnosis, work status, return appointment and any information relating to a referral outside of the clinic. The supervisor’s first priority is to see that prompt medical treatment is provided to an injured employee. In the event of a serious job-related injury or illness, dial 911. The employee should be taken to the closest medical facility. In all other cases, when an employee reports a job-related injury or illness, the supervisor shall follow these procedures:Complete the EIR form (#28-1608-5149) and send the employee to the clinic with the EIR copy for “Medical Services.” Report the incident to the TPA by calling the Teleprompt number (1-877-607-8600) or by any other means made available and sending the EIR to the TPA. The claim reporting telephone number is available 24 hours a day, 7 days a week. This is an essential step as it officially establishes a claim with the TPA. Immediately calling the Teleprompt ensures prompt services will be provided to injured employees. Do not delay in calling Teleprompt or reporting electronically, even if additional investigation is needed (Such should be reported and included on the Supervisor section of the EIR). Required fields for reporting to Teleprompt are: employee’s name, address, phone number, date and description of injury, agency name, and contact information. Forward the completed, signed and dated “Original” copy of the EIR form to the TPA at FAX: 410-864-2600, mail to 7 St. Paul Street, Suite 450, Baltimore, MD 21202 or uploaded it if reporting electronically at the time of reporting or as soon thereafter as possible if the employee is not available to complete the EIR due to the injury, which reporting should be done ASAP after the incident. Send the “Safety” copy by mail, facsimile or in person to the Department of Finance, Office of Risk Management, Division of Occupational Safety, 401 E. Fayette Street, 7th Floor, Baltimore MD 21202 or FAX to 410-396-7278. Send the copy designated for “Agency” to the Agency Human Resources Office. Coordinate with the Agency Human Resources Office to provide light duty or transitional work assignments in accordance with the medical restrictions on the Discharge Instructions. Supervisors shall follow these accident investigation procedures to ensure a complete report: Report to the incident site, when possible. Obtain names, phone numbers, email addresses, and addresses of all witnesses. Interview and document statements of witnesses. Accurately note the date, time, place, weather, and circumstances surrounding the accident. Obtain, produce or sketch detailed drawings and measurements. Take photographs of the site, if possible. Document first aid and medical treatment provided to all parties. Identify use of safety equipment and personal protective equipment. Identify every complaint or injury of the employee as a result of the incident of which the witness is aware. Secure and preserve all evidence in regard to the incident. Avoid disputes and make no commitments relative to repairs and acceptance of liability. When the accident investigation is complete, every question on the completed EIR form shall be answered. Again, do not delay reporting the initial claim to TPA, as that needs to be done as soon after the incident as possible. The EIR can always be forwarded to the TPA when completed, if there is a reason for the delay as set forth above.. Even if you doubt the incident occurred, complete a form and indicate what the employee told you in the section the employee signs and why the supervisor doubts it in the section they sign. If a job-related injury is severe or occurs when the employee is on City business out of the area, the employee must go to an urgent care or emergency center for treatment and then contact the supervisor to process an EIR. The supervisor prepares the EIR and reports the incident by phone (1-877-607- 8600) or otherwise to the TPA. The employee must be seen at Baltimore City Occupational Medical Services for an initial examination and work status determination as soon medically able. After being seen at the City of Baltimore Occupational Medical Services the Employee must elect to be treated by his own Dr. or by the City of Baltimore Occupational Health Services, if they elect to name them as their only primary treating Dr., but the employee shall not be treated by more than one primary physician or one specialist in any given specialty at a time. If the employee chooses to be treated by the Clinic a plan of care shall be developed and managed by the Medical Director. If or once the Employee elects to treat elsewhere, the City of Baltimore Occupational Health Services will cease treatment and the Medical Director will request medical records from all treating facilities and review that treatment for the City. The attending physician with the City of Baltimore Occupational Health Services will issue Discharge Instructions indicating return to work abilities after each visit and or review of new medical records and may schedule a new visit to determine work status if needed based on the new record review (but not for treatment) Before leaving the Mercy Clinic, the employee will be given a written document in duplicate, called Discharge Instructions. This document will include the patient's diagnosis, work status, return appointment date, any work limitations and the name of any outside medical provider that the employee has seen or elected to see. It is the employee's responsibility to provide the supervisor with the agency's copy of the Discharge Instructions, no later than the start of the employee's next scheduled shift. The TPA will generate a First Report of Injury and send a copy to the reporting agency within 48 hours. The TPA will make a determination as to the whether the claim is covered or not (compensability) within 14 working days after receiving the EIR and necessary documentation. If the Discharge Instructions authorize days off from work due to a covered injury, the TPA generates an Accident Leave Voucher (A-time) authorizing compensable covered dates. It is forwarded by the TPA to the agency's human resources/personnel office and the Department of Finance, Central Payroll Division, authorizing the employee to be paid Accident Leave (A-time). Job injury leave (“A time”) is granted for a specific period of time and is not charged against accumulated sick leave, vacation leave, personal leave or compensatory time. The maximum amount of job injury leave granted to an employee is established by the applicable labor agreements negotiated by the employee's representative organization. For additional information on job injury leave, employees should consult their negotiated labor agreement or their Agency's Human Resources Office. Delays or failures by employees and supervisors to report a job-related injury or illness, complete an EIR, or contact the TPA, shall result in disciplinary action up to and including termination. It is a crime to lie or provide false information in order to receive workers' compensation benefits. Employees, employers and other parties who lie or provide false information regarding a claim are subject to prosecution for fraud. The Fraud Hotline of the TPA is available 24 hours a day, 7 days a week by calling 1-866-841-1044. Information about Workers' Compensation fraud should also be communicated to the Maryland Workers' Compensation Commission at 1-800-492-0479, 410-864- 5100. October 26, 2016 July 20, 2022 Employee's Incident Report (EIR) TPA - Workers Compensation - "First Report of Injury or Illness" - TPA generated documents used by TPA to generate/confirm the existence of a submitted claim.

The purpose of this policy is to provide employees with time-off from work for military service and to ensure compliance with local, state and federal laws relating to the employment of individuals in the uniformed services, including the Uniformed Services Employment and Reemployment Rights Act (USERRA), as amended, 38 U.S.C. §§4301-4334. This policy is designed in compliance with USERRA and will be construed in accordance with its provisions. All employees are eligible to take military leave for uniformed service, including employees who are full or part-time, probationary, seasonal, temporary, elected, appointed, or at-will. There is no minimum amount of time an employee must have worked for the City to become eligible for leave under this policy. Leave will be granted for both voluntary and involuntary service. The uniformed services includes: the Armed Forces (Army, Navy, Air Force, Marine Corps, and Coast Guard) or a Reserve component of one of these branches; the Public Health Service Commissioned Corps; the Maryland organized militia (Maryland Army National Guard, the Maryland Air National Guard, the Inactive National Guard, and the Maryland Defense Force); and any category of persons designated by the President in time of war or national emergency. The uniformed service also may include service the National Disaster Medical System, as provided in 42 U.S.C. § 300hh-11(e). Leave may be taken for a variety of military activities, including (but not limited to) periods of active military service, active and inactive duty training, initial active duty training, funeral honors duty, and fitness-for-service examinations. Employees must provide advance notice to their supervisors before taking military leave, except in the rare case when advance notice is prevented by military necessity or would otherwise be impossible or unreasonable. Notice may be given orally or in writing and may be communicated by the employee’s military command. Employees must provide notice to their supervisors (and a copy of their orders) as soon as they have knowledge of a service obligation. National Guard and Reserve members should provide their agencies with copies of annual drill and training schedules and orders as soon as they become available. Employees are responsible for notifying their agencies when orders have been updated or extended. Before departing for leave, employees should complete a Military Leave of Absence Form (<cite data-path="§AM-204-11-1">AM-204-11-1</cite>). Agencies will provide service members with a copy of the form as soon as notice is given. In situations where the employee’s military orders provide short notice of an impending service obligation, agencies will work with the service member to gather the information requested on the form. Except as provided in Section 4 below, military leave is unpaid. Employees may at their election use their accrued vacation, personal, or compensatory leave during their absence. Sick leave may not be used. If accrued leave is not used, the employee’s unused leave balances will be restored upon return to City employment. To use accrued leave, the employee must complete a Military Leave of Absence Form (<cite data-path="§AM-204-11-1">AM-204-11-1</cite>). Accrued leave days will be applied consecutively at the start of military leave. Once the employee’s accrued leave elections are exhausted, the employee will be placed in an unpaid leave status. An employee will receive paid leave for military service in the following two circumstances only: Inactive Duty Training – Employees who are members of a state National Guard, a Reserve unit, or the Maryland militia will be paid up to fifteen (15) working days each fiscal year to attend military training. During such leave, employees receive their full City salary, in addition to military pay, with no loss of vacation, seniority, or performance rating. Any additional leave beyond the fifteen days will be without pay. Unused days will not carry over from year to year. State Active Duty Service – Any member of the Maryland organized militia who is ordered to state active duty by the Governor of Maryland (usually in times of natural disaster or other public crisis) will be granted paid leave for all time spent in active duty service to the state as provided by Md. Code Ann., <cite data-doc="Md. Code" data-path="gps|13-706">Public Safety § 13-706</cite>. The employee will receive his or her full City salary, in addition to military pay, with no loss of vacation, seniority, or performance rating. In order to receive paid military leave, employees must complete a Military Leave of Absence Form (<cite data-path="§AM-204-11-1">AM-204-11-1</cite>) and attach a copy of their military orders. Eligibility for paid leave is subject to verification by the agency and must be reviewed and approved by the Department of Human Resources City agencies and the Department of Human Resources will review paid leave usage annually to ensure that it is awarded in accordance with this policy. During a military leave of absence, employees may continue City health benefits (including vision, dental, and prescription drug coverage) under the same pre-leave benefit elections as follows: Service of 30 Days or Less – If the period of military service is expected to last 30 days or less, as in the case of National Guard and Reserve training, the City will automatically continue the employee’s health benefits at active employee rates, unless the employee elects to cancel coverage. Payroll deductions will continue for as long as the employee remains in pay status. Thereafter, the employee will be billed directly for any outstanding premiums. Service of More than 30 Days – If the period of military service is expected to last more than 30 days, employees may elect to continue their City health benefits for up to 24 months or until the deadline for reemployment has passed, whichever comes first. The employee may continue coverage at the employee rate while exhausting accrued leave. Thereafter, the employee will be responsible for paying up to 102% of the premium cost, depending on the benefit. To continue health benefits during leaves of greater than 30 days, an employee must elect to continue the coverage by completing a Military Leave of Absence Form (<cite data-path="§AM-201-11-1">AM-201-11-1</cite>). The City will cancel benefits if an employee fails to make an election or does not make timely payments. Health benefits for eligible employees and their dependents will be reinstated upon return to City employment. Reinstatement of health benefits will occur immediately upon the first day of reemployment without waiting periods or pre-existing condition exclusions, except for illnesses and injuries related to military service under certain plans. Employees who qualify for reemployment after returning from military leave will be treated as if continuously employed for pension benefit purposes, and time spent on military leave will not be considered a “break in employment” for purposes of vesting and accruals. For members of the Employee Retirement System (ERS) and Elected Officials’ Retirement System (EOS), credited service will continue during military leave, provided the employee qualifies for reemployment, returns to active City employment within one year of discharge from the military, and provides all required documentation. Members of the Fire & Police Employees’ Retirement System (F&P) will receive service credit for military leave during employment, with the City making all mandatory contributions the member would have made if he or she had continued regular full-time employment (“military service contributions”), provided the employee qualifies for reemployment under Section 9 of this policy, returns to active City employment within one year of discharge from the military, and provides all required documentation. F&P members are entitled to the benefit of military service contributions only upon retirement from City employment. Accordingly, members who are not eligible for reemployment, or who separate from the City before retiring, will not receive the benefit of military service contributions. Under all three retirement plans, a member who dies while performing qualified military service will be treated as if actively employed for the purpose of awarding pension benefits, and their beneficiaries will be eligible to receive non-line-of-duty-death benefits. In computing the amount of the benefit, the member will not be entitled to benefit accruals for the time spent in military service. Contributions to the City’s Deferred Compensation Plan cease during military leave once an employee is no longer in pay status, although employees may resume their contributions upon return to active City employment. In addition, employees may make “catch-up” contributions for a period of up to three times the length of his or her military leave (not to exceed five years). If called to active duty for more than 179 days, employees may be eligible to withdraw contributions from their accounts without penalty. Upon return from active duty, those funds may be re-deposited in an IRA for up to 2 years. Employees on military leave will be eligible for non-seniority based benefits to the same extent they are provided to other employees on comparable forms of leave. For example, an employee on a military leave of absence will accrue leave (vacation, personal, and sick) as long as he or she is in pay status. Once the employee falls out of pay status, leave will not accrue, except as provided in <cite data-path="§AM-208-1">AM-208-1</cite> (Leaves of Absence Without Pay, Parts I & II). Likewise, employees on military leave may continue group life insurance coverage through the City to the same extent as employees on other types of long-term unpaid leaves. Eligible Fire and Police Department employees who cannot attend scheduled ranked promotional examinations due to military service may arrange to take a makeup exam upon return from military leave as provided in <cite data-path="§AM-204-11-2">AM-204-11-2</cite> (Military Leave Testing Procedures). Employees returning from military leave may also schedule a makeup exam for open and unranked promotional tests. The candidate is responsible for scheduling the makeup exam through the Department of Human Resources, Test Development Division. In order to sit for the exam, candidates must provide a copy of the military orders and written confirmation from their military command that the scheduling conflict could not have been avoided. Employees will be permitted to take a reasonable amount of time to adjust to reemployment before sitting for the exam. The exam will be a comparable, alternate form of the original test administered under controlled and monitored conditions. City agencies must reemploy a returning service member who is eligible for reemployment. To be eligible for reemployment, all of the following criteria must be met: Notice – The employee must have provided advance notice of the military service as required by Section 2 of this policy. Length of Service – The employee must not have exceeded the five-year cumulative limit on military leave, subject to the exceptions outlined in USERRA’s regulations at 20 C.F.R. §1002.103. Service Discharge – The employee may not have separated from uniformed service with a dishonorable or bad conduct discharge, by court martial, or under “other than honorable conditions.” Timely Application – The employee must have applied for reemployment within the time limits mandated by USERRA: <ul> <li>Military leave less than 31 days (including fitness-for-service exams) – No later than the first regularly scheduled workday that starts at least 8 hours after the person’s return home from military service.</li> <li>Military leave between 31 and 180 days – No later than 14 calendar days after completing military service.</li> <li>Military leave greater than 180 days – No later than 90 calendar days following the completion of military service.</li> <li>Following a Service-Connected Illness or Injury – Within the applicable timeframe listed above following recovery from the service-connected illness or injury. The recovery period may not exceed two years from the date of the completion of service, except where circumstances beyond the employee’s control make reporting within this period impossible or unreasonable.</li> </ul> An employee who fails to apply for reemployment in a timely manner will be subject to the City’s conduct rules, policies and practices relating to an employee’s unexcused absence from work. In addition, an agency may in its discretion deny reemployment if there has been a change in circumstances that would make reemployment impossible or unreasonable. For example, an agency may deny reemployment if there has been an intervening layoff that would have included the employee’s position. Reemployment may also be denied if the employee’s pre-service position was for a brief, non-recurrent period with no reasonable expectation the employment relationship would continue for a significant length of time, as in the case of seasonal and contractual employment. Agencies must first contact the Department of Human Resources or the Law Department before denying reemployment to a returning service member. Agencies must reemploy a returning employee within a reasonable period, normally within 10 working days. The position to which the employee should be restored will depend on the length of the employee’s military service, as follows: Service of 90 Days or Less – Employees who serve in the military for 90 days or less must be restored to the same position they would have attained had their employment not been interrupted by military service. If this is a higher-level position, the agency must make reasonable efforts to train the individual for the job. If training is unsuccessful, the agency should return the employee to his or her pre-service position. Service of Greater Than 90 Days– Employees who serve for longer than 90 days should be restored to the same position they would have attained absent military service or to a position of similar seniority, status, and pay. If an employee is not qualified for the position, the agency must make reasonable efforts to train the employee. If training is unsuccessful, the agency should either place the individual in the pre-service position or in a position of similar seniority, status and pay to the old position. Disabled Veterans – Agencies must reasonably accommodate an employee with a service-connected disability in the position he or she would have held absent military service. If the agency is unable to reasonably accommodate the person in this position, the agency must place him or her in a position of equivalent seniority, status and pay. If this is impossible to do, the agency may place the employee in a position of lesser status and pay, but with equal seniority. Time spent on military leave counts as time served on the job for the purposes of calculating seniority and other benefits determined by seniority, such as annual leave accrual rates. Returning employees will be restored to the pay level they would have attained if not for the military service, which will include cost of living adjustments and longevity increases. Any employee who has not completed a probationary period or apprenticeship before taking military leave will be required to serve the remainder of the probationary period, or complete the apprenticeship, upon return to City employment. Once the employee successfully completes the apprenticeship or probationary period, his or her pay and seniority will be adjusted to reflect all pre- and post-service time worked, plus time served in the military. When an employee returns from a military leave of absence of longer than 30 days, agencies should ask the employee to provide documentation to establish that: 1) the reemployment application is timely; 2) the employee has not exceeded the five-year limit on the duration of service (subject to the exceptions provided in USERRA); and 3) the employee’s separation from service was not disqualifying. An agency should not delay reemployment while awaiting verification, but rather should temporarily reinstate the employee until appropriate documentation is received. If documentation is not forthcoming, agencies may contact the employee’s military command for assistance. If a service member is reemployed to an at-will position, the agency may not discharge the employee without cause for a period of time, the length of which will depend on how long the employee served in the military. An employee whose military service exceeded 180 days may not be terminated without cause for 1 year. An employee who served for less than 180 days (but more than 30) may not be terminated, except for cause, for up to 180 days. These protections do not apply when the employee’s military service lasts 30 days or less. This policy prohibits discrimination against any employee or applicant for employment on the basis of their military status or military obligations. No person will be denied employment, reemployment, promotion, or any benefit of employment on the basis of that membership or service. In addition, no employee or applicant will be subjected to retaliation for having exercised his or her rights under this policy or for having participated in an investigation. Concerns about discrimination or retaliation should be immediately reported to the employing agency’s Equal Opportunity Compliance (EOC) Officer or a Human Resources representative. January 1, 2006 December 19, 2012

January 1, 2006 December 19, 2012

Fire and Police Department employees who expect to be on military leave during a ranked promotional examination may, before departing for leave, make arrangements to sit for a makeup exam upon their return. Arrangements should be made in advance of leave by contacting the Test Administrator, Department of Human Resources. The Test Administrator will require the candidate to provide the following: A copy of the military orders with a projected return date; A written statement from the employee’s military command stating that military service is required on the date of the exam and cannot be rescheduled to avoid the conflict; and A signed Pledge Form, which precludes the candidate from discussing the exam (or its content) with anyone who takes the exam on the original test date. Test candidates must provide the Test Administrator with copies of any updated or changed military orders. If subsequent orders eliminate the scheduling conflict, the candidate must sit for the exam on the day it is scheduled and a makeup exam will not be administered. Eligible candidates may take a makeup examination only upon return to City employment. Exams will not be administered to candidates off-site. Candidates returning from military leave will be permitted to take a reasonable amount of time to adjust to reemployment before sitting for the exam. It is the candidate’s responsibility to contact the Test Administrator to schedule the makeup exam, which will be a comparable, alternate form of the original test. The exam will be administered under controlled, monitored conditions by Department of Human Resources staff. Once the makeup exam has been taken and scored, the candidate will be placed on the current list by the ranking that would have been achieved had the candidate taken the test at the time it was originally scheduled. January 1, 2006 December 19, 2012

[DATE] [EMPLOYEE NAME] [ADDRESS] [ADDRESS] Dear [EMPLOYEE NAME]: This confirms your request for a military leave of absence beginning [DATE]. If you have not already done so, please complete the attached Military Leave of Absence Form (<cite data-path="§AM-204-11-1">AM-204-11-1</cite>) to indicate your preferences concerning paid leave and benefits and to designate a contact person who can receive mail (and act on your behalf) while you are away. Please complete this form as quickly as possible before you depart for leave. Based on the information we have on file, you may be eligible for the following: [Include ALL that apply] <ul> <li>Paid military leave for up to fifteen days for inactive duty training. Our records show that you have ____ paid training day(s) left in this fiscal year.</li> <li>Paid military leave for state active duty service that is ordered by the Governor of Maryland, in accordance with MD. CODE ANN., <cite data-doc="Md. Code" data-path="gps|13-706">Public Safety § 13-706</cite>.</li> <li>Unpaid military leave once your paid leave elections have been exhausted.</li> </ul> Eligibility for paid leave and/or benefits must be confirmed with your prompt submission of military orders. You are also permitted (but not required) to use your own accrued personal, vacation, and compensatory leave during your absence. Sick leave may not be used. Accrued leave days will be applied consecutively at the start of the leave period. If military service is expected to last 30 days or less, your City benefits will continue automatically unless you cancel the coverage. If you wish to continue your City benefits during a longer period of leave, you must elect to continue your coverage on the Military Leave of Absence Form. If you fail to make an election, your benefits will be cancelled during leave. Please note that if you decide not to participate in your City health plan during leave, coverage for your dependents will also terminate. For your convenience, I have attached the following informational materials concerning military leave: Military Leave Policy (<cite data-path="§AM-204-11">AM-204-11</cite>) Employee Checklist for Military Deployment (<cite data-path="§AM-204-11-4">AM-204-11-4</cite>) Continuation of Benefits Fact Sheet (<cite data-path="§AM-204-11-5">AM-204-11-5</cite>) Military Leave Testing Procedures (<cite data-path="§AM-204-11-2">AM-204-11-2</cite>) [Optional] Please pay particular attention to the Employee Checklist, which outlines some additional steps you should consider taking before you depart. When you have completed your military service, you should return to City-employment within the time limits mandated by USERRA, which are discussed in Section 9 of the Military Leave Policy. Failure to return to work in a timely manner will be considered a resignation from City employment. You are responsible for keeping us informed of any changes to your military orders while on leave, including changes to your release date. If you have any questions regarding your military leave of absence or require assistance, please do not hesitate to contact [NAME OF HR CONTACT] at [PHONE NUMBER]. <table class="layout-table"> <tbody> <tr> <td></td> <td></td> <td>Sincerely,</td> </tr> <tr> <td></td> <td></td> <td>[HR REPRESENTATIVE]</td> </tr> <tr> <td>cc:</td> <td>[NAME OF SUPERVISOR]</td> <td></td> </tr> <tr> <td></td> <td>Employee Benefits Division</td> <td></td> </tr> <tr> <td></td> <td>[Employee Retirement System]</td> <td></td> </tr> <tr> <td></td> <td>[Fire & Police Employees’ Retirement System]</td> <td></td> </tr> <tr> <td></td> <td>[Elected Officials’ Retirement System]</td> <td></td> </tr> </tbody> </table> January 1, 2006 December 19, 2012

Keep your agency informed – If you are a member of a Guard or Reserve unit, give your supervisor a copy of your annual training schedule as soon as it becomes available. Providing maximum lead time will help your agency accommodate your military activities. <ul> <li>Give plenty of notice – As soon as you have notice of a deployment or other military service obligation, notify your supervisor and provide a copy of your orders. Defense Department regulations strongly recommend that service members provide at least 30 days advance written notice whenever it is feasible to do so. The failure to provide advance notice may jeopardize your eligibility for reemployment.</li> <li>Complete a Military Leave of Absence Form – Before you depart for leave, complete a Military Leave of Absence Form (<cite data-path="§AM-201-11-1">AM-201-11-1</cite>) and return it to your HR department. The information you provide on the form will help us stay in touch with you while you are on leave. It will also help us administer paid leave and other benefits. If your military obligation is expected to last more than 30 days and you wish to continue your City benefits, you must make an election on this form. If you fail to do so, your benefits will be cancelled until you return to City employment.</li> <li>Notify your retirement plan – Let your retirement plan know that you will be taking a leave of absence for military service. Representatives of the plan will advise you on what you need to do to ensure that time spent in military service is counted for pension vesting and accrual purposes. In the case of Fire & Police Employees’ Retirement System (F&P) members, the plan must be notified so that your mandatory contributions to the plan can be suspended.</li> <li>Update beneficiary information – Before you leave for active duty military service, contact your retirement and life insurance plans to update your beneficiary designations.</li> </ul> <table class="layout-table"> <tr> <td>Employee Retirement System</td> <td>443-984-3200</td> </tr> <tr> <td>Fire and Police Employees’ Retirement System</td> <td>410-497-7929 (Option 3)</td> </tr> <tr> <td>Elected Officials’ Retirement System</td> <td>443-984-3200</td> </tr> <tr> <td>Employee Benefits Division</td> <td>410-396-5830</td> </tr> <tr> <td>Deferred Compensation</td> <td>877-223-2748</td> </tr> </table> <ul> <li>Payroll Deductions – The City will continue to process payroll deductions – including wage garnishments, child support payments, and deductions taken for voluntary insurances and the Municipal Employees Credit Union (MECU) – for as long as you remain in pay status and have sufficient funds cover the payments. If you fall out of pay status during military leave, the City will suspend any deductions. If some or all of your leave will be unpaid, you should make other arrangements payment before you go.</li> <li>Fire and Police Promotional Examinations – Fire and Police personnel who will not be available to sit for a ranked promotional exam due to military service should review the Military Leave Testing Procedures (<cite data-path="§AM-201-11-2">AM-201-11-2</cite>) and contact the Test Administrator. You will be allowed to sit for a makeup exam when you return to City employment, provided you complete the necessary paperwork. The Test Administrator can be reached at 410-396-3857.</li> <li>Keep contact information up-to-date – Keep us advised of your correct permanent and mailing address(es) during leave. Changes in your permanent address may affect your eligibility for certain health plans. In addition, we need a correct mailing address to keep you (or your designated contact) informed of matters related to your employment, including benefits.</li> <li>Report extensions of orders – Notify your supervisor of any changes to your military orders, including extensions. It is your responsibility to keep us informed of any changes to your expected release date.</li> </ul> January 1, 2006 December 19, 2012

If you are taking leave for military service, you should understand what happens to your benefits while you are away. Take a minute to read the information below to understand your benefit options. If you have further questions, you may contact your HR representative for assistance or refer to the appropriate benefit administrator. Please note that all benefit offerings are subject to change from time to time, and the City reserves the right to make changes with or without notice. Health Insurance While on military leave, you may continue your City health benefits (including medical, dental, vision, and prescription drug coverage) at the same elections you have now. The City will continue to contribute toward the cost of your coverage for as long as you remain in pay status and for shorter periods of military service (30 days or less). If your service obligation is expected to last more than 30 days, you are eligible for coverage under TRICARE (<a href="http://www.tricare.mil/">http://www.tricare.mil/</a>). You may also continue participation in your City health plan at full cost (without the City contributing toward the premiums) for a maximum of 24 months under the Uniformed Services Employment and Reemployment Rights Act (USERRA). Your USERRA right to continued health coverage is very similar to your right to 18 months of continued coverage under COBRA and will run concurrently with your COBRA rights. If you decide to cancel your City health benefits during leave, you will be able to reenroll in the same plans you had before when you return to work – with no waiting periods or pre-existing condition exclusions, except for service-connected conditions under certain plans. Flexible Spending Accounts You have the option of either suspending or continuing your Healthcare Flexible Spending Account (Healthcare FSA) contributions during military leave. If you decide to suspend contributions, your account will be reinstated when you return to work, provided you return within the same plan year. If you return during a different plan year, you will have 60 days from the date of your return to reenroll. You will have until the end of the plan year run-out period to submit requests for reimbursement. Claims incurred after the date you terminate your Healthcare FSA will not be eligible for reimbursement. If you decide to continue your Healthcare FSA, contributions to your account will be taken via normal payroll deduction for as long as you remain in pay status. If you enter non-pay status, you will have to make after-tax contributions to your Healthcare FSA in order to remain enrolled. The amount of your contribution may be changed only if you experience a Qualified Life Event. Direct billing for after-tax contributions must be arranged through the Employee Benefits Division. Qualified reservists who are called to active duty for 180 days or more have the additional option of requesting a taxable distribution of any unused funds. You might consider doing this, for example, if you do not think you will have enough eligible expenses to deplete the balance in your account. Rather than forfeit those funds, you can have the balance returned to you. Employees on extended, unpaid leaves (including unpaid military leave) may not continue participation in a Dependent Care FSA, but may withdraw their account balance as taxable income. Life Insurance and AD&D You may elect to continue your group life insurance coverage during military leave. Under the Optional Life plan, benefits are payable in the event of death resulting from military service. The City’s Accidental Death and Dismemberment (AD&D) plan, however, will not pay for death or loss resulting from war or acts of war or from a substantial armed conflict. If you decide to discontinue your enrollment in one or both of these plans, you will be able to re-enroll for the amount of coverage you had before as long, as you do so within 60 days of your return to active employment. Evidence of insurability will not be required if you apply within this timeframe. Pension Plans You will receive service credit for vesting and eligibility purposes for periods of qualified military leave. For members of the Employee Retirement System (ERS) and Elected Officials’ Retirement System (EOS), credited service will continue during military leave, provided you qualify for reemployment, return to active City employment within one year of discharge from the military, and provide all required documentation. If you are a member of the Fire & Police Employees’ Retirement System (F&P), you will receive service credit for military leave, with the City making all mandatory employee contributions to the plan during your leave (“military service contributions”), provided you qualify for reemployment, return to work within one year of discharge, and provide all required documentation. Military service contributions are awarded only upon retirement from City employment. Employees who separate for other reasons will not receive the benefit of military service contributions. Under all three plans, a member who dies while performing military service will be treated as if actively employed for the purpose of awarding death benefits. Beneficiaries will be eligible to receive non-line-of-duty benefits, excluding accruals for time spent in military service. Deferred Compensation Contributions to the City’s Deferred Compensation Plan cease during military leave once you are no longer in pay status, although you will be able to resume contributions when you return to work. In addition, you will be permitted to make “catch-up” contributions for a period of up to three times the length of your military leave (not to exceed five years). If you have been called to active duty for more than 179 days, you are eligible to withdraw your contributions from your account without the 10% early withdrawal tax. Upon your return from active duty, you may redeposit any funds that you withdrew, to an IRA, for up to 2 years from the end of active service. Before You Go… If you plan to continue your City health benefits and/or life insurance during longer periods of military leave (more than 30 days), you must indicate your benefit elections on a Military Leave of Absence Form (<cite data-path="§AM-201-11-1">AM-201-11-1</cite>) and promptly return the form to your HR representative. If you fail to make an election, your benefits will be terminated. Benefit coverage will continue for as long as you make timely premium payments either through payroll deduction (for periods of paid leave) or direct billing (during unpaid leaves). Questions about health and life insurance benefits should be directed to the Employee Benefits Division at 410-396-5830. Before you depart, you should also notify your retirement plan and update your beneficiary designations. A plan representative will also advise you on the steps you need to take to ensure that the time you spend performing military service is counted for vesting and accrual purposes. Employee Retirement System 443-984-3200 Fire and Police Employees’ Retirement System 410-497-7929 (Option 3) Elected Officials’ Retirement System 443-984-3200 January 1, 2006 December 19, 2012

<ul> <li>Acknowledge the Leave Request – Within 24 hours of receiving notice that an employee will be taking military leave, send the employee an Acknowledgement of Military Leave (<cite data-path="§AM-204-11-3">AM-204-11-3</cite>) and attach copies of the following:</li> <ul> <li> Military Leave Policy (<cite data-path="§AM-204-11">AM-204-11</cite>) </li> <li> Military Leave of Absence Form (<cite data-path="§AM-204-11-1">AM-204-11-1</cite>) </li> <li> Employee Checklist for Military Deployment (<cite data-path="§AM-204-11-4">AM-204-11-4</cite>) </li> <li> Continuation of Benefits While on Military Leave Fact Sheet (<cite data-path="§AM-204-11-5">AM-204-11-5</cite>) </li> <li> Military Leave Testing Procedures (<cite data-path="§AM-204-11-2">AM-204-11-2</cite>) [Optional] </li> </ul> </ul> These documents, and fillable forms and letters, are available electronically in the “HR Tools” section of the Department of Human Resources’ intranet site. <ul> <li>Follow-up with the Employee – Encourage employees to return the Military Leave of Absence Form as soon as possible, preferably before they depart for leave. Offer the employee reminders as necessary. In the case of a short-notice deployment, work with the employee (or a designated contact or proxy) to gather the information requested on the form.</li> <li>Determine Eligibility for Paid Leave and Benefits – Review the employee’s military orders to verify the employee’s eligibility for paid leave and City-subsidized health benefits.</li> <ul> <li>Inactive Duty Training. Confirm that the leave will be used for inactive duty training and drilling. Use E-Time to determine how many paid training days the employee already used during the fiscal year and authorize use of the remaining balance (up to 15 days).</li> <li>State Active Duty Service. Paid leave for “state active duty service” should be authorized only when a member of the Maryland militia (e.g. the Maryland National Guard, the Maryland Air National Guard, the Inactive National Guard, or the Maryland Defense force) is ordered to active duty service by the Governor of Maryland. Such orders are relatively rare and typically stem from a natural disaster or other public crisis within the state. An order issued “with the consent of the Governor” is not a state active duty order.</li> </ul> </ul> If the employee’s eligibility for paid leave and/or benefits it is not clear from the face of the orders, the agency should contact the employee’s military command to request clarification. Ultimately, it is the employee’s responsibility to ensure the agency receives adequate documentation to verify eligibility. All paid leave requests must be approved by the Department of Human Resources. <ul> <li>Notify the Employee’s Retirement Plan – Send a copy of the employee’s Acknowledgment of Military Leave letter to the employee’s retirement plan (e.g. Employee Retirement System (ERS), Fire and Police Employees’ Retirement System (F&P), or the Elected Officials’ Retirement System (EOS)). Notification is necessary to ensure that time spent in the military is counted for pension vesting and accrual purposes. In the case of Fire & Police Employees’ Retirement System (F&P) members, the employee’s mandatory contributions to the plan must be suspended during leave, as is required under the plan.</li> <li>Notify the Employee Benefits Division – As soon as the employee returns the Military Leave of Absence Form, forward a copy to the Employee Benefits Division, Department of Human Resources so that the employee’s benefit elections can be processed.</li> <li>Provide an HR Contact – The agency’s HR department should assign the employee an HR point-of-contact so that the employee and/or a family member can call with questions during the leave.</li> <li>Secure City Property and Resources – Before an employee departs for a longer period of military service (such as an active duty deployment), collect all City property in the employee’s possession, including: vehicles, keys, access cards, credit cards, pagers, cell phones, radios, laptops, cameras, parking passes, fuel cards, City Driver Permits, uniforms, tools, equipment, and City files and records.</li> </ul> Retrieve any City funds held by the employee, such as petty cash, and change security codes as necessary. Agencies should also disable the employee’s access to City e-mail accounts by logging on to <a href="https://cob/moit/acct/">https://cob/moit/acct/</a>. <ul> <li>Processing Leave in HRIS and E-Time – As soon as the employee departs for military leave, change the department locator to “MIL.” Timekeepers will track the employee in E-Time using the following pay codes:</li> <ul> <li>Military – Accrued Vacation</li> <li>Military – Accrued Personal</li> <li>Military – Accrued Comp Time</li> <li>Military – Paid Training</li> <li>Military – Paid State Active Duty</li> <li>Military – Unpaid Leave</li> </ul> </ul> The first three codes should be used while the employee uses accrued vacation, personal or compensatory leave. The “Military – Paid Training” code should be used when an employee is on military leave for training. The “Military – Paid State Active Duty” code should be used on the relatively rare occasion when an employee has been called to active duty service by the Governor of Maryland. When all paid and/or accrued leave elections have been exhausted, timekeepers should use the “Military – Unpaid Leave” code. UPON RETURN FROM MILITARY LEAVE <ul> <li>Verify Military Service – When an employee returns from a military leave of absence of longer than 30 days, ask the employee to provide documentation to establish that: 1) the reemployment application is timely; 2) the employee has not exceeded the five-year limit on the duration of service; and 3) the employee’s separation from service was not disqualifying.</li> </ul> Do not delay reemployment while awaiting verification. Temporarily reinstate the employee until documentation is received. If documentation is not forthcoming, contact the employee’s military unit for assistance. <ul> <li>Determine Eligibility for Reemployment – The employee must be eligible for reemployment under Section 9 of the Military Leave Policy, which requires the following:</li> <ul> <li>The employee gave advance notice of the need to take military leave, absent extenuating circumstances;</li> <li>The employee’s cumulative years of military service does not exceed five years, subject to the exceptions outlined in the USERRA regulations at 20 C.F.R. §1002.103;</li> <li>The employee did not separate from the military with a dishonorable or bad conduct discharge, by court martial, or under “other than honorable conditions”; and</li> <li>The employee reported back to work or applied for reemployment within the appropriate time constraints:</li> <li>Military leave less than 30 days (including fitness-for-service exams) – No later than the first regularly scheduled workday that starts at least 8 hours after the person’s return home from military service.</li> <li>Military leave between 31 and 180 days – No later than 14 calendar days after completing military service.</li> <li>Military leave greater than 180 days – No later than 90 calendar days following the completion of military service.</li> <li>Following a Service-Connected Injury – No later than two years following completion of service.</li> </ul> <li>Notification of Reemployment – Once the employee has been restored to City employment, complete a Reemployment Notification Form (<cite data-path="§AM-201-11-6">AM-201-11-6</cite>) and forward it to:</li> <li>Employee Benefits Division</li> <li>Central Payroll Division</li> <li>The employee’s retirement plan (ERS/F&P/EOS)</li> </ul> January 1, 2006 December 19, 2012

January 1, 2006 December 19, 2012

This policy concerns those rules applicable to employees required to work when time-off has been granted by the Mayor in an appropriate Executive Order. Under FLSA guidelines, non-exempt employees shall have the ability to receive overtime compensation as a cash payment or as compensatory time subject to the accumulation cap of 240 hours. Eligible employees in the Police Department shall receive cash payment only. Exempt employees shall follow the City overtime policy. Depending on the requirements of current negotiated agreements, certain City employees may not be eligible to receive overtime rates of pay until 40 hours of work have been completed at straight time within a given week. When time-off is granted by order of the Mayor, non-exempt employees required to work will receive their normal pay for the day plus overtime pay at the rate of one and one-half (1 ½) times their normal/straight rate of pay for each hour worked. If an employee works longer than the normal workday, they shall be paid double time for each hour worked in excess of their normal workday. When an employee is not entitled to overtime pay and he is required to work, he will receive his normal pay for the day plus compensatory time for each hour worked. If an employee’s regular day off falls on a day when executive time-off is declared, he will not be allowed additional time-off, additional pay or compensatory time. An employee scheduled to be on leave when executive time-off is declared in advance of the fact, will not be charged leave for that day. However, if an employee is on leave on a day when early closing by Executive Order is declared, he shall be charged a full day of leave for the day. January 10, 1990

This policy concerns the eligibility, use and accrual rate for City sick leave benefits. A sick leave day can be earned and accrued by a permanent full-time or permanent part-time employee who has been in pay status at any time during the payroll period containing the employee's monthly anniversary date. Temporary employees to include provisional employees are not eligible to earn sick leave. Use of sick leave will be denied if it is found to be abused by the employee. Employees who abuse sick leave are subject to appropriate disciplinary action. Different accrual rates exist for eligible City employees. <ul> <li>Full-Time Permanent Employees: 1 day of sick leave is accrued for each completed full month of active service.</li> <li>Part-Time Permanent Employees: 1 day of sick leave is accrued upon completion of 160 hours of active service.</li> </ul> There is no limit on the number of sick leave days that an eligible employee may accumulate. Accumulated sick leave may be retained by permanent full-time and permanent part-time employees who: <ul> <li>Transfer from one agency or position to another agency or position in the classified service with no break in service;</li> <li>Are laid-off due to lack of work or funds and are subsequently rehired; or</li> <li>Are granted a leave of absence without pay in accordance with <cite data-path="§AM-208-1">AM-208-1</cite> and are subsequently reinstated within 10 days of the expiration of such leave.</li> </ul> Accumulated sick leave days may be used by employees who are required to be absent from duty because of personal sickness whether physical or mental, injury, or prenatal or postnatal disability. An employee who is conscientiously seeking treatment for alcoholism or drug abuse shall receive the same consideration for the use of sick leave as an employee with another type of illness. In accordance with the City's FAMILY AND MEDICAL LEAVE Policy (<cite data-path="§AM-203-2">AM-203-2</cite>), the use of sick leave is appropriate for child care purposes only when the Division of Occupational Medicine, Department of Personnel can certify that the employee's child has a highly contagious disease requiring quarantine, isolation, and restrictions. Also in accordance with the Family and Medical Leave Policy (<cite data-path="§AM-203-2">AM-203-2</cite>, dated 1/22/97), paid leave, including no more than five (5) accrued sick leave days may be used within a 12 month period for adoption and/or foster care placement. Sick leave may be taken in increments of 45 minutes by eligible employees. However, the payroll markings for eligible employees will vary according to the designated representation code of the employee's position. Employees must notify their supervisor as early as possible on the first day of illness preferably prior to the start of the work shift and at such intervals as specified by the supervisor until the employee is able to return to work. All use of sick leave is subject to verification, including periodic examination by Division of Occupational Medicine, Department of Personnel. Employees scheduled to work on a holiday and who call in sick will be charged sick leave on that day. Failure of the employee to call in sick will result in full loss of pay for the day. However, if an employee is already on sick leave when the holiday occurs, the employee will not be charged sick leave for the holiday. A payroll marking of sick on a day of inclement weather, as defined in <cite data-path="§AM-204-22">AM-204-22</cite>, will not be honored unless: (1) a medical certificate is presented; or (2) the illness is verified by the appropriate supervisor; or (3) the illness is continued for several days before and/or after the day of inclement weather. Pay for sick days is based on the employee's regular rate of pay. Upon termination of employment, employees will, under certain conditions, be paid for a portion of unused accumulated sick leave in accordance with the City's policy on SEPARATION AND PAYMENT AT TERMINATION (<cite data-path="§AM-205-7">AM-205-7</cite>). While in sick leave status, an employee is considered to be in active pay status provided the individual has accumulated time to cover the period of incapacitation. The employee, therefore, continues to accumulate sick leave and other types of leave for which he/she is eligible. An employee who remains incapacitated for work after using all accumulated sick, vacation, compensatory, and personal leave may request extended sick leave with pay. The agency-designated officer/supervisor must be consulted to initiate such a request of the Department of Personnel. Agency heads shall notify the Division of Occupational Medicine, Department of Personnel of any employee who has been on sick leave for more than 60 calendar days. The Division shall monitor the case and provide advice on the Americans with Disabilities Act requirements, reasonable accommodations and procedures for returning the employee to full-time work as quickly as possible. Employees who have had an illness or injury which requires restricted duty upon returning to work must report to the Division of Occupational Medicine immediately upon return to work only if the period of absence and the period of restricted duty combined last for more than 21 work days. For example, if an employee is on sick leave for three weeks and is placed on restricted duty for an additional two weeks by the employee's personal physician, the employee must report to the City clinic immediately upon returning to work from sick leave. In such instances, the employee must present the appropriate medical certificate from the treating physician regarding the incapacitation and restriction. City employees with at least three (3) years of service and who are unable to return to work after all of their accrued sick leave, vacation leave, personal leave and compensatory time have been exhausted may request extended leave with pay. If granted and upon return to work, certain City employees receiving this benefit are requested to reimburse the City for one-half of the extended sick leave days granted. This pay back provision shall be implemented after the affected employee has accumulated 10 sick leave days. The employee must consult the Department of Personnel or the appropriate designated personnel officer in the agency of assignment for details regarding the required process to request such leave, the formula used to calculate extended sick leave, the appeal procedures and the pay back provisions, if any. Upon reemployment from a layoff, the employee will be credited with sick leave, which was not converted, to cash at the time of layoff in accordance with <cite data-path="§AM-205-9">AM-205-9</cite>. In the case of reinstatement from a voluntary resignation, the unpaid sick leave balance will be restored in accordance with <cite data-path="§AM-213-1">AM-213-1</cite>. Sick leave for which he/she was paid at the time of separation may not be repurchased. January 22, 1997 July 30, 1998 AM-213-1-1

An employee who is unable to return to work due to a non-job related injury, personal illness or disability, may request extended sick leave with pay from his agency head. To be eligible for extended sick leave, an employee must have used all accumulated sick, vacation, compensatory, and personal leave. The Civil Service Commission is responsible for processing and reviewing requests of EXTENDED SICK LEAVE regardless of whether the employee serves in a Civil Service or non-Civil Service classification. If the employee's absence is the result of an on-the-job injury, the employee must have used all the job-injury leave he has earned as well as his accumulated sick leave in order to be eligible for extended sick leave. He does not have to use his accumulated vacation, compensatory time or personal leave. If the agency head finds that the extension is warranted, he must submit an EXTENDED SICK LEAVE REQUEST (28-1608-5116) to the Civil Service Commission. This requirement applies to all agencies including those which are not under the jurisdiction of Civil Service. Civil Service will conduct an individual review of each case submitted and will either approve or disapprove the request based upon the following factors: <ul> <li>Doctor's condition report;</li> <li>Past record of employee's use of sick leave;</li> <li>Seniority;</li> <li>Likelihood of return to duty;</li> <li>Disability retirement implications</li> </ul> Civil Service will not approve more than 1/2 the sum of an employee's year-end sick leave balance for the 2 or 3 calendar years immediately preceding the request, i.e. December 31, as determined by the negotiated agreement governing the employee's position classification. Example: An employee requests sick leave on August 10, 1988. His sick leave balance as of December 31, 1987, was 28 days, and as of December 31, 1988 was 40 days. Using the computation rule for prior 2 years: <table class="layout-table"> <tbody> <tr> <td></td> <td>28 days -- Sick leave balance as of 12-31-87.</td> </tr> <tr> <td data-text-align="right">+</td> <td>40 days -- Sick leave balance as of 12-31-88.</td> </tr> <tr> <td></td> <td></td> </tr> <tr> <td></td> <td>68 days -- Two year sum.</td> </tr> <tr> <td></td> <td></td> </tr> <tr> <td></td> <td>1/2 x 68 days = 34 days maximum extended sick leave</td> </tr> </tbody> </table> Allowances will be made for employees with less than 2 years of completed service. However, an approved time extension cannot exceed the maximum limit of 1 day for each completed month of service. During an employee's EXTENDED SICK LEAVE he continues to have leave balances print on his salary check stub, leave listings, etc.. However, any leave recorded during this period has not been earned by the employee. Therefore, the Central Payroll Division manually adjusts the leave balance to zero when the individual's approved EXTENDED SICK LEAVE entitlement expires. Depending on the negotiated agreement governing the employee's position classification, he may be required to pay-back all or a portion of extended sick leave time upon return to active duty and accumulation of sick leave days. This action is implemented by the Payroll Division when the affected employee's accumulation reaches 10 or more sick leave balance days. Consult your agency personnel officer or appropriate negotiated agreement regarding applicability of this provision. If an employee is already on EXTENDED SICK LEAVE when a holiday occurs, EXTENDED SICK LEAVE will not be charged for the holiday. July 1, 1989

September 1, 1974

After leave has been recorded on the PAYROLL ATTENDANCE REPORT and submitted to the Central Payroll Division, no change may be made to the recorded leave. The Central Payroll Division will not honor requests to convert one type of recorded leave to another type of leave, even if loss of pay is involved. December 28, 1973

November 19, 1979

As part of our ongoing commitment to equal employment opportunity, the City of Baltimore adopts the following policy and procedures to ensure compliance with local, state, and federal laws prohibiting discrimination in employment. The concepts of equal opportunity and fair treatment are core values of Baltimore City government, and City Agencies constantly strive to promote a professional work environment that is free from unlawful discrimination and harassment. This policy applies to all City employees, including full and part-time, probationary, seasonal, temporary, at-will, as well as elected officials and their appointed staff. Additionally, independent contractors, vendors, volunteers and visitors must refrain from engaging in behavior that violates this policy. The City of Baltimore understands that the success of every City Agency depends on the ability to attract and retain the best available talent and to help those individuals reach their fullest potential. Accordingly, the City remains firmly committed to equal employment opportunity for all employees and job applicants and to developing a highly talented and diverse workforce that can deliver the best possible services to the citizens of Baltimore. City Agencies will base all employment decisions individual merit, qualifications, experience and skills, without regard to such factors as race, color, age, national origin, ancestry, marital status, sexual orientation, gender, religion, veteran status, physical or mental disability, genetic information, gender identity or expression or any other status protected by law. They will ensure equal opportunity in all aspects of employment, including recruitment, hiring, termination, discipline, transfers, training and career development, work assignments, promotions and demotions, compensation, benefit administration and all other terms and conditions of employment. All forms of unlawful discrimination are strictly prohibited. Through the implementation of this policy, the City aims to create a diverse and inclusive workplace in which all employees feel they belong and can make meaningful contributions to City government. By fostering a level playing field for all employees, the City enhances the progress of individuals and the community they serve. All employees have a right to work in an environment free from the demoralizing effects of unlawful harassment. For this reason, harassment based on race, color, age, national origin, ancestry, marital status, sexual orientation, gender, religion, veteran status, physical or mental disability, genetic information, gender identity or expression or any other status protected by law will not be tolerated. Inappropriate harassing behavior may include, but is not limited to, verbal abuse, slurs and negative stereotyping, offensive jokes and comments, threatening or intimidating behavior, the display or circulation of offensive objects and materials (including offensive graffiti, photographs, cartoons, texts and emails) and any other behavior meant to mistreat someone because of his or her race, color, religion, ethnicity, national origin, gender, marital status, age, disability, sexual orientation, gender identity or expression or veterans status. This policy also prohibits sexual harassment. Sexual harassment includes unwelcome sexual advances, requests for sexual favors, sexually suggestive or offensive language or other sexual conduct that unreasonably interferes with an individual’s work performance or creates an intimidating, hostile or offensive work environment. Examples of sexual harassment includes, but are not limited to: a) repeated and unwelcome sexual advances or requests for sexual favors; b) offensive comments, jokes and innuendo; c) sexually graphic or degrading comments about appearance; d) sexually offensive gestures, whistling and leering; e) offensive physical contact (such as patting, grabbing, pinching or brushing up against someone); and f) displaying or circulating sexually suggestive objects and materials (including inappropriate photographs, cartoons, posters, texts and emails). Under no circumstances may a supervisor or manager: 1) offer or provide an employment benefit in exchange for sexual favors; or 2) take (or threaten to take) an adverse employment action because someone refused to perform a sexual favor. Employees are expected to conduct themselves in a professional manner at all times while they are working, whether on or off City property or outside regular work hours. The policy also applies during work-related business and social events. The City’s policy is one of zero-tolerance for discrimination and harassment. Accordingly, any employee found in violation of this policy will be subject to disciplinary action, up to and including discharge from employment. In addition, any vendor, contractor, volunteer or visitor who engages in behavior prohibited by this policy will be so advised and asked to immediately cease the offending behavior. If compliance is not forthcoming, the City may terminate its relationship with the individual and/or remove the person from City property. Everyone in City government has a shared responsibility for creating and maintaining a workplace that is free of discrimination and harassment. To that end, all employees are responsible for conducting themselves professionally and for reporting violations of this policy. Supervisors at all levels are responsible for ensuring full compliance with this policy in their respective work areas. Any supervisor who has knowledge of discriminatory or harassing behavior and fails to correct and/or report it will be subject to disciplinary action, up to and including discharge from employment. Concerns about discrimination or harassment should be brought to the attention of a supervisor or manager, an HR Representative or an Equal Opportunity Compliance (EOC) Officer assigned to the agency. Where a complaint is first received by a supervisor, the supervisor shall promptly refer the matter to an HR Representative or an EOC Officer. The City encourages prompt reporting so that potential problems can be addressed before a situation escalates. To facilitate prompt reporting, individuals may bring a complaint either orally or in writing. Agencies shall investigate concerns about harassment and discrimination and take prompt and effective corrective action where appropriate. Individuals asked to participate in the investigation of a complaint, including the complainant, will be expected to give their full cooperation until the matter has been resolved. This policy strictly prohibits retaliation against any individual for having: 1) made a complaint of discrimination or harassment; 2) opposed discrimination or harassment at work; or 3) participated in a complaint investigation. Anyone found to have engaged in retaliation in violation of this policy will be subject to disciplinary action, up to and including discharge from employment. In the case of a non-employee found to have engaged in retaliation, the City may direct the individual to cease the retaliatory behavior, terminate its relationship with the individual and/or remove him or her from City property. Concerns about retaliation should be immediately reported to a supervisor, an agency HR Representative or an EOC Officer. Agencies shall promptly investigate such concerns and take appropriate corrective action when necessary. February 19, 2013 August 15, 2018

The Municipal Employees Credit Union (MECU) offers a program of free financial counseling to City employees through the Customer Credit Counseling Service (CCCS). CCCS is an independent counseling service at MECU offices which will provide a full-time professional counselor. Employees must contact MECU to make an appointment for a counseling session. All City employees in need of financial counseling are eligible to participate in this program. Employees are not required to be a member of MECU. Employees will be allowed up to 3 hours, if necessary, of time off with pay for the purpose of attending counseling sessions. Supervisors may request CCCS to provide verification of an employee’s attendance at a counseling session. October 21, 1983

A third party settlement occurs when a party, other than the City, is either found responsible for an employee's on-the-job or off-the-job injury or a settlement is reached for the injury sustained. If an employee intends to file a claim, bring suit, or accept settlement for damages related to an on-the-job or off-the-job injury caused by a third party, the employee must submit a memo detailing such intent to his/her agency head. The agency head must immediately forward such notification for:Non-occupational/non-line of duty injuries to: Department of Law Division of Collections 100 N. Holliday St., Room 82 Occupational/line of duty injuries to: Department of Law Worker’s Compensation liaison attorney 100 N. Holliday St., Room 81 If the employee receives a settlement from a third party or the third party's insurer for damages related to an injury, or if the employee receives a payment pursuant to a judgment or award in favor of the employee, the employee is required to reimburse the City in full for any expenses advanced by the City. These expenses normally include, but are not limited to:Wages paid, which include employee's use of: <ul> <li>Job injury leave</li> <li>Sick leave</li> <li>Extended sick leave</li> <li>Personal leave</li> <li>Vacation leave</li> <li>Compensatory leave</li> <li>Other paid time off</li> </ul> Medical costs to include: <ul> <li>Physicians' fees</li> <li>Hospital charges</li> <li>Diagnostic procedures</li> <li>Drugs</li> <li>Therapy</li> </ul> Incidental costs to include: <ul> <li>Telephone in hospital</li> <li>Television in hospital</li> </ul> A reimbursement payment to the City must be made payable to the Director of Finance. Reimbursement shall be limited to the amount of the settlement as evidenced from the employee. If the City is reimbursed for vacation, personal leave, compensatory leave, and/or sick leave used by the employee as a result of the employee's injuries, the Department of Law will inform the Central Payroll Division. The leave will be restored to the employee’s leave balance and his/her taxable earnings will be adjusted accordingly. If an employee fails to reimburse the City as required, the City may exercise appropriate remedies to include suit or reduction of wages until the employee’s debt is paid. A determination to establish a lien against the employee's wages shall be rendered by the Department of Law. October 10, 2003 May 18, 2012

This policy outlines the responsibilities of non-essential, emergency essential and essential employees during inclement weather, other City emergencies, or disasters. Only the Mayor, by Executive Order, may authorize the closing or late opening of City facilities or the delayed arrival of non-essential City employees. However, all essential City services must remain in operation regardless of a delayed opening or a decision to close City facilities. Essential employees assigned to essential City services are required to report to work or remain at work as scheduled during inclement weather, other City emergencies, or disasters. Essential employees who do not report to work or remain at work as scheduled will not be compensated for the hours not worked due to inclement weather or City emergencies. Essential City Services - Essential City services include, but are not limited to police and fire protection, water and wastewater processing and treatment, utility maintenance, transportation services (including signal operations and maintenance) Convention Center services (including maintenance and preparation for contracted events), municipal telephone services, animal shelter, accounting, management information services, and departmental and citywide payroll functions. Essential Employees - Employees who are designated as such by a department/agency head or designee for the purpose of providing essential services to City residents and/or other City employees during inclement weather, other City emergencies, and disasters when City offices are operating under the liberal leave policy or City offices are closed. Emergency Essential Employees - Employees who are considered non-essential and are not generally required to respond to City emergencies outside of their normal workday, but who are designated for a period of time by their department/agency head or designee as essential. Emergency essential employees are required to report to work or remain at work as scheduled or as otherwise specifically directed due to the nature of the emergency or disaster. Employees will be informed when they are designated as emergency essential for an incident, and will return to their non-essential designation when their department/agency head deems their duties no longer necessary for that incident. Non-essential employees – Employees whose functions are not considered necessary for the operation of City services and who are not required to report to work during inclement weather, City emergencies or when the City is operating under the liberal leave policy or City offices are closed. Designation of Employees – Department/agency head or designees must designate employees as either essential or non-essential by name and job classification. Copies of the official notice of designation must be sent to the Office of the Labor Commissioner (OLC). Hours of Operation - Generally, City services are provided to the public in the City offices between the hours of 8:30 a.m. and 4:30 p.m. However, actual hours of work may vary based on the mission and operations of the agency. Liberal Leave –Non-essential employees may use accumulated vacation or personal leave, compensatory time, or authorized leave without pay granted by the department/agency head or designee without requiring the normal advanced notice request period. Liberal leave will only be instituted when authorized by the Mayor. Non-essential Employees must call their immediate supervisor or designee to request leave and receive approval for use of leave when the liberal leave policy is in effect. Workday/Shift - The hours that an employee is routinely scheduled to work in a day. Designation of Employees - Department/agency heads must designate employees as either essential or non-essential by name and job classification. Copies of the official notice must be sent to the Office of the Labor Commissioner (OLC). Emergency Holdover/Call-In - When circumstances necessitate, an essential employee or emergency essential employee may be held over, or called in prior to or after the employee’s normal shift, in order to perform services for the preservation of public safety. The employee’s department/agency head or designee may deem those services an emergency hold over or call-in. If the department agency/head or designee designates such services to be an emergency which requires employees to be held over or called-in, normal overtime provisions shall apply. The Mayor’s Office has designated the OLC to coordinate and implement this policy as necessary. In September of each year, the OLC will distribute printouts so that employees may be notified of their status as either essential, or non-essential in accordance with this policy. All designations of employees as either essential or non-essential must be indicated in the City’s HRIS when hired or as the designation changes. Department/ agency head or designees will be informed directly by the OLC of any decision to delay opening or to close City facilities. An appropriate announcement of a Mayoral Executive Order on delayed opening or closing of City offices will be announced on the City of Baltimore dedicated hotline for employees, which is (410) 361-9200, radio station WBAL-AM (1090), television stations 2, 11, 13, 45, and cable station 21. The City of Baltimore is not responsible for reporting errors made by the media. The following system is adopted for City employees during inclement weather conditions, other City emergencies, or disasters: Delayed Opening or Early Closing Essential employees are required to report to work as scheduled. Liberal leave policy is in effect at the start of the workday or during the workday for non-essential employees with authorization from the agency/department head or designee. <ul> <li>Non-essential employees who are absent, late for work, or leave early during a delayed opening or early closing must charge such absence to accumulated vacation, personal leave, compensatory time, or leave without pay. The department/agency head or designee may authorize such absence on an individual basis provided that essential City services remain in operation.</li> <li>Essential employees assigned to essential City services who do not report to work as scheduled during inclement weather conditions, other City emergency, or disasters will not be paid nor granted the use of accumulated leave for time missed from work. These employees may be subject to disciplinary action if waivers are not granted. The payroll marking will be “X” for the workday (unauthorized absence without pay). In the event of reasonable lateness during inclement weather, the department/agency head or designee may allow the use of accumulated leave for the hours not worked.</li> <li>Employees either essential or non-essential, who are absent, late for work, or leave early during inclement weather, other City emergency, or disasters may not charge such absence to sick leave unless: (1) a medical certificate is presented; or (2) illness is verified by the agency head; or (3) illness has occurred at least one workday before the day of inclement weather.</li> </ul> Offices Closed by Executive Order If non-essential City facilities are closed by Mayoral Executive Order, essential employees are required to report as scheduled. Appropriate compensation is authorized. Non-essential employees are not charged leave. The correct payroll marking for non-essential employees who do not report for duty is "P" (Permission Leave). Essential employees who do not report to work as scheduled during inclement weather conditions, other City emergency, or disasters will not be paid or granted the use of accumulated leave time for the workday. The payroll marking will be “X” for the workday (unauthorized absence without pay). Sick leave may be charged when: (1) medical certificate is presented; (2) illness is verified by department/agency head or designee; or (3) illness occurred at least one workday before the closing. Report-to-Work Waivers for Essential Person Under certain circumstances, an essential employee(s) may be excused from reporting to work, if permission is granted prior to the shift by the department/agency head or designee. This exemption should be granted if the employee’s services are not deemed crucial at the time of a delayed opening or earlier when liberal leave is in effect or when an Executive Order closes City offices. However, granting of such waivers must be thoroughly evaluated on a case-by-case basis by the agency head or designee to ensure that there will be no gap or disruption in essential City services during the inclement weather conditions, other City emergency, or disasters. When designated by the agency head or designee, any essential employee who is excused from reporting to work on that day will be treated the same as non-essential personnel for the purposes of leave usage and payroll markings. EMPLOYEES WORKING IN BUILDINGS THAT ARE NOT OWNED AND OPERATED BY THE CITY Essential and non-essential employees who work at alternative worksites may be impacted by the closing of those sites. The closings may not coincide with the directive from the Mayor. Those employees will be given the name and telephone number of a contact person to call if their building is closed by their immediate supervisor or human resources office. Employees will report to the agency’s main office or alternative work site where arrangements can be made AGENCY HEAD RESPONSIBILITY All department/agency head or their designees must designate essential employees by classifications and submit their names to the Office of the Labor Commissioner. Agencies are responsible for maintaining written records and HRIS (rosters and supplemental memos) of employees' designations. Employees who are newly hired, promoted, transferred, reassigned, or whose positions changed by other personnel actions, should be notified of their essential or non-essential designation within 30 days of their employment status change. In addition, the agency/department head or designee must designate an employee and a telephone number for receiving calls and granting leave when the Inclement Weather Conditions and City Emergencies Policy has been invoked. Some City facilities are open on weekends and holidays. The Mayor must approve closures or delayed openings of these sites before any announcement is released. Department/agency head or designees are responsible for distributing the Inclement Weather Conditions and City Emergencies Policy to all employees. In addition to the policy distribution, communication on employees’ designations is critical for employees’ understanding and adherence to the Inclement Weather Conditions and City Emergencies Policy. TRANSPORTATION – The City is not obligated to provide transportation services to and/or from work during inclement weather, other City emergencies, or disasters. January 8, 2004 January 12, 2011

This policy applies to eligible permanent full-time and eligible permanent part-time employees who elect to enroll in health care benefits program offered by the City of Baltimore. The City offers several health care plan options to employees that provide coverage for medical and dental benefits. For more information on the programs currently available and related costs, contact the Employee Benefits Division at 201 E. Baltimore St, Suite 500 Baltimore, MD 21202, or call 410-396-5830. Employees may also find more information about the benefits offered by the City of Baltimore on the enrollment website, <a href="https://www.baltimorecity.essbenefits.com/essenroll.asp">https://www.baltimorecity.essbenefits.com/essenroll.asp</a>. City employees may not be enrolled in more than one City medical and one City dental program at a time. Coverage for new hires will become effective on the first day of the calendar month following 30 days of service. Coverage for employees will end on the last day of the calendar month in which termination occurs. Employees may enroll in any one of the following levels of coverage within a health care program: <ul> <li>Individual – Employee only.</li> <li>Employee and Spouse (or Domestic Partner).</li> <li>Parent and Child – two people (Employee and one Child).</li> <li>Family – indicates three or more people</li> </ul> An eligible dependent is defined as: <ul> <li>A spouse. The City requires a marriage certificate to verify eligibility.</li> <li>Domestic Partner. The City requires an Affidavit of Domestic Partnership to verify eligibility.</li> <li>An unmarried child by natural birth or legal adoption until the year in which the child reaches the age of ineligibility as defined by the provisions of the health care coverage selected (outlined below). The City may require birth certificate or court documentation to verify dependency.</li> <li>An unmarried child for whom a City employee has been designated guardian or economic sole support until the end of the calendar year in which the child reaches the age of ineligibility as defined by the provisions of the health care coverage selected. The City may require court or other official documentation to verify dependency.</li> <li>An unmarried child above eligibility age who is incapable of self-support because of disability that commenced prior to the date on which the child reached the age of ineligibility as defined by the provision of the health care coverage selected.</li> </ul> Once an employee is enrolled in benefits a change cannot be made unless there is a Change in Status. A Change in Status is defined as marriage, divorce, termination of domestic partnership, and birth or adoption of a child. The employee has 60 days to notify the City of Baltimore of an enrollment change due to a Change in Status. The employee will make the necessary elections using the City of Baltimore’s enrollment website, <a href="https://www.baltimorecity.essbenefits.com/essenroll.asp">https://www.baltimorecity.essbenefits.com/essenroll.asp</a>. For more information regarding a change in status, please contact the Employee Benefits Division or log on to the City’s enrollment website for more information. New dependents must be added to a health plan within 60 days of a qualifying event. An event is defined as marriage, childbirth, adoption of an eligible dependent, marriage to an individual with an eligible dependent, or declaration of domestic partnership. The City pays a percentage of the cost of medical premiums. This payment may vary depending upon the medical care program selected. The employee, through payroll deduction, pays the balance of the medical care premium. The City pays the full premium for the dental HMO option. Employees pay a portion of the dental PPO premium equal to the difference in cost between the PPO dental and the HMO dental option. For more information regarding the employee cost for health care, please contact the Employee Benefits Division or log on to the City of Baltimore’s Enrollment website, <a href="https://www.baltimorecity.essbenefits.com/essenroll.asp">https://www.baltimorecity.essbenefits.com/essenroll.asp</a>. New employees may apply for coverage under one of the health care programs offered through the Employee Benefits Division by accessing the enrollment website, <a href="https://www.baltimorecity.essbenefits.com/essenroll.asp">https://www.baltimorecity.essbenefits.com/essenroll.asp</a> within 45 days of their date of hire. If an employee does not elect to enroll in benefits within the 45-day period that employee will have to wait until the next scheduled Open Enrollment period to enroll. Employees in pay status for a period longer than 45 calendar days that wish to enroll in a health care plan offered by the City through the Employee Benefits Division may enroll during the open enrollment period scheduled each year. In addition, employees currently enrolled in a City health plan may change their election only during an open enrollment period unless the employee has a qualifying life event. The type of medical and dental benefits provided will differ among the various provider plans available to employees. For specific information, contact the Employee Benefits Division or the agency human resources officer. The Health Incentive Program for Physical Examination, Physical Fitness, Vision or Dental Reimbursement, (<cite data-path="§AM-204-25">AM-204-25</cite>) and the Vision Benefits Plan (<cite data-path="§AM-204-26">AM-204-26</cite>) are employee benefits available to those eligible as a result of either negotiated labor contracts or federal legislation. To enroll in these benefits employees must log on to the enrollment website, <a href="https://www.baltimorecity.essbenefits.com/essenroll.asp">https://www.baltimorecity.essbenefits.com/essenroll.asp</a>. The City of Baltimore also offers Optional Life/Accidental Death and Dismemberment (AD&D) Plans (AM-204- 27) to employees. Enrollment in one of the health care plans outlined in this policy has no impact on these specific programs. Experimental medical procedures are not covered by any of the medical care plans or programs offered by the City through the Employee Benefits Division of the Department of Human Resources. Employees must contact their medical care provider in writing and receive written approval from them before receiving any medical care that may be considered experimental. Major medical coverage is provided to those enrolled in the Blue Cross/Blue Shield Traditional Plan and the Blue Cross/Blue Shield Preferred Provider Network. Information and/or claim forms concerning major medical coverage may be obtained from Blue Cross/Blue Shield. The Federal Tax Equity and Fiscal Responsibility Act of 1982 (TEFRA) requires that Medicare become the secondary health carrier for active employees who are 65 years of age or older. Employees are required to provide their Medicare Number prior to turning 65 years old. The Medicare number can be entered into employee records on the enrollment website provided throughout this document. For more information on this act and how it affects employees and their dependents, please contact the Employee Benefits Division at 410-396-5830. There are additional considerations regarding medical care coverage for active employees who are 65 and over and their dependents. Employees in this category are urged to contact the Employee Benefits Division 2 months prior to reaching age 65. Retirees can no longer enroll in a medical plan at any time. New retirees have 60 days from the date of their retirement date to enroll online or by calling the IVR Benefits Enrollment Line. Coverage for new retirees will be effective the first day of the month following their retirement date. Double medical plan premiums may be taken from the retirees’ pension check for missed payroll deductions. Retirees may change coverage within 60 days from the date of a qualifying event with documentation or during an Open Enrollment period. Employees who are on a leave of absence without pay or who are in any other non-pay status may be eligible for continuation of health benefits. Inactive employees who retain membership in their existing health care program will be billed for the full amount of their premium. Employees in this status must contact the Employee Benefits Division to discuss the coverage for which they are being billed. Failure by employees to pay bills submitted by the Employee Benefits Division for participation in a health care program will result in termination of health benefits. Inactive employees are not eligible to participate in the City’s Health Care Incentive Program for Physical Examination, Physical Fitness, Vision or Dental Reimbursement, (<cite data-path="§AM-204-25">AM-204-25</cite>). To be eligible for the Prescription Drug Program and Vision Program employees will need to elect the COBRA option and continue to pay premiums directly for those benefits. Employees returning from an approved leave of absence may apply for health care coverage by accessing the enrollment website, <a href="https://www.baltimorecity.essbenefits.com/essenroll.asp">https://www.baltimorecity.essbenefits.com/essenroll.asp</a>. Employees who choose not to join within the 60-day period will have to wait for the next scheduled open enrollment period. Employees may also be eligible to re-enroll in the City’s Prescription Drug Program (<cite data-path="§AM-204-24">AM-204-24</cite>) and participate in the City’s Health Incentive Program for Physical Examination, Physical Fitness, Vision or Dental Reimbursement (<cite data-path="§AM-204-25">AM-204-25</cite>) and Vision Benefits Plan (<cite data-path="§AM-204-26">AM-204-26</cite>), and upon reinstatement to active City service in accordance with the City’s policy on reinstatement (<cite data-path="§AM-213-3">AM-213-3</cite>). Employees may terminate their health care coverage within 60 days of a change in status or during the annual Open Enrollment period. Employees who separate from City service may be eligible to continue participation in their health care program under the federal Consolidated Omnibus Budget Reconciliation Act, COBRA, (<cite data-path="§AM-204-28">AM-204-28</cite>). Employees who separate from City service may also be eligible to continue participation in the City’s Prescription Drug Program (<cite data-path="§AM-204-24">AM-204-24</cite>), and the City’s Vision Benefits Plan (<cite data-path="§AM-204-26">AM-204-26</cite>). Employees will receive information relative to COBRA enrollment and continuation of benefits at the time of their exit interview or subsequent communication from ADP Benefits Services. Employees and retirees may change their name and/or address by contacting their agency human resources officer and completing the address change form provided by that agency. Additional information on the various health care programs offered to City employees is available on the City of Baltimore enrollment website, <a href="https://www.baltimorecity.essbenefits.com/essenroll.asp">https://www.baltimorecity.essbenefits.com/essenroll.asp</a>. Information may also be obtained from the Employee Benefits Office at 201 E. Baltimore St. Suite 500, Baltimore, MD 21202. May 18, 2007 January 8, 2015

This policy applies to eligible permanent full-time and eligible part-time employees who elect to enroll in a pharmacy program offered by the City of Baltimore. All employees eligible for the prescription drug plan must enroll for coverage within 60 days of employment or change in status. To enroll employees will need to log on to the online enrollment website, <a href="http://www.baltimorecity.essbenefits.com/">www.baltimorecity.essbenefits.com</a> . Employees may access this website by using their Social Security number and PIN (4 digit Personal Identification Number). Coverage for new hires will become effective on the first day of the calendar month following 30 days of service. Coverage for employees will end on the last day of the calendar month in which termination occurs. Employees may enroll in any one of the following levels of coverage within a health care program: <ul> <li> Individual – Employee only. </li> <li> Employee and Spouse (or Domestic Partner). </li> <li> Parent and Child –two people (Employee and one Child). </li> <li> Family – indicates three or more people. </li> </ul> DEPENDENTS ELIGIBILITY An eligible dependent is defined as: <ul> <li> A spouse. The City requires a marriage certificate to verify eligibility. </li> <li> Domestic Partner. The City requires an Affidavit of Domestic Partnership to verify eligibility. </li> <li> An unmarried child by natural birth or legal adoption until the year in which the child reaches the age of ineligibility as defined by the provisions of the health care coverage selected (outlined below). The City may require birth certificate or court documentation to verify dependency. </li> <li> An unmarried child for whom a City employee has been designated guardian or economic sole support until the end of the calendar year in which the child reaches the age of ineligibility as defined by the provisions of the health care coverage selected. The City may require court or other official documentation to verify dependency. </li> <li> An unmarried child above eligibility age who is incapable of self-support because of disability that commenced prior to the date on which the child reached the age of ineligibility as defined by the provision of the health care coverage selected. </li> </ul> The employee pays a copay for each allowed prescription under the Prescription Drug Plan, either at a retail pharmacy or through the mail order pharmacy. The Prescription Drug Plan requires that the participating pharmacy, including mail order pharmacy, use generic drugs, unless there is a medical reason that supports the use of a brand name medication. Employees (and their eligible dependents) have the option to have maintenance medications filled through a mail order pharmacy. Using a mail order pharmacy to fill maintenance medications allows employees (and their eligible dependents) to fill a 90-day supply instead of a 30-day supply at a local retail pharmacy. Maintenance medications are medications that will be taken on a long-term basis. Examples of maintenance medications include drugs prescribed to treat illnesses, such as high blood pressure, high cholesterol, arthritis, thyroid or diabetes. Non-Participating Providers If a non-participating provider is used to fill a prescription, the employee must pay for the cost of the prescription in full. <ul> <li> Claims with a fill date of 1 to 60 days from the participant’s effective date, reimbursement is at the submitted cost less the copay amount. </li> <li> Claims with a fill date of more than 60 days from the participant’s effective date, reimbursement is at the client’s contracted rate minus the copay amount. </li> </ul> To request reimbursement, the employee must complete a Prescription Reimbursement form, which is available from Express Scripts. Employees traveling outside of the United States must contact the Employee Benefits Division at least two weeks before departure if any medications are required before the refill date or if an extended supply of medication is needed. QUALIFYING EVENTS FOR DEPENDENT ENROLLMENT There are certain situations, called Qualifying Events, which permit employees to enroll dependents in the Prescription Drug Program outside of the annual Open Enrollment. Employees must enroll eligible dependents within 60 days of a Qualifying Event. Employees who need to make changes to their benefits, due to a Qualifying Event, will need to access the City’s enrollment website, <a href="http://www.baltimorecity.essbenefits.com/">www.baltimorecity.essbenefits.com</a> . Employees must provide the required documentation for dependents, which are listed in the following paragraphs. Domestic Partner To add a domestic partner to the employee’s prescription plan, the employee must access the enrollment website and add the Domestic Partner. Then the employee and the domestic partner must provide an Affidavit for Employee Domestic Partnership to the Employee Benefits Division. Newborn To add a newborn to the employees existing prescription plan employees must access the enrollment website within 60 days of the newborn’s date of birth. The coverage effective date for a newborn will be the child’s date of birth. The employee will also need to submit a birth certificate within 60 days of the child’s date of birth. Dependent Child (For New Enrollees only) Employees must provide a copy of the child’s birth certificate within 60 days of the Change in Status or Date of Hire. Step-Children To add a stepchild the employee must access the enrollment website and add a stepchild to his/her benefits. The employee must provide a marriage and birth certificate to Employee Benefits within 60 days. Children of Domestic Partners The earliest a child of a domestic partner can be added is the first of the month following the date of Domestic Partnership Certification. Eligible dependents must be added by accessing the enrollment website within 60 days of the certification (or qualifying event). The employee must provide the Affidavit of Domestic Partnership and a birth certificate to Employee Benefits within 60 days. Adopted Children An adopted child will be effective on the date of the adoption. To enroll an adopted child the employee must enroll the child by accessing the enrollment website within 60 days of the adoption. The employee must then submit a Birth Certificate and a document of placement to Employee Benefits within 60 days. Legal Guardianship An eligible dependent, for whom an employee has legal guardianship, can be added to the employee’s policy on the first of the month following the event as long as the employee has enrolled the child within 60 days of legal guardianship. Economic Sole Support To add an eligible dependent for whom an employee provides economic sole support, the dependent must be enrolled within 60 days of the economic sole support determination. Employees must submit the following documentation of proof of the relationship: a birth certificate for a child and a grandchild and the Certification of Economic Sole Support for Grandchildren form. Full-time Students To add dependent children over the age of 19, the employee must enroll the child by using the enrollment website and certifying that the child is a full-time student. The employee will need to submit a Student Verification form to Employee Benefits within 60 days of this event. SEPARATION FROM CITY SERVICE Employees who separate from City service will receive information regarding Consolidated Omnibus Budget Reconciliation Act, COBRA, (<cite data-path="§AM-204-28">AM-204-28</cite>) at the time of their exit interview or through a subsequent communication from the Employee Benefits Division. If an employee is eligible for and selects enrollment in the Prescription Drug Plan through COBRA, that employee (and his/her eligible dependents) will receive a new prescription drug card. If the employee is out of pay status for more than 30 consecutive days for reasons other than an approved Family Medical Leave (FMLA), the employee is responsible for the monthly premium to continue this benefit. However, if the employee is on an approved FMLA then the employee is entitled to continue this benefit for the length of the FMLA. For more information, contact Employee Benefits Division at 410-396-5830. January 9, 1992 May 18, 2007

Permanent full-time and permanent part-time employees with representation codes 2, 3, 6, or 9 (elected officials, appointed officials, Managerial and Professional Society, and unrepresented with MAPS benefits, respectively) are eligible for certain reimbursement benefits up to $250 per fiscal year for costs related to the following: <ul> <li>Employee's physical examination;</li> <li>Employee's physical fitness/wellness programsmay include weight control, yoga, pilates, karate, tai chi, smoking cessation and stress management classes (as approved by the Employee Benefits Division, Department of Human Resources);</li> <li>Employee's vision not covered by his/her optical plan;</li> <li>Employee’s dental care expenses not covered by his/her dental plan; or</li> <li>Employee’s holistic/natural medical treatments.</li> </ul> Eligible employees will not receive reimbursement for combinations of the above. Employees are eligible for this reimbursement upon completion of six months of service. Employees may be reimbursed up to $250 per fiscal year, which begins with the date of the last physical examination, fitness program enrollment, vision or dental care service, or holistic/natural medical treatment, if applicable. (Employees' spouses and dependents and retirees are not eligible to participate in this program.) Funds must be available in the budget of the agency in which the requesting employee is employed. Note: Any reimbursement request received by the Department of Human Resources later than 60 days after the end of a fiscal year, for services obtained during the previous fiscal year, will not be honored. The employee must send a written request for reimbursement to the agency human resources officer or designee within 60 days of the date of the employee's physical examination. Reimbursement of up to $250 for physical examinations is subject to the following conditions: <ul> <li>Requests for reimbursement must be made within 60 days of the date of the physical examination.</li> <li>An original receipt for the physical examination must be furnished.</li> <li>An explanation of benefits from the employee’s health plan must be furnished.</li> <li>Employees may not receive reimbursement from the City for expenses that are being paid by a health care provider.</li> </ul> The employee must send a written request for reimbursement to the agency human resources officer or designee within 60 days of enrollment or renewal of membership, along with the following: <ul> <li>An original receipt that verifies employee's enrollment and premium/dues paid for his/her membership; or</li> <li>A statement on letterhead from the health club, spa or fitness center indicating the amount paid for the employee's membership.</li> </ul> If the employee’s program is payable on a monthly schedule only, the employee must inform the agency human resources officer in advance and submit in a timely manner an original receipt or record of the total monthly payments on the program’s letterhead. The amount eligible for reimbursement may not exceed $250 during the fiscal year. The reimbursement is for only one of the five covered benefits and all reimbursable invoices must be for services obtained during the same fiscal year. The Employee Benefits Division of the Department of Human Resources is responsible for determining which physical fitness programs qualify for reimbursement. Requests for reimbursement for non-aerobic dance classes will not be approved. Employees must send a written request for reimbursement to the agency human resources officer within 60 days of the date of the employee's vision or dental services. Vision service may include eye examinations, frames, prescription lenses or contact lenses. For dental, expenses incurred but not covered by the dental plan may be submitted. Reimbursement of up to $250 for vision or dental care is subject to the following conditions: <ul> <li>An original receipt(s) with payment of the vision or dental service.</li> <li>An explanation of benefits from the employee's health plan or dental plan, or proof that the service claim was rejected by the employee's plan.</li> <li>Employees may not receive reimbursement from the City for expenses that are being paid under the optical or dental plan.</li> </ul> The employee must send a written request for reimbursement to the agency human resources officer or designee within 60 days of the date of the employee's treatment. Reimbursement of up to $250 for holistic/natural medical treatment(s) is subject to the following conditions: <ul> <li>Requests for reimbursement must be made within 60 days of the date of the treatment.</li> <li>An original receipt for the treatment(s) must be furnished.</li> <li>An explanation of benefits from the employee’s health plan must be furnished.</li> <li>Employees may not receive reimbursement from the City for expenses that are being paid by a health care provider.</li> </ul> If the employee’s treatments are payable on a monthly schedule only, the employee must inform the agency human resources officer in advance and submit in a timely manner an original receipt or record of the total monthly payments on the program’s letterhead. The amount eligible for reimbursement may not exceed $250 during the fiscal year. The reimbursement is for only one of the five covered benefits and all reimbursable invoices must be for services obtained during the same fiscal year. Employees who are on a leave of absence without pay or who are in any other non-pay status are not eligible to receive any of these health incentive reimbursement benefits. Employees will be eligible to receive the physical examination, physical fitness, vision or dental care(not covered by vision or dental plan), or holistic/natural medical treatment reimbursement benefits upon reinstatement to City service in accordance with the City’s reinstatement and subsequent employment policies (<cite data-path="§AM-213-1, Part I">AM-213-1, Part I</cite> and Part II). The required information along with a copy of the ComPASS - Direct Payment Order (DPO) is sent to the Employee Benefits Division, Department of Human Resources, 201 E. Baltimore Street, by the assigned agency contact. Fiscal approval within the requesting agency and by the agency's assigned budget analyst is required for funding availability prior to submission to Human Resources. The Department of Human Resources will verify eligibility for reimbursement or request additional information from the employee. If the request is approved, the Employee Benefits Division will forward the DPO copy to the Department of Finance, Accounts Payable Division, 401 E. Fayette Street, for processing of the payment. If the request for reimbursement is not approved, the Employee Benefits Division will indicate the reason and return the request and DPO copy to the agency contact who will notify the employee. July 1, 2007 July 1, 2008 AM-291-1 AM-291-2

This policy applies to eligible permanent full-time and eligible permanent part-time employees who elect to enroll in the vision care benefits plan offered by the City of Baltimore. Coverage for new hires will become effective on the first day of the calendar month following 30 days of service. Coverage for employees will end on the last day of the calendar month in which termination occurs. Employees may enroll in any one of the following levels of coverage within a health care program: <ul> <li>Individual – Employee only.</li> <li>Employee and Spouse (or Domestic Partner).</li> <li>Parent and Child – two people (Employee and one Child).</li> <li>Family – indicates three or more people</li> </ul> An eligible dependent is defined as: <ul> <li>A spouse. The City requires a marriage certificate to verify eligibility.</li> <li>Domestic Partner. The City requires an Affidavit of Domestic Partnership to verify eligibility.</li> <li>An unmarried child by natural birth or legal adoption until the year in which the child reaches the age of ineligibility as defined by the provisions of the health care coverage selected (outlined below). The City may require birth certificate or court documentation to verify dependency.</li> <li>An unmarried child for whom a City employee has been designated guardian or economic sole support until the end of the calendar year in which the child reaches the age of ineligibility as defined by the provisions of the health care coverage selected. The City may require court or other official documentation to verify dependency.</li> <li>An unmarried child above eligibility age who is incapable of self-support because of disability that commenced prior to the date on which the child reached the age of ineligibility as defined by the provision of the health care coverage selected.</li> </ul> CHANGES IN LEVEL OF COVERAGE Once an employee is enrolled in benefits a change cannot be made unless there is a Change in Status. A Change in Status is defined as marriage, divorce, termination of domestic partnership, and birth or adoption of a child. The employee has 60 days to notify the City of Baltimore of an enrollment change due to a Change in Status. The employee will make the necessary elections using the City of Baltimore’s enrollment website, <a href="https://www.baltimorecity.essbenefits.com/essenroll.asp">https://www.baltimorecity.essbenefits.com/essenroll.asp</a>. For more information regarding a change in status, please contact the Employee Benefits Division or log on to the City’s enrollment website for more information. New dependents must be added to a health plan within 60 days of a qualifying event. An event is defined as marriage, childbirth, adoption of an eligible dependent, marriage to an individual with an eligible dependent, or declaration of domestic partnership. BENEFITS The City’s Optical/Vision Program allows for the following benefits for eligible employees and dependents: <ul> <li>An eye examination every two years. A year begins with the date of the last eye examination.</li> <li>The issuance of one pair of eyeglasses every two years, if necessary.</li> </ul> The City of Baltimore provides vision benefits to its employees and some retirees. The vision plan, which employees are enrolled under, is based on the employee’s union affiliation. Baltimore City Vision Care (BCVC) - Benefits are provided by BCVC for Police, Fire, CUB and AFSCME locals. BCVC members must order their vouchers by calling 410.396.3777 and selecting option 1 and then option 4. Before submitting the voucher for reimbursement, the voucher must be completed in its entirety and signed by both the employee and provider. BCVC does not accept copies of vouchers for reimbursement. Carefirst Blue Cross/Blue Shield Select Vision Program - Select Vision provides benefits for MAPS employees and select retirees. NON-PARTICIPATION PROVIDERS Baltimore City Vision Care (BCVC) - If the employee selects a nonparticipating provider the employee must submit the signed voucher along with itemized receipts to Baltimore City Vision Care for reimbursement. The employee must pay the provider the total amount charged for the service and obtain an itemized receipt from the provider. Reimbursement is not to exceed the maximum allowed amount outlined in the BCVC Fee Schedule. Select Vision (CareFirst BC/BS) – The employee can also receive vision exams, frames and lenses, or contact lenses from non-participating providers. The employee must pay these providers for these services and submit any bills or receipts to CareFirst BlueCross/BlueShield. The employee will be directly reimbursed up to the allowed benefit and is responsible for any difference between the scheduled benefit and the billed charges. More information about the vision plans offered by the City of Baltimore, including the fee schedule is available on the City of Baltimore’s enrollment website, <a href="https://www.baltimorecity.essbenefits.com.asp/">https://www.baltimorecity.essbenefits.com.asp</a>. EXCLUSIONS <ul> <li>Sunglasses or any lenses in red darker than No. 2 tints, even if prescribed.</li> <li>Separate exam for contact lens fitting.</li> <li>Replacement or repair of damaged or lost frames, lenses for frames and contact lenses.</li> <li>Vision care services and materials, which may be required as a condition of employment such as a driver’s license or rendered by a facility under agreement with the Employer.</li> <li>Vision care services of any kind other than defined and limits herein.</li> <li>Vision care services rendered before and beyond the effective date of member’s eligibility.</li> <li>Vision care services rendered after the member’s coverage is terminated.</li> <li>Any type of medical treatments or surgical care or treatment of any type of vision training.</li> <li>Coated or aniseikonia lenses.</li> <li>Benefits to which eligible employees are entitled under any Workmen’s Compensation or similar law.</li> </ul> Employees who are on a leave of absence without pay or who are in any other non-pay status are not eligible to receive Vision Plan benefits. Employees will be eligible to re-enroll in the City’s Vision Plan upon reinstatement to active City service in accordance with the City’s reinstatement policy (<cite data-path="§AM-213-1">AM-213-1</cite>). SEPARATION FROM CITY SERVICE Employees who are separate from City Service will receive information relative to the eligibility for continuation of benefits as a result of the federal Consolidated Omnibus Budget Reconciliation Act (COBRA) (<cite data-path="§AM-204-28">AM-204-28</cite>) at the time of their “Exit Interview” or subsequent communication from the Employee Benefits Division. May 18, 2007

An employee may elect Optional Life and Accidental Death and Dismemberment (AD&D) insurance if he/she is a permanent full-time or permanent part-time employee. The Employee Benefits Division of the Department of Personnel oversees the insurance plans for employees. The Optional Life Plan provides employees with additional life insurance coverage beyond the Basic Life Plan (for Optional Accidental Death and Dismemberment insurance, see the next heading). When enrolling in the Optional Life Plan, an employee may choose a level of coverage from one to five time his/her annual salary (rounded to the next highest $1,000) up to a maximum of $500,000. For example, if an employee’s annual salary is $17,275 and he/she selects Optional Life coverage of two times his/her annual salary, he/she will receive additional life insurance coverage in the amount of $35,000 ($17,275 x 2 = $34,550). The Optional Accidental Death and Dismemberment Plan provides the employee with AD&D coverage beyond what the Basic Plan covers. An employee must elect the Optional Life Plan to participate in the Optional AD&D Plan. AD&D insurance provides benefits in the case of death or loss of limbs or sight caused directly by an accident. An employee may choose a level of coverage from one to five times his/her annual salary (rounded to the next highest $1,000) up to a maximum of $500,000 (this is a combined maximum with Optional Life). New Employees If a new employee enrolls within 60 days of his/her employment date or within 60 days of the Basic Life eligibility, the employee can enroll for one to five times his/her annual salary, up to $500,000, without providing proof of good health (evidence of insurability). Open Enrollment New Enrollee – Each year during Open Enrollment, an employee can enroll for one to five times his/her annual salary, up to $500,000, upon completion and approval of a "Proof of Good Health Form" (evidence of insurability). Current Enrollee – During Open Enrollment, an employee can enroll in one additional level (times his/her salary), up to five times the annual salary without proof of good health. Coverage can be increased by two, three, or four additional levels (times the salary), up to $500,000 upon completion and approval of a "Proof of Good Health Form" (evidence of insurability). Change in Family Status If there is a change in family status such as marriage, birth, or adoption, the employee may increase his/her coverage amount by one times the annual salary without providing proof of good health (evidence of insurability). The employee must notify the Employee Benefits Division of the Department of Personnel within 60 days of the qualifying event. Conversion Privilege When employment ends, the employee is eligible to continue an individual life insurance policy with the City’s current life insurance provider. This policy can be in an amount equal to or less than the amount of life insurance he/she had under the City of Baltimore policy. He/she will not have to provide proof of good health to receive this coverage. The former employee will have to pay the full premium for this coverage. If an employee is interested in this conversion privilege, he/she must contact the Employee Benefits Division, Life Insurance Unit, at 410-396-5307 within 30 days of the date of separation from City service. Upon request for conversion information, the City will provide the separated employee in writing the name, address and phone number of the City's current life insurance provider. It will be the separated employee's responsibility to contact the provider regarding all conversion information. Under the City of Baltimore’s optional life and/or accidental death and dismemberment plans, employees may select anyone as beneficiary(ies). Employees may change beneficiaries at any time by completing a Beneficiary Form and submitting it to the Employee Benefits Division, Department of Personnel, 201 E. Baltimore St.; telephone: 410-396-5307. January 1, 2001 [replaces <cite data-path="§AM-209-29">AM-209-29</cite>]

The Consolidated Omnibus Budget Reconciliation Act (COBRA) is a federal law that requires certain individuals as determined by the “Qualified Beneficiaries” and “Qualifying Event” sections of this policy, be given the opportunity to continue health care benefits. The following individuals, who are covered under the City of Baltimore’s group health plan the day before the “qualifying event," can become qualified beneficiaries under COBRA: <ul> <li>an employee;</li> <li>the spouse of an employee or retiree; and</li> <li>the dependent children of an employee or retiree.</li> </ul> Employees, retirees, and their covered dependents may be eligible for continuation of health care benefits, if one of the following qualifying events occurs: For covered employees: <ul> <li>the termination (other than by reason of gross misconduct) or reduction in hours of the covered employee’s employment.</li> </ul> In this case, health care benefits may be extended for the employee, as well as for covered dependents, for a period not to exceed 18 months. Health care benefits may be extended to 29 months for certain disabled qualified beneficiaries and their non-disabled family members. For covered spouses and dependent children: <ul> <li>the covered employee’s termination of employment (other than for gross misconduct) or reduction in hours of employment.</li> <li> Health care benefits may be extended for a period not to exceed 18 months. </li> <li>the covered employee's or retiree’s death;</li> <li>a divorce or legal separation of a spouse from a covered employee or retiree;</li> <li>a covered employee's or retiree’s entitlement to Medicare; or</li> <li>a child’s loss of dependent status.</li> </ul> In these cases (other than termination or reduction in hours of employment), health care benefits may be extended for the spouse and children for a period not to exceed 36 months. Termination or Reduction in Hours Employees who separate from City employment, and the spouses and dependent children of the employees will receive notification of their rights to continue health care benefits. A COBRA notification letter along with a COBRA election form will be mailed to the address indicated on the City’s payroll records at the time of separation. Employees, their spouses and dependent children will have 60 days from the date of separation to apply for continuation of health benefits provided that they are enrolled at the time of separation. Employees who are out of pay status due to a leave of absence, sick leave, family and medical leave, suspension, or other reasons will automatically be billed for their health plan premiums for every pay period they are out of pay status. Employees must call Employee Benefits Division-Premium Billing when they receive their bill. A representative will determine the employee's contribution based on the reason they are out of pay status. If they wish to continue prescription, dental and vision benefits, they must contact COBRA by calling ADP Benefit Services, phone number 1-800-526-2720. Death of a Covered Employee or Retiree The spouse and dependent children of a deceased employee or retiree will receive notification of their right to continue health care benefits. A COBRA notification letter along with a COBRA election form will be mailed to the address indicated on the City’s payroll records at the time of death. The spouse and dependent children of the employee or retiree will have 60 days from the date of death to apply for continuation of health benefits provided that they are enrolled at the time of death. Divorce In cases of divorce, the employee or retiree must notify Employee Benefits Division within 60 days of the qualifying event. A COBRA notification letter along with a COBRA election form will be mailed to the address on file at the time of the qualifying event to the spouse and children of the employee or retiree. The spouse and dependent children of the employee or retiree will have 60 days from the date of divorce to apply for continuation of health benefits provided that they are enrolled at the time of the qualifying event. Employee's or Retiree’s Entitlement to Medicare An employee's or retiree’s entitlement to Medicare that causes his/her spouse (or dependent children) to lose coverage is a qualifying event. However, Medicare Entitlement as the initial qualifying event, does not exist under the City’s group health plan. Under Tax Equity and Fiscal Responsibility Act (TEFRA) of 1982, employees who become entitled to Medicare may continue coverage in their health plan as primary and Medicare secondary. In most cases, Medicare Entitlement is a second qualifying event. Loss of Child’s Dependent Status In cases of a child’s loss of dependent status, a COBRA notification letter along with a COBRA election form will be mailed to the dependent child at the address indicated on file. The dependent child will have 60 days from the date of the qualifying event to apply for continuation of health benefits provided that the child was enrolled at the time of the qualifying event. (Loss of dependent status refers to dependent children who have reached the age limit for the health plan in which they are enrolled.) Qualified beneficiaries who are eligible to continue their health benefits under COBRA may continue the following health benefit plans provided that they are enrolled at the time of the qualifying event: <ul> <li>Medical Plan</li> <li>Prescription Drug Plan</li> <li>Vision Plan</li> <li>Dental Plan</li> </ul> Qualified beneficiaries, who elect to continue health benefits under COBRA, must continue coverage in the plans enrolled at the time of the qualifying event. Qualified beneficiaries may elect one level of coverage, such as Individual, Husband and Wife, Parent and Child, or Family provided that the dependents were enrolled at the time of the qualifying event. Qualified beneficiaries may enroll additional dependents during the year within 60 days of a marriage, birth, legal adoption, or guardianship, or terminate a dependent during the year within 60 days of a death, divorce or legal separation or other coverage. Documentation of enrollment or termination of a dependent is required at the time of notification. Contact ADP Benefit Services by calling 1-800-526-2720. Qualified beneficiaries may also transfer health plans, enroll in or terminate a benefit or enroll or terminate a dependent during an annual Open Enrollment period. Changes will become effective January 1 of the following year. Qualified beneficiaries will receive monthly bill from ADP Benefit Services. Monthly payments are due the first day of each month. Payments must be made in full and made payable to: ADP Benefit Services P.O. Box 2968 Alpharetta, GA 30023-2968 Phone: 1-800-526-2720 Fax: 1-800-526-2723 The maximum coverage periods may be terminated early if the: <ul> <li>qualified beneficiary fails to pay the premium on time;</li> <li>qualified beneficiary becomes covered under another group health plan or Medicare after the COBRA election date; or</li> <li>City terminates all of its group health benefits.</li> </ul> Additional information on the various health care benefits offered is available from the Employee Benefits Division of the Department of Human Resources, 201 E. Baltimore Street, Suite 500, Baltimore, MD 21202. October 5, 2001 May 14, 2008

The definition and use of the term "domestic partner" means two same-gender adults who have chosen to share all aspects of each other’s lives in an intimate and committed relationship. Many domestic partners are unable to marry because the law prohibits same-gender marriage in the state in which they maintain their legal residence. However, to receive benefits for a domestic partner as a City employee, the following requirements must be met: <ul> <li>The two persons must have shared a common legal residence for at least six months;</li> <li>The two persons must agree to share basic living expenses, including food, shelter, and other expenses which are paid, at least in part, by a program or benefit for which the partner is qualified because of the domestic partnership;</li> <li>Neither person may be married or in any other domestic partnership;</li> <li>The two persons must not be related by blood in a way that would bar marriage under Maryland law;</li> <li>Both persons must be age 18 or older and have the capacity to contract; and</li> <li>Both persons must sign an "Affidavit of Domestic Partnership" (hereinafter "Affidavit").</li> </ul> In addition to executing the "Affidavit", the partners will be required to present evidence to prove mutual economic dependence, such as a joint lease, mortgage, or power of attorney. They will also be required to show evidence of common legal residence by presenting driver’s licenses, voter registration cards, or other identification. In addition to evidence of common legal residence, a copy of a birth certificate for each person must also be presented. The proof must have been in existence for at least six months before filing of the "Affidavit". Affidavits are available from and filed with the Employee Benefits Division, Department of Personnel, 201 E. Baltimore Street. The domestic partner may apply for the following coverage through the provider of the employee: <ul> <li>Health insurance coverage;</li> <li>Prescription drug coverage;</li> <li>Dental insurance coverage; and</li> <li>Vision care benefits.</li> </ul> To receive benefits cited above, the employee and his/her domestic partner must both enroll in the programs above within 60 days of the qualifying event or during the annual Open Enrollment period. Any benefits of employment which are based upon a spousal relationship and defined in the City’s Personnel Rules and Regulations, the applicable Memorandum of Understanding, and the Administrative Manual will also be applied to a domestic partner. Eligible dependents of domestic partners must provide the same proof and verification that is requested for spousal and dependent relations. This includes: <ul> <li>Entitlement as outlined in the Bereavement Leave Policy; and</li> <li>Entitlement as outlined in the Family and Medical Leave Policy.</li> </ul> The employee and domestic partner must complete an "Affidavit of Domestic Partnership," which both must sign and have notarized to apply for benefits. Appropriate documentation must be submitted with the "Affidavit" to the Employee Benefits Division in the Department of Personnel. The employee will be notified after the Employee Benefits Division has reviewed the "Affidavit" and documentation, and a determination has been made that the eligible requirements are met. Any changes in the circumstances attested to in the "Affidavit of Domestic Partnership" must be communicated to the Employee Benefits Division. The Employee Benefits Division will review any changes to determine if they affect domestic partnership benefits. If it is determined that domestic partnership benefits are not affected by the change, no action will be taken. If the Employee Benefits Division determines the partnership is no longer eligible for domestic partnership benefits, benefits will be terminated. The employee and the health care provider will receive a notice, which will include: <ul> <li>The names of the employee, the partner, and other dependents; and</li> <li>The reason for termination of benefits.</li> </ul> The sworn "Affidavit" includes acknowledgment by the participants that civil action may be brought against them for any losses or costs because of false statements or failure to notify the City in the event of termination of the partnership. A separate "Affidavit of Termination of Domestic Partnership" is provided for this purpose. The "Affidavit" further contains a statement certifying that the facts represented are true and correct and that willful falsification of information could lead to disciplinary action up to and including termination. If the relationship ends, the employee must complete an "Affidavit of Termination of Domestic Partnership" and a "Benefits Selection Form". This affidavit and benefit form must be delivered to the domestic partner and the Employee Benefits Division. The Employee Benefits Division will inform the health care provider of the termination of partnership. The "Affidavit" states that the employee may not re-apply for domestic partnership benefits for at least six months from the date the "Affidavit of Termination of Domestic Partnership" is processed by the Employee Benefits Division. January 9, 1992 September 14, 2000

APPLICABILITY The provisions of this section apply to all persons who move with no break in service from a Civil Service position to another Civil Service position. Such movement may occur between organizations or may occur within the same organization. Civil Service employees in permanent appointments will be given credit in accordance with this policy for the following types of leave when moving between positions, provided that there is no break in service: <ul> <li>Vacation.</li> <li>Personal.</li> <li>Sick.</li> </ul> Compensatory leave will be handled according to the requirements of the Fair Labor Standards Act. If a Civil Service employee in a permanent appointment moves to another Civil Service position with a permanent appointment code in which vacation and personal leave are earned at a lower rate than the employee’s previous position, the following guidelines will be used by the Central Payroll Division to recalculate the leave credit: <ul> <li>By using the leave earning rate of the new position, the amount of leave credit which the employee would have earned in the previous position at that rate will be recalculated.</li> <li>From the above computed leave figure, subtract the actual leave used by the employee while serving in the previous position.</li> <li>The resulting leave figure will be credited to the employee provided that such leave does not exceed any maximum accumulated leave limits which apply to the new position.</li> </ul> If a Civil Service employee in a permanent appointment moves to another Civil Service position with a permanent appointment code in which vacation and personal leave are earned at the same or higher rate than the employee’s previous position, the employee will be credited with all such leave provided that such leave does not exceed any maximum accumulated leave limits which apply to the new position. In cases where the employee’s former accumulated vacation and personal leave balances exceed those credited to the employee in the position, the excess leave days will be converted to cash. The organization from which the employee is moving is responsible for funding such cash payments. All accumulated sick leave will be credited to the employee in the new position. If a Civil Service employee in a permanent appointment is appointed to another Civil Service position on a provisional basis, the employee will be credited with all leave in the same manner as if the appointment were permanent. Additional leave will also be earned in the same manner as if the appointment were permanent. The employee’s previous organization must attach to the employee’s CHANGE NOTICE (28-1618-5143) [<cite data-path="§AM-205-4-5">AM-205-4-5</cite>] a MEMO (28-1418-5007) containing complete information concerning the employee’s leave balances and, if applicable, a detailed description and explanation of all calculations made in regard to such leave balances. The employee’s date of entry into City service will not be changed when the employee moves between positions. Such date will continue to be used to compute leave and longevity benefits. If an employee moves between Civil Service positions with permanent appointment codes, and at the time of movement is enrolled in a City health care plan, the employee will continue to be covered by that same plan; however, benefits may differ depending upon the union affiliation of the new position. If a Civil Service employee in a permanent appointment receives provisional appointment to another Civil Service position and at the time of movement is enrolled in a City health care plan; the employee will continue to be covered by that same health care plan; however, benefits may differ depending upon the union affiliation of the new position. Movement between Civil Service positions may have an effect on an employee’s status within the City Employees’ Retirement System. Employees should contact a Benefits Analyst within the City Employees’ Retirement System prior to movement. March 5, 1986

APPLICABILITY The provisions of this section apply to all persons who move with no break in service to a Civil Service position from: <ul> <li>A City or City related organization;</li> </ul> AND, <ul> <li>A class recognized by the Expenditure Control Committee (ECC)</li> </ul> but not controlled by Civil Service. Employees who meet the above criteria are hereinafter referred to as City recognized employees. A City-recognized employee will be given credit in accordance with this policy for the following types of leave when moving to a Civil Service position with a permanent appointment code provided that there is no break in service and the employee’s former organization has an officially promulgated written leave policy: <ul> <li>Vacation.</li> <li>Personal.</li> <li>Sick.</li> </ul> Compensatory leave will be handled according to the requirements of the Fair Labor Standards Act. If a City-recognized employee moves to a Civil Service position with a permanent appointment code in which vacation, personal, and/or sick leave are earned at a lower rate than the employee’s previous position, the following guidelines will be used by the Central Payroll Division to recalculate the leave credit: <ul> <li>By using the leave earning rate of the new position the amount of leave credit which the employee would have earned in the previous position at that rate will be recalculated.</li> <li>From the above computed leave figure, subtract the actual leave used by the employee while serving in the previous position.</li> <li>The resulting leave figure will be credited to the employee provided that such leave does not exceed any maximum accumulated leave limits which apply to the new position.</li> </ul> If a City-recognized employee moves to a Civil Service position with a permanent appointment code in which vacation, personal, and/or sick leave are earned at the same or higher rate than the employee’s previous position, the employee will be credited with all such leave, provided that such leave does not exceed any maximum accumulated leave limits which apply to the new position. If, after all required calculations have been made, the employee’s former accumulated vacation and personal leave balances exceed those credited to the employee in the new position, the excess leave will not be created by the employee’s new agency. The disposition of such excess leave will be resolved with his former organization according to its internal policies. If a City-recognized employee is appointed to a Civil Service position on a provisional basis, the employee will be credited with all leave in the new position in the same manner as if the appointment were permanent. Additional leave may also be earned in the same manner as if the appointment were permanent. The employee’s previous organization must attach to the employee’s CHANGE NOTICE (28-1618-5143) [<cite data-path="§AM-205-4-5">AM-205-4-5</cite>] a MEMO (28-1418-5007) containing complete information concerning the employee’s leave balances and, if applicable, a detailed description and explanation of all calculations made in regard to such leave balances. The employee’s date of entry into City service will be considered to be the earliest date of permanent appointment into a Civil Service or City related position, provided that there is no break in service. This date of entry will be used to compute leave and longevity benefits. If a City recognized employee moves to a Civil Service position with no break in service, and if at the time of movement the employee is enrolled in a City health care plan, the employee will continue to be covered by that plan; however, benefits may differ depending upon the union affiliation of the new position. If a City-recognized employee is appointed to a Civil Service position, the employee will be eligible to apply for City health care benefits, provided that the employee: <ul> <li>Had not been eligible to apply for such coverage in the previous position;</li> </ul> AND <ul> <li>Submits the application within 60 days of the appointment.</li> </ul> If a City-recognized employee moves to a Civil Service position, and at the time of movement is a member of another retirement system, the disposition of retirement benefits will be resolved on a case-by case basis. Effected employees should contact a Benefits Analyst within the City Employees’ Retirement System prior to movement. Membership in the City Employees’ Retirement System is mandatory for employees on the City’s payroll after 1 year of continuous service. March 5, 1986

This policy establishes the guidelines for the Employee Recognition Program. This program is designed to: <ul> <li>Establish positive recognition for outstanding work performance.</li> <li>Encourage and promote employee achievement through program activities honoring their accomplishments.</li> <li>Highlight positive employee role models and work behaviors.</li> <li>Recognize longevity of service to the City.</li> <li>Improve employee morale.</li> <li>Demonstrate to the public that recognition of dedicated service and outstanding work by City employees serves as a basis for improving public services throughout the City.</li> </ul> This program applies to all permanent employees of the City of Baltimore. The Employee Recognition Program establishes three categories of recognition for City employees: Service Awards, Recognition Awards and Achievement Awards, and Safety Awards. Each City agency shall establish and administer internal procedures, including announcements, forms, and posters for the program. Whatever plan an agency uses to make nominations must be reported to the Department of Human Resources (DHR). Each agency manager and employee shall participate in the program to insure equity and fairness in the distribution of awards. Each agency head will appoint an Employee Recognition Program Coordinator, hereinafter referred to as the Agency Coordinator. DHR will administer the Employee Recognition Program. The purpose of these awards is to recognize 10 or more years of employment at 5-year intervals. Employees will receive service pins for the completion of 10 years of service and each succeeding 5-year interval. At least once each year an agency ceremony may be held whereby employees reaching the required years of employment will receive service pins. Special certificates will also be awarded by the agency head to employee attaining 30 or more years. Awards for 45 and 50 years will be presented at the City’s Annual Employee Recognition Awards ceremony. Criteria – Service Awards Eligibility for service awards requires an entry date, which establishes the length of employment. The City’s payroll system will be the only source for determining length of employment. Procedure – Service Awards In February of each year, the DHR will transmit to each agency the names of all City employees who have reached the employment requirement for the preceding calendar year. The agency will order the appropriate number of service pins from the City warehouse system for each eligible employee. Employees will receive their service pins and/or certificates in an agency-scheduled and sponsored ceremony no later than September 30 of each year. Employees with 45 or more years of employment will receive special service certificates at the City’s Annual Employee Recognition Awards ceremony. The purpose of these awards is to recognize outstanding individual service to the City. The Achievement Awards are the highest awards granted by the City in recognition of sustained and exceptional service. They are awarded to two (2) employees regardless of occupational category. Achievement Award winners will be selected from among those nominated for Recognition Awards. A total of 11 awards (two Achievements and nine Recognitions) will be presented by the Mayor at the City’s Annual Employee Recognition Awards ceremony. Annually, each agency may nominate employees to be considered for Recognition Awards. Each agency may nominate no more than two employees per occupational category for Recognition Awards. The Recognition Awards are given to only one employee in each occupational category. The occupational categories are listed below: Public Safety: Classes in which workers are entrusted with safety of the public, security and protection from destructive forces. Examples are police officers, fire fighters, guards, sheriffs, school police, parking control agents and similar classes. Education: Classes in the Department of Education whose workers are in major educational programs requiring specialized training and State certification. Administrative/Office Support: Classes in which employees are responsible for internal and external communication, recording and retrieving data and/or information and other paperwork required in the office. Examples are office assistants, data entry operators, accounting assistants, administrative coordinators, office supervisors and similar classes. Supervision/Management: Classes in which employees set broad policies, exercise overall responsibility for execution of these policies or direct individual departments or special phases of an agency’s operations. Examples are department heads, bureau heads, assistant directors, superintendents, division chiefs, project managers and similar classes. Engineering and Inspection: Classes in which employees design and/or evaluate parts of major construction projects and ensure that construction complies with the design and specifications. Examples include engineers, inspectors, survey technicians and similar classes. Professional Services: Classes which require specialized and theoretical knowledge which is usually acquired through college training or through work experience and other training which provides comparable knowledge. Examples include personnel and labor relations workers, social workers, psychologists, nurses, lawyers, accountants, systems analysts, librarians, and budget analysts and similar cases. Human Services: Classes in which one-on-one services are given to members of the public. Examples include counselors, recreation assistants, home health aides, educational assistants and similar classes. Technical/Skilled Craft: Classes which require special manual skill and a comprehensive knowledge of the processes involved in the work through on-the-job training or an apprenticeship program. Examples include mechanics, electricians, carpenters, pipefitters, cooks, water and waste water technicians, stationary engineers, typesetters and similar classes. Service/Maintenance: Classes in which workers perform duties which result in and contribute to the comfort, convenience, hygiene or safety of the general public or which contribute to the upkeep and care of buildings, facilities, and grounds of public property. Examples include chauffeurs, truck drivers, heavy equipment operators, bus drivers, custodial employees, building repairers, groundskeepers, food service workers and similar classes. Criteria – Achievement and Recognition Awards To be eligible for an award, the employee must have, for at least the two consecutive calendar years immediately prior to the determination of award eligibility: Awards An employee will receive the following amount of Permission Leave if selected for these awards. <table> <tbody> <tr> <td> Type Achievement Award Recognition Award </td> <td> Days Awarded 5 3 </td> <td> No. of Persons 2 9 </td> </tr> </tbody> </table> All leave must be used in whole day units by the end of the calendar year in which the award is received. The agency is responsible for ensuring that no more than the number of days awarded are used. Procedure – Achievement and Recognition Awards A good or outstanding performance rating under the performance evaluation system. A satisfactory employment record with no documented rule violations or disciplinary problems. The agency may nominate no more than two employees for Recognition Awards in any of the eight categories listed above other than Education, which is limited to Department of Education employees. All nominations must be made on the Employee Recognition Program Nomination Form (28-1408-5166). The Recognition Award for Education is limited to teachers and administrators in the Department of Education. Not more than 10 nominations may be submitted, with one from each of the major programs or organizational units within the department, as determined by the Superintendent of Public Instruction. The agency coordinators will submit the names of nominees with the nominating documents to DHR by March 1 of each year. DHR will submit the nominees' names to the City Award Panel comprised of a representative form the Mayor’s Office, three agency heads, and two union association presidents. The City Award Panel will select the Recognition Award recipients from the nominees submitted by the agencies. The Achievement Award winners will be selected from nominees for the Recognition Awards across all occupational categories. The award recipients will receive their awards at the City’s Annual Employee Recognition Awards ceremony. There may be an existing, agency program which could produce a number of potential nominees, e.g., a City agency administers an Employee of the Month Program. The agency may choose to select from among recent winners of agency awards, or may elect to accept special nominations once a year for Recognition Awards. Each agency has the latitude to create and administer a selection process that considers employees in the most effective and equitable manner. The purpose of these awards is to promote safety awareness and the overall prevention of accidents. It is envisioned that the Safety Program will contribute to the overall reduction of citywide job related injuries through the recognition of safe behavior by employee groups. Criteria – Safety Awards To be eligible for a Safety Award, the employee group must have: Awards One work crew or group including the supervisor will receive the following amount of permission leave and a Safety Award certificate: <table> <tbody> <tr> <td> Type Safety Award </td> <td> Days Awarded Up to 15 days for the group, with a Maximum of 1 day per employee. </td> </tr> </tbody> </table> All leave must be used by the end of the calendar year in which the award is received. The agency is responsible for ensuring that no more than the number of days awarded are used. Agencies must insure that supervisors and employees clearly understand the group designation to assist in determining and tracking lost time, sick time, discipline and work injuries by the work group or work crew. Units with the highest number of “staff days” accident free (or with the greatest improvement rate over the last 12 months) would be recognized each year at the agency’s annual awards ceremony. Positive efforts to improve safety, such as safety suggestions or volunteer safety work, will also be considered in determining the award recipients. DHR may establish additional Safety Awards based on type of occupation or work sites. Procedure – Safety Awards A minimum number of safety violations in the last 12 months. No member may have received a letter of warning or suspension for unsafe practices. Minimum job related injuries according to agency records for the work crew. Minimum lost time due to job-related injuries. Minimum number of sick days used by the work crew, including the supervisor. At least two members in the work crew. A superior record of productivity for the work crew. The agency coordinator will establish a plan for submission of nominations to an agency safety awards panel. Safety officers will be standing members of the Panel for Safety Awards). Prior to agency implementation, whatever plan the agency uses to accept nominations must be approved by DHR to ensure maximum participation of employees at all levels. All nominations must be made on the Employee Recognition Program Nomination Form (28-1408-5166). The agency coordinator and the agency award panel will select the Safety Awards nominees and submit them to the agency head for final approval. Each agency may nominate one work crew for the City Safety Award for every 500 employees. The City award panel will select the Safety Award recipients from the nominees submitted by the agencies. The award recipients will receive their awards at the City’s Annual Employee Recognition Awards ceremony. Service Awards for employees with 45 or 50 years of service, Employee Recognition Awards, Achievement Awards, and the Safety Awards will be issued at the City’s Annual Employee Recognition Awards ceremony. The Department of Human Resources will plan the event with assistance from the agency coordinators. The program may be funded at least in part by selling tickets to the public and employees. Monies for the award ceremony may also be raised by other fund raising activities. Agency heads may honor the employee(s) not selected for a citywide award by whatever method is appropriate. Such an award will give nominees a chance to know of their nomination and allow other employees to congratulate them. April 3, 2000

The Board of Estimates establishes the salary of all City classes whether the employee is in a Civil Service class or a Non-Civil Service class. There are two types of salary, which have been established by the Board of Estimates. They are a FLAT SALARY and a GRADED SALARY. Flat Salary In the case of a FLAT SALARY, i.e., grade 000 and grade 999, the Board of Estimates establishes the salary of a class at a fixed, non-incremental amount or that of an approved salary within the established flat range. An employee who fills a flat salaried classification does not receive a salary level movement after 18 months of service, but is eligible for the annually negotiated cost of living increase and for advancement on the salary scale for seniority if otherwise eligible. An employee whose salary is that of a flat salary classification is not subject to negotiation but is established by the Board of Estimates. Director of Personnel may authorize movement within the range of a variable ranged flat salary grade of 999 when requested by an agency with sound supporting justification. Graded Salary In the case of a GRADED SALARY, the Board of Estimates may establish the salary of a class at a specified grade, i.e., 61, 410, and 117. Each grade has a specific range with a specific minimum and maximum salary. The range between the minimum and maximum salary is separated by a single increment. An employee begins employment at the minimum of the appropriate salary range and advances 18 months to the middle increment and 18 months hence advances to the maximum of the salary for the grade. The granting of any advance within the range is subject to the City's fiscal condition and satisfactory performance of the employee. An employee whose salary is in a graded salary classification may be increased through the collective bargaining process and subsequently requires Board of Estimates approval. An employee's base salary is either: <ul> <li>The amount of the employee's placement in his grade after any longevity amount has been removed.</li> </ul> OR <ul> <li>The amount of the employee's specified flat salary.</li> </ul> The starting salary of a new employee whether in a Civil Service or non-Civil Service class is determined as follows: <ul> <li>If the employee's class has a flat salary, then the starting salary will be the stated flat rate for those classes in grade 000 or the agreed salary, which is in the range for those classes established in grade 999.</li> <li>If the employee's class has a graded salary, then the starting salary will be the minimum of the class range.</li> </ul> In certain circumstances, the Personnel Director of the Department of Personnel may authorize a higher starting salary or when not empowered to do so, may seek the approval of the Board of Estimates. In the case of current City employees, the promotion rule would apply. Refer to <cite data-path="§AM-235-1">AM-235-1</cite>. Flat Salary - The Personnel Director of the Department of Personnel may not authorize a starting salary, which is higher than an established flat salary. When the Department of Personnel has difficulty locating qualified applicants who will accept employment at the established flat salary, then the Department of Personnel must request the Board of Estimates to upgrade the class or revise the class to a ranged flat grade i.e., 999, and establish an equitable range. An employee who fills a ranged flat salary does not receive an 18 months level movement, but is eligible for a cost of living increase and longevity increase if approved. Also, the employee does not automatically progress through the classification salary range. Graded Salary - The Personnel Director of the Department of Personnel may authorize a starting salary which is higher than the beginning range of the class, including merit levels, when the Department of Personnel documents difficulty in locating qualified applicants who will accept employment at the established starting salary. If an agency which has the authority to employ non-Civil Service personnel documents difficulty in locating qualified applicants who will accept employment at the established starting salary, the agency head may request the Department of Personnel to: Flat Salary - recommend to the Board of Estimates to authorize the upgrading of the grade in question or conversion of the classification to a ranged flat. Graded Salary - authorize a starting salary, which is higher than the beginning range. In the case of current City employees, the promotion rule would apply. Refer to <cite data-path="§AM-235-1">AM-235-1</cite>, Promotions. If an employee transfers between agencies, programs, or funds and retains his present class, he shall also retain his present salary, provided the gaining agency approves funds to fill the position at this salary. The employee's increment date is not affected by a transfer. The salary of an employee who has been promoted to a higher grade within a class is set in accordance with <cite data-path="§AM-235-1">AM-235-1</cite>, PROMOTION. The salary of an employee whose job class has been upgraded is determined as follows: <ul> <li>If the salary range of the class has the same total number of levels after upgrading as before upgrading, then the employee shall move to the same level in the higher salary grade.</li> <li>If the salary range of the class has fewer total levels after upgrading than before upgrading, then the employee shall move to the same salary level in the higher grade and class. However, if the upgraded class has no level corresponding to the employee's present level, he shall advance to the hiring level of the new grade.</li> </ul> An employee's level movement date is not affected by an upgrading of his class. The salary of an employee who has been demoted to a lower class either voluntarily or involuntarily is determined as follows: <ul> <li>If employee's present salary is the same as or greater than the maximum of the lower class, then the employee shall receive the maximum salary of the lower class.</li> <li>If employee's present salary is less than the maximum of the lower class, then the employee shall receive the salary of the level in the lower class, which is closest to his present salary. He shall then advance in the normal manner until the maximum salary of the lower class is reached.</li> </ul> An employee's level movement date is not affected by demotion. Civil Service and Non-Civil Service positions may be downgraded as a result of a Civil Service action approved by the Board of Estimates. Changes in salary for an employee whose position or job classification has been downgraded are determined in accordance with the provisions of <cite data-path="§AM-230-5">AM-230-5</cite>, Downgrading. Any adjustment to salary resulting from a position or job classification downgrading will be implemented in three phases. The effective date of a salary change is determined as follows: <ul> <li>If the employee's approval date for promotion, demotion, upgrading, downgrading, or his level movement date falls within the first half of a payroll period, then the salary change is effective the first day of that payroll period.</li> <li>If an employee's approval date or level movement date falls within the second half of a payroll period, then the salary change is effective the first day of the following payroll period.</li> </ul> Certain employees will be charged for any housing, subsistence or transportation provided to them. These charges will be deducted from the employee's initial paycheck. Those employees affected by this provision should consult the Bureau of Accounting and Payroll Services, Department of Finance. October 10, 1990 May 30, 2000 AM-290

The provisions of the fair Labor Standards Act (FLSA) as amended in November 1985, apply to overtime compensation for City employees. Under this Act, all positions in the City service have been categorized either as “non-exempt” or “exempt”. Specific guidelines governing the manner in which employees serving in non-exempt positions must be compensated for work Performed in excess of the normal full-time work shift and/or in Excess of the normal full-time work week are established in Part II of this policy. Employee positions categorized as “exempt” may be compensated for overtime in accordance with Part III of this policy. The FLSA Codes identifying job classes as non-exempt or exempt are listed in CIVIL SERVICE CLASSES {<cite data-path="§AM-291-1">AM-291-1</cite>} and NON-CIVIL SERVICE CLASSES {<cite data-path="§AM-291-2">AM-291-2</cite>}. Non-Exempt classes are indicated by FLSA Code “F” while exempt classes are indicated by FLSA Code “X.” However, designated positions within a class may have been assigned an FLSA Code different from that which is listed for the entire class. The agency personnel officer or the classification division of the Civil Service Commission may be contacted to verify FLSA Codes. Note: Uniformed police and fire personnel are subject to police and fire department overtime regulations. Each agency head and bureau head must carefully monitor the funds which have been budgeted for overtime. If it appears that a program will exceed such budgeted funds, the agency head must submit a MEMO (28-1418-5007) to the Chief, Bureau of the Budget and Management Research, requesting a reallocation of funds within the total amount budgeted for salaries and wages. A copy of the MEMO must also be forwarded to the Overtime Committee, Mayor’s Office, City Hall. The request for reallocation of funds must include a detailed explanation of the conditions under which the use of funds for overtime was authorized and a justification of the need for additional funds. The Chief, Bureau of the Budget of the Budget and Management Research, will review the request and approve or disapprove the reallocation of funds. In addition, he may initiate action to have a study made to determine alternative means of accomplishing the necessary work. <table> <thead> <tr> <th>Representation Code*</th> <th>Work Shift</th> </tr> </thead> <tbody> <tr> <td>1,U,M</td> <td>The work shift consists of an 8 hour day which includes a 40 minute lunch period.</td> </tr> <tr> <td>4,5,6,7,9</td> <td>The work shift consists of a7 1/3 hour work day plus an unpaid 40 minute lunch period</td> </tr> </tbody> </table> *See Key on page5. The normal full-time work week consists of 5 consecutive Work days in a 7 day period excluding Saturday and Sunday. However, in operations where an employee is normally scheduled to work on Saturday and/or Sunday, the normal full-time work period will consist of 10 work days in a 14 day period. An agency head may authorize overtime work in accordance with parts II and III of this policy only under the following conditions: <ul> <li>To deal with emergency situations. For purposes of this policy, an emergency situation is defined as any condition which endangers, safety, life or property or threatens the breakdown of vital services to the public.</li> <li>To perform duties which can only be accomplished outside an employee’s regularly scheduled workday.</li> <li>To accomplish essential work within a prescribed time when a deadline cannot be altered.</li> <li>To maintain essential operations.</li> </ul> Employees cannot be required to perform overtime work except in an emergency situation. Every case of refusal, however, must be recorded and the number of hours declined specified. The performance of overtime work by a City representative while attending a conference, convention, or seminar either out-of-town {<cite data-path="§AM-240-1">AM-240-1</cite>} or within City limits {<cite data-path="§AM-240-7">AM-240-7</cite>} must be specifically authorized by the Board of Estimates prior to the event. If conditions require that a TRAVEL REQUEST (28-1418-5016) {<cite data-path="§AM-240-1-1">AM-240-1-1</cite>} be submitted to the Board of Estimates, the request for overtime authorization must be included in this form; otherwise, the request must be submitted to the Board of Estimates on a City MEMO (28-1418-5007) in accordance with <cite data-path="§AM-101-1">AM-101-1</cite>. A non-exempt employee who works approved overtime while in a travel status must be compensated in accordance with FLSA provisions. No employee will lose pay due to a shortening of his actual hours of work caused by the changing of clocks for the observance of Eastern Daylight Savings Time. Any employee whose actual hours of work are extended due to the changing of clocks for the return of Eastern Standard Time will be compensated for all work in excess of 8 hours. A permanent full-time employee or a permanent part-time employee who: <ul> <li>has completed the normal full-time work shift and has been called back to work after leaving with the expectation that he would not be required to work during his normal time off,</li> </ul> OR <ul> <li>has completed the normal full-time work week and has been called back to work after leaving with the expectation that he would not be required to work during his normal time off,</li> </ul> will receive compensation for a minimum of 4 hours. Non-exempt employees may elect to receive monetary payment or compensatory leave in an amount equal to 1 ½ times the total hours of callback work recorded. Exempt employees will receive compensatory leave in an amount equal to the total hours of call-back work recorded. The hours recorded as call-back work shall not be counted as time worked for overtime purposes. Exception An employee called back to work additional hours consecutively annexed to either end or both ends of his regular work shift cannot receive call-back compensation. However, he can receive overtime compensation for such work if he meets all eligibility requirements for overtime compensation. No provisions of this policy shall be constructed as to mean compounding of overtime. The following codes indicate which, if any, labor union represents employees in a particular job class. <ul> <li>1 – AFSCME, Local 44.</li> <li>2 – Elected Officials</li> <li>3 – Appointed Officials subject to the provisions of Article VI, Section 3 (a) of <cite data-doc="City of Baltimore, Md., Charter">the Baltimore City Charter</cite>.</li> <li>4 – CMEA.</li> <li>5 – AFSCME, Local 558.</li> <li>6 – Managerial and Professional Society.</li> <li>7 – Unrepresented (designated benefits – Salary Schedule A).</li> <li>8 – Sworn Fire and Police Personnel.</li> <li>9 – Unrepresented (Managerial and Professional Society).</li> <li>M – Unrepresented (designated benefits – Salary Schedule B).</li> <li>N – No representative/no benefits.</li> <li>U – City Union of Baltimore.</li> </ul> In addition to the general guidelines stated in Part I of this policy, compensation for overtime work performed by an employee serving in a position categorized as “non-exempt” as listed in CIVIL SERVICE CALSSES {<cite data-path="§AM-291-1">AM-291-1</cite>} and NON-CIVIL SERVICE CLASSES {<cite data-path="§AM-291-2">AM-291-2</cite>} must be in accordance with the provisions outlined in the following sections. Overtime work results when an employee’s immediate supervisor has approved work beyond the normal work day as determined by the representation status of the class; or, approved work performed by the employee on an unscheduled work day. Central Payroll will routinely process all overtime as posted by the agency payroll clerk. To keep agency expenditures within budgetary programming, each agency’s monthly expenditures for overtime will be monitored to ascertain that the monthly expenditure does not exceed 1/12 of the agency’s annual appropriation. The Overtime Committee will review other reports gleaned From Payroll and Integrated Financial Systems (IFS) data to review overtime spending; particularly as it applies to program, Program activity, individual employee(s), budgeted positions, etc. The Overtime Committee will advise the Mayor directly of those agencies which, in their opinion, are not positively responding to the Mayor’s directives to reduce and otherwise control overtime spending. Overtime is recorded and compensation granted in 6 minute increments after an initial 12 minutes of overtime has been worked beyond the normal work shift and/or work week. All paid leave used within a pay period, i.e., vacation leave, compensatory leave, etc. is counted as time worked in determining eligibility for overtime compensation. <table> <thead> <tr> <th>Representation Code*</th> <th>Work Shift</th> </tr> </thead> <tbody> <tr> <td>1 , U, M</td> <td>The work shift consists of an 8 hour day which includes a 40 minute lunch period.</td> </tr> <tr> <td>4 ,5 ,6 ,7 ,9</td> <td>The work shift consists of a 7 1/3 hour work day plus an unpaid 40 minute lunch period.</td> </tr> </tbody> </table> *See Key on page 5. The normal full-time work week consist of 5 consecutive work days in a 7 day period excluding Saturday and Sunday. However, in operations where an employee is normally scheduled to work on Saturday and/or Sunday, the normal full-time work period will consist of 10 work days in a 14 day period. Overtime compensation for non-exempt classes is determined by the appropriate union code for the class as contained in CIVIL SERVICE CLASSES (<cite data-path="§AM-291-1">AM-291-1</cite>) and NON-CIVIL SERVICE CLASSES (<cite data-path="§AM-291-2">AM-291-2</cite>). The rate is calculated as follows: <table class="layout-table"> <thead> <tr> <th>Representation Code</th> <th>FLSA Code</th> <th>Conditions</th> <th>Compensation</th> </tr> </thead> <tbody> <tr> <td rowspan="4">4, 6, 7, 9 1, U, M 1, 4, 6, 7, 9, U, M 1, U, M 1, U, M</td> <td rowspan="5">F F F F F</td> <td rowspan="5">"Time worked in excess of 36 2/3 but less than or equal to 40 hours during the normal full time work week" "Time worked in excess of 8 hours during a normal full-time work shift." "Time worked in excess of 40 hours during the normal full-time work week." "Time worked on the 6th consecutive work day in an operation where the normal work week is 5 days in a 7 day period." "Time worked in excess of 80 hours on the 11th and 12th consecutive work days in an operation where is 10 days in a 14 day period."</td> <td rowspan="2">Monetary payment in an amount equal to the employee’s normal hourly rate. Employees may elect to receive either Monetary payment or compensatory leave in an amount equal to 1 ½ time the Overtime hours worked.</td> </tr> <tr> <td></td> </tr> <tr> <td></td> </tr> <tr> <td></td> </tr> <tr> <td></td> </tr> <tr> <td rowspan="3">4, 6, 7, 9 1, U, M 4, 6, 7, 9</td> <td rowspan="3">F F F</td> <td rowspan="4">"Time worked in excess of 47 1/3 hours on the 7th consecutive work day in an operation where the work week is 5 days in a 7 day period." "Time worked in excess of 48 hours on the 7th con- secutive work day in an operation where the work week is 5 days in a 7 day period." "Time worked in excess of 91 2/3 hours on the 13th And 14th work days in an operation where the nor- mal work week is 10 days in a 14 day period." "Time worked in excess of 96 hours on the 13th and 14th work days in an opera- tion where the normal work week is 10 days in a 14 day operation."</td> <td rowspan="4">Employees may elect to receive either monetary payment or compensatory leave in an amount equal To 2 times the over-time hours worked.</td> <td></td> </tr> <tr> <td></td> </tr> <tr> <td></td> </tr> <tr> <td></td> </tr> </tbody> </table> The maximum amount of compensatory leave that a non-exempt employee may accumulate is 240 hours. Non-exempt employees must receive monetary payment for overtime worked if their compensatory leave balance has reached the 240 hour limit. A non-exempt employee who works in an approved out-of title status which may indicate a different FLSA category will retain a non-exempt status for purposes of overtime compensation. A non-exempt employee who works approved overtime while in a travel status must be compensated in accordance with FLSA provisions. A non-exempt employee who permanently moves to an exempt position will be paid for all accumulated compensatory leave which is unused as of the date of movement. A non-exempt employee will receive full payment for all accumulated compensatory leave which is unused as of the date of separation provided that the employee is not indebted to the City. The following codes indicate which, if any, labor union represents employees in a particular job class. <ul> <li>1 - AFSCME, Local 44.</li> <li>2 - Elected Officials.</li> <li>3 - Appointed Officials subject to the provisions of ARTICLE VI, Section 3 (a) of <cite data-doc="City of Baltimore, Md., Charter">the Baltimore City Charter</cite>.</li> <li>4 - CMEA.</li> <li>5 - AFSCME, Local 558.</li> <li>6 - Managerial and Professional Society.</li> <li>7 - Unrepresented (designed benefits – Salary Schedule A).</li> <li>8 - Sworn Fire and Police Personnel.</li> <li>9 - Unrepresented (Managerial and Professional Society).</li> <li>M - Unrepresented (designated benefits – Salary Schedule B).</li> <li>N - No representative/no benefits.</li> <li>U - City Union of Baltimore.</li> </ul> Compensation for overtime work performed by employees serving in positions categorized as “exempt” as listed in Civil Service Classes {<cite data-path="§AM-291-2">AM-291-2</cite>} may be in conformity with the provisions outlined in the following sections. Overtime work results when an employee’s immediate supervisor has approved work beyond the normal work day as determined by the representation status of the class; or, approved work performed by the employee on an unscheduled work day. Compensation for overtime work may be granted after a minimum of 1 hour of overtime work has been performed. Overtime work is recorded and compensation granted in 6 minute increments to the first hour of overtime worked. Employees will receive compensatory leave in an amount equal to the overtime recorded. An accumulation not exceeding 400 hours of compensatory leave is authorized for employees serving in exempt positions. An exempt employee who fills a non-exempt position, while in an approved out-of-title status, will be treated as a non-exempt employee for purposes of overtime compensation. (See Part II of this policy.) When an employee serving in an exempt class permanently moves to a non-exempt position, the employee’s compensatory leave balances will be converted to sick leave. Exempt employees cannot use compensatory leave on the date of separation and/or 4 work days immediately preceding the date of separation. Exempt employees will not receive payment for any compensatory leave which is unused as of the date of separation. February 23, 1990 AM-291-1 AM-291-2

January 2, 1990

Certain City employees may elect to have their net salary deposited directly to their personal checking account or MECU share draft account rather than receive a payroll check on the designated pay date. If direct deposit is elected, the amount of the employee’s salary will be available for withdrawal at the start of banking hours on the designated payday for that employee’s location. The employee will receive his paycheck stub at the regular paycheck distribution time at his designated payroll location. To participate in the Direct Deposit Payroll Plan, a PAYROLL DIRECT DEPOSIT REQUEST (28-1428-5031) (<cite data-path="§AM-205-3-1">AM-205-3-1</cite>) must be completed and sent to the Central Payroll Division, 8th floor, M.E.C.U. Building, 400 E. Fayette Street, by the employee. In addition, the employee should attach a voided check from their personal account to ensure accuracy of account number and bank code. The employee’s net salary will be deposited directly to his checking account within 2 pay periods after receipt of this form by the Central Payroll Division. Most major banks, thrifts and credit unions participate in the electronic network, however an employee should contact the Central Payroll Division for confirmation. June 22, 1988

The City of Baltimore (“City”) recognizes that prudent fiscal control includes the active collection of all indebtedness. Employees may become indebted to the City for a variety of financial reasons and therefore has an obligation to repay. Employees who fail to resolve any debt owed to the City may be subject to disciplinary action, garnishment of wages, or a collections process. The purpose of this Policy is to establish the rules for collecting salary overpayments and benefit deductions. All employees are expected to diligently monitor their pay, including insurance premiums; report any discrepancies to the immediate supervisor or Agency payroll clerk; and promptly pay any and all debts owed to the City. This Policy applies to all employees and individuals involved in the City’s operations, including, but not limited to, full-time and part-time employees, temporary employees, probationary employees, and seasonal employees. This Policy is in addition to, and not a substitute for, any other rights the City may have for collection of employee indebtedness. In the event of employee indebtedness, the Central Payroll Division: Bureau of Accounting and Payroll Services – Department of Finance (“CPD”) has an obligation to recover funds. Debt may be detected by an employee, an Agency, or CPD staff. If debt is detected by the Agency, the employee will receive <cite data-path="§AM-205-4-1">AM-205-4-1</cite> Notification of Employee Indebtedness (<cite data-path="§AM-205-4-1">AM-205-4-1</cite>) by the Agency’s Human Resources Practitioner.Once CPD is notified of the amount owed by the employee from the employee’s Agency, the employee will receive written notification of the debt. The written notice will inform the employee, at minimum, the reason for indebtedness; the amount of the debt; and the time period (which varies upon the course of action taken by the employee) in which the employee must pay their debts, contest debts, or have pay garnished voluntarily or involuntarily through payroll deduction. The written notice will also indicate that the employee may dispute the debt, in writing, within five (5) business days of receipt. An employee who disputes an indebtedness must include a full explanation in their response and backup documentation to substantiate their claim. CPD will notify the employee, in writing, of the final determination within five (5) business days. The employee may appeal the determination to the Central Payroll Manager within five (5) business days, and the Manager must respond within five (5) business days of receipt of response by CPD. If the debt remains unpaid after thirty (30) business days of CPD’s final determination and no arrangement for repayment have been made, the collection process will begin to collect the debt. Further, the employee may be subject to discipline, up to and including termination.If the full explanation is denied and the employee wants to repay by payroll deduction, then the employee must sign and return <cite data-path="§AM-205-4-1">AM-205-4-1</cite>. The employee must state the amount of the payroll deduction (in accordance with the minimum deductions outlined in Section V. Repayment Installments Through Payroll Deduction below). If, after ten (10) business days from when the Agency notified the employee of an overpayment, CPD has not received a letter of protest, a signed installment election form, the uncashed erroneous paycheck, or an employee’s personal check or money order for the net amount of the overpayment, CPD will proceed with recovery via payroll deduction (in accordance with Section IV. Collection Process below). Recovery in this circumstance will be made at the minimum deduction cited below until the overpayment is fully satisfied. Overpayment is recoverable immediately upon notification. If the debt is not repaid upon receipt of notice, subsequent pay will be garnished until there is complete recovery of funds (in accordance with the minimum deductions outlined in Section V. Repayment Installments Through Payroll Deduction below). Agencies must obtain the employee’s signature on a memo acknowledging the payroll deduction. An employee who fails to do so may be terminated.If the employee is terminated and an unpaid balance remains, the Department of Finance will issue the employee a “Miscellaneous Bill.” If the bill is not paid, the Collections Division of the City Law Department will file for a judgment against the employee. If the Court finds in favor of the City, the employee’s earnings from any subsequent employer will be garnished until the principal amount (plus court costs, legal fees, and interest) is paid in full. Regular employees who have been overpaid by an amount of five percent (5%) or less (but not exceeding $100) of their weekly or biweekly base salary or average regular earnings will have the overpayment deducted from a subsequent pay. CPD will notify an Agency when such action will be taken, and the Agency will inform the employee. Employees who have been overpaid in excess of five percent (5%) or more than $100 have four courses of action available to them:They may return the erroneous check, and CPD staff will issue the appropriate replacement check (usually within one business day); They may reimburse the net amount of the overpayment by personal check or money order made payable to the Director of Finance; They may agree to the recovery of the gross overpayment in full by payroll deduction from their next pay; or They may agree to an installment repayment plan by payroll deduction (see Section V. Repayment Installments Through Payroll Deduction below). If an overpayment exceeds $1,000, recovery of all or a portion of the excess may be made by a “cash-in” of accrued vacation or personal leave days. Requests for such consideration must be made in writing by the employee to CPD, who will send the request to the Director of Finance or its designee will approve or disapprove such request. Upon collection of overpayment, CPD staff will correct year-to-date records. Employees who go on Leave Without Pay status are solely responsible for payment of their health insurance premium during that timeframe. Upon the employee’s return, they have the opportunity to enroll in a payroll deduction plan in accordance with Section V. Repayment Installments Through Payroll Deduction below. If the employee does not voluntarily elect to enroll in the payroll deduction plan within two weeks of their return, a double deduction of the insurance premiums will occur until the debt is paid in full. All repayments must be made within a 12 month period. In order to protect the City’s interests, decrease the processing burden, and assist Agencies in controlling their operating budgets, CPD has set the following minimum amounts for payroll deductions: The Central Payroll Manager may approve other repayment plans in individual cases where, for example, the Agency and the employee can demonstrate extraordinary financial hardship caused by a minimum deduction as shown above.Regular employees with annual base salaries of $60,000 or more: $100 per biweekly pay; All other regular employees paid on a biweekly basis: $50 per biweekly pay; and Regular employees paid on a weekly basis: $25 per week. If an employee remains in debt to the City upon separation from the City, this Policy will follow <cite data-path="§AM-205-7">AM-205-7</cite>, Separation and Payment at Termination (AM-205-7), which states that “payment for leave will be withheld in an amount equal to the employee’s indebtedness.” If any unpaid balance still remains, the Department of Finance will issue a “Miscellaneous Bill” to the employee. If the employee does not pay the bill, the Collections Division of the City Law Department will file for a judgment against the employee. If the Court finds in favor of the City, the employee’s earnings from any subsequent employer will be garnished until the principal amount (plus court costs, legal fees, and interest) is paid in full. Violation of this Policy may result in garnishment of wages, a collection process, or disciplinary action, including termination of employment. This Policy was issued pursuant to <cite data-path="§AM-002-1">AM-002-1</cite> and <cite data-path="§AM-002-1-2">AM-002-1-2</cite> Administrative Manual wherein the Department of Human Resources recommended changes to the Administrative Manual to the Board of Estimates for approval. The Department of Human Resources reserves the right to revise or eliminate this Policy at any time. The City’s Board of Estimates reserves the right to approve proposed policy revisions or eliminations as determined by the Department of Human Resources. December 13, 2017 [replaces <cite data-path="§AM-217-3">AM-217-3</cite>] June 1, 1987

December 13, 2017 [replaces <cite data-path="§AM-217-3-1">AM-217-3-1</cite> June 12, 2003]

December 13, 2017

July 9, 1990

This policy provides direction on night or shift differential rates of pay, hours of limitations for such pay, eligibility, pay calculation and affected City personnel. It further specifies the shift differential period. Current negotiated agreements should be consulted for applicability of this policy, rates, and those City employees subject to it. City employees assigned to regularly scheduled night or shift work that begins between 2:00 p.m. and 5 a.m. shall be paid thirty cents (30 cents) per hour above the established rate for each hour worked unless otherwise negotiated except when working such shifts as part of overtime appended to their regular shift, i.e., an employee not regularly assigned to the night shift but who works overtime hours into the night shift. Otherwise, the night differential rate shall be paid at the appropriate overtime rate. Certain employees not regularly assigned to the night shift but who work overtime hours into the night shift, (e.g., CUB employees, et al) shall receive the night differential rate or the appropriate overtime rate for all overtime hours worked into the night shift in excess of 10 hours in a given bi-weekly payroll period. Shift differential will immediately become part of an employee’s base pay for paid leave purposes after they have been assigned to an eligible shift. Night or shift differential does not apply to guards, members of the Fire or Police Departments, or other employees whose emergency assignments start or carry into this period. Certain City employees shall have a period of fifteen (15) minutes appended to their regular workday for the personnel shift changeover. Consult appropriate negotiated agreements for affected employees. Employees shall not be required to work more than sixteen (16) consecutive hours without an eight (8) hour break except in the case of an emergency endangering life, health, or safety. If an employee is required to work for more than sixteen (16) consecutive hours under such an emergency situation, the period shall not exceed twenty-four (24) consecutive hours. January 10, 1990 July 20, 2022

This policy governs the termination of a City employee relative to separation date, payment of accumulated leave entitlement, if any, and use of accumulated leave prior to separation. Employees who are vested in a City retirement system at the time of termination may exercise their option to a deferred retirement or payment of accumulated contributions, if any, at the time of separation. Employees who are terminated without having completed their initial probationary period are not eligible to receive any accrued leave payment except for those FLSA non-exempt employees having compensatory leave balances. If an employee is to terminate City service in good standing, the employee must: <ul> <li>Prepare a letter of resignation specifying the termination date and reason for resignation. The termination date shall be the last date that the employee will be recorded on the City payroll.</li> <li>Submit the letter of resignation to the employee's appointing officer plus 1 copy of the letter to the employee's immediate supervisor at least 5 work days prior to the termination date.</li> <li>Assist in completion of the required EMPLOYEE CLEARANCE CHECKLIST AND EXIT INTERVIEW.</li> </ul> An employee who fails to comply with the above requirements will be regarded as having left City service with prejudice. If an employee terminates in good standing, the official date of separation will be the termination date specified in the letter of resignation. If an employee does not terminate in good standing, the official date of separation will be the last day that the employee was physically present for work. VACATION AND PERSONAL LEAVE Employees may use accumulated vacation and personal leave prior to and including the date of separation. Use of such leave must be in compliance with the City's vacation leave policy and personal leave policy. SICK LEAVE Employees may use accumulated sick leave prior to and including the date of separation, provided that the employee presents satisfactory medical documentation for these days or the agency head verifies such usage. Use of such leave must also be in compliance with the City's sick leave policy. COMPENSATORY LEAVE Compensatory leave may not be used by an employee on the date of separation and/or the 4 work days immediately preceding the date of separation if the employee is FLSA Exempt. Non-exempt FLSA employees may use compensatory leave on the date of separation and 4 work days preceding the date of separation. This section governs accumulated leave payments, as applicable, for vacation, personal leave, sick leave and compensatory leave.VACATION AND PERSONAL LEAVE Employees will normally receive full payment for all accumulated vacation and personal leave which is unused as of the date of separation. SICK LEAVE Conversion of Total Accumulation Employees whose service is terminated under 1 of the conditions listed below will receive payment for sick days accumulated during their service and still unused as of the date of separation. This payment will be computed by the formula appropriate for the employee's authorized bargaining unit; e.g., "1 for 4," or "1 for 3," etc., and shall be deemed a full liquidation of any and all sick leave earned by the employee during the time of his employment. <ul> <li>Retirement with pension benefits.</li> <li>Termination of service without pension benefits after completion of 20 or more years of service.</li> </ul> Conversion of Annual Accumulation Employees whose service is not terminated under 1 of the conditions specified in the previous paragraph and whose date of separation is between June 1 and November 30 will receive 1 day's pay for every 4 sick leave days accumulated during the current administrative sick leave year and still unused as of the date of separation. This payment shall be deemed a full liquidation of any and all sick leave earned by the employee during the current administrative sick leave year. It shall further be deemed a full liquidation of any and all sick leave earned during the time of employment if the employee meets 1 or both of the following conditions: <ul> <li>The employee's service is terminated for a reason other than layoff.</li> <li>The employee is not reemployed within 29 calendar days of the dat of separation.</li> </ul> If the employee is reemployed following a layoff or if he is reemployed within 29 calendar days of the date of separation, he will be credited with any unused sick leave which was not converted to cash at the time of separation. COMPENSATORY LEAVE Employees will not receive payment for any compensatory leave which is unused as of the date of separation unless they are FLSA non-exempt status employees, who will be paid for compensatory leave subject to the 240 hours ceiling. Payment for all leave will be denied to employees whose service is terminated before the completion of their initial probationary period with the City; however FLSA non-exempt employees will be paid compensatory leave balances. If an employee is in debt to the City, payment for leave will be withheld in an amount equal to the employee's indebtedness. An employee should consult with the respective City Employees Retirement System, City Hall, Room 640, relative to their eligibility for retirement benefits either on termination or on a deferred basis. Employees who are not vested but who have made contributions to the retirement system are eligible for a return of their contribution upon separation. July 1, 1989 AM-205-5 AM-205-5-1 AM-205-7-2

The purpose of the severance pay program is to provide equitable compensation to certain executive-level employees (Agency Director, Deputy Director, or Bureau Head) who are not in the Civil Service (“at-will”), upon their separation from city service for a qualifying reason. This policy applies to all non-civil service employees who fall under the direction and authority of the Mayor of the City of Baltimore in the capacity of a Bureau Head or above who are separating from employment for any reason that is not nonfeasance, misfeasance, or malfeasance. Severance pay is not related to employee leave payouts as described in <cite data-path="§AM-205-7">AM-205-7</cite> “Separation and Payment at Termination”. Base pay. “Base pay” means an employee’s salary, which may be reported as an hourly wage, weekly, semimonthly, monthly or annually, excluding shift differentials, temporary pay, benefits, overtime, or other similar non-base pay compensation. Malfeasance. “Malfeasance” means an occurrence when an act that caused an employee separation is intentional. Misfeasance. “Misfeasance” means an occurrence when an act that cause an employee separation is accidental. Nonfeasance. “Nonfeasance” means an occurrence when an employee separates for failure to act when action is required. Severance pay shall be conditioned upon salaries saved by not filling the position for the period of time paid in severance and will only be paid when funds are available in the agency's budget. Severance pay is calculated on base pay only. <table> <thead> <tr> <th colspan="2">Severance Pay Schedule</th> </tr> <tr> <th>Employee Tenure</th> <th>Paid Working Days</th> </tr> </thead> <tbody> <tr> <td>Less than one (1) year</td> <td>No severance allowed</td> </tr> <tr> <td>At least one (1) year but less than three (3) years</td> <td>10 Working Days</td> </tr> <tr> <td>At least three (3) years but less than six (6) years</td> <td>15 Working Days</td> </tr> <tr> <td>At least six (6) years but less than ten (10) years</td> <td>20 Working Days</td> </tr> <tr> <td>More than ten (10) years</td> <td>30 Working Days</td> </tr> <tr> <td>More than twenty (20) years</td> <td>35 Working Days</td> </tr> <tr> <td>More than thirty (3) years</td> <td>40 Working Days</td> </tr> </tbody> </table> Severance pay is contingent upon the non-civil service employee signing the severance agreement and waiving all claims against the City relating to termination of employment with the exception of Unemployment and Worker’s Compensations laws. Severance pay does not include any payment which an employee is entitled to for any other benefits accrued and vested to the employee. This severance policy does not and shall not create employment or compensation rights.

Every employee of the City of Baltimore has a right to a safe and drug-free workplace. Every citizen of Baltimore has a right to require public employees to be alcohol-free and drug-free because public health, safety and welfare are threatened by substance abuse by City employees. The use of illegal drugs and alcohol adversely affects a person’s judgment and response capabilities. Judgment and response are perhaps the two most important attributes which a civil servant, who seeks to discharge assigned duties safely and effectively, can possess. The City of Baltimore believes that the threat to public safety posed by employees who are substance abusers is a legitimate basis for establishing a drug-testing program, as described in this Policy. Substance abuse testing is appropriate when conducted for the purpose of determining whether City employees are using drugs that could affect their ability to safely perform their work. While substance abuse testing is not always required to establish that an employee is abusing drugs or alcohol, it is especially important when there is a disagreement between the employee and the supervisor about the employee’s actions. The City of Baltimore also has a legitimate interest in assuring the public that none of the City's employees are under the influence of drugs or alcohol while on duty, or on call for duty, where applicable, and that they are fully capable of performing their duties. Furthermore, the City of Baltimore has an interest in protecting its employees and supervisors from mistakes and abuse as to the application of this Substance Abuse Policy (Policy). Therefore, there will be no retaliation against any employee who reports the suspected substance abuse of another employee. This policy applies to all employees and those applicants for employment in sensitive positions in the Baltimore City government, except those sworn positions in the Police Department and Fire Department. The Fire and Police Departments shall issue their own departmental policies relating specifically to drug or alcohol abuse, and the employees and applicants for employment in those departments shall be subject to those departmental policies. This policy is intended to be in accordance with Maryland Code: Health-General: Title 17. Laboratories: Subtitle 2. Medical Laboratories: § 17-214. “Job-related alcohol and controlled dangerous substances testing” and all relevant State and Federal regulations. If a conflict ever arises between this Policy and the State or Federal regulations, the State or Federal regulations shall take precedence over this Policy. All applicable State and Federal regulations (including those for Commercial Drivers), but only as to the classes to which they are applicable, are hereby incorporated within this Policy. Abuse- Any of the following activities: <ul> <li>Any use of an illegal drug.</li> <li>Misuse of any over-the-counter drug, in cases where such misuse results in impairment and/or impairs job performance.</li> <li>Use of any prescription drug in a manner inconsistent with its medically prescribed or intended use, or under circumstances where use is not permitted.</li> <li>Use of alcohol where such use results in impairment or impairs job performance. Consumption of alcohol while on duty.</li> <li>Intentional and inappropriate use of any substance, legal or illegal, which impairs job performance.</li> </ul> Accident- A sudden, unexpected event resulting in personal injury and/or property damage. Aftercare- A programmed series of steps outlined to assist a person in continuing sobriety and/or freedom from substance abuse. Alcohol - Ethyl alcohol or ethanol. Applicant - A person who applies to become an employee of the City of Baltimore in a sensitive class, or who applies for promotion to a sensitive class within City government. Breath Alcohol Technician (BAT) - A person who instructs and assists employees in the alcohol testing process and operates an evidential breath- testing device. Chain of Custody- Special handling procedures for specimens taken as evidence of substance abuse. City - The City of Baltimore, its agents, representatives and designees, also called the Employer. Confirmation Drug Test- A second analytical procedure to identify the presence of a specific drug or metabolite, conducted independently of the initial test in order to ensure reliability and accuracy. Any established testing procedure may be used. Department/Agency Head - The chief executive officer of a department, agency or other employment unit. Department of Human Resources (DHR) - The Department of Human Resources as defined in <cite data-doc="City of Baltimore, Md., Charter">the Baltimore City Charter</cite> (1996 Ed.). Department of Transportation (DOT)- The U.S. Department of Transportation. The regulatory agency that sets the requirements for all Commercial Driver License (CDL) holders within the United States. Detoxification - A program that assists a person to withdraw from drugs and/or alcohol in a safe, protective environment. During this period, all medical problems caused by drugs and/or alcohol are addressed and a program of education and motivation is started. Drug - Any substance, including a controlled dangerous substance, taken into the body, including alcohol, which may impair one’s mental faculties, change one’s mood and/or impair one’s physical performance. Employee - Any person employed by the City of Baltimore including any probationary, contractual, seasonal, part-time and temporary employee. This definition excludes any sworn person employed by the Fire and the Police Departments. Employee Assistance Program (EAP) - The City of Baltimore’s counseling and referral program for employees with personal problems. Follow Up Testing - A series of unannounced drug or alcohol tests given to CDL holders for the period of time required by the SAP in accordance with DOT regulations. Human Resources (HR) Designee - Any person designated by a department or agency or other employment unit of the City of Baltimore to perform the human resource function of a department or agency or employment unit. Initial Drug/Alcohol Test- A drug test used to initially detect the presence of alcohol or drugs. Intoxicated - Diminished ability to act with full physical and/or mental capability due to substance use. Mandatory Rehabilitation Program- A program mandated by the City of Baltimore as a condition for continued employment for any employee involved in an on-duty incident involving drugs and/or alcohol. Managed by the EAP, the rehabilitation program may entail several phases of treatment at a professional facility including detoxification, outpatient treatment and aftercare. Medical Review Officer (MRO) Mercy Clinic or other City of Baltimore contracted facility – A licensed physician who is responsible for recording and reviewing laboratory results generated by an employer’s drug testing program and evaluating medical explanations for certain drug test results. Monitor Program- A program managed by the EAP requiring an employee who abuses substances to report periodically on specified occasions. At such time, the employee is required to present documentation of compliance in a counseling program if so assigned, to present verification of attendance at meetings of Alcoholics Anonymous, Narcotics Anonymous or other service groups, and/or to submit to substance abuse testing. Off-Duty - Non-work hours during which an employee is completely relieved of all job-related functions. On Call - Any period of time, during which an employee is expected to remain available for duty whether on or off the work premises, e.g. being available for snow detail or for periods when the City’s emergency plan is in effect. On-Duty - Any period of work-time regardless of whether the employee is allowed to leave the premises or the job-site during periods of inactivity or break. On-Site Testing - The collection of specimens (e.g. urine; breath and possibly others such as saliva) at the City of Baltimore Occupational Medical Services facility, Mercy Clinic after hours, at the Occupational Medical Services at Mercy Hospital in the Emergency Department and performing screening testing at the time of collection with an “immediate result.” Performance Improvement Plan (PIP)– A contract, developed by the employee’s supervisor with the assistance of the department’s HR officer and the EAP, which addresses the employee’s work performance deficiencies, requires complete abstinence from drug and/or alcohol use, and requires successful completion of a Mandatory Rehabilitation Program, (including compliance with EAP treatment recommendations and the Treatment Contract) and periodic drug and/or alcohol testing. Positive test results are then confirmed by standard testing methods. Positive- Indicates the presence of an illegal drug in amount equal to or in excess of the legal cut- off level for alcohol or other drugs, or the unauthorized use of prescription or over-the-counter drugs. Post Accident Testing - Drug or alcohol testing performed after an incident involving a City-owned vehicle or a privately owned vehicle while being used for City business. Pre-placement/Pre-employment Testing- Drug or alcohol testing prior to hiring, transfer, or promotion, but after a contingent offer of employment is made based on passing all requirements and testing. Random Testing - Drug or alcohol testing of certain identified employees using a computer generated random program. Reasonable Suspicion– When an employee in the performance of duties is suspected by a supervisor of drug or alcohol use based upon specific, observations concerning the appearance, behavior, speech or body odors of the employee, which observations provide a reasonable basis to suspect substance abuse. Verifiable deterioration of the employee’s job performance that is likely to be attributable to substance abuse by the employee may also be considered. Refusal to Consent - When an employee or pre-placement candidate refuses to submit to a drug and/or alcohol testing order, or as defined in Section III, D of this Policy. Rehabilitation- A treatment plan determined by an authorized provider and approved by the EAP. Return to Duty Testing – Drug or alcohol testing following an initial positive test to determine whether an employee is able to resume previous job functions after successfully completing all requirements. Sensitive Classes- Those classes that the Department of Human Resources has specifically listed in Appendix B in this document. Sensitive classes include all City drivers and are not limited to the classes listed in Appendix B. The list of sensitive classes shall be updated by the Department of Human Resources as job classes are created, abolished or revised. Those classes may involve positions where there exists: <ul> <li>A substantially significant degree of responsibility for the safety of others; or</li> <li>A potential that impaired performance of the employee could result in death of or injury to the employee or others; or lack of close monitoring of the employee's behavior that reduces the possibility of intervention or assistance by another when necessary.</li> <li>Any category of trust, as defined in <cite data-path="§AM-200-4">AM-200-4</cite>.</li> <li>Any position that is not listed in Appendix B is considered a non-sensitive position.</li> </ul> Substance- Alcohol or drugs. Substance Abuse Control Officer (SACO) - A representative of the department or agency or other employment unit who shall provide confirmation that all necessary grounds for reasonable suspicion are in order and consistent with this Policy, approve and co-sign referrals of employees to Mercy Clinic for drug and alcohol testing, and act as a consultant for all supervisors and employees in matters relating to this Policy. Each department, agency or other employment unit shall have a list of SACOs that is available to all employees. SACOs will be specifically trained to perform all aspects of their position to include HIPAA restrictions and requirements concerning medical information. Their performance shall be evaluated on an annual basis. Substance Abuse Professional (SAP) - A person who evaluates employees who have violated a DOT drug and alcohol regulation and makes recommendations concerning education, treatment, and follow-up testing. The EAP will provide a qualified SAP (under DOT) for the City of Baltimore. Supervisor - A person authorized to train, assign, evaluate, and discipline other employees and to approve leave. Supervisory Monitoring - A process whereby the supervisor of an employee who has violated this Policy closely monitors the employee’s job performance and adherence to the terms of a properly issued Performance Improvement Plan. This shall include regular and unannounced drug and alcohol testing under the Performance Improvement Plan. Treatment Contract- A confidential contract between the Employee Assistance Program (EAP) and the employee developed by EAP. This Contract shall describe steps that shall be taken by the employee in order to be incompliance with a Mandatory Rehabilitation and Monitoring Program. Workplace – Any City-owned or utilized premises or any location where City work is performed, including City vehicles. Employees: Must become familiar with all sections of this Policy. All employees must remain free from drug or alcohol abuse. All employees are responsible for their own physical and mental condition in the workplace. Are urged to report any suspected substance abuse by any other employee during work hours, including lunch periods. Such report shall be made to the supervisor of the suspected employee, a designated SACO, any other supervisor or the Safety office. The identity of the reporting individual will be held confidential to the full extent permitted by law. Must report to their supervisor any arrests or convictions of any drug or alcohol- related crimes, whether on-duty or off-duty, including motor vehicle driving violations such as driving while intoxicated (DWI) or driving under the influence (DUI). This applies to sensitive class employees only, as defined in Appendix B. Must ensure that they comply with all sections of this Policy. Employees who violate this Policy and are given an opportunity for rehabilitation must comply with all requirements of this Policy including all terms of the Treatment Contract and the Performance Improvement Plan. Must successfully complete the Mandatory Rehabilitation Program, in addition to achieving satisfactory performance and attendance on the job in order to maintain employment with the City. Must contact the Employee Benefits Division (410-396-5830) for continuation of health insurance benefits if suspension is without pay for more than 14 days. Supervisors must: Document that reasonable suspicion exists based on specific, current, articulable observations concerning the appearance, behavior, speech or body order of the employee. Secure a SACO to independently verify and approve an order for any permanent employee to be tested, if the supervisor concludes that reasonable suspicion exists for testing. Upon approval by the SACO, the supervisor shall order the employee to proceed with the supervisor’s designee to the MRO or other approved site for testing. Escort (or assign a designee to escort) the employee to the MRO for testing following an accident. Adhere to current procedures for testing. These procedures are set forth in Section III B, “When Testing Is Required”, of this Policy. Not allow any employee to work until questions concerning any possible impairment are resolved. The supervisor may order retesting on subsequent days, as required. Ensure that the employee is returned to duty if the employee’s confirmatory testis negative. Perform the following actions, upon receipt of a first positive test result for an employee or if the supervisor learns through an initial self-disclosure by the employee or disclosure by the EAP of a sensitive class employee's substance abuse problem: Immediately relieve from duty, through leave or suspension for the remainder of the workday, any employee whose initial screening test indicates a positive result. The supervisor shall arrange any transportation necessary to take the employee to his or her home address of record; Work with HR designee to develop a Performance Improvement Plan; Allow employee to use available leave in case of an initial self-disclosure. Refer to Section VII (Disciplinary Actions) of this Policy upon receipt of a second positive test result and forward all letters from the EAP to the agency HR department. Approve, in the appropriate circumstances and through the guidance of the EAP counselor, an employee’s request for leave to enter detoxification or other in- patient rehabilitation. Keep an employee’s test results confidential. The SACO serves as the principal on-site resource person for this Policy and must be familiar with all of the Policy. The SACO must: Independently review the evidence to verify that reasonable suspicion exists for each employee identified by a supervisor for mandatory drug or alcohol testing, including post-accident tests. Approve and sign the Drug/Alcohol Testing order prior to referral to the MRO for testing. Prepare and sign a written confidential report detailing the basis for reasonable suspicion based on specific observations concerning the appearance, behavior, speech or body odors of the employee and/or verifiable deterioration of job performance. This confidential report must be forwarded to the HR designee. Serve as a consultant and answer questions from supervisors and employees regarding this Policy. Testify at disciplinary hearings, if required. Provide assurance that all aspects of his or her responsibilities under this Policy are implemented fairly and impartially. The HR designee must: Provide a copy of the City’s Substance Abuse Control Policy to all employees. Ensure that each employee signs an acknowledgment form for receipt of the Policy. The HR designee will provide training to employees regarding the Policy. Ensure that all supervisors are trained to recognize drug and alcohol symptoms. Be informed of the test results. Test results shall be considered confidential and shall be kept in the employee’s confidential medical file. Notify the manager/supervisor of a positive alcohol/drug test. Meet with any employee who tests positive for drugs/alcohol within 30 days of the positive test to: Provide complete information to the employee about the EAP, including the location, hours of business, telephone number and procedure for requesting leave to visit the EAP; Schedule a mandatory appointment for the employee for counseling at the EAP, to be paid for by the City of Baltimore; Prepare a written Performance Improvement Plan (PIP) for employee with the assistance of the employee's supervisor or the EAP. In conjunction with EAP, assist the supervisor in preparing a Performance Improvement Plan. Provide mandatory testing training for supervisors and SACOs in the areas of random, reasonable suspicion and post-accident testing. Review and update the list of sensitive classes when new positions are created or reclassified and submit such changes to the Department of Human Resources for approval and inclusion to this Policy. Ensure that any employee who tests positive is immediately removed from driving status or operating heavy equipment and that the Safety Officer is notified. Ensure that the appropriate discipline is administered in accordance with this Policy. Identify a sufficient number of SACOs so that they are distributed evenly among all locations and shifts. Maintain a list of current SACOs and make the list available to all managers, supervisors, employees, bargaining agents, and the Office of the Labor Commissioner. Ensure that all SACOs are specifically trained to perform all aspects of their position to include HIPAA restrictions and requirements concerning medical information. Oversee the annual evaluation of SACOs to ensure compliance with City standards. Grant the employee backpay for the length of any leave or suspension if the employee’s confirmatory test is negative. Records of any suspension shall be purged from the employee’s personnel file. Maintain a file on the employee documenting any information provided to the employee, the appointments arranged at the EAP, performance evaluations,reprimands and warnings and other disciplinary actions taken against the employee subsequent to the positive drug test result. The EAP must: Make the determination whether an employee who tests positive for drugs or alcohol is eligible for acceptance into the Program. If eligible, the EAP shall schedule an appointment for the employee upon the referral of the supervisor or HR designee. The only reason an employee would not be eligible for EAP services under this Policy is because of a second positive result. Obtain a copy of the drug test results from the MRO and any other reports from the employee’s supervisor relative to the employee’s work status (i.e.: attendance records, documentation of behavioral problems, etc.). Assess the employee to determine the scope of the drug or alcohol problem. Develop a treatment plan and make a referral for the employee to the appropriate treatment resource. Implement a confidential Treatment Contract with the employee that will specify the terms of a treatment plan and all treatment and monitoring expectations. Assist the supervisor in writing a Performance Improvement Plan for the employee. Make recommendations to the supervisor regarding the employee’s need for leave in order to obtain the appropriate treatment. Create and maintain records concerning compliance with Treatment Contracts, and inform the HR designee of an employee’s non-compliance with the Treatment Contract. Monitor the employee’s treatment and inform the referring supervisor when the employee’s case is closed with the EAP. Provide a Substance Abuse Professional (SAP) for the City. The SAP will evaluate employees who have violated a DOT drug and alcohol regulation. The SAP will make recommendations concerning education, treatment and follow-up testing in accordance with DOT requirements. This paragraph pertains only to employees whose positions are regulated by DOT. Recommend in writing to the employee’s supervisor, the Division of Occupational Safety and the HR designee if an employee in a sensitive position should not operate a City vehicle or perform other sensitive functions. Generally, an employee must meet specific treatment related criteria established by the EAP prior to a recommendation that the employee may return to full duties. (It is the decision of the Division of Occupational Safety to reinstate driving privileges for employees.) Recommend that an employee return to work following a first positive drug or alcohol test provided the following conditions are met: <ul> <li>The employee provides a negative drug and alcohol test either through the MRO or a treatment facility as determined by the EAP;</li> <li>The employee is compliant with all treatment recommendations made by the EAP and/or treatment facility; and</li> <li>The EAP has received a written Performance Improvement Plan from the employee’s supervisor.</li> </ul> Drugs Tested When alcohol testing is required under the provisions of this Policy, breath alcohol tests will be given to detect the presence of: <table> <thead> <tr> <th>Alcohol</th> <th>Initial Test</th> <th>Confirmatory Test</th> </tr> </thead> <tbody> <tr> <td>Ethyl</td> <td>0.02% W/V</td> <td>0.02% W/V</td> </tr> <tr> <td>Ethanol</td> <td>0.02% W/V</td> <td>0.02% W/V</td> </tr> </tbody> </table> If the alcohol test indicates an amount equal to or greater than .02% but less than .04%, refer to Section VII. If the alcohol test indicates an amount equal to or greater than .04%, the results shall be called “positive.” Upon receipt of a report of a “positive” test result the supervisor must refer to Section VII for disciplinary action. For all employees – where drug testing is required urinalysis tests will be given to detect the presence of: <table> <thead> <tr> <th>Type of Drug or Metabolite</th> <th>Initial Test</th> <th>Confirmatory Test</th> </tr> </thead> <tbody> <tr> <td>Marijuana metabolites</td> <td>50 ng/mL</td> <td>15 ng/mL</td> </tr> <tr> <td>Cocaine metabolites (Benzoylecgonine)</td> <td>300 ng/mL</td> <td>150 ng/mL</td> </tr> <tr> <td>Amphetamines Amphetamine Methamphetamine</td> <td> 1000 ng/mL </td> <td> 500 500 ng/mL (Specimen must also contain amphetamine at a concentration of greater than or equal to 200 ng/mL). </td> </tr> <tr> <td> Opiate metabolites Codeine Morphine 6 Acetylmorphine </td> <td>2000 ng/mL</td> <td> 2000 ng/mL 2000 ng/mL 10 ng/mL Test for 6-AM in the specimen. Conduct this test only when specimen contains morphine at a concentration greater than or equal to 2000 ng/mL </td> </tr> <tr> <td>Phencyclidine (PCP)</td> <td>25 ng/mL</td> <td>25 ng/mL</td> </tr> </tbody> </table> Only applicants in sensitive classes sent for pre-placement and promotional drug testing shall also be subject to urinalysis tests to detect the presence of: <table> <thead> <tr> <th>Type of Drug or Metabolite</th> <th>Initial Test</th> <th>Confirmatory Test</th> </tr> </thead> <tbody> <tr> <td>(1) Methadone</td> <td>300 ng/mL</td> <td>200 ng/mL</td> </tr> <tr> <td>Benzodiazepines</td> <td>300 ng/mL</td> <td>200 ng/mL</td> </tr> </tbody> </table> If the drug test result indicates an amount equal to or greater than the level indicated above, the results shall be called “positive” based on an MRO review. Upon receipt of a report of “positive” test result the supervisor must refer to Section VII E for disciplinary action. This list is not intended as an exhaustive inventory of every drug that may be tested for by the City. The selection of drugs will be based upon known abuses in the community and the recognized ability of the drug to affect an employee’s performance. The City shall notify its workforce and the bargaining unit agents representing City employees when a drug is added to the list for which testing is required. The MRO shall report all positive test results to the HR designee when drug or alcohol testing has been ordered. When Testing Is Required <table> <thead> <tr> <th>Non-Regulated*</th> <th>Regulated (CDL)</th> </tr> </thead> <tbody> <tr> <td>Biennial (CDL only)</td> <td>Follow-up</td> </tr> <tr> <td>Post-Accident</td> <td>Post-Accident</td> </tr> <tr> <td>Probationary and Temporary Employees</td> <td>Pre-employment/Pre-placement</td> </tr> <tr> <td>Random (sensitive employees)</td> <td>Random</td> </tr> <tr> <td>Reasonable Suspicion/For Cause</td> <td>Reasonable Suspicion/For Cause</td> </tr> <tr> <td>Supervisory Monitoring</td> <td>Return to Duty</td> </tr> <tr> <td>Return to Duty</td> <td></td> </tr> </tbody> <tfoot> <tr> <td colspan="2">*Note: Non-regulated tests apply to all employees (including CDL holders for biennial physicals). Regulated tests apply to CDL drivers only.</td> </tr> </tfoot> </table> For any CDL holder who violates this Policy or a DOT drug or alcohol regulation and seeks to resume the performance of sensitive functions, follow-up drug and alcohol testing shall be performed as follows: The SAP shall establish a written follow-up drug and alcohol testing plan. This Plan shall not be established until after the SAP determines that the CDL holder has successfully complied with all recommendations for education and/or treatment. The SAP shall present a copy of this plan directly to the HR designee. The SAP is the sole determiner of the number and frequency of follow-up tests and whether these tests will be for drugs, alcohol, or both, less otherwise directed by the appropriate DOT agency regulation. The SAP shall, at a minimum, direct that the employee be subject to six unannounced follow- up tests in the first 12 months of sensitive duty following the employee’s return to sensitive functions. The SAP may require a greater number of follow-up tests during the first 12- month period of sensitive duty. The SAP may also require follow-up tests during the first 48 months of sensitive duty following the first 12-month period. The SAP shall not establish the actual dates for the follow-up tests prescribed. The City shall not impose additional testing requirements on the employee that exceed the SAP’s follow-up testing plan. The requirements of the SAP’s follow-up testing plan shall “follow” the CDL holder through breaks in service, transfers or change in assignment. The SAP may modify the determinations concerning follow-up tests. However, the SAP shall not modify the requirement that the CDL holder take at least six follow-up tests within the first 12 months after returning to the performance of sensitive functions unless follow-up testing is conducted as directed by the SAP. The department shall carry out the SAP’s follow-up testing requirements. The department shall not allow the CDL holder to continue to perform sensitive functions unless follow-up testing is conducted as directed by the SAP. The department shall schedule follow-up tests on dates of the department’s choosing, but shall ensure that the tests are unannounced with no discernable pattern as to timing. The CDL holder shall not be given advance notice of testing. The department shall not substitute any other tests (e.g., those carried out under the random testing program) conducted on the employee for this follow-up testing requirement. The City shall not count a follow-up test that has been cancelled by the supervisor as a completed test. A cancelled follow-up test must be rescheduled. Post-Accident TestingAs soon as practicable following a motor vehicle accident involving the loss of human life, the supervisor shall order the testing of the employee operating the City vehicle at the time of the accident. The supervisor shall also order the testing of all other employees whose performance could have contributed to the accident, as determined by the supervisor using the best information available at the time of the decision. The supervisor shall ensure that any employee required to be tested for drugs and/or alcohol under this section is tested as soon as practicable and within 24 hours of the accident. Any employee who is subject to post-accident testing who fails to remain readily available for such testing, including notifying all relevant persons as required in AM-501 (City-Owned Vehicle Policy), shall be deemed by the City to have refused to submit/consent to drug and/or alcohol testing. Nothing in this section shall be construed to require the delay of necessary medical attention for any injured employee following an accident or to prohibit an employee from leaving the scene of an accident for the period necessary to obtain assistance in responding to the accident or to obtain necessary emergency medical care. If an alcohol test required by this section is not administered within two (2) hours following the accident, the supervisor shall prepare and maintain on file a record stating the reasons the test was not promptly administered. Non-fatal Accidents As soon as practicable following an accident not involving the loss of human life and/or property damage in which a City vehicle is involved, the supervisor shall order the testing of the employee operating the City vehicle at the time of the accident unless the supervisor determines, using the best information available at the time of the decision, that the employee’s performance can be completely discounted as a contributing factor to the accident. The supervisor shall also order the testing of all other employees whose performance could have contributed to the accident, as determined by the supervisor using the best information available at the time of the decision. The supervisor shall ensure that any employee required to be tested for drugs and/or alcohol under this section is tested as soon as practicable and within 24 hours of the accident. Any employee who is subject to post-accident testing who fails to remain readily available for such testing, including notifying all relevant persons as required in AM-501 (City-Owned Vehicle Policy), shall be deemed by the City to have refused to submit/consent to drug and/or alcohol testing. Nothing in this section shall be construed to require the delay of necessary medical attention for any injured employee following an accident or to prohibit an employee from leaving the scene of an accident for the period necessary to obtain assistance in responding to the accident or to obtain necessary emergency medical care. If an alcohol test required by this section is not administered within two (2) hours following the accident, the supervisor shall prepare and maintain on file a record stating the reasons the test was not promptly administered. Pre-employment/Pre-placement Testing Applicants for non-sensitive classes will not be subject to pre-employment drug or alcohol testing. Only applicants in sensitive positions (those listed in Appendix B) shall be subject to drug and alcohol testing prior to placement in a City position. Any applicant who tests positive shall be denied the opportunity to apply for City employment for a period of one year from the date of a positive test result. In cases of existing City employees designated for promotion to a sensitive class, drug and alcohol testing shall be required prior to promotion. Any employee who tests positive shall be denied promotion to a sensitive class. Prior to the first time a driver performs sensitive functions for the City, the driver shall be subject to drug and alcohol testing. No City agency shall allow a driver, who that agency intends to hire or use, to perform sensitive functions unless that Agency has received a drug and alcohol test result indicating a verified negative test result for that driver. Testing for Probationary (Initial and Promotional) and Temporary Employees Probationary employees in sensitive classes must be tested at least three times during the probationary period without prior notice to the employees. Probationary employees in non-sensitive classes must be tested on a random basis up to three times during the probationary period. Temporary employees shall be subject to reasonable suspicion testing and must be terminated immediately upon confirmation of a positive test result. Employees promoted into sensitive class positions must be tested according to the requirements of the positions. If the promotion is to a position requiring a CDL, then the employee will be subject to the CDL drug screening. If the promotion is to a sensitive, non- CDL class, the pre-placement drug screening requirements apply. Probationary (non-promotional) and temporary employees are not entitled to participation in the City’s rehabilitation program nor continued employment with the City. NOTE: A SACO is not required for testing of temporary and non-promotional probationary employees. Random Testing – CDL and Sensitive Class Employees All CDL holders shall be subject to regulated drug and alcohol testing and all employees in non-CDL sensitive job classifications shall be subject to unscheduled drug and alcohol testing on a random basis without the need of a Performance Improvement Plan as follows: Employees shall be randomly selected for a drug or alcohol test using a computer-based random number generator that is matched with the drivers' Social Security numbers or payroll identification numbers. Separate selections will be made for drug testing and for alcohol testing. Management shall have no input in the selection of employees for testing. Drug and alcohol testing shall be unannounced and the employee shall be tested immediately upon notification. Efforts will be made to ensure that the dates for administering tests are spread reasonably throughout the calendar year. All active employees in sensitive job classifications shall be included in this selection program. Employees who have been tested shall remain in the random pool and could be re- tested at any time. Alcohol testing may occur just before, during or after an employee performs a sensitive function. Employees selected for random testing must proceed to the test site immediately. If, however, the employee is selected while performing a sensitive job function, the supervisor shall escort the employee to the testing site as soon as is reasonable so as not to cause unnecessary disruption in the work being performed. Reasonable Suspicion Where there is reasonable suspicion of drug and/or alcohol abuse by an employee, the supervisor shall call upon the SACO who shall be asked to independently verify and approve an order for the employee to submit to drug and/or alcohol testing by the MRO. If a reasonable suspicion test is required by the SACO but not performed within two hours of the order for the test, the reason for delay must be documented. Reasonable suspicion of substance abuse may be based upon, among other things, any of the following: An on-duty accident where the employee does not or cannot reasonably explain his or her behavior, or where there is evidence that the employee may have been using or under the influence of drugs or alcohol. An on-duty incident, such as a medical emergency or altercation, that is likely to be attributable to drug or alcohol use by the employee. Supervisory observation of behavior by the employee, which demonstrates that the employee may be unable to perform the employee’s job satisfactorily or which may pose a threat to the safety or health of the employee or others. Such behavior may include mental confusion, slurred speech, and the smell of alcohol or marijuana, unusually slow reflexes, unusual appearance of eyes or skin or other symptoms of drug or alcohol use. Reports from non-supervisory employees or private citizens that any supervisory or non- supervisory employee is using or is under the influence of drugs or alcohol, which have been confirmed. A confirmed report may be obtained through corroboration from another witness or source, or through physical evidence. Physical evidence of drug or alcohol use on duty by the employee. Verifiable deterioration of the employee’s job performance that, using the best information available at the time of the decision in addition to other observed behaviors, is likely to be attributable to substance abuse by the employee. A report of off-duty drug or alcohol abuse may be sufficient to presume a cause of a deterioration of performance. A supervisor who suspects substance abuse, or who receives a report of suspected substance abuse, shall initiate an investigation and contact the SACO before testing is prescribed for the employee. The SACO and the supervisor must co-sign any order for testing. Before testing is ordered, the suspected employee shall be told of the evidence supporting reasonable suspicion of substance abuse. The employee shall have the opportunity to respond to the allegations. Drug testing is not required where the employee does not contest the charge of substance abuse. However, if there is disagreement about how much alcohol was consumed or which substance(s) were used, the supervisor and SACO shall order the employee to submit for drug and/or alcohol testing through the MRO. For sensitive classes, emphasis shall be placed on the potential hazard that can be caused by substance abuse, without requiring an additional demonstration of poor work performance. Employees reporting to the MRO shall be subject to testing under the following circumstances: If an on-duty employee is sent to the MRO for any examination or treatment(even when substance abuse is not suspected) and if in the judgment of the MRO drug and/or alcohol abuse is suspected, the MRO shall act in the capacity of both the supervisor and the SACO to order a drug test. A positive drug test result shall be reported to the HR designee. For employees who are on medical or accident leave, the MRO may require those employees who appear at the clinic for examination or therapy to be tested for substance abuse if in the judgment of the MRO, the employee’s conduct and appearance suggests that the employee is impaired. A positive test result shall be reported to the HR designee. Return to Duty Testing If an employee seeks to return to the performance of job functions following an initial positive test, the HR designee shall ensure that the employee takes a return-to-duty test. This test cannot occur until after the EAP has determined that the employee is in compliance with prescribed treatment. The HR designee must receive a negative drug and/or alcohol test result before the employee may resume the performance of duties. Supervisory Monitoring Employees who have tested positive or self-disclosed a substance abuse problem to a supervisor and are under a Performance Improvement Plan will be subjected to unscheduled testing as follows: Drug and alcohol testing shall be unannounced, and the employee shall be tested immediately upon notification. Efforts will be made to ensure that the dates for administering tests are spread reasonably throughout the calendar year. The employee’s supervisor, HR designee or the EAP may order testing under the Performance Improvement Plan (PIP). Employees ordered to report for unscheduled drug and/or alcohol testing must be escorted to the testing site immediately. If, however, the employee is performing a sensitive function at the time of the notification, the supervisor shall instead ensure that the employee ceases to perform the sensitive function before that employee proceeds to the testing site. Testing Procedure Testing should occur as soon as possible, but in any event, under circumstances that will ensure that the test will accurately indicate the condition of the employee at the time of the incident. All tests will be arranged through the MRO or through the closest available medical facility that is both certified under federal and state standards and able at the time to conduct the test under reliable conditions. Any certified testing procedure may be used. At the time of testing, non-CDL employees and applicants in sensitive positions may provide a list of those medications that they have recently used. The list of medications, if provided, shall be sealed and held as confidential until there has been a positive test result. In the event of a confirmed positive test result, the list of medications shall only be disclosed to the medical professional that will determine whether the positive result was due to the lawful use of any of the listed medications. In the case of CDL holders, no list of medications shall be obtained prior to testing. The MRO may require that the employee submit proof of a prescription, and/or sign a release for additional medical information.Breath Examinations Any device or instrument used to measure an employee’s breath alcohol level shall meet all State and federal regulations. In case of suspected alcohol abuse, breath specimens will be taken at the testing site by having the employee exhale into the monitoring tube of the test instrument. The employee will be advised of any abnormal results. Urine Examinations When urine specimens are necessary, such specimens will be obtained by having the employee void into a collection container, and the sample shall be split into two individual specimen bottles in the presence of the employee. The employee will verify that the labels on the containers are marked with his/her name and social security number. One specimen bottle, containing at least 30 ml of urine, will be used for initial drug and confirmatory tests and then frozen. The second specimen, containing at least 15 ml of urine, will be refrigerated or frozen and retained at the laboratory for possible use for split sample testing. Any positive findings will require a second independent confirmatory test with the integrity of the specimens maintained by the appropriate chain of custody. The above urine testing procedures shall be subject to change, as required for compliance with State and federal regulations. Urine specimens exhibiting abnormal pH levels, temperature, or other chemical abnormalities indicating possible adulteration will be rejected. Notification will be placed in the employee’s chart that an adulteration specimen was received. The employee should be notified of such an entry on the chart. Any request for further testing of a split sample must be made by the employee or the applicant in a sensitive position in writing and reach the MRO within five (5) business days of receipt of the results of the confirmatory test. The additional testing, at a City approved facility, shall be the financial responsibility of the employee. Refusal to Consent Applicants for employment to sensitive classes and applicants for promotion to positions in sensitive classes must consent to drug and alcohol testing as a condition for employment. Applicants in sensitive positions who refuse their consent to the required testing shall be denied employment or promotion. A refusal to consent is insubordination and will result in disciplinary action. An employee who is ordered to submit to a drug or alcohol test who refuses to consent will be subject to disciplinary action as stated in Section VII, C of this Policy and Rule 56 of the Civil Service Commission Rules. An employee has refused to consent to take a drug test if the employee: <ul> <li>Failed to cooperate with any part of the testing process (e.g., refused to empty pockets when so directed by the collector, behaved in a confrontational way that disrupts the collection process);</li> <li>Failed to remain readily available for post-accident testing;</li> <li>Failed to appear for any test (except a Pre-Placement test) within two hours after being directed to do so by a supervisor, HR designee, SACO, Division of Occupational Safety personnel, or EAP;</li> <li>Failed to remain at the testing site until the testing process is complete;</li> <li>Failed to provide a urine specimen for any drug test required by this section or DOT regulations;</li> <li>Failed to permit the observation or monitoring of the provision of a specimen in the case of a directly observed or monitored collection in a drug test;</li> <li>Failed or declined to take a second test the City, MRO or collector has directed;</li> <li>Failed to undergo a medical examination or evaluation, as directed by the MRO as part of the verification process;</li> <li>Failed to provide a sufficient amount of urine when directed, and it has been determined, through a required medical evaluation, that there is no adequate medical explanation for the failure:</li> <ul> <li>The employee must provide at least 45 milliliters of urine for a split specimen collection,</li> <li>If the employee has not provided the required quantity of urine, the specimen shall be discarded. The collection site person shall direct the employee to drink up to 40 ounces of fluid, distributed reasonably through a period of up to three hours, or until the employee has provided a new urine specimen, whichever occurs first. If the employee refuses to drink fluids as directed or to provide a new urine specimen, the collection site person shall terminate the collection and notify the employer that the employee has refused to submit to testing,</li> <li>If the employee has not provided a sufficient specimen within three hours of the first unsuccessful attempt to provide the specimen, the collection site person shall discontinue the collection and notify the MRO,</li> <li>Any employee who does not provide (as soon as possible after the attempted provision of urine) sufficient urine to obtain an evaluation from the MRO concerning the employee’s ability to provide an adequate amount of urine.</li> <li>If the MRO determines, in his or her reasonable medical judgment, that a medical condition has, or with a high degree of probability, could have, precluded the employee from providing an adequate amount of urine, the employee’s failure to provide an adequate amount of urine shall not be deemed a refusal to take a test. For purposes of this paragraph, a medical condition includes an ascertainable physiological condition (e.g., a urinary system dysfunction) or a documented pre-existing psychological disorder, but does not include unsupported assertions of “situational anxiety” or dehydration. The MRO shall report his or her conclusions (setting forth the basis for it, which shall not include detailed information on the medical condition of the employee) to the HR designee in writing.</li> <li>If the MRO, in his or her reasonable medical judgment, is unable to make the determination set forth in paragraph D,4,a; the employee’s failure to provide an adequate amount of urine shall be regarded as a refusal to take a test. The MRO shall report his or her conclusions (setting forth the basis for it, which shall not include detailed information on the medical condition of the employee) to the HR designee in writing.</li> <li>A specimen temperature outside the range of 32 degrees - 38 degrees C/90 degrees-100 degrees F constitutes a reason to believe that the employee has altered or substituted the specimen.</li> <li>Whenever there is reason to believe that a particular employee has altered or substituted the specimen as described in this section, a second specimen shall be obtained as soon as possible under the direct observation of a collection site person. All specimens suspected of being adulterated shall be forwarded to the laboratory for testing.</li> </ul> <li>Failed to provide an adequate amount of breath:</li> <ul> <li>This section sets forth procedures to be followed in any case in which an employee is unable or alleges inability to provide an amount of breath sufficient to permit a valid breath test because of a medical condition,</li> <li>The Breath Alcohol Technician (BAT) shall again instruct the employee to attempt to provide an adequate amount of breath. If the employee refuses to make the attempt, the BAT shall immediately inform the MRO,</li> <li>If the employee attempts and fails to provide an adequate amount of breath, the BAT shall so note in the “Remarks” section of the breath alcohol testing form and immediately inform the MRO,</li> <li>If the employee attempts and fails to provide an adequate amount of breath, the employee shall obtain, as soon as practical after the attempted provision of breath, an evaluation from the MRO concerning the employee’s medical ability to provide an adequate amount of breath.</li> <li>If the MRO determines, in his or her reasonable medical judgment, that a medical condition has (or with a high degree of probability, could have) precluded the employee from providing an adequate amount of breath, the employee’s failure to provide an adequate amount of breath shall not be deemed a refusal to take a test. The MRO shall provide to the HR designee a written statement of the basis for his or her conclusion.</li> <li>If the MRO, in his or her reasonable medical judgment, is unable to make the determination set forth in this section, the employee’s failure to provide an adequate amount of breath shall be regarded as a refusal to take a test. The MRO shall provide a written statement of the basis for his or her conclusion to the HR designee.</li> </ul> </ul> Privacy In Drug Testing Urine shall be provided in a private room with a toilet. In cases when the employee has had a previous positive test result or where there is suspicion of tampering with the specimen, the specimen shall be taken under observation. The employee may request that the observer be of the same gender.Confidentiality of Test Results Only the Department Head or HR designee, EAP, the Division of Occupational Safety and employee shall be informed of positive test results by the MRO. The positive test results shall be a part of the employee’s confidential Human Resource medical file. This file shall be maintained separately from any other personnel file. Except for those authorized by law as having the right of access to test results, only those members of management who have a need to know of test results shall be made aware of any test results. As part of the employee’s personnel file, test results may be offered as evidence at legal hearings held by City, State and federal agencies only as permitted under 49 CFR 40.321. The testing laboratory shall destroy the records of unconfirmed positive test results. The City allows employees to voluntarily seek detoxification/rehabilitation treatment for substance abuse problems through the EAP. The employee shall be expected to comply with all treatment recommendations made by the EAP. In order for an employee’s admission of a drug and/or alcohol problem to be considered voluntary, the disclosure must be made prior to the employee being ordered for drug and/or alcohol testing and prior to disclosure to a supervisor of an alcohol or drug problem. If there is a need for rehabilitation that involves loss of time from the workplace, the employee may request appropriate leave. All requests for leave are governed by the leave policies of the City. Voluntary referrals for non-sensitive class employees shall be considered confidential and generally no information will be released to a supervisor by the EAP. If the voluntary referral is related to an employee in a sensitive job classification, the EAP counselor shall inform the employee’s supervisor and recommend that the employee not perform those sensitive job duties until specific treatment criteria are met and the supervisor is notified otherwise in writing. If an employee discloses a substance abuse problem for the first time to the Employer, the employee’s supervisor shall make a referral to the EAP for the employee. At the time of the disclosure to the supervisor, the supervisor shall not order the employee to submit to a drug or alcohol test. Self-disclosure does not constitute a positive test. The employee will be expected to complete a Mandatory Rehabilitation Program and comply with a Treatment Contract with the EAP. A Performance Improvement Plan shall be implemented and signed by the employee and the employee’s supervisor. Failure to comply with the Performance Improvement Plan will result in a disciplinary action consistent with this Policy. A subsequent self-disclosure will result in a drug/alcohol test during the period of the PIP. As a requirement under this Policy, the supervisor shall establish a written Performance Improvement Plan (PIP) for substance abusing employees. The PIP shall be in effect for a period of one year from the date of the initial positive test. The employee shall comply with all terms of the PIP. Failure to comply shall result in disciplinary action consistent with this Policy. The PIP shall include: <ul> <li>The employee’s work performance deficiencies; Satisfactory attendance;</li> <li>The required standards of performance;</li> <li>The deadline for compliance with such standards; Complete abstention from drug and alcohol use;</li> <li>Successful completion of the Mandatory Rehabilitation Program as stated in the EAP Treatment Contract;</li> <li>Periodic drug and alcohol monitoring while the PIP is in effect; and</li> <li>The appropriate disciplinary action to be imposed for violation of the PIP. The PIP may include other options such as:</li> <ul> <li>additional job-related training; sick leave to receive therapy; leaves of absence; and closer supervision.</li> </ul> </ul> Technical assistance for supervisors in preparing a PIP shall be available from the HR designee and the EAP. A sample PIP is attached to this Policy as Appendix E. Probationary Employee Restriction A probationary employee who receives a confirmed positive test result, or who intentionally tampers with a sample provided for drug screening, or who falsifies identification or test results, shall be terminated during probation, and shall be denied the opportunity to apply for City employment for a period of one year. Failure to Comply with a Performance Improvement Plan Any employee who fails to comply with any portion of a Performance Improvement Plan, including successful completion of required rehabilitation on or before the deadline, shall be recommended for discipline up to and including termination. Refusal to Consent First Refusal to Consent to testing shall result in a 5-day unpaid suspension and placement on a Performance Improvement Plan. The employee must submit to a drug and/or alcohol test before returning to duty following a suspension or shall be recommended for termination. Second Refusal to Consent to testing shall result in a recommendation for termination of the employee. Consequences of a First Positive Alcohol Test Result Any employee in a sensitive class arrested for a DUI or DWI (on or off duty) shall be referred to the EAP and subject to a Performance Improvement Plan to the extent recommended by the EAP. Any employee in a sensitive class convicted of a DUI or DWI (on or off duty) shall be considered to have a positive alcohol test result under this Policy. Any employee who tests .02% W/V or above but less than .04% for alcohol shall be immediately removed from work for a minimum of twenty-four (24) hours. A Return to Duty test will not be required prior to the employee’s return to work. Any employee who tests .04% W/V or above for alcohol shall be immediately removed from the work site and suspended without pay for five (5) days. The employee shall be recommended for termination if: <ul> <li>The employee is currently subject to a Performance Improvement Plan to remain drug-free or alcohol-free; or</li> <li>The employee had been required to participate in a rehabilitation program within a period of three (3) years of a positive initial test for an employee working in a non-sensitive class and within a period of five (5) years of an initial positive test for an employee working in a sensitive class; or</li> <li>The employee refuses to participate in, or fails to successfully complete an approved rehabilitation program; or</li> <li>The employee is convicted of an alcohol-related felony within the past three (3) years, for a sensitive or non-sensitive class or the employee is convicted of any controlled dangerous substance offense within the last three (3) years.</li> </ul> A first offender who is not a CDL holder, whose conduct does not fit into the above categories, shall be referred to the EAP for mandatory participation in a rehabilitation program. This does not guarantee employment in the same position. If the employee is a CDL holder, the employee shall be referred to a SAP for evaluation or recommended for termination in accordance with the Policy. The employee shall not be returned to work unless the City receives confirmation of a negative Return to Duty Drug Test. If the employee is returned to work, he or she shall be subject to follow-up testing as described by the policy. Consequences of a First Positive Drug Test Result An employee, who has a confirmed positive result for the first time, shall be recommended for termination if: <ul> <li>The employee is currently subject to an Performance Improvement Plan to remain drug-free or alcohol-free; or</li> <li>The employee had been required to participate in rehabilitation program within three (3) years of an initial positive test for an employee working in a non- sensitive class and within five (5) years of an initial positive test for an employee working in a sensitive class; or</li> <li>The employee refuses to participate in, or fails to successfully complete an approved rehabilitation program; or</li> <li>The employee is convicted of an alcohol-related felony within the last three (3) years; or</li> <li>The employee is convicted of any controlled dangerous substance offense within the last three (3) years.</li> </ul> A first offender who is not a CDL holder, whose conduct does not fit into the above categories, shall be referred to the EAP for mandatory participation in a rehabilitation program. This does not guarantee employment in the same position. The employee shall not be returned to work unless the City receives confirmation of a negative Return to Duty Drug test after a five (5) day suspension without pay. After the five (5) day suspension without pay, the employee may use accumulated leave to cover any necessary absences. If the employee is a CDL holder, the employee shall be referred to a SAP for evaluation or recommended for termination in accordance with this Policy. The employee shall not be returned to work unless the City receives confirmation of a negative Return to Duty Drug Test. If the employee is returned to work, he or she shall be subject to follow- up testing as described by this Policy. Consequences of a Subsequent Positive Drug or Alcohol Test Result If a non-sensitive class employee has tested positive, whether or not the employee has completed a Mandatory Rehabilitation Program and later tests positive for drugs or alcohol within 3 years from the date of the original test, then the employee shall be recommended for termination. If an employee in a sensitive class has tested positive, whether or not the employee has completed a Mandatory Rehabilitation Program, and later tests positive for drugs or alcohol within 5 years from the date of the original test, then the employee shall be recommended for termination. For those employees who test positive after completing the time period specified in the proceeding paragraph for their class, disciplinary actions will be based on Section D for positive alcohol test and Section E (above) for a positive drug test. No employee may be afforded more than two opportunities for rehabilitation. An employee shall be recommended for termination after two successful completions of mandatory rehabilitation programs and subsequently tests positive for drug and/or alcohol. Any employee who tampers with a sample provided for drug screening, violates chain-of-custody or identification procedures, or falsifies a test result shall be recommended for termination. Applicants in sensitive positions and employees who test positive may appeal to the Baltimore Occupational Medical Services’ MRO, who is a physician, to request testing of a split specimen sample. Decisions of the MRO regarding the interpretation of an individual’s test results are subject to further appeal through the grievance and Civil Service processes. Permanent employees are entitled to follow the established grievance procedure for any violations of this Policy. Classified Civil Service employees must follow the regular Civil Service appeal procedures if they are terminated demoted or suspended for more than 30 days as a result of this Policy and wish to appeal the disciplinary action. In the event that drug or alcohol tests are found to be improperly ordered by the supervisor and SACO, the test results shall be declared invalid and all records of the test results shall be removed from the employee’s files. Effective January 1, 1995, under the federal Omnibus Transportation Employee Testing Act of 1991, vehicle drivers who retain a (Maryland) Commercial Drivers License (CDL) are required to submit to drug and alcohol testing. Many of the CDL requirements are discussed in other areas of this Policy. The drug testing rules cover the same drivers as the alcohol testing rules, however, the types of tests required and the circumstances requiring them may differ. For drug testing the types are:Pre-employment (This is required by federal standard as opposed to alcohol testing pre- employment which is not federally mandated): See Section III of this Policy for details on this required testing. Reasonable suspicion – conducted when a trained supervisor or City official observes behavior or appearance that is characteristic of drug misuse. See Section III of this Policy for details on this required testing. Post-accident – conducted after accidents on drivers whose performance should have contributed to the accident (as determined by Section III of this Policy). Random – conducted on a random unannounced basis and shall comply with all requirements of Section III. Return-to-Duty – conducted when an individual who has violated the prohibited drug conduct standards returns to performing sensitive duties. See Section III of this Policy for details on this required testing. Follow-up – shall exist, for each employee who has committed a DOT drug or alcohol regulation violation, and who seeks to resume the performance or sensitive functions under a written follow-up testing plan established by the SAP. The SAP – shall not establish this plan until after the SAP determines that the employee has successfully complied with all recommendations for education and/or treatment. The SAP – shall present a copy of this plan directly to the Agency. The SAP – is the sole determiner of the number and frequency of follow-up tests and whether these tests will be for drugs alcohol or both. Sensitive classes include all City drivers and are not limited to the classes listed herein. Such classes have a substantially significant degree of responsibility for the safety of others and/or a potential in which impaired performance of the employee could result in death of or injury to the employee or others. <table> <thead> <tr> <th>Job Code</th> <th>Description</th> </tr> </thead> <tbody> <tr> <td>33352</td> <td>911 Lead Operator</td> </tr> <tr> <td>33351</td> <td>911 Operator</td> </tr> <tr> <td>33355</td> <td>911 Operator Supervisor</td> </tr> <tr> <td>10257</td> <td>Agency IT Associate</td> </tr> <tr> <td>33146</td> <td>Agency IT Associate (Civil Service)</td> </tr> <tr> <td>33152</td> <td>Agency IT Manager - I</td> </tr> <tr> <td>33153</td> <td>Agency IT Manager - II</td> </tr> <tr> <td>10262</td> <td>Agency IT Manager I</td> </tr> <tr> <td>10263</td> <td>Agency IT Manager II</td> </tr> <tr> <td>10269</td> <td>Agency IT Manager III</td> </tr> <tr> <td>33157</td> <td>Agency IT Manager III (Civil Service)</td> </tr> <tr> <td>10258</td> <td>Agency IT Specialist I</td> </tr> <tr> <td>33147</td> <td>Agency IT Specialist I (civil service)</td> </tr> <tr> <td>33148</td> <td>Agency IT Specialist II</td> </tr> <tr> <td>10259</td> <td>Agency IT Specialist II (Non-Civil)</td> </tr> <tr> <td>10260</td> <td>Agency IT Specialist III</td> </tr> <tr> <td>33149</td> <td>Agency IT Specialist III (Civil Service)</td> </tr> <tr> <td>33154</td> <td>Agency IT Specialist IV</td> </tr> <tr> <td>10267</td> <td>Agency IT Specialist IV (Non-Civil)</td> </tr> <tr> <td>33150</td> <td>Agency IT Supv/Project Manager</td> </tr> <tr> <td>10261</td> <td>Agency IT Supv/Project Manager (Non-Civil)</td> </tr> <tr> <td>00808</td> <td>Alcohol Assessment Counsel I</td> </tr> <tr> <td>00807</td> <td>Alcohol Assessment Counsel II</td> </tr> <tr> <td>00803</td> <td>Alcohol Assessment Counsel III</td> </tr> <tr> <td>00802</td> <td>Alcohol Assessment Dir Coord</td> </tr> <tr> <td>33145</td> <td>Analyst/Programmer Supervisor</td> </tr> <tr> <td>41413</td> <td>Animal Control Investigator</td> </tr> <tr> <td>41411</td> <td>Animal Enforcement Officer</td> </tr> <tr> <td>83215</td> <td>Aquatic Center Director</td> </tr> <tr> <td>83115</td> <td>Aquatic Center Leader</td> </tr> <tr> <td>71425</td> <td>Assistant Watershed Manager</td> </tr> <tr> <td>82121</td> <td>Associate Teacher Preschool (Civil Service)</td> </tr> <tr> <td>53541</td> <td>Asst Chief Div of Utilities</td> </tr> <tr> <td>52153</td> <td>Automotive Body & Fender Tech</td> </tr> <tr> <td>52114</td> <td>Automotive Lead Mechanic</td> </tr> <tr> <td>52115</td> <td>Automotive Maintenance Supv I</td> </tr> <tr> <td>52193</td> <td>Automotive Maintenance Worker</td> </tr> <tr> <td>52110</td> <td>Automotive Mechanic</td> </tr> <tr> <td>52105</td> <td>Automotive Mechanic Apprentice</td> </tr> <tr> <td>52117</td> <td>Automotive Service Writer</td> </tr> <tr> <td>52725</td> <td>Aviation Maintenance Prog Supv</td> </tr> <tr> <td>52721</td> <td>Aviation Mech Air & Powerplant</td> </tr> <tr> <td>52722</td> <td>Aviation Mech Inspector A & P</td> </tr> <tr> <td>52723</td> <td>Avionics Tech Power Plant Mech</td> </tr> <tr> <td>41236</td> <td>Battalion Fire Chief</td> </tr> <tr> <td>41237</td> <td>Battalion Fire Chief ALS</td> </tr> <tr> <td>41259</td> <td>Battalion Fire Chief Spec Oprn</td> </tr> <tr> <td>31138</td> <td>Bike Share Program Coordinator</td> </tr> <tr> <td>52541</td> <td>Bindery Worker I</td> </tr> <tr> <td>52542</td> <td>Bindery Worker II</td> </tr> <tr> <td>52543</td> <td>Bindery Worker III</td> </tr> <tr> <td>52991</td> <td>Building Maint General Supv</td> </tr> <tr> <td>72492</td> <td>Building Project Coordinator</td> </tr> <tr> <td>01899</td> <td>Building Project Coordinator (Non-Civil)</td> </tr> <tr> <td>53111</td> <td>Building Repairer</td> </tr> <tr> <td>00082</td> <td>Building Repairer I</td> </tr> <tr> <td>53115</td> <td>Building Repairer Supervisor</td> </tr> <tr> <td>07339</td> <td>Building Services Supervisor</td> </tr> <tr> <td>07340</td> <td>Cabinetmaker Convention Center</td> </tr> <tr> <td>52231</td> <td>Cabinetmaker I</td> </tr> <tr> <td>52232</td> <td>Cabinetmaker II</td> </tr> <tr> <td>52235</td> <td>Cabinetmaker Supervisor</td> </tr> <tr> <td>42325</td> <td>Cable Inspection Supervisor</td> </tr> <tr> <td>42321</td> <td>Cable Inspector</td> </tr> <tr> <td>52241</td> <td>Carpenter I</td> </tr> <tr> <td>52242</td> <td>Carpenter II</td> </tr> <tr> <td>52245</td> <td>Carpenter Supervisor</td> </tr> <tr> <td>34211</td> <td>Cashier I</td> </tr> <tr> <td>34233</td> <td>Cashier I Hourly</td> </tr> <tr> <td>34212</td> <td>Cashier II</td> </tr> <tr> <td>34215</td> <td>Cashier Supervisor I</td> </tr> <tr> <td>54516</td> <td>CDL Driver I</td> </tr> <tr> <td>54517</td> <td>CDL Driver II</td> </tr> <tr> <td>54518</td> <td>CDL Driver III</td> </tr> <tr> <td>53311</td> <td>Cement Finisher</td> </tr> <tr> <td>00983</td> <td>Chauffeur Bands R&P</td> </tr> <tr> <td>71521</td> <td>Chemist I</td> </tr> <tr> <td>71522</td> <td>Chemist II</td> </tr> <tr> <td>71523</td> <td>Chemist III</td> </tr> <tr> <td>10286</td> <td>Chief Investment Officer</td> </tr> <tr> <td>10283</td> <td>Chief Medical Director</td> </tr> <tr> <td>00877</td> <td>Chief Medical Officer Courts</td> </tr> <tr> <td>00070</td> <td>Chief of Fiscal Services I (Non-CSC)</td> </tr> <tr> <td>72646</td> <td>Chief of Surveys</td> </tr> <tr> <td>41289</td> <td>Chief Risk Prog Plan & Dev ALS</td> </tr> <tr> <td>41288</td> <td>Chief Risk Program Plan & Dev</td> </tr> <tr> <td>08004</td> <td>Chief State’s Attorney Lead</td> </tr> <tr> <td>71412</td> <td>City Arborist</td> </tr> <tr> <td>71418</td> <td>City Forestry Supervisor</td> </tr> <tr> <td>61121</td> <td>Clinical Director Health Ctr</td> </tr> <tr> <td>81116</td> <td>Clinical Social Work Supv</td> </tr> <tr> <td>00787</td> <td>Coach</td> </tr> <tr> <td>42931</td> <td>Code Enforcement Invst I</td> </tr> <tr> <td>42933</td> <td>Code Enforcement Invst II</td> </tr> <tr> <td>53707</td> <td>Coin Collection Worker</td> </tr> <tr> <td>34241</td> <td>Collections Supervisor I</td> </tr> <tr> <td>34242</td> <td>Collections Supervisor II</td> </tr> <tr> <td>81442</td> <td>Community Coordinator (Civil Service)</td> </tr> <tr> <td>61251</td> <td>Community Health Educator I</td> </tr> <tr> <td>61252</td> <td>Community Health Educator II</td> </tr> <tr> <td>61253</td> <td>Community Health Educator III</td> </tr> <tr> <td>10224</td> <td>Community Health Nurse I</td> </tr> <tr> <td>62211</td> <td>Community Health Nurse I</td> </tr> <tr> <td>10225</td> <td>Community Health Nurse II</td> </tr> <tr> <td>62212</td> <td>Community Health Nurse II</td> </tr> <tr> <td>62215</td> <td>Community Health Nurse Supv I</td> </tr> <tr> <td>62221</td> <td>Community Hlth Nurse I 10Mth</td> </tr> <tr> <td>62222</td> <td>Community Hlth Nurse II 10Mth</td> </tr> <tr> <td>01959</td> <td>Computer Analyst</td> </tr> <tr> <td>53555</td> <td>Conduit Maintenance Supv I</td> </tr> <tr> <td>42261</td> <td>Const Bldg Inspector I</td> </tr> <tr> <td>42263</td> <td>Const Bldg Inspector I DGS</td> </tr> <tr> <td>42262</td> <td>Const Bldg Inspector II</td> </tr> <tr> <td>42264</td> <td>Const Bldg Inspector II DGS</td> </tr> <tr> <td>42271</td> <td>Const Elect Inspector I</td> </tr> <tr> <td>42273</td> <td>Const Elect Inspector I DGS</td> </tr> <tr> <td>42272</td> <td>Const Elect Inspector II</td> </tr> <tr> <td>42274</td> <td>Const Elect Inspector II DGS</td> </tr> <tr> <td>42281</td> <td>Const Mech Inspector I</td> </tr> <tr> <td>42283</td> <td>Const Mech Inspector I DGS</td> </tr> <tr> <td>42282</td> <td>Const Mech Inspector II</td> </tr> <tr> <td>42284</td> <td>Const Mech Inspector II DGS</td> </tr> <tr> <td>42221</td> <td>Construction Project Supervisor I</td> </tr> <tr> <td>42222</td> <td>Construction Project Supv II</td> </tr> <tr> <td>33120</td> <td>Control System Lead Operator</td> </tr> <tr> <td>33119</td> <td>Control System Operator</td> </tr> <tr> <td>33105</td> <td>Control System Operator Supv</td> </tr> <tr> <td>07831</td> <td>Court Laboratory Assistant</td> </tr> <tr> <td>00898</td> <td>Court Reporter</td> </tr> <tr> <td>00071</td> <td>Court Security Assistant</td> </tr> <tr> <td>00072</td> <td>Court Security Assistant Supv</td> </tr> <tr> <td>00867</td> <td>Court Technologist</td> </tr> <tr> <td>33216</td> <td>Crime Laboratory Assistant</td> </tr> <tr> <td>10220</td> <td>Crossing Guard</td> </tr> <tr> <td>82190</td> <td>Crossing Guard</td> </tr> <tr> <td>82195</td> <td>Crossing Guard Supervisor I</td> </tr> <tr> <td>62425</td> <td>Dental Asst Board Qualified</td> </tr> <tr> <td>62441</td> <td>Dental Hygienist I</td> </tr> <tr> <td>62442</td> <td>Dental Hygienist II</td> </tr> <tr> <td>10281</td> <td>Deputy Police Commissioner (Non-Sworn)</td> </tr> <tr> <td>10281S</td> <td>Deputy Police Commissioner (Sworn)</td> </tr> <tr> <td>10256</td> <td>Dir ATVES</td> </tr> <tr> <td>82125</td> <td>Dir Day Care Center</td> </tr> <tr> <td>62312</td> <td>Dir Oral Health Services</td> </tr> <tr> <td>54492</td> <td>Drawbridge Operator</td> </tr> <tr> <td>54437</td> <td>Driver I</td> </tr> <tr> <td>54439</td> <td>Driver II</td> </tr> <tr> <td>00631</td> <td>Driver Library</td> </tr> <tr> <td>74392</td> <td>Economic Empowerment Officer</td> </tr> <tr> <td>53421</td> <td>Elect Mech St Lighting I</td> </tr> <tr> <td>53422</td> <td>Elect Mech St Lighting II</td> </tr> <tr> <td>53425</td> <td>Elect Mech Supv St Lighting</td> </tr> <tr> <td>54352</td> <td>Electrical Maint Tech II</td> </tr> <tr> <td>54353</td> <td>Electrical Maint Tech III</td> </tr> <tr> <td>54355</td> <td>Electrical Maint Tech Supv I</td> </tr> <tr> <td>54356</td> <td>Electrical Maint Tech Supv II</td> </tr> <tr> <td>52215</td> <td>Electrical Mech Supv</td> </tr> <tr> <td>52210</td> <td>Electrical Mechanic Apprentice</td> </tr> <tr> <td>52211</td> <td>Electrical Mechanic I</td> </tr> <tr> <td>52212</td> <td>Electrical Mechanic II</td> </tr> <tr> <td>52216</td> <td>Electrical Supv Licensed</td> </tr> <tr> <td>62721</td> <td>Emergency Medical Aide</td> </tr> <tr> <td>62710</td> <td>Emergency Medical Technician</td> </tr> <tr> <td>33691</td> <td>Employee Assistance Counselor I</td> </tr> <tr> <td>33696</td> <td>Employee Assistance Counselor II</td> </tr> <tr> <td>33697</td> <td>Employee Assistance Counselor III</td> </tr> <tr> <td>41206</td> <td>EMT Fire Fighter</td> </tr> <tr> <td>42932</td> <td>Environment Crimes Invst</td> </tr> <tr> <td>42251</td> <td>Environmental Inspector</td> </tr> <tr> <td>42511</td> <td>Environmental Sanitarian I</td> </tr> <tr> <td>42512</td> <td>Environmental Sanitarian II</td> </tr> <tr> <td>42992</td> <td>Environmental Technician</td> </tr> <tr> <td>61291</td> <td>Epidemiologist</td> </tr> <tr> <td>61293</td> <td>Epidemiologist Supervisor</td> </tr> <tr> <td>62723</td> <td>Field Health Services Supv</td> </tr> <tr> <td>72616</td> <td>Field Survey Supervisor</td> </tr> <tr> <td>41256</td> <td>Fire Capt Urban Search Rescue</td> </tr> <tr> <td>41238</td> <td>Fire Captain</td> </tr> <tr> <td>41239</td> <td>Fire Captain ALS</td> </tr> <tr> <td>41292</td> <td>Fire Captain OEM ALS</td> </tr> <tr> <td>41287</td> <td>Fire Captain Safety & Risk Mgm</td> </tr> <tr> <td>41270</td> <td>Fire Captain Safety Health ALS</td> </tr> <tr> <td>41275</td> <td>Fire Captain Special Operation</td> </tr> <tr> <td>41276</td> <td>Fire Captain Special Opns, ALS</td> </tr> <tr> <td>41258</td> <td>Fire Captain USR ALS</td> </tr> <tr> <td>00110</td> <td>Fire Commander</td> </tr> <tr> <td>00110</td> <td>Fire Commander</td> </tr> <tr> <td>41301</td> <td>Fire Dispatch Supv Training QA</td> </tr> <tr> <td>41245</td> <td>Fire Emergency Serv Ins Supv</td> </tr> <tr> <td>41244</td> <td>Fire Emergency Serv Instru</td> </tr> <tr> <td>41246</td> <td>Fire Emergency Serv Instru ALS</td> </tr> <tr> <td>41247</td> <td>Fire Emergency Srvc Supv ALS</td> </tr> <tr> <td>41218</td> <td>Fire Emergency Veh Drvr ALS</td> </tr> <tr> <td>41208</td> <td>Fire Emergency Vehicle Driver</td> </tr> <tr> <td>41248</td> <td>Fire Lieutenant</td> </tr> <tr> <td>41249</td> <td>Fire Lieutenant ALS</td> </tr> <tr> <td>41291</td> <td>Fire Lieutenant OEM ALS</td> </tr> <tr> <td>41269</td> <td>Fire Lieutenant Safety & Risk</td> </tr> <tr> <td>41222</td> <td>Fire Lt Invst & Prev Srvcs ALS</td> </tr> <tr> <td>41285</td> <td>Fire Lt Safety & Health</td> </tr> <tr> <td>41250</td> <td>Fire Lt Special Opns Dive</td> </tr> <tr> <td>41255</td> <td>Fire Lt Urban Search & Rescue</td> </tr> <tr> <td>41257</td> <td>Fire Lt USR ALS</td> </tr> <tr> <td>41217</td> <td>Fire Operations Aide</td> </tr> <tr> <td>41231</td> <td>Fire Operations Aide ALS</td> </tr> <tr> <td>41232</td> <td>Fire Operations Aide Supp ALS</td> </tr> <tr> <td>41219</td> <td>Fire Pump Operator ALS</td> </tr> <tr> <td>41266</td> <td>Fire Respiratory Tech</td> </tr> <tr> <td>41267</td> <td>Fire Respiratory Tech ALS</td> </tr> <tr> <td>33620</td> <td>Fire Srvc Education Specialist</td> </tr> <tr> <td>41300</td> <td>Fire Systems Analyst</td> </tr> <tr> <td>41215</td> <td>Firefighter</td> </tr> <tr> <td>41207</td> <td>Firefighter Paramedic</td> </tr> <tr> <td>10165</td> <td>Fiscal Legislative Analyst</td> </tr> <tr> <td>34424</td> <td>Fiscal Officer (Civil)</td> </tr> <tr> <td>52162</td> <td>Fleet Quality Control Analyst</td> </tr> <tr> <td>10242</td> <td>Food Policy Director</td> </tr> <tr> <td>00828</td> <td>Forensic Psych/Eval Courts</td> </tr> <tr> <td>53693</td> <td>Forestry Technician</td> </tr> <tr> <td>71264</td> <td>Fuel Systems Specialist</td> </tr> <tr> <td>53523</td> <td>Gen Supt Utilities Maint Rep</td> </tr> <tr> <td>81331</td> <td>Geriatric Day Care Aide</td> </tr> <tr> <td>33187</td> <td>GIS Analyst</td> </tr> <tr> <td>53155</td> <td>Graffiti Removal Supervisor</td> </tr> <tr> <td>53692</td> <td>Greenhouse Supervisor</td> </tr> <tr> <td>53675</td> <td>Grounds Maintenance Supervisor</td> </tr> <tr> <td>61245</td> <td>Health Analysis Supervisor</td> </tr> <tr> <td>62492</td> <td>Health Clinic Aide</td> </tr> <tr> <td>62491</td> <td>Health Services Trainee</td> </tr> <tr> <td>63331</td> <td>Hearing & Vision Tester 10 Mth</td> </tr> <tr> <td>54213</td> <td>Heat Air Cond Tech III</td> </tr> <tr> <td>54211</td> <td>Heat Air Conditioning Tech I</td> </tr> <tr> <td>54212</td> <td>Heat Air Conditioning Tech II</td> </tr> <tr> <td>54215</td> <td>Heating & Air Cond Tech Supv I</td> </tr> <tr> <td>54216</td> <td>Heating Air Cond Tech Supv II</td> </tr> <tr> <td>54431</td> <td>Heavy Equipment Operator I</td> </tr> <tr> <td>54432</td> <td>Heavy Equipment Operator II</td> </tr> <tr> <td>53331</td> <td>Highway Maintenance Supervisor</td> </tr> <tr> <td>91110</td> <td>Holding Class I</td> </tr> <tr> <td>91111</td> <td>Holding Class II</td> </tr> <tr> <td>42132</td> <td>Housing Inspector</td> </tr> <tr> <td>42129</td> <td>Housing Inspector Apprentice</td> </tr> <tr> <td>42133</td> <td>Housing Inspector Senior</td> </tr> <tr> <td>52134</td> <td>Hydraulic Mechanic</td> </tr> <tr> <td>33159</td> <td>Information Tech Specialist</td> </tr> <tr> <td>42231</td> <td>Inspection Associate I</td> </tr> <tr> <td>42232</td> <td>Inspection Associate II</td> </tr> <tr> <td>42911</td> <td>Inspector Trainee</td> </tr> <tr> <td>52620</td> <td>Instrument Tech Apprentice</td> </tr> <tr> <td>52625</td> <td>Instrumentation Tech Supv I</td> </tr> <tr> <td>52626</td> <td>Instrumentation Tech Supv II</td> </tr> <tr> <td>52621</td> <td>Instrumentation Technician I</td> </tr> <tr> <td>52622</td> <td>Instrumentation Technician II</td> </tr> <tr> <td>33106</td> <td>IT Associate BCIT</td> </tr> <tr> <td>33116</td> <td>IT Deputy Director BCIT</td> </tr> <tr> <td>10185</td> <td>IT Director</td> </tr> <tr> <td>10188</td> <td>IT Division Manager BCIT</td> </tr> <tr> <td>33115</td> <td>IT Division Manager BCIT (Civil)</td> </tr> <tr> <td>10186</td> <td>IT Manager</td> </tr> <tr> <td>33112</td> <td>IT Manager BCIT</td> </tr> <tr> <td>10187</td> <td>IT Project Manager (Non-Civil)</td> </tr> <tr> <td>33114</td> <td>IT Project Manager BCIT</td> </tr> <tr> <td>33107</td> <td>IT Specialist I BCIT</td> </tr> <tr> <td>33109</td> <td>IT Specialist II BCIT</td> </tr> <tr> <td>33110</td> <td>IT Specialist III BCIT</td> </tr> <tr> <td>10266</td> <td>IT Specialist IV</td> </tr> <tr> <td>33156</td> <td>IT Specialist IV BCIT</td> </tr> <tr> <td>33111</td> <td>IT Supervisor BCIT</td> </tr> <tr> <td>71511</td> <td>Laboratory Assistant I</td> </tr> <tr> <td>71512</td> <td>Laboratory Assistant II</td> </tr> <tr> <td>71527</td> <td>Laboratory Technical Admin</td> </tr> <tr> <td>71526</td> <td>Laboratory Technical Supv</td> </tr> <tr> <td>52941</td> <td>Laborer</td> </tr> <tr> <td>52942</td> <td>Laborer Crew Leader I</td> </tr> <tr> <td>52932</td> <td>Laborer Crew Leader I (Annually)</td> </tr> <tr> <td>52943</td> <td>Laborer Crew Leader II</td> </tr> <tr> <td>52931</td> <td>Laborer Hourly</td> </tr> <tr> <td>32935</td> <td>Legal Assistant Supervisor</td> </tr> <tr> <td>81423</td> <td>Liaison Officer Safe Streets</td> </tr> <tr> <td>00625</td> <td>Library Bookmobile Operator</td> </tr> <tr> <td>00661</td> <td>Library Building Repairer</td> </tr> <tr> <td>00634</td> <td>Library Carpenter</td> </tr> <tr> <td>42912</td> <td>License and Right of Way Insp</td> </tr> <tr> <td>62260</td> <td>License Practical Nurse</td> </tr> <tr> <td>62250</td> <td>License Practical Nurse 10 Mth</td> </tr> <tr> <td>00853</td> <td>Licensed Clinical SW Supv</td> </tr> <tr> <td>00841</td> <td>Licensed Grad Social Worker (Non-Civil)</td> </tr> <tr> <td>10223</td> <td>Licensed Practical Nurse</td> </tr> <tr> <td>00796</td> <td>Lifeguard I</td> </tr> <tr> <td>00797</td> <td>Lifeguard II</td> </tr> <tr> <td>52415</td> <td>Line Maintenance Tech Supv</td> </tr> <tr> <td>42941</td> <td>Liquor Board Inspector I</td> </tr> <tr> <td>42942</td> <td>Liquor Board Inspector II</td> </tr> <tr> <td>42944</td> <td>Liquor Board Inspector III</td> </tr> <tr> <td>33204</td> <td>Liquor Brd Community Rep</td> </tr> <tr> <td>75310</td> <td>Loan Servicing Officer</td> </tr> <tr> <td>54361</td> <td>Maintenance Manager Mechanic Pumping</td> </tr> <tr> <td>07348</td> <td>Maintenance Mechanic</td> </tr> <tr> <td>54351</td> <td>Maintenance Tech Apprentice</td> </tr> <tr> <td>41625</td> <td>Marine Dock Master</td> </tr> <tr> <td>41622</td> <td>Marine Enforcement Agent I</td> </tr> <tr> <td>41623</td> <td>Marine Enforcement Agent II</td> </tr> <tr> <td>41260</td> <td>Marine Engineer Fire Dept ALS</td> </tr> <tr> <td>54513</td> <td>Marine Equipment Operator I</td> </tr> <tr> <td>54514</td> <td>Marine Equipment Operator II</td> </tr> <tr> <td>41262</td> <td>Marine Pilot ALS</td> </tr> <tr> <td>52221</td> <td>Mason I</td> </tr> <tr> <td>52222</td> <td>Mason II</td> </tr> <tr> <td>52225</td> <td>Mason Supervisor</td> </tr> <tr> <td>42241</td> <td>Materials Inspector</td> </tr> <tr> <td>54363</td> <td>Mechanical Maint Tech II</td> </tr> <tr> <td>54364</td> <td>Mechanical Maint Tech III</td> </tr> <tr> <td>54365</td> <td>Mechanical Maint Tech Supv I</td> </tr> <tr> <td>54366</td> <td>Mechanical Maint Tech Supv II</td> </tr> <tr> <td>53813</td> <td>Mechanical Sweeper Operator</td> </tr> <tr> <td>63221</td> <td>Medical Lab Technologist</td> </tr> <tr> <td>63225</td> <td>Medical Laboratory Tech Supv</td> </tr> <tr> <td>10222</td> <td>Medical Office Assistant</td> </tr> <tr> <td>61391</td> <td>Medical Office Asst</td> </tr> <tr> <td>61392</td> <td>Medical Office Asst 10 Mth</td> </tr> <tr> <td>00852</td> <td>Medical Psychiatrist Courts</td> </tr> <tr> <td>81141</td> <td>Mental Health Analyst</td> </tr> <tr> <td>81195</td> <td>Mental Health Program Asst</td> </tr> <tr> <td>71531</td> <td>Microbiologist I</td> </tr> <tr> <td>71532</td> <td>Microbiologist II</td> </tr> <tr> <td>71533</td> <td>Microbiologist Supervisor</td> </tr> <tr> <td>54445</td> <td>Motor Pool Supervisor</td> </tr> <tr> <td>54441</td> <td>Motor Pool Worker I</td> </tr> <tr> <td>54442</td> <td>Motor Pool Worker II</td> </tr> <tr> <td>54421</td> <td>Motor Vehicle Driver I</td> </tr> <tr> <td>54411</td> <td>Motor Vehicle Driver I Hourly</td> </tr> <tr> <td>54422</td> <td>Motor Vehicle Driver II</td> </tr> <tr> <td>54412</td> <td>Motor Vehicle Driver II Hourly</td> </tr> <tr> <td>62294</td> <td>Nurse Practioner</td> </tr> <tr> <td>62293</td> <td>Nurse Practioner 10 Mth</td> </tr> <tr> <td>10226</td> <td>Nurse Practitioner</td> </tr> <tr> <td>52552</td> <td>Offset Press Operator I</td> </tr> <tr> <td>52553</td> <td>Offset Press Operator II</td> </tr> <tr> <td>54311</td> <td>Operations Tech Apprentice</td> </tr> <tr> <td>94311</td> <td>Operations Technician I</td> </tr> <tr> <td>52271</td> <td>Painter I</td> </tr> <tr> <td>07344</td> <td>Painter I Convention Center</td> </tr> <tr> <td>52272</td> <td>Painter II</td> </tr> <tr> <td>07390</td> <td>Painter II Convention Center</td> </tr> <tr> <td>52273</td> <td>Painter III</td> </tr> <tr> <td>52275</td> <td>Painter Supervisor</td> </tr> <tr> <td>41612</td> <td>Parking Control Agent II</td> </tr> <tr> <td>41615</td> <td>Parking Control Supervisor I</td> </tr> <tr> <td>41616</td> <td>Parking Control Supv II</td> </tr> <tr> <td>53711</td> <td>Parking Meter Mechanic</td> </tr> <tr> <td>53715</td> <td>Parking Meter Mechanic Supv</td> </tr> <tr> <td>52961</td> <td>Pest Control Worker</td> </tr> <tr> <td>63393</td> <td>Phlebotomist</td> </tr> <tr> <td>62413</td> <td>Physician’s Assistant</td> </tr> <tr> <td>52281</td> <td>Pipefitter I</td> </tr> <tr> <td>52282</td> <td>Pipefitter II</td> </tr> <tr> <td>52285</td> <td>Pipefitter Supervisor</td> </tr> <tr> <td>53290</td> <td>Plant Building Maint Supv</td> </tr> <tr> <td>10277</td> <td>Police Captain</td> </tr> <tr> <td>10276</td> <td>Police Chief</td> </tr> <tr> <td>10280</td> <td>Police Colonel</td> </tr> <tr> <td>10282</td> <td>Police Commissioner</td> </tr> <tr> <td>10275</td> <td>Police Inspector</td> </tr> <tr> <td>10279</td> <td>Police Lieutenant Colonel</td> </tr> <tr> <td>10278</td> <td>Police Major</td> </tr> <tr> <td>71211</td> <td>Pollution Control Analyst I</td> </tr> <tr> <td>71212</td> <td>Pollution Control Analyst II</td> </tr> <tr> <td>71213</td> <td>Pollution Control Analyst III</td> </tr> <tr> <td>71215</td> <td>Pollution Control Analyst Supv</td> </tr> <tr> <td>71216</td> <td>Pollution Control Prog Admin</td> </tr> <tr> <td>00416</td> <td>Program Compliance Officer I</td> </tr> <tr> <td>00417</td> <td>Program Compliance Officer II (Non-CSC)</td> </tr> <tr> <td>00418</td> <td>Program Compliance Supervisor</td> </tr> <tr> <td>10240</td> <td>Program Coordinator</td> </tr> <tr> <td>31192</td> <td>Program Coordinator</td> </tr> <tr> <td>62311</td> <td>Public Health Dentist</td> </tr> <tr> <td>42571</td> <td>Public Health Investigator</td> </tr> <tr> <td>10109</td> <td>Public Health Physician</td> </tr> <tr> <td>10110</td> <td>Public Health Physician II</td> </tr> <tr> <td>42561</td> <td>Public Health Rep II</td> </tr> <tr> <td>42211</td> <td>Public Works Inspector I</td> </tr> <tr> <td>42212</td> <td>Public Works Inspector II</td> </tr> <tr> <td>42213</td> <td>Public Works Inspector III</td> </tr> <tr> <td>54345</td> <td>Pumping Stations Oprs Manager</td> </tr> <tr> <td>54341</td> <td>Pumping Stations Oprs Supv</td> </tr> <tr> <td>54318</td> <td>Pumping Technician II</td> </tr> <tr> <td>54319</td> <td>Pumping Technician III</td> </tr> <tr> <td>54320</td> <td>Pumping Technician Supervisor</td> </tr> <tr> <td>52421</td> <td>Radio Maintenance Tech I</td> </tr> <tr> <td>52422</td> <td>Radio Maintenance Tech II</td> </tr> <tr> <td>52425</td> <td>Radio Maintenance Tech Supv</td> </tr> <tr> <td>52420</td> <td>Radio Maintenance Trainee</td> </tr> <tr> <td>83213</td> <td>Recreation Area Manager</td> </tr> <tr> <td>83211</td> <td>Recreation Center Director I</td> </tr> <tr> <td>83212</td> <td>Recreation Center Director II</td> </tr> <tr> <td>83210</td> <td>Recreation Center Director III</td> </tr> <tr> <td>83216</td> <td>Recreation Inclusion Specialist</td> </tr> <tr> <td>83111</td> <td>Recreation Leader I</td> </tr> <tr> <td>83112</td> <td>Recreation Leader II</td> </tr> <tr> <td>83113</td> <td>Recreation Leader II Elder</td> </tr> <tr> <td>81243</td> <td>Registered Dietitian</td> </tr> <tr> <td>10228</td> <td>Registered Nurse - School Health</td> </tr> <tr> <td>62210</td> <td>Registered Nurse - School Health</td> </tr> <tr> <td>62220</td> <td>Registered Nurse - School Health (10 Months)</td> </tr> <tr> <td>34218</td> <td>Remittance Supervisor</td> </tr> <tr> <td>34514</td> <td>Research Analyst Supervisor</td> </tr> <tr> <td>33633</td> <td>Retirement Analyst I</td> </tr> <tr> <td>33634</td> <td>Retirement Analyst II</td> </tr> <tr> <td>33641</td> <td>Safety Enforcement Officer I</td> </tr> <tr> <td>33642</td> <td>Safety Enforcement Officer II</td> </tr> <tr> <td>33643</td> <td>Safety Enforcement Officer III</td> </tr> <tr> <td>99000</td> <td>School Crossing Guard</td> </tr> <tr> <td>10221</td> <td>School Health Aide</td> </tr> <tr> <td>62497</td> <td>School Health Aide</td> </tr> <tr> <td>62494</td> <td>School Health Aide 10 Mth</td> </tr> <tr> <td>41240</td> <td>Senior Fire Operation Aide ALS</td> </tr> <tr> <td>41228</td> <td>Senior Fire Operations Aide</td> </tr> <tr> <td>10048</td> <td>Senior Investment Analyst</td> </tr> <tr> <td>81413</td> <td>Senior Youth Development Tech</td> </tr> <tr> <td>42311</td> <td>Sewerline Video Inspector Tech</td> </tr> <tr> <td>53371</td> <td>Sign Fabricator I</td> </tr> <tr> <td>53372</td> <td>Sign Fabricator II</td> </tr> <tr> <td>53790</td> <td>Small Engine Mech Apprentice</td> </tr> <tr> <td>53791</td> <td>Small Engine Mechanic I</td> </tr> <tr> <td>53792</td> <td>Small Engine Mechanic II</td> </tr> <tr> <td>81110</td> <td>Social Work Associate I</td> </tr> <tr> <td>81111</td> <td>Social Work Associate II</td> </tr> <tr> <td>81115</td> <td>Social Work Supervisor</td> </tr> <tr> <td>81112</td> <td>Social Worker I LGSW</td> </tr> <tr> <td>81113</td> <td>Social Worker II</td> </tr> <tr> <td>53812</td> <td>Solid Waste Driver</td> </tr> <tr> <td>53814</td> <td>Solid Waste Lead Worker</td> </tr> <tr> <td>53815</td> <td>Solid Waste Supervisor</td> </tr> <tr> <td>53811</td> <td>Solid Waste Worker</td> </tr> <tr> <td>41613</td> <td>Special Traffic Enfor Officer</td> </tr> <tr> <td>00786</td> <td>Sports Coordinator</td> </tr> <tr> <td>00666</td> <td>Storekeeper</td> </tr> <tr> <td>33561</td> <td>Storekeeper I</td> </tr> <tr> <td>33562</td> <td>Storekeeper II</td> </tr> <tr> <td>33563</td> <td>Storekeeper II Auto Parts</td> </tr> <tr> <td>33565</td> <td>Stores Supervisor I</td> </tr> <tr> <td>33564</td> <td>Stores Supervisor I Auto Parts</td> </tr> <tr> <td>33566</td> <td>Stores Supervisor II</td> </tr> <tr> <td>53312</td> <td>Street Mason</td> </tr> <tr> <td>53521</td> <td>Supt Utilities Maint & Repair</td> </tr> <tr> <td>53531</td> <td>Supt Waste Water Maint Repair</td> </tr> <tr> <td>72611</td> <td>Survey Technician I</td> </tr> <tr> <td>72612</td> <td>Survey Technician II</td> </tr> <tr> <td>72613</td> <td>Survey Technician III</td> </tr> <tr> <td>72614</td> <td>Survey Technician IV</td> </tr> <tr> <td>00795</td> <td>Swimming Pool Attendant</td> </tr> <tr> <td>00793</td> <td>Swimming Pool Manager</td> </tr> <tr> <td>00794</td> <td>Swimming Pool Operator</td> </tr> <tr> <td>82122</td> <td>Teacher Preschool</td> </tr> <tr> <td>82111</td> <td>Teacher's Asst I</td> </tr> <tr> <td>82112</td> <td>Teacher's Asst II Preschool</td> </tr> <tr> <td>52194</td> <td>Tire Maintenance Worker I</td> </tr> <tr> <td>52195</td> <td>Tire Maintenance Worker II</td> </tr> <tr> <td>54461</td> <td>Tow Truck Operator</td> </tr> <tr> <td>54440</td> <td>Tractor Trailer Driver</td> </tr> <tr> <td>52911</td> <td>Trades Helper</td> </tr> <tr> <td>42411</td> <td>Traffic Investigator I</td> </tr> <tr> <td>42412</td> <td>Traffic Investigator II</td> </tr> <tr> <td>42413</td> <td>Traffic Investigator III</td> </tr> <tr> <td>42415</td> <td>Traffic Investigator Supv</td> </tr> <tr> <td>53321</td> <td>Traffic Maint Worker I</td> </tr> <tr> <td>53322</td> <td>Traffic Maint Worker II</td> </tr> <tr> <td>53325</td> <td>Traffic Maint Worker Supv</td> </tr> <tr> <td>31993</td> <td>Traffic Safety Coordinator</td> </tr> <tr> <td>31994</td> <td>Traffic Safety Manager</td> </tr> <tr> <td>53411</td> <td>Traffic Signal Installer I</td> </tr> <tr> <td>53412</td> <td>Traffic Signal Installer II</td> </tr> <tr> <td>53413</td> <td>Traffic Signal Installer III</td> </tr> <tr> <td>53415</td> <td>Traffic Signal Maint Supv</td> </tr> <tr> <td>00809</td> <td>Training Coordinator</td> </tr> <tr> <td>31981</td> <td>Transit Services Administrator</td> </tr> <tr> <td>41627</td> <td>Transportation Enfor Off II</td> </tr> <tr> <td>41628</td> <td>Transportation Enfor Supv I</td> </tr> <tr> <td>41629</td> <td>Transportation Enfor Supv II</td> </tr> <tr> <td>41626</td> <td>Transportation Enforc Off I</td> </tr> <tr> <td>82191</td> <td>Transportation Safety Inst I</td> </tr> <tr> <td>82194</td> <td>Transportation Safety Inst II</td> </tr> <tr> <td>53655</td> <td>Tree Service Supv I</td> </tr> <tr> <td>53656</td> <td>Tree Service Supv II</td> </tr> <tr> <td>53651</td> <td>Tree Trimmer</td> </tr> <tr> <td>52920</td> <td>Tree Trimmer Apprentice</td> </tr> <tr> <td>71411</td> <td>Urban Forester</td> </tr> <tr> <td>53511</td> <td>Utilities Inst Repair I</td> </tr> <tr> <td>53512</td> <td>Utilities Inst Repair II</td> </tr> <tr> <td>53513</td> <td>Utilities Inst Repair III</td> </tr> <tr> <td>53515</td> <td>Utilities Inst Repair Supv I</td> </tr> <tr> <td>53516</td> <td>Utilities Inst Repair Supv II</td> </tr> <tr> <td>52951</td> <td>Utility Aide</td> </tr> <tr> <td>34311</td> <td>Utility Meter Reader I</td> </tr> <tr> <td>34312</td> <td>Utility Meter Reader II</td> </tr> <tr> <td>34315</td> <td>Utility Meter Reader Supv</td> </tr> <tr> <td>34320</td> <td>Utility Meter Technician Supt</td> </tr> <tr> <td>32221</td> <td>Vehicle Damage Investigator</td> </tr> <tr> <td>54325</td> <td>Water Pumping Asst Manager</td> </tr> <tr> <td>42330</td> <td>Water Service Inspector</td> </tr> <tr> <td>34321</td> <td>Water Service Representative</td> </tr> <tr> <td>54322</td> <td>Water Systems Pumping Manager</td> </tr> <tr> <td>54316</td> <td>Water Systems Pumping Supv</td> </tr> <tr> <td>54323</td> <td>Water Systems Treatment Mgr</td> </tr> <tr> <td>54317</td> <td>Water Systems Treatment Supv</td> </tr> <tr> <td>54324</td> <td>Water Treatment Asst Manager</td> </tr> <tr> <td>54312</td> <td>Water Treatment Tech II</td> </tr> <tr> <td>54313</td> <td>Water Treatment Tech III</td> </tr> <tr> <td>54315</td> <td>Water Treatment Tech Supv</td> </tr> <tr> <td>71421</td> <td>Watershed Forester</td> </tr> <tr> <td>53691</td> <td>Watershed Maint Supv</td> </tr> <tr> <td>71426</td> <td>Watershed Manager</td> </tr> <tr> <td>41520</td> <td>Watershed Ranger I</td> </tr> <tr> <td>41523</td> <td>Watershed Ranger II</td> </tr> <tr> <td>41524</td> <td>Watershed Ranger III</td> </tr> <tr> <td>41525</td> <td>Watershed Ranger Supervisor</td> </tr> <tr> <td>52311</td> <td>Welder</td> </tr> <tr> <td>52310</td> <td>Welder Assistant</td> </tr> <tr> <td>52315</td> <td>Welder Supv</td> </tr> <tr> <td>54358</td> <td>WW Maint Mgr Instrumentation</td> </tr> <tr> <td>54359</td> <td>WW Maint Mgr Mechanical</td> </tr> <tr> <td>54332</td> <td>WW Opns Tech II Pump</td> </tr> <tr> <td>54333</td> <td>WW Opns Tech II Sanitary</td> </tr> <tr> <td>54354</td> <td>WW Plant Coordinator</td> </tr> <tr> <td>54339</td> <td>WW Plant Manager</td> </tr> <tr> <td>54337</td> <td>WW Plant Opns Supv</td> </tr> <tr> <td>54335</td> <td>WW Tech Supv I Pump</td> </tr> <tr> <td>54336</td> <td>WW Tech Supv II Pump</td> </tr> <tr> <td>54338</td> <td>WW Tech Supv II Sanitary</td> </tr> <tr> <td>54334</td> <td>WW Techn Supv I Sanitary</td> </tr> <tr> <td>10232</td> <td>WWW Division Manager I</td> </tr> <tr> <td>10233</td> <td>WWW Division Manager II</td> </tr> <tr> <td>81410</td> <td>Youth Development Aide I</td> </tr> <tr> <td>81411</td> <td>Youth Development Aide II</td> </tr> <tr> <td>81420</td> <td>Youth Development Aide Supv</td> </tr> <tr> <td>81412</td> <td>Youth Development Tech</td> </tr> </tbody> </table> <img alt="Embedded Image" 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CITY OF BALTIMORE NON-REGULATED DRUG/ALCOHOL PRETEST NOTICE AND CONSENT FORM (City Employees) <table class="layout-table"> <tr> <td>PERSON TO BE TESTED:</td> <td>______________________</td> </tr> <tr> <td>SOCIAL SECURITY NUMBER:</td> <td>______________________</td> </tr> <tr> <td>CURRENT JOB TITLE:</td> <td>______________________</td> </tr> </table> I hereby consent to provide a sample, as required, to City of Baltimore Occupational Medical Services (Mercy Clinic) or its agents to test for drugs or alcohol. CITY OF BALTIMORE NON-REGULATED DRUG/ALCOHOL PRETEST NOTICE AND CONSENT FORM (Applicants for Employment or Promotion) <table class="layout-table"> <tr> <td>PERSON TO BE TESTED:</td> <td>______________________</td> </tr> <tr> <td>SOCIAL SECURITY NUMBER:</td> <td>______________________</td> </tr> <tr> <td>DESIRED/FUTURE JOB TITLE:</td> <td>______________________</td> </tr> </table> I hereby consent to provide a sample, as required, to City of Baltimore Occupational Medical Services (Mercy Clinic) or its agents to test for drugs or alcohol.I have received a copy of the Baltimore City Substance Abuse Control Policy. I am aware that the drug or alcohol test will include the use of a breathalyzer, or a urinalysis for alcohol, amphetamines, benzodiazepines, cannabinoids, cocaine metabolite, methadone, opiates, phencyclidine, and other drugs ordered by the City of Baltimore Occupational Medical Services. I am aware that initial test results that indicate the use of the above substance(s) will be confirmed through the use of a second, more sensitive test. I am aware that if these drug/alcohol tests are positive, I may be subject to disciplinary action consistent with the Substance Abuse Control Policy, and I may be required by the City to participate in a rehabilitation program as a condition of my continued employment. I am aware that if these drug/alcohol tests are positive, I have the right to provide an explanation to the Mercy Clinic and to my supervisor. I also have the right to disclose any medications I use to the Mercy Clinic, which will maintain that information as confidential. I am aware that if these drug/alcohol tests are positive, I have the right to request an independent testing of the split sample for verification of the test results by a laboratory that holds a permit under Maryland laws. I understand I must pay for any such further test. I am aware that my request must be made, in writing to my agency’s Human Resources Office, within 5 business days of the date I am notified of the results. <table class="layout-table"> <tr> <td>______________________</td> <td>______________________</td> </tr> <tr> <td>Signature</td> <td>Date</td> </tr> </table> I hereby refuse to provide a breath and/or urine sample as required by my supervisor or the City of Baltimore Occupational Medical Services. I may be subject to disciplinary action consistent with the City’s Substance Abuse Control Policy. <table class="layout-table"> <tr> <td>______________________</td> <td>______________________</td> </tr> <tr> <td>Signature</td> <td>Date</td> </tr> <tr> <td>______________________</td> <td>______________________</td> </tr> <tr> <td>Witness</td> <td>Date</td> </tr> </table> I have received a copy of the Baltimore City Substance Abuse Control Policy. I am aware that the drug or alcohol test will include the use of a breathalyzer, or a urinalysis for alcohol, amphetamines, benzodiazepines, cannabinoids, cocaine metabolite, methadone, opiates, phencyclidine, andother drugs ordered by the City of Baltimore Occupational Medical Services. I am aware that initial test results that indicate the use of the above substance(s) will be confirmed through the use of a second, more sensitive test. I am aware that if these drug/alcohol tests are positive, I may not be recommended for hire and/or may be subject to disciplinary action consistent with the City’s Substance Abuse Control Policy. I am aware that if I am currently employed with the City, I may also be required to participate in a rehabilitation program as a condition of my continued City employment. I am aware that if these drug/alcohol tests are positive, I have the right to provide an explanation to the Mercy Clinic and to my supervisor. I also have the right to disclose any medications I use to the Mercy Clinic, which willmaintain that information as confidential. I am aware that if these drug/alcohol tests are positive, I have the right to request an independent testing of the split sample for verification of the test results by a laboratory that holds a permit under Maryland laws. I understand I must pay for any such further test. I am aware that my request must be made, in writing to my agency’s Human Resources Office, within 5 business days of the date I am notified of the results. <table class="layout-table"> <tr> <td>______________________</td> <td>______________________</td> </tr> <tr> <td>Signature</td> <td>Date</td> </tr> </table> I hereby refuse to provide a breath and/or urine sample as required by my supervisor or the City of Baltimore Occupational Medical Services. I may be subject to disciplinary action consistent with the City’s Substance Abuse Control Policy. <table class="layout-table"> <tr> <td>______________________</td> <td>______________________</td> </tr> <tr> <td>Signature</td> <td>Date</td> </tr> <tr> <td>______________________</td> <td>______________________</td> </tr> <tr> <td>Witness</td> <td>Date</td> </tr> </table> Performance Improvement Plan Sample J.P. Employee Bureau of ________________ WORK/BEHAVIOR WHICH REQUIRES IMPROVEMENT: A positive alcohol/drug test on (date). Other work/behavior that needs improvement if needed (e.g., additional training, sick leave, closer supervision, etc.). DEADLINES FOR IMPROVEMENT: Must comply with and be monitored by the Employee Assistance Program (EAP) until (dated usually one year later) Must be completely abstinent from drugs and alcohol according to the Baltimore City Substance Abuse Control Policy. Must maintain satisfactory performance and attendance on the job. Etc. STEPS TO BE TAKEN BY THE EMPLOYEE AND SUPERVISOR: Employee is to remain drug and alcohol free. Employee is subject to unscheduled testing by EAP Counselor or supervisor during the time the Performance Improvement Plan is in effect. Employees must comply with all EAP recommendations. Employee is to successfully complete a rehabilitation program as recommended or agreed to by EAP. Employee is to successfully complete one year monitoring by the EAP and the supervisor. Employee must comply with the Treatment Contract with the EAP and complete the Monitoring Program. Supervisor will monitor employee and send for testing at the supervisor’s discretion during the time the Performance Improvement Plan is in effect. <table class="layout-table"> <tr> <td></td> <td></td> <td>Superintendent/Supervisor</td> </tr> <tr> <td colspan="3">I EITHER ACKNOWLEDGE READING OR HAVING BEEN READ THE ABOVE MEMO.</td> </tr> <tr> <td></td> <td></td> <td>Employee</td> </tr> <tr> <td></td> <td></td> <td></td> </tr> <tr> <td>WITNESS:</td> <td></td> <td></td> </tr> <tr> <td></td> <td>If Employee Refuses to sign</td> <td>___</td> </tr> </table> Acknowledgment of Substance Abuse Control Policy I, [employee name], have received a personal copy of the Substance Abuse Control Policy, to review and maintain in my personal records. This signed copy acknowledges that I did receive a copy of the policy for my use. It also acknowledges that I agree to review the policy, and if I do not understand any sections that I immediately contact my supervisor for further explanation. I understand that every employee of the City of Baltimore has a right to a safe and drug- free workplace. Every citizen of Baltimore has a right to require public employees to be alcohol- free and drug-free because public health, safety and welfare are threatened by substance abuse by City employees. The City of Baltimore believes that the threat to public safety posed by employees who are substance abusers is a legitimate basis for establishing a drug-testing program, as described in this policy. Substance abuse testing is appropriate when conducted for the purpose of determining whether City employees are using drugs that could affect their abilities to safely perform their work. While substance abuse testing is not always required to establish that an employee is abusing drugs or alcohol, it is especially important when there is a disagreement between the employee and the supervisor about the employee’s actions. The City of Baltimore also has a legitimate interest in assuring the public that none of the City's employees are under the influence of drugs or alcohol while on duty or on call for duty, where applicable, and that they are fully capable of performing their duties. I am aware that any violation of the policy by me will subject me to disciplinary action, up to and including discharge from employment or contract. I also am aware that a copy of this Acknowledgment will become part of my agency personnel file. <table class="layout-table"> <tbody> <tr> <td>________________</td> <td>________________</td> <td>________________</td> </tr> <tr> <td>Print Name of Employee</td> <td>Employee Signature</td> <td>Date Signed</td> </tr> <tr> <td>________________</td> <td>________________</td> <td>________________</td> </tr> <tr> <td>Print Supervisor or Witness</td> <td>Supervisor/Witness Signature</td> <td>Date Signed</td> </tr> </tbody> </table>

This policy governs the rehiring of former City employees into active City service provided they: <ul> <li>were laid off from a Civil Service class; and</li> <li>are rehired into a Civil Service class from a certification list; and</li> <li>are rehired within one (1) year from the date of employee layoff.</li> </ul> Specific aspects of their reemployment are detailed in this policy. For the purpose of layoff and reemployment, "organizational unit" is defined in <cite data-path="§AM-205-8">AM-205-8</cite>, Employee Layoffs. Note: This policy does not cover employees laid off from 1) non-Civil Service classes who return to City government either in Civil Service or non-Civil Service classes or 2) Civil Service classes who return to City government in non-Civil Service classes. If these employees are hired within one (1) year of the layoff, they may be covered under the Administrative Manual policy on Subsequent Employment, <cite data-path="§AM-213-1, Part II">AM-213-1, Part II</cite>. Persons rehired from a reemployment list into their former class and organizational unit will not be required to serve a probationary period. Persons rehired in a different class or organizational unit must serve a probationary period with leave usage the same as the initial probationary period. Prior to being rehired, a City pre-employment physical examination by the Division of Occupational Medicine, Department of Personnel, is required. An employee who is rehired within one (1) year of the date of layoff will: <ul> <li>if rehired in the same class, receive the salary to which he/she would have been entitled if the layoff had not occurred.</li> <li>if rehired in a class which has a lower grade than the class at the time of layoff, be considered as having taken a voluntary demotion under the salary policy for demotions.</li> <li>if rehired in a class which has a higher grade than the class at the time of layoff, be considered to have received a promotion under the salary policy for promotions.</li> </ul> For the purpose of calculating seniority, longevity, and vacation leave, rehired persons will be credited with that period of unbroken service earned by them at the time of their layoff. For the purpose of determining length of service in one (1) level of a salary grade, persons rehired within 12 months of being laid off will be credited with that period of service in the grade earned by them at the time of layoff. The electronic payroll system requires adjustments to entry date, next level movement date, promotion date, etc., in order to ensure proper reporting of these items; subsequently, these dates will be changed for rehired employees so as to preclude the accrual of service credit during the period of time the employee was laid off. Entry tickets should have "REHIRE AFTER LAYOFF" written on the top. Agencies should submit with first day at work as effective date and Central Payroll will adjust accordingly. Example (Rehire within 1 year) Employee hired 12/3/92 Next level movement date 8/4/96 Employee laid off 6/30/96 Employee re-hired 6/29/97 Central Payroll Division staff will adjust the Entry Date from 12/3/92 to 12/2/93 and next level movement date to 8/3/97 Eligible rehired employees will be credited with 100% of sick leave which was not converted to cash at the time of layoff. The following examples are provided to assist in understanding and implementation of any sick leave entitlement. A) 20 OR MORE YEARS OF SERVICE AT THE TIME OF LAYOFF AND SEPARATED WITHOUT PENSION BENEFITS An employee who was laid off for 1 year or less without a pension benefit, and who had 20 years of City service, is rehired. At the time of layoff, the employee had accumulated 102 unused sick leave days. Using the conversion formula of 1 day's pay for every 3 unused sick leave days, the employee received 34 day's pay, i.e., 102 unused sick leave days divided by 3 = 34 day's pay. The conversion formula varies according to the employee's certified bargaining unit, e.g., MAPS employees convert at 1 for 3, CUB employees at 1 for 4, etc. When reinstated the employee receives 68 days of sick leave which was not converted to cash. B) LESS THAN 20 YEARS OF SERVICE AT THE TIME OF LAYOFF LAYOFF BETWEEN JUNE 1 AND NOVEMBER 30 An employee who was laid off in August and who had 19 years of City service, is rehired the following May. At the time of layoff, the employee had accumulated 93 unused sick leave days, 84 of which had been earned prior to the then current administrative sick leave year (sick leave conversion - the last payroll of the previous November). The employee lost 84 days because he/she did not have 20 years of service. Those 84 days, will be restored to the employee's sick leave record upon reinstatement. The 9 sick leave days which the employee had accumulated during the then current administrative sick leave year were converted to cash at the time of layoff. Using the conversion formula of 1 day's pay for every 4 unused sick leave days accumulated, the employee received 2 days pay, i.e., 11 days unused sick leave days divided by 4 = 2 days pay with 1 day left over. The 1 day left over, which could not be converted to cash at the time of layoff and which was subsequently lost, will also be restored to his sick leave record. (Because this conversion, i.e., "less than 20 years service at the time of layoff" is a pro rata form of the annual sick leave conversion, the 1 for 4 formula remains the same irrespective of the employee's bargaining unit. Further, consistent with the annual sick leave conversion policy, payment is for whole days only and is capped at 3 days pay.) LAYOFF BETWEEN DECEMBER 1 AND MAY 31 An employee who was laid off on December 31 and who had 19 years of City service, is rehired in October. At the time of lay off, the employee was not eligible to convert to cash any of the 75 leave days which had accumulated. All 75 sick leave days will now be restored to the employee's sick leave record. FLSA - Nonexempt A rehired person who at the time of layoff was nonexempt under FLSA and received payment in full for compensatory leave at separation can not repurchase the compensatory leave, i.e., "buy back" is prohibited. FLSA -Exempt Rehired persons, who were exempt under FLSA at the time of layoff, received no payout for accumulated compensatory leave. The compensatory leave balance will not be restored. July 1, 1989 July 16, 1998 AM-232-1-1 AM-290

Establishing internal controls in administering City payroll systems is a requirement of each agency and bureau head. Important control features for City agencies to follow in providing reasonable protection against various payroll errors and fraud schemes include: <ul> <li>Using a positive documented system to determine presence or absence of employees;</li> <li>Assigning competent and trained staff as well as trained alternates to payroll record keeping and reporting duties;</li> <li>Segregating duties;</li> <li>Conducting at random intervals unannounced changes in duties of individuals assigned payroll functions; and</li> <li>Establishing oversight and authorization responsibilities at appropriate levels.</li> </ul> Guidelines for meeting these control requirements are set forth. The PAYROLL ATTENDANCE REPORT (147-093) is the document which the Bureau of Payroll and Disbursements relies upon to pay employees. It is the vehicle for consolidating and reporting time and attendance information to the Bureau of Payroll and Disbursements. This document also has significant impact on the accounting and monitoring of expenditures, e.g., wages, salary, overtime, meal allowance, etc. At the agency/bureau level, this report must be completed from a documented record of presence, absence, overtime, compensatory time, holiday or authorized leave usage for each employee. It is not a sufficient basis for establishing the actual time and attendance of employees. However, internal agency records are compared at intervals with records in Central Payroll. Such records are subject to subpoena by the courts and other investigative entities. Supervisors are responsible for assuring the accuracy of time and attendance information of individuals under their immediate supervision and should perform these duties diligently. When there are irregularities the supervisor and the subordinate involved in the irregularity will be held accountable. All agencies must install a positive time-keeping system for each payroll section under their supervision. A positive time-keeping system includes a contemporaneously maintained individual time record. Acceptable alternatives include a daily work crew report or a daily duty assignment roster maintained and reported by the foreman. Where time clocks are used, the resulting time cards serve the same purpose. Daily sign-in, sign-out records are also acceptable reporting practices. Regardless of the time-keeping option used, the filled out form must be submitted through the immediate supervisor responsible for reporting individual or group location attendance. It is then forwarded to the agency payroll clerk as the basis for preparation of the PAYROLL ATTENDANCE REPORT. The supervisor should take reasonable precautions to preclude the opportunity for the reporting individual or group to intercept and alter the information after supervisory approval and before it is received by the payroll clerk. When an individual or groups of individuals work at locations remote from on-going supervisory scrutiny, supervisors are responsible for making personal unscheduled spot checks of their presence and attention to duty. Random telephone contacts and on-site visits should be used to make these determinations. This report is prepared from the time and attendance records. Sources of information to be used include add and drop slips, overtime and compensatory time approvals, permission time approvals, out-of-title approvals, etc. The work of the payroll clerks should be periodically spot checked for accuracy by their immediate supervisor which can be accomplished by comparing markings and related information on the PAYROLL ATTENDANCE REPORT with the positive timekeeping records and/or other authorized documents. The PAYROLL ATTENDANCE REPORT should reflect the name of the payroll clerk who prepared it. Clerks are to sign in the space provided for the Auditor’s use. Individuals assigned these payroll duties must receive training from the Bureau of Payroll and Disbursements. The PAYROLL ATTENDANCE REPORT should be reviewed and approved by an individual who has reasonable knowledge of the attendance, absence, overtime, etc. of the reporting unit. Where there are alterations on the report to correct errors, each such alteration should be initialed by the approving official. Initialing is intended to preclude an individual from making unapproved alterations to the PAYROLL ATTENDANCE REPORT after the approving official has signed off and before the report is delivered to the Bureau of Payroll and Disbursements. The PAYROLL ATTENDANCE REPORT must be reviewed and signed by the approving official or in his absence, a designated alternate. Facsimile approval signatures to include stamps, imitations or proxy signatures are prohibited. The agency/bureau head must certify to the Bureau of Payroll and Disbursements, Attn: Chief, in a signed MEMORANDUM (28-1418-5007), all authorized signatures of the PAYROLL ATTENDANCE REPORT. The MEMO must contain a written sample of the signatory to include full name and initials. The designated signatory must see that the PAYROLL ATTENDANCE REPORT is submitted to the Central Payroll Division in accord with the pay period schedule for the administrative unit. It is expected that no changes will be made to the PAYROLL ATTENDANCE REPORT after submission. It may be necessary to anticipate the probable attendance or absence of an employee on the last day of the pay period. An agency must, therefore, use documented records of actual attendance to compare with anticipated attendance before processing necessary adjustments to the payroll in a subsequent payroll period. In a sign-in sign-out, time clock, duty roster, or similar system this is accomplished by comparing actuals to estimates. In a contemporaneously maintained individual time sheets system, separate cumulative reports by the employee of actual to date and estimated for the remainder of the pay period can be used. Whether it is an individual payroll check or the pay stub of an employee on direct deposit, the payroll clerk should not be the individual directed to pick up or distribute it within the agency. Separation of duties between payroll preparation and paycheck distribution as well as prompt processing of the cut-off notice for separating employees are essential to minimizing the opportunity for fraud or error on the payroll. Undeliverable paychecks or stubs must be brought to the attention of the immediate supervisor. Prompt return of paychecks or pay stubs to the Bureau of Payroll and Disbursements is required to preclude repetition on subsequent pay periods. There are a number of schemes by which individuals or groups of individuals may seek to take advantage of the payroll system, including credit for hours not worked, increasing pay entitlement, or creating "ghost" employees. Supervisors need to be alert for indications of such situations. In instances where outside assistance may be needed to address such concerns, the Department of Audits should be contacted. When an agency head becomes aware of any irregularities, he must report such situations immediately to the City Solicitor for recommendation as to appropriate action. A reporting mechanism available to all City employees is the City Fraud Hotline, 410-396-3589. In all cases of payroll abuse, the minimum cure should be restitution and disciplinary action of the affected employee by the agency head. To be considered in such cases is whether neglect of supervisory responsibility created the opportunity for the abuse. If so, appropriate disciplinary action is to be considered for the supervisor. February 20, 1989 AM-204-16-1

This policy determines pay for an employee whose work shift is affected by the shortening of actual hours worked or whose work shift is affected by the extension of actual hours worked because of observance of Daylight Savings Time or the return to Standard Time. No city employee will lose pay due to a shortening of his actual hours of work caused by the changing of clocks for the observance of Daylight Savings Time. An employee whose actual hours of work are extended due to the changing of clocks for the return of Standard Time will be eligible for paid overtime or to accrue compensatory time as appropriate for all work performed in excess of the regular work shift. An employee affected by the shortening of actual hours worked should be recorded on the PAYROLL ATTENDANCE SHEET (147-019) with the appropriate marking which reflects a full work shift, i.e., “/” or the number of work hours, “7.3”. An employee affected by the extension of actual hours worked should be recorded on the PAYROLL ATTENDANCE SHEET with the appropriate marking which reflects the amount of overtime worked or compensatory time to be accrued, i.e., “1.0” hours. February 14, 1989

This policy details employee eligibility for sick leave conversion and payment at the end of each sick leave year. The sick leave year begins on the day immediately following the last payroll period in November and extends through the last payroll period in November of the following year. An employee may convert to cash all or none of the days to which he is entitled. Conversion of only some of the days to which an employee is entitled as well as conversion pf partial days is not authorized. When a sick leave day is used by an employee, the most recently accrued sick leave day is subtracted from the employee’s leave balance. An employee’s current sick leave year accumulation is therefore always affected whenever the employee uses sick leave. All permanent employees whether full-time or permanent part-time are eligible for sick leave conversion at the end of each sick leave year, provided: 1) the employee’s sick leave is controlled through the computerized system such that sick leave balance is printed on their check stub: and 2) they have a minimum balance of 4 unused sick leave days which were accumulated during the preceding 12 months. For every 4 days of sick leave accumulated during the designated sick leave year, a permanent employee is eligible to convert 1 day to cash thereby retaining 3 days in his sick leave account balance. The maximum number of days which can be converted is 3 days. <table> <thead> <tr> <th>Accumulated and Unused Sick Leave Days During Sick Leave Year</th> <th>Number of Days Eligible Days for Conversion</th> <th>Retained in Sick Leave Account</th> </tr> </thead> <tbody> <tr> <td>12</td> <td>3</td> <td>9</td> </tr> <tr> <td>8 through 11</td> <td>2</td> <td>6 through 9</td> </tr> <tr> <td>4 through 7</td> <td>1</td> <td>3 through 6</td> </tr> <tr> <td>Less than 4</td> <td>0</td> <td>0 through 3</td> </tr> </tbody> </table> Payment for sick leave conversion will not be included in the employee’s regular salary check, but will be issued in a separate check. Direct deposit of sick leave conversion monies is NOT AVAILABLE. Checks for such payment must be issued no later than December 24 of each year. Payments will be subject to Federal and State withholding taxes and Social Security. Upon termination of employment employees may, under certain conditions, be paid for a portion of their unused sick leave. June 14, 1988

June 14, 1988

A longevity increment is a salary increase granted to eligible employees depending upon representative organization after a specified period of City service has been completed. Longevity increments are affected by processing a signed CHANGE NOTICE (28-1618-5143) which indicates the employee has attained the required number of years of service as well as met any other criteria to be eligible to receive the longevity increment, i.e. time in grade. The increment date and effective date for longevity pay is determined in the same manner as the increment date for other salary increments. The amount of the longevity increase is a fixed percentage of the maximum step of the employee’s salary grade or flat salary whichever is applicable depending upon employee’s representative organization, i.e. C.M.E.A, C.U.B, M.A.P.S. The appropriate Salary Schedule of the employee’s representative organization should be referred to in order to determine the value of the increment. Longevity increments are granted to eligible City employees depending upon representative organization who have completed 10 years, 15 years, 20 years, 25 years, and 30 years of service. In the case of M.A.P.S. employees, an increment for 30 years of service is not authorized, also the granting of a longevity increment depends on the number of years the employee has been in service in the merit step beyond the maximum step of the salary grade. The effective date of a longevity increment is determined in the same manner as the effective date for other salary changes. December 15, 1988 AM-290

It is a State of Maryland requirement that all individuals who are 14 through 17 years of age have a valid work permit before employment. A valid State WORK PERMIT FOR MINOR must be on file in the appropriate agency personnel office before any minor is employed by the City. (See <cite data-path="§AM-205-15-1">AM-205-15-1</cite> for details) The WORK PERMIT FOR MINOR allows the minor to perform only the duties associated with the work described on the issued permit. If the minor employee transfers positions or undertakes new duties, a new work permit must be issued pertinent to the new duties. It is the responsibility of the prospective employee’s appointing officer to see that a valid work permit is on file prior to employment and upon change of duties or transfer of positions. A minor cannot begin work without a valid work permit. February 5, 1986

A meal allowance in accordance with applicable labor agreements between the City of Baltimore and City employees as determined by designated Representation Code, shall be granted if the City employee is required to work 3 or more hours either before or after the regularly scheduled full-time work shift. In addition, employees designated by Representation Code 6 or 9 and who are required to work on an official City holiday or a regularly scheduled day-off will be paid the appropriate meal allowance when 3 or more overtime hours have been completed. Payment of the meal allowance is subject to reasonable costs and original meal receipt(s) as outlined in this policy. Petty cash may not be used for reimbursement to an employee for meal allowance. Employees receiving benefits of the following units: <ul> <li>I - AFSCME, Local 44</li> <li>U - City Union of Baltimore</li> <li>M - Unrepresented (designated benefits - Salary Schedule B)</li> <li>4 - CMEA</li> <li>5 - AFSCME, Local 55B</li> <li>7 - Unrepresented (designated benefits - Salary Schedule A)</li> </ul> will be paid $4.00 for each approved request for meal allowance. Payments will be effectuated through the payroll upon posting of the appropriate dollar figure in the “Dollar Adjustment to Net” block and the “Account Numbers other than Normal” block is completed using object/sub-object 2-11. The “Remarks” must include the explanation if meal allowance is posted, i.e., $00. adj: to net account number xxxx-xxx-xx-xxx-211, and no overtime or compensatory leave hours are posted. Meal allowance payment appears on the employee’s paycheck as an “adjustment to net.” Employees receiving the benefits of the following units: <ul> <li>6 - Managerial and Professional Society</li> <li>9 - Unrepresented (Managerial and Professional Society)</li> </ul> will be reimbursed for reasonable meal costs for each eligible period as specified in this policy. Alcoholic beverages will not be reimbursed as part of the meal cost, e.g., beer, wine, liquor. An original receipt(s) is necessary to obtain payment of meal allowance. Such receipt(s) must be for a meal, i.e., not for groceries, luncheon meats, seafood, etc., which may or may not be consumed off the work site. To receive meal allowance payment, employees designated by representation code 6 or 9 must submit an EMPLOYEES EXPENSE REPORT (28-1448-5060), with all receipts attached to the EMPLOYEES EXPENSE REPORT. The agency/bureau head must verify the employees eligibility for reimbursement in terms of hours worked on the day(s) meal expenses were incurred. The Employee Expense Report and receipts must then be submitted to the Disbursements Division, Room 700, 401 E. Fayette St., Attn: Disbursements Supervisor. Reimbursement will be issued directly to the employee unless other arrangements are made with the Disbursements Division. June 20, 1989

All non-paid members of the various advisory boards and commissions of the City of Baltimore are eligible for a reimbursement as compensation for any expenses incurred relative to attendance at meetings. A flat rate of $10.00 per meeting for each board member or commissioner is available except where special federal or state grant requirements specify other rates of reimbursement. This reimbursement is obtained by submitting a DIRECT PAYMENT ORDER (28-1428-5035) [<cite data-path="§AM-303-1-1">AM-303-1-1</cite>-] for each eligible commissioner. The date of the meeting attended should be stated on the DIRECT PAYMENT ORDER. October 21, 1983

The purpose of this policy is to establish, maintain and administer a comprehensive compensation plan for all employees of the Mayor and City Council of Baltimore (“City”) in the Civil and Non-Civil classifications of the Managerial and Professional Society of Baltimore, Inc. (“MAPS”). All salaries for MAPS classifications shall be administered in compliance with this policy. For purposes of this policy the following definitions will apply: Agency – Any Department, Office, Board, Commission or other entity of the Mayor and City Council of Baltimore having the authority to appoint employees whose salaries are administered by the Baltimore City Department of Human Resources (“DHR”). Base Pay – An employee’s salary, which may be reported as an hourly wage, weekly, semi-monthly, monthly or annual salary, excluding shift differentials, temporary pay, benefits, overtime, or other similar non-base pay compensation. Certification - A specialized course of study resulting in the receipt of a certification from a nationally recognized and accredited entity for a particular profession. Classification Salary Adjustment – The movement of a classification to a different salary range due to changes in the labor supply, market conditions or due to a change in the duties and responsibilities associated with the classification. Competitive Salary Offer – A counter offer to a higher salary offered by an organization outside of the City or another City agency to an employee deemed critical to the agency’s mission and operations. Demotion (Voluntary) – An employee initiated movement to a different classification in a lower salary range. Demotion (Involuntary) – A management initiated movement of an employee to a different classification with a lower salary range for disciplinary or performance reasons. Duties and Responsibilities - The primary and essential task assigned to a particular position or classification. In-Range Adjustment (“IRA”) – An increase to an employee’s base pay on the basis of changes in duties and responsibilities, professional/skill development, or internal salary alignment. Internal Salary Alignment – An increase to an employee’s base pay based upon a comparison to the base pay of other employees within the agency who have comparable levels of training and experience, duties and responsibilities, similar performance and competencies, and/or knowledge and skills. Lateral Transfer – The movement of an employee to a different position in the same classification or salary range. License – A credential that is required by law to perform the duties of the position or classification. Managerial and Professional Society of Baltimore, Inc. (“MAPS”) – The representative organization for professional and supervisory employees of the City of Baltimore. MAPS Performance Management Program – A program designed to improve organizational effectiveness by setting performance objectives, providing guidance and feedback, encouraging opportunities for professional development, and rewarding achievement. Market Availability – The availability of suitable, qualified candidates in the general labor market that is subject to the changes in supply and demand. Position Reclassification – A movement of a position to a different classification in a higher, (Upward Classification Change), lower (Downward Classification Change), or the same (Lateral Classification Change) salary range. Performance – A measure of an employee’s work accomplishments, outcomes and behavioral inter-actions assessed as part of the MAPS Performance Management Program. Promotion – The advancement of an employee to a different classification with a higher maximum salary range through either reclassification of the employee’s existing position or appointment of the employee to another position. Salary Administration - The guidelines for establishing and changing compensation including Starting Pay, Promotion, Transfer, Demotion, Classification Change, In-Range Adjustment, Disciplinary Action, Performance-Related Salary Actions, and Competitive Offers. Salary Grade - The three (3) digit number in the City’s Human Resources Information System (HRIS) that is used to designate a specific salary range in the City’s Salary Administration Plan for MAPS employees. Salary Range- The minimum, mid-point, and maximum salary assigned to a classification for purposes of recruitment, and compensation administration. All MAPS positions shall be assigned to a Civil Service or Non-Civil Service classification with a specified salary range. The salary range represents the minimum, mid-point, and maximum pay for the classification. MAPS employees shall not be paid less than the minimum or more than the maximum of the assigned salary range for the classification. All salary decisions must be documented, and kept in the employee’s personnel file throughout the employee’s term of employment with the City and in accordance with applicable laws after the employee’s separation from City services.Upon initial appointment, an employee shall be paid at least the minimum salary of the salary range to which the employee has been appointed. An Agency may negotiate a starting base pay up to the mid-point of the assigned salary range. An Agency shall not offer a candidate a starting base pay that exceeds the mid-point of the assigned salary range. When an employee is moved to a position in a different classification that has a higher maximum salary range, the employee’s base pay shall be increased to either the minimum of the new salary range, or ten percent (10%) above the employee’s current base pay, whichever is greater, not to exceed the maximum of the salary range for the new classification. An employee may be demoted either voluntarily or involuntarily.An employee who voluntarily moves to a position in a classification with a lower maximum salary shall retain their base pay unless their base pay exceeds the maximum salary of the lower classification. In cases where the employee’s base pay exceeds the maximum salary range for the lower classification the employee’s base pay shall be reduced to the maximum salary of the lower classification. An employee may be demoted involuntarily for poor performance or disciplinary reasons. The involuntary demotion may result in an employee moving to a position in a classification with a lower maximum salary or to a position in a classification with the same maximum salary. The employees’ base pay shall be reduced by a minimum of five percent (5%) unless the employee’s reduced salary exceeds the maximum salary for the classification. In cases where the employees’ reduced base pay exceeds the maximum salary of the employee’s classification the salary shall be reduced to the maximum salary of the lower classification. An employee who transfers to a different position with the same salary range may negotiate the base pay for the new position up to ten percent (10%) above the employee’s current base pay, not to exceed the maximum salary of the salary range for the classification. An Agency may initiate an In-Range Adjustment to resolve specific salary issues or provide potential salary growth and career progression within a salary range. An In-Range Adjustment shall not exceed an increase of five percent (5%) of the employee’s base pay. An employee may receive more than one In-Range Adjustment in a fiscal year provided that the total of all In-Range Adjustments does not exceed five percent (5%) during the fiscal year. An employee shall be ineligible for an In-Range Adjustment if the employee’s base pay is at the maximum of the salary range.An increase in base pay may be granted to an employee who assumes new higher-level duties and responsibilities on a permanent basis that are critical to the operations of an agency. An increase in base pay may be granted to align an employee's salary with those of other employees' within the same agency who have comparable levels of training and experience, similar duties and responsibilities, performance, competencies and/or knowledge and skills. An employee may receive an increase in base pay for completing a course of study directly related to the duties and responsibilities of the employee’s position. All In-Range Adjustments are discretionary actions, based upon the availability of funds and the prior approval of the Director of DHR. An Agency may propose a base pay increase for employees performing at or above the satisfactory level as defined in the MAPS Performance Management Program and Policy. Performance based increases shall not cause an employee’s base pay to exceed the maximum salary of the employee’s current salary range. All performance based increases are discretionary, based upon the availability of funds and require the prior approval of the Director of DHR. An Agency may provide a salary adjustment to an employee who is deemed critical to the agency's mission and on-going operations when the employee receives a job offer from another City agency (Internal Competitive Salary Offer), or from outside of City government (External Competitive Salary Offer). A competitive offer may not occur within an agency. When providing competitive salary adjustments, agencies must comply with the following guidelines: <ul> <li>Obtain a copy of the written offer for verification</li> <li>Assess the need to retain the employee, the impact on agency operations if the employee separates and the difficulty in recruiting to replace the employee</li> <li>Request approval from the Director of Human Resources prior to extending a competitive salary offer</li> </ul> <ul> <li>When an employee receives a higher salary offer from another City agency, there can be only one counter-offer from the employee’s current agency.</li> <li>The amount of the counter-offer may not exceed the amount of the job offer from the other agency.</li> <li>The other City agency may not make a second offer in response to the current agency's counter-offer.</li> </ul> When an employee receives a salary offer from an organization external to the City, the employing agency may make a counter-offer, not to exceed the amount of the job offer, or a 10% increase over the employee’s current base pay, whichever is less, not to exceed the maximum salary of the assigned salary range. All competitive salary offers are discretionary, subject to the availability of funds and require the prior approval of the Director of DHR. An employee may be temporarily assigned additional duties and responsibilities as a result of agency needs or a special project. The Agency shall obtain approval from the Director of Human Resources, prior to an employee beginning a temporary assignment, by submitting a request for study of the additional duties and responsibilities. Employees approved for temporary assignment shall receive five percent (5%) of the employee’s base pay as additional compensation for the term of the temporary assignment only. Temporary assignments are limited to an initial four month period with an option for the agency to extend for two additional four month periods, not to exceed one year. A position may be changed to a different classification in a higher, lower or the same salary range due to a change in the duties and responsibilities of the position or as a result of a classification study. A position reclassification does not result in a change in position number.The employee’s classification and base pay remain unchanged, until a Promotion is processed in accordance with the provisions of Section III(B). An employee whose position has been reclassified to a lower salary range will have their base pay adjusted according to the City’s Downgrading Policy, <cite data-path="§AM-230-5">AM-230-5</cite>. The employee’s base pay shall not be changed when a position is changed to a different classification in the same salary range. Agencies may submit a request to the Director of Human Resources for the movement of a classification to a different salary range or DHR may initiate a study that results in the movement of a classification to a different salary range. When the salary range for a classification is changed, the employee’s base pay remains unchanged provided the employee’s current base pay is within the new salary range. When a classification is moved to a higher salary range and the employee’s current base pay is below the minimum salary of the new range, the employee’s base pay will be adjusted to the minimum of the higher salary range. When a classification is moved to a lower salary range and the employee’s current base pay is above the maximum salary of the new range, the employee’s base pay will be adjusted to the maximum salary of the lower salary range. All former employees returning to City service in a MAPS classification will have their base pay established according to the Starting Pay provisions of this policy.An employee returning to City service after time off for military service will have their base pay established according the provisions of <cite data-path="§AM-204-11">AM-204-11</cite>. A former employee rehired within one (1) year of the layoff will have their base pay established as follows:If the employee is rehired into the same classification, the employee’s base pay will be the same as the base pay the employee would have been entitled to if the layoff had not occurred. If the employee is rehired in a classification with a lower salary range than the classification the employee held at the time of the layoff, the employee’s base pay will be the same as in 2(i), unless the base pay is above the maximum of the lower salary range. When the employee’s base pay exceeds the maximum of the lower salary range, the employee’s base pay shall be reduced to the maximum salary of the range. If the employee is rehired into a classification with a higher salary range than the classification the employee held at the time of the layoff, the employee’s base pay will be the same as in 2(i), unless the base pay is below the minimum of the higher salary range. When the employee’s base pay is lower the minimum of the lower salary range, the employee’s base pay shall be increased to the minimum salary of the range. A former employee reinstated to a position in the same classification within one (1) year of the employee’s voluntary resignation will receive the same base pay the employee was receiving at the time of their resignation. Former employees must meet all criteria for reinstatement as set forth in <cite data-path="§AM-213-1, Part I">AM-213-1, Part I</cite>. A former employee obtaining subsequent employment with the City in a different classification within one (1) year of the employee’s voluntary resignation will have their base pay established in accordance with the Initial Appointment provisions of this policy. The Director of Human Resources has the authority to grant an exception to any provisions of this policy. To request an exception, the agency shall complete and submit MAPS Salary Policy Exception Form (<cite data-path="§AM-205-20-1">AM-205-20-1</cite>) providing all necessary information including a detailed justification of the need for the exception. All exceptions are within the sole discretion of the Director of Human Resources and subject to the availability of funds. The Department of Human Resources issues this policy pursuant to the authority provided in <cite data-doc="City of Baltimore, Md., Charter">the City Charter</cite>, Articles VI and VII, and the approval of the City’s Board of Estimates. The Director of Human Resources is responsible for the official interpretation of this policy. The Department of Human Resources reserves the right to revise or eliminate this policy at any time, with the approval of the City’s Board of Estimates. July 1, 2014 AM-213-1-1 AM-290-07

July 1, 2014

The Employees' Retirement System (ERS) is a defined benefit plan that provides retirement, disability and death benefits for its members. This summary is intended to describe the essential features of the Employees' Retirement System. Every effort has been made to make sure that the information contained in this summary is correct; however, in the case of any discrepancy, the provisions of the legal documents, policies and law (<cite data-doc="City of Baltimore, Md., Code" data-path="|22">Article 22 of the Baltimore City Code</cite>) embodying the plan will govern. Any person who is a regular and permanent employee of Baltimore City and who is employed in the general administrative service of the City is eligible for membership in the ERS. EXCLUDED from the ERS are uniformed Fire Personnel and Police Officers, who become members of the Fire and Police Employees' Retirement System. Also excluded are elected officials who became members of the Elected Officials' Retirement System. Both the Fire and Police and Elected Officials' Systems are Baltimore City Retirement Systems. Baltimore City educational personnel, teachers and administrators become members of the Maryland State Retirement System. All eligible employees hired after July 1, 1979, become non-contributory Class C members of the Employees' Retirement System upon completion of one year of City employment. The employee will be notified by mail to visit the ERS to sign up for membership. The Retirement Systems office is open Monday through Friday, 8:30 a.m. to 12:30 p.m. and 1:30 p.m. to 4:30 p.m. for enrollment. If these hours are not convenient, the employee may set up an appointment by calling 443-984-3200. To complete the enrollment process, the employee must furnish specific documents which will be returned to the employee at the conclusion of the interview. AND WHERE APPLICABLE The employee's birth certificate or birth registration notice or a certified photocopy of either, A marriage license(s) or court order legally changing the employee's name, if the present name is different from the last name shown on the birth certificate, A certified photocopy of military separation papers (DD214 or equivalent), A list of any prior service in Baltimore City, Maryland State or any of its subdivisions, or other non-federal government employment in Maryland. As a part of the enrollment process, the employee will complete a Beneficiary Designation Form for any and all pre-retirement death benefits that may be payable by the Retirement System. By completing this confidential form, the employee will make certain that the Retirement System provided pre-retirement death benefits will be distributed to the person or persons named as beneficiaries. If the employee does not enroll voluntarily in the Retirement System, the employee will be enrolled automatically as required by law. However, if the employee should die in active service, the employee's heirs may be denied or may experience costly delays in receiving certain death benefits because the Retirement System did not have the required beneficiary designation form. There is also a separate beneficiary designation form for the union death benefits which are paid by the Employee Benefits Division of the Department of Personnel. This form does not establish or change the Retirement System beneficiary designation. As a member of the ERS, the employee is eligible for service retirement, disability retirement and death benefits under specific legislated circumstances. The eligibility requirements and level of benefits depend upon the employee's membership class. There are three classes of ERS members: Class A Employees who were hired before July 1, 1979, and entered membership on or after January 1, 1954, or who elected, prior to April 1, 1954, to contribute at the higher Class A member rate. Any Class B member may elect to become a Class A member by bringing his/her accumulated contributions and interest up to what they would be if the member had elected Class A membership on January 1, 1954. Class B Employees as of January 1, 1954, who did not elect Class A membership. Class C Employees, who were hired on or after July 1, 1979, or any Class A or B members who elected to transfer before June 30, 1991, to Class C. Class A and Class B members contribute at the rate of four (4) percent of earnable compensation to the ERS through payroll deduction. Contributions are not required upon attaining age 60 and completing 35 years of service. Class C members do not contribute to the ERS. Retirement System membership service credit is a major factor in determining the employee's eligibility for service retirement, disability retirement and death benefits. The employee's current membership service begins with the employee's most recent date of entry into the ERS. THE EMPLOYEE'S MEMBERSHIP DOES NOT BEGIN WITH HIS/HER DATE OF EMPLOYMENT. For Example: <ul> <li>For contributory Class A or B members hired before June 12, 1967, enrollment was mandatory six (6) months after the employee became a permanent City employee.</li> <li>For contributory Class A or B members hired after June 12, 1967, and before July 1, 1979, membership in the ERS was mandatory after two years of permanent employment. However, the employee had the option to join the ERS at any time prior to the two-year mandatory entry date.</li> <li>For non-contributory Class C members hired after June 30, 1979, membership in the ERS is automatic after one year of permanent employment. Employees hired after June 30, 1979 do not have the option to join the ERS before their first anniversary of employment.</li> </ul> Membership Service Credit can be made up of different types of service. The following is a summary of the types of service which can make up your total membership service credit. Only the staff of the Employees' Retirement System can determine an employee's membership service credit. Current Service Current service is accumulated starting with your entry date in the Retirement System. Entry date depends upon when your employment began and your membership class. For example, if you were hired before July 12, 1967, your membership in the ERS was mandatory after six (6) months of employment. If you were hired on or after July 12, 1967, and before July 1, 1979, your membership in the ERS was mandatory after two (2) years of employment. If you were hired after June 30, 1979, your membership was mandatory after one (1) year of employment. Transferred Service If you were a member of a Maryland State Retirement System and/or one of the Maryland County Systems and you transferred your employment to Baltimore City with no break in service, you can apply to transfer your prior service within one year of becoming a member of the ERS. Purchased Service Previous membership service: If you were a City employee and a member of the ERS prior to your current employment, you may be eligible to purchase your previous membership service. Pre-Membership Employment: If you were not a member of the ERS when you first began working for the City, you can purchase regular and permanent City employment prior to entry in the ERS. For noncontributory Class C members, this would include the first year of employment. Military Service There are two types of military service for which you can receive membership service credit provided you are not receiving or will not receive benefits from any other retirement system because of your military service. Military Service Prior to Employment You may receive up to three (3) years of service credit if you were in the armed forces prior to employment with the City and provided certain eligibility requirements are met. Classes A and B: Attain age 60 and acquire 10 or more years of service; or acquire 20 or more years of service, regardless of age. Class C: Attain age 62 and acquire 10 or more years of service; or acquire 20 or more years of service, regardless of age. Military Service Within Employment You may receive up to five (5) years of service credit with proper documentation if you have a break in employment because of military duty (Example: Desert Storm). All within employment military service credit is subject to the provisions of the Veteran's Reemployment Rights Act of 1974 and the Uniformed Services Employment and Reemployment Rights Act of 1994. Upon termination from employment, a member is entitled to receive a service retirement benefit if the requirements for age and/or years of Retirement System membership service credit are met. The eligibility requirements depend on Membership Class: Contributory Member - Classes A & B Normal Retirement: Must have attained the age of 60 with a minimum of five (5) years of Retirement System membership service credit; or 30 years of Retirement System membership service credit, regardless of age. Non-Contributory Member - Class C Normal Retirement: Must have attained the age of 65 with a minimum of five (5) years of Retirement System membership service credit; or have 30 years of Retirement System membership service credit, regardless of age. OR Early Service Retirement: Must have attained age 55 with five (5) years or more years of Retirement System membership service credit, but less than 30 years of Retirement System membership service credit. Reduced benefits if received prior to age 65. Benefits reduced 6.7% for each year, if you retire between the ages of 60 and 65. Benefits reduced 3.3% for each year, if you retire between the ages of 55 and 60. If the employee loses his/her job through no fault of the employee's own (if the employee is laid off or the employee's job is abolished), the employee may be eligible for a retirement benefit. It depends upon the number of years of Retirement System service credit the employee has. Regardless of the employee's membership class, if the employee loses his/her job through no fault of the employee's own and has 20 years of Retirement System membership service credit, the employee is vested and will collect an immediate retirement benefit. Regardless of the employee's membership class, if the employee loses his/her job through no fault of the employee's own and has five (5) years of Retirement System membership service credit, the employee is vested and may collect a deferred vested retirement benefits as follows: Contributory Member - Classes A and B The employee can begin collecting a retirement benefit at age 60. Non-Contributory Member - Class C The employee can begin collecting a reduced benefit as early as age 55 with five (5) or more years of membership service or the employee can begin collecting unreduced retirement benefits at age 65. If the employee leaves City employment before retirement age, the employee may be eligible for a Deferred Vested Retirement Benefit. A deferred vested benefit is a benefit that the employee will be eligible to receive at a later date. In other words, while the employee is not eligible for an immediate benefit when the employee leaves City employment, the employee will be eligible to receive a benefit in the future. BEFORE LEAVING CITY EMPLOYMENT, THE EMPLOYEE SHOULD VISIT THE RETIREMENT SYSTEM OFFICE TO BE SURE THE EMPLOYEE HAS CREDIT FOR ALL HIS/HER EMPLOYMENT WITH THE CITY OR STATE. The number of years of City service the employee needs to be eligible for a vested retirement benefit depends upon whether the employee is a contributory or non-contributory member. Contributory Member-Classes A and B As a contributory member, the employee needs 15 years of Retirement System membership service credit, and the employee must leave his/her contributions in the Retirement System. The employee can begin collecting his/her retirement benefit at age 60. Non-contributory Member - Class C As a non-contributory member, the employee needs 10 years of Retirement System membership service credit. The employee can begin collecting reduced retirement benefits as early as age 55. The employee can begin collecting unreduced retirement benefits at age 65. PLEASE NOTE: Should the employee elect to defer receiving retirement benefits until age 65 and the former employee dies prior to receiving any benefit payments, no retirement benefits will be payable to the employee's beneficiary. The employee must begin receiving retirement benefits in order for the employee's beneficiary to be eligible for survivorship retirement benefits. In the event that the employee becomes ill or disabled to the point that the employee cannot continue to work, the employee may be eligible for disability benefits. If the employee has at least five (5) years of ERS membership service, the employee is eligible to apply for an ordinary, non-line of duty, disability benefit. If the employee is hurt on the job and is a member of the System, the employee is eligible to apply for an accidental, line of duty, disability benefit. The employee must file an application with the Retirement System, Room 640, City Hall. The employee's department cannot file this application for the employee. The disability process can take approximately three (3) to six (6) months. Because the disability process is long, it is very important that the employee file a disability application before the employee has used up all of the employee's paid leave. If the employee's leave time runs out before a disability application has been processed, the employee may temporarily lose his/her health and prescription coverage paid for by the City. The employee will, however, be eligible to personally pay for the continuance of the employee's health plan coverage until the employee begins receiving a disability benefit, if eligible. When the employee files a Retirement System disability application, the employee should also contact the Employee Benefits Division of the Department of Personnel to make arrangements for continuing his/her health plan coverage until the employee begins receiving a disability benefit, if eligible. If the employee files an application for a disability benefit and later is able to return to work, the employee can withdraw his/her disability application with no penalty. Below are listed the steps in the disability application process:Visit the Retirement System's office and file an application for disability. An employee must personally file this application. File the employee's doctor's report (Retirement Systems' Form 25) of disability. Retirement System gathers all medical and other pertinent records regarding the employee's disability. Retirement System schedules the employee for a medical examination and evaluation of the employee's disability by a physician representing the City. Retirement System schedules a hearing of the employee's claim before a hearing examiner. The hearings are adversarial proceedings. The employee may have an attorney represent him/her at this hearing. Hearing Examiner renders a decision. For example: If an employee has been hurt on the job, the hearing examiner must determine that the employee is incapacitated for the performance of duty as the result of an injury in the line of duty and that the disability is likely to be permanent. Or, if an employee has a non-line of duty illness or disability, the employee must have at least five years of Retirement System membership service and a hearing examiner must determine that the employee is non-line of duty illness or disability, the employee must have at least five years of Retirement System membership service and a hearing examiner must determine that the employee is incapacitated for the performance of duty and that disability is likely to be permanent. Retirement System notifies the employee and his/her department of the decision of the hearing examiner. If the hearing examiner denies the employee's claim, the employee is entitled to appeal the decision through the Circuit Court of Baltimore City. Likewise, if the City disagrees with the decision of the hearing examiner, the City may also appeal the decision through the Court. The appeal must be filed within 30 days after the employee receives the hearing examiner's decision. If the hearing examiner finds the employee is eligible for disability benefits, the employee will be advised of the benefits payable under the various options that provide survivorship benefits. The employee must then select a benefit option so that the employee may be placed on the retirement payroll. (Disability payments may be reduced by any Workers' Compensation awards received). Determinations of disability by the Workers' Compensation Commission or terminations of employment are completely separate from the Retirement System's disability process. The employee's eligibility for disability benefits from the Retirement System will be based solely on the evidence presented to the hearing examiner for the Retirement System. If the employee dies while an active employee of the City, the employee's beneficiary may be eligible for a death benefit. The employee must have been a member of the Employees' Retirement System as of the date of the employee's death for at least one year for the employee's beneficiary to be eligible to receive a lump-sum payment equal to one-half (1/2) of the employee's annual salary. If the employee is a Class A or Class B contributory member, the employee's beneficiary will also receive a refund of the employee's accumulated contributions and credited interest. Or, if at the time of the employee's death, the employee was eligible (or would have been eligible within 90 days after death) for a normal service retirement, the employee's surviving spouse or parent, if eligible, may elect to receive a retirement allowance in-lieu of the lump-sum benefits mentioned above. In the event of an accidental, job-related death, the employee's surviving spouse is eligible to receive a pension of 100% of the employee's current salary for life or until re-marriage, in which event the benefit continues to be paid until the employee's youngest child attains age 18 years (or 22 years if a full-time student). In the event there is no eligible spouse or eligible children, a dependent parent may be eligible to receive this accidental, job-related death benefit. The employee is covered by this accidental death benefit upon becoming a member of the Employees' Retirement System. If due to the employee's death, or to a disability resulting in the employee's death, an award of compensation from the Workers' Compensation Commission is paid, the amount of such award will be deducted from any death benefit amounts paid by the Employees' Retirement System. In order to collect any retirement benefits that may be payable, the employee's beneficiary must call the Retirement System at 443-984-3200 to set up an appointment with a benefits analyst. The employee's beneficiary will be advised by a benefits analyst as to what specific documents are needed to process the employee's death claim. All of the required papers must be received by the Retirement System before the employee's death benefit can be processed. The following outlines the circumstances under which particular documents are required by the Retirement System for processing death claims. FOR EVERY DEATH CLAIM, a certified death certificate and the deceased's birth certificate or birth registration certificate or a certified photocopy of either are required. IF THE SPOUSE IS THE BENEFICIARY, a marriage license and the spouse's birth certificate or birth registration certificate or a certified photocopy of either are also required. IF A MINOR CHILD (UNDER 18 YEARS OF AGE) IS THE BENEFICIARY, the child's birth certificate or a certified photocopy and Guardianship of Property Papers are also required. IF THERE IS NO NAMED BENEFICIARY OR IF THE BENEFICIARY IS DECEASED, either letters of administration or small estate papers are also required. Before an employee makes any retirement decisions, the employee should make an appointment with a retirements benefits analyst (1) to verify membership service credit; (2) to confirm retirement eligibility; and (3) to get an estimate of retirement benefits. When an employee is ready to retire, the employee should notify his appointing officer of his intention in writing. The employee must file an application for retirement with the Employees' Retirement System, not more than 90 days and not less than 30 days prior to the employee's intended date of retirement. During the application process, the member must choose either the maximum benefit or one of the optional forms of benefits. Also, the member must designate a beneficiary to receive continuing benefits, if applicable, upon the death of the retired member. For health care benefits to continue to a retired employee's spouse, a biweekly benefit payment must be received by the spouse. Therefore, an employee may want to elect a retirement option that provides survivorship benefits to insure the availability of health care coverage. The following documents must be on file with the Retirement System for the retirement process to be completed.Birth certificates or birth registration notice for the member and the member's spouse. Marriage license(s) or certificates which documents name changes since birth for the member and spouse. If not previously filed, military separation papers (form DD 214 or equivalent). The employee's spouse's social security number and, Birth certificates for all unmarried children, age 22 and younger. For additional information, contact the Employees' Retirement System on 443-984-3200. When retiring, the employee should also contact: Employee Benefits Division of the Department of Personnel (410-396-5830) 30 to 40 days before retirement for information on continuance of the employee's health benefits. These benefits do not automatically transfer when the employee retires. The employee must sign up again for City health benefits. Social Security at least 90 days before the employee's 62nd or 65th (or whatever other appropriate) birthday for information on benefit. Central Payroll (410-396-3760) 30 to 45 days before retirement for assistance in determining final payroll check and payout for accumulated leave. Contact your agency personnel officer. Municipal Employees Credit Union (410-752-8313) 30 days before retirement for information on continuing membership. Deferred Compensation Program (877-223-2748 - Great West) at the Department of Personnel, at least four (4) years before retirement, whether or not the employee has been participating in the Deferred Compensation Program. Advice will be given which may help in future financial planning. Even if the employee's plans are still indefinite, and retirement is a few years away, it would be worth the employee's while to take time to attend a Pre-Retirement Planning Seminar. The sessions last two days and are given the third Tuesday and Wednesday of each month, except July and August, by the Commission on Aging and Retirement Education at 34 Market Place, Suite 300. Among the topics discussed are planning for a healthy retirement, using leisure time effectively, City retirement benefits, City health benefits, Social Security information, deferred compensation and legal considerations. The information presented will help to organize the employee's thinking about retirement. To register, call the Commission on Aging and Retirement Education at (410)-396-5780. March 16, 1977 March 30, 1998

All employees who are within ten years of their planned retirement and are members of Employees' Retirement System (ERS) are encouraged to attend one (1) pre-retirement seminar sponsored by the Commission on Aging and Retirement Education, CARE, during their employment with City government. CARE conducts a two-day seminar on the third Tuesday and Wednesday of the month, except July and August, from 8:30 a.m. to 4:30 p.m. at 10 N. Calvert Street, Suite 300. The seminar includes all topics which are necessary for the retirement planning process from City government. Employees must receive permission from their supervisor before registering for the seminar. If the supervisor approves the employee's request to attend the seminar, the employee may be granted a Permission "P" Day. The agency is charged a minimal fee to cover the costs of materials and administration. After receiving permission from her/his supervisor, the employee should call the offices of CARE at 410-396-5780 to register for the two day seminar and/or complete a photocopy of <cite data-path="§AM-206-2-1">AM-206-2-1</cite> (form) and return it no later than 10 days (2 weeks) prior to the requested seminar. CARE will send a confirmation letter and agenda to the registered attendee. The $60 cost for the two days will be charged by journal entry to the agency's budget account number by CARE. CARE does encourage spouses to attend the seminar together since it involves "life planning". Spouses of employees must complete the registration form and attach a check for $60, made payable to the Director of Finance. At the seminar attendees are required to sign their names and agencies on the CARE attendance record for verification purposes. For payroll purposes, employees are required to complete a REQUEST FOR TIME OFF form (28-1408-5040), checking the "Permission Day" block and submit it to the supervisor for approval. After registration, if an employee is unable to attend the seminar due to circumstances beyond the employee's control, CARE must be notified at least 48 hours before the scheduled class in order to assign an alternate. Failure to notify CARE will result in the agency still being charged the seminar fee. March 26, 1998 December 18, 2001

March 26, 1998

The City of Baltimore (“City”) is committed to maintaining a work environment that accommodates the religious beliefs and practices of applicants and employees. To achieve this objective, the City provides guidance by way of this Policy to ensure compliance with Title VII of the Civil Rights Act of 1964. The purpose of this Policy is to promote an environment for individuals working for the City that is free from religious discrimination and to provide instructions on what to do if an employee is in need of a religious accommodation. This Policy applies to all employees and individuals involved in the City’s operations, including, but not limited to, full-time and part-time employees, temporary employees, probationary employees, seasonal employees, contractual employees, and applicants. Religious discrimination involves treating an individual (whether it is an applicant or employee) unfavorably because of his or her bonafide religious beliefs. Religious discrimination can also involve treating an individual differently because they are married to or associated with an individual of a particular religion. The law forbids discrimination regarding any aspect of employment, including hiring, firing, pay, job assignments, promotions, layoff, training, fringe benefits, and any other term of consideration of employment. Religion includes traditional, organized religions as well as religious beliefs that are new, uncommon, not part of a church sect, or only held by a small number of people. Title VII of the Civil Rights Act of 1964 prohibits employment discrimination based on religion. This includes refusing to accommodate an employee’s sincerely held religious beliefs or practices, unless the accommodation would pose an undue hardship (more than a minimal burden on the business). Common requested religious accommodations may be: <ul> <li>Adherence to a specific dress code;</li> <li>Schedule changes for holidays or prayer time;</li> <li>Requests to be excused from religious practices offered in the workplace;</li> <li>Attendance at ritual ceremonies;</li> <li>Breaks for daily prayers at prescribed times;</li> <li>Requests from working on a Sabbath day;</li> <li>Job reassignments (where a lateral transfer is not available, an employer can offer a lower paying position if that position would enable the employee to abide by his or her religious beliefs). The decision is up to the requesting employee to accept or decline the offer; and</li> <li>Modifications to the workplace or policy practices.</li> </ul> The determination of what constitutes an undue hardship is made on a case by case basis. Under Title VII, the “undue hardship” defense requires a showing that the proposed accommodation poses a “more than de minimis” cost or burden. However, a few common examples includes:Violating a seniority system; Causing a lack of necessary staffing; Jeopardizing health or security; Costing the employer more than a minimal amount; Infringing on the rights of other employees; Requiring other employees to do more than their share of potentially hazardous or burdensome work; Decreasing workplace efficiency; and Violating a collective bargaining agreement. Even when an undue hardship exists, the Agency can take measures to alternatively accommodate the employee. If scheduling poses an undue hardship, the Agency should consider allowing employees to voluntarily substitute or switch shifts. An Agency may have to make an exception to its scheduling policies, procedures, or practices in order to grant the accommodation if doing so does not pose an undue hardship. The Director of DHR or designee and the employee’s Agency Head or designee must be involved in any decisions regarding this exception. Schedule changes that cause infrequent payment of overtime is not a qualification for undue hardship. If an Agency is unable to accommodate the requesting employee in their current position, they should consider offering a lateral transfer or demotion into a vacant position. The employee must make the Agency aware of the need for an accommodation based on a conflict between the individual’s belief or practice and their work duties or the application process. The initial request can be made orally and/or in writing to the immediate supervisor. The Agency HR Practitioner will assist the employee with completing <cite data-path="§AM-207-3-1">AM-207-3-1</cite> Religious Accommodation Form (“<cite data-path="§AM-207-3-1">AM-207-3-1</cite>”). Should the Agency HR Practitioner need more information, the Agency HR Practitioner and the employee will discuss the request and the options. The employee is obligated to explain the religious nature of the belief or practice at issue and cannot assume that the Agency will already understand. Requested accommodations may vary, so the employer must attempt to arrange the employee to allow an employee to meet their religious accommodations. An Agency may require an employee to use paid time off, such as accrued personal or vacation leave, to meet the requested accommodation. An Agency may not refuse to accommodate an employee because it is based on an unfamiliar religious belief or practice. Additionally, an Agency must demonstrate how the requested accommodation qualifies as an undue hardship. The Agency must make a good-faith attempt to meet the employee’s religious needs and job requirements if the specific request cannot be granted. The employee may not be unreasonable in demanding an accommodation. Although the employee must be clear when requesting their accommodation, they do not need to prove anything regarding their religious belief. However, the employee must cooperate with the Agency’s efforts to determine whether a reasonable accommodation can be granted. Upon a reasonable request of an employee, the Agency will give consideration to accommodating an employee’s sincerely held religious belief, practice, or observance which conflicts with a work requirement, unless doing so would pose an undue hardship. Because the definition of religion is so broad and protects unfamiliar beliefs and practices, the Agency should assume that the employee’s request for religious accommodation is based on a sincerely held belief. In order to consider a requested accommodation, the following steps must be followed:The employee initiates the request orally or in writing; The employee must complete <cite data-path="§AM-207-3-1">AM-207-3-1</cite>; The supervisor will forward the form to the Agency’s HR Practitioner; The Agency HR Practitioner and supervisor will review the form with the employee.If the accommodation is not immediately apparent, the Agency HR Practitioner will discuss the request with the employee to determine what alternative accommodations might be effective, taking into consideration any additional factors or extenuating circumstances. When the accommodation cannot be promptly implemented, the Agency should consider alternative methods of accommodation on a temporary basis while a permanent accommodation is being explored. In this case, the employee should be informed, in writing, of the status of the employer’s efforts to implement a solution. The Agency HR Practitioner shall submit the completed request along with the Agency’s recommendation to the Director of DHR or designee within five (5) business days of receipt of the request. The employee shall be notified, in writing, of the decision of the proposed accommodation within five (5) business days of review by the Director of DHR or designee. The letter shall also be sent to the Agency HR Practitioner and immediate supervisor. Factors that are considered when a religious accommodation request is made include, but is not limited to, the nature of the accommodation, the duration of the request, alternative accommodations, the impact on the operation of the respective department within the Agency, and the ability of the individual to perform the essential functions of the position should the accommodation be granted. This Policy was issued pursuant to <cite data-path="§AM-002-1">AM-002-1</cite> and <cite data-path="§AM-002-1-2">AM-002-1-2</cite> Administrative Manual wherein the Department of Human Resources recommended changes to the Administrative Manual to the Board of Estimates for approval. The Department of Human Resources reserves the right to revise or eliminate this policy at any time, with the approval of the City’s Board of Estimates. August 15, 2018

August 15, 2018

All permanent full-time and permanent part-time employees who have completed their initial probationary period may request a leave of absence without pay. A leave of absence without pay may be granted if an employee has a valid reason for requesting leave time but does not have a sufficient amount of paid leave days available for use. A leave of absence for educational purposes may be granted only if the employee has at least 1 year of continuous service. Educational leave may not be requested more than once every 3 years. Granting of a leave of absence without pay depends on length of time requested, type of City service, i.e. Civil Service or Non-Civil Service, and the action of the appointing official relative to approval or disapproval. Listed below are examples of acceptable reasons for granting a leave of absence and the period for which such leave may be granted. <ul> <li>Illness or disability of employee or a member of his immediate family – 1 year or less.</li> <li>Prenatal and postnatal disability, i.e., child care – 1 year or less.</li> <li>Educational purposes – 9 months or less.</li> <li>Appointment to a position in the non-Classified Service – 6 months or less.</li> <li>Election or appointment as president, vice president, etc. of a recognized City representation unit.</li> </ul> A leave of absence without pay for a period not to exceed 30 calendar days or less may be granted by the employee’s appointing officer. No other approval is required. A leave of absence without pay approved originally for less than 30 calendar day period may be extended to the maximum limit of 30 days if approval is granted by the appointing officer. No extension beyond the maximum allowable can be granted by the appointing officer. If an employee has been granted a leave of absence for 30 calendar days or less, the appointing officer may not fill the position with a permanent employee. However, a temporary employee may be hired for the duration of the leave, if necessary. An employee who has been granted a leave of absence for 30 calendar days or less must return to duty on the date specified by his appointing officer. An employee failing to return on the date specified will be considered absent without pay. Failure to return within 3 consecutive working days of the date specified without goo cause and without notifying the appointing officer in writing will be deemed cause for dismissal Failure to submit the required notification of return to duty within the specified time period will be considered a resignation, and a CUT-OFF NOTICE (28-1608-5144), citing “Resignation” as the reason, must be immediately submitted by the appointing officer. A MEMORANDUM (28-1418-5007) should be attached to the CUT-OFF NOTICE by the appointing officer. A MEMORANDUM (28-1418-5007) should be attached to the CUT-OFF NOTICE by the appointing officer citing the particulars of failure to comply with City policy or return to duty from a leave of absence for 30 calendar days or less. Prior to reinstatement, a medical clearance to return to duty must be obtained from the Division of Occupational Medicine if the employee: requested a leave of 30 calendar days or less because of personal illness, disability prenatal or postnatal disability care. Otherwise, the employee may be reinstated without a medical clearance from the Division of Medicine. An employee who is granted a leave of absence without pay for 30 calendar days or less will continue to accrue leave and service provided he is in pay status at some time during the payroll period containing his monthly anniversary date. An employee who is granted a leave of absence without pay for 30 calendar days or less should be marked appropriately on the PAYROLL ATTENDANCE REPORT (147-019), i.e., a mark of “XP”. In the remarks column next to the employee’s name, the proper notation regarding appointing officer approval of a leave of absence for 30 calendar days or less should be entered. When the employee returns to duty following the authorized leave, the payroll marking should be adjusted and recorded as “Present”, “/” A leave of absence for a period in excess of 30 calendar days must be approved by the Civil Service Commission for employees in the classified service only, as well as the employee’s appointing officer. Employees in non-Civil Service classes must obtain the approval of his appointing officer to be granted a leave of absence for 30 calendar days or more. Extension of a leave of absence originally granted for 30 calendar days or less but will upon extension exceed 30 calendar days must be sought of the Civil Service Commission for those in classified service providing approval of the appointing officer has been obtained. Employees in non-Civil Service positions must obtain the approval of his appointing officer to be granted an extension of a leave originally granted for 30 calendar days or less but upon extension will exceed 30 calendar days or more may be granted for 30 calendar days. An extension of leave originally granted for 30 calendar days or more may be granted with the approval of the appointing officer and/or the Civil Service Commission depending on class of City service. An employee granted a leave of absence exceeding 30 calendar days must be transferred to the 999 payroll by a CHANGE NOTICE (28-1618-5143). The payroll marking should be “XP” while on this payroll with appropriate notations in the REMARKS column next to the employee’s name. If an employee has been granted a leave of absence for more than 30 calendar days, the appointing officer may either fill the position with a permanent employee or hire a temporary employee. An employee who has been on a leave of absence for more than 30 calendar days must notify his appointing officer in writing at the earliest opportunity of his desire and fitness to return to duty. In all cases, this notification must be made not later than 10 calendar days following the expiration of the leave. Employees in the classified service must also notify the Civil Service Commission within this time period. The employee must return to duty within this period unless: <ul> <li>His position has been filled by a permanent employee.</li> </ul> OR <ul> <li>His position has been abolished.</li> </ul> The Mayor’s Personnel Freeze Committee must approve the filling of a position with an employee returning from a Leave Of Absence Without Pay of more than 30 calendar days. Prior to the employee’s return to duty, the appointing officer must submit an EMPLOYEE ACTION REQUEST (28-1608-5021) TO THE Freeze Committee. Failure to allow sufficient time, prior to the employee’s return to duty, for approval of the EMPLOYEE ACTION REQUEST and a medical evaluation as applicable, will result in the employee being considered laid-off. After receipt of the approved EMPLOYEE ACTION REQUEST, the appointing officer must complete a CHANGE NOTICE returning the employee to active payroll status. The effective date on the CHANGE NOTICE must not be prior to the date of Freeze Committee approval on the EMPLOYEE ACTION REQUEST. Prior to reinstatement, medical clearance to return to duty must be obtained from the Division of Occupational Medicine (DOM) as follows: <ul> <li>If the leave of absence without pay exceeded 30 calendar days and was due to personal illness or disability exclusive of post natal disability, the employee must submit to and pass a return to duty evaluation.</li> <li>If the leave of absence without pay totals more than 6 months, to include any time spent on lay-off, the employee must submit to and pass a pre-employment physical examination.</li> </ul> An employee returning to duty after childbirth and an absence of 30 calendar days or longer need not have a return to duty physical. However, the employee must submit a statement to the Chief Physician at DOM from her private physician stating that the employee is fit for duty as of a specified date. This necessary documentation can be mailed or delivered to the clinic in advance of the date scheduled for return to duty. However, if the employee’s private physician has placed any restriction on the return to duty. However, if the employee’s private physician has placed any restrictions on the return to duty then that employee must be cleared by DOM prior to return to work. An employee who is granted a leave of absence without pay for more than 30 calendar days will not accrue leave or service while on leave of absence. If the employee is reinstated within the 10 calendar day period following his leave of absence, or is determined to have been laid-off, he will be credited with his prior service for the purpose of calculating seniority, longevity, and vacation leave. He will also be credited with any unused leave he may have had prior to his leave for which he has not received payment. If an employee desires to return to his position but is unable to do so because it is not available, the appointing officer must attempt to place him in another vacant position within his job class. If the employee cannot be reinstated within the 10 calendar day period following expiration of his leave of absence, he is considered to be laid-off. In such cases, the appointing officer must submit a CUT-OFF NOTICE. The appointing officer should direct the employee to contact the Employee Benefits Unit of the Civil Service Commission for information regarding benefits to which he may be entitled and assistance in identifying employment opportunities in other agencies. It is the responsibility of the employee to contact Employee Benefits section, Civil Service Commission, 1st floor, 111 N. Calvert St., Court House East, Baltimore 21201, to ensure continuation and proper billing process for the employee’s designated health plan. February 14, 1989

This policy provides appropriate measures to be taken when a City employee is selected to the General Assembly of the State of Maryland. It, also, stipulates use of time by a City employee who is an elected official in another jurisdiction. A City employee elected to the General Assembly of the State of Maryland will be granted time off without pay to attend each required session of the General Assembly. When legislative responsibilities require attendance at interim committee meetings, time-off without pay will be granted. An employee must notify his appointing officer and the Central Payroll Division by MEMORANDUM (28-1418-5007) of all necessary absences due to attendance at General Assembly sessions and interim committee meetings. Such notification must be made as much in advance of each absence as is possible. While serving in the General Assembly, an employee will retain all benefits to which an active employee is normally entitled, with the exception of receiving a salary. Such employees will: <ul> <li>Be credited with all time spent in the General Assembly for the purpose of calculating length of City service.</li> <li>Continue to accrue vacation, sick, and personal leave.</li> <li>Not have their level movement date(s) altered or changed.</li> </ul> The City will continue to pay its share of Blue Cross-Blue Shield or Health Maintenance Organization (HMO) benefit coverage charges provided that the employee continues to pay his share. Payment procedures should be coordinated with the Employee Benefits Unit, 111 N. Calvert St., Baltimore, MD 21202. Eligibility for benefit questions should be directed to the agency personnel officer. A City employee may serve as an elected official in other jurisdictions, providing, the official duties of the employee do not conflict nor give the appearance of conflict with performance of his job responsibilities. A City employee will not be granted time off for service or performance of duties in the elected position except as the employee applies for and is granted vacation leave, personal leave, and/or compensatory leave in conformity with City procedures. Sick leave may not be used for such purposes. August 1, 1989

The City of Baltimore (“City”) endorses the return to work of employees who sustain non-line of duty injuries, illnesses, or diseases as soon as they are able to perform their assigned duties safely, efficiently and effectively. The Return-To-Work Program is designed to ensure the most effective utilization of employees who have incurred non-line of duty illnesses or diseases. Whenever possible, the City’s goal will be to return the affected employee to regular permanent employment where the employee can satisfactorily perform all the essential functions of the position. This Policy applies to all employees involved in the City’s operations, including, but not limited to, full-time and part-time employees. When an employee has acquired a serious or catastrophic non-line of duty injury, illness, or disease and is absent for more than sixty (60) workdays days, the Agency’s Human Resources Practitioner shall contact the employee to ensure that all return-to-work options have been considered early in the recovery process. When a supervisor suspects that an employee is not satisfactorily performing the position’s essential duties because of an injury, illness or disease, the supervisor through the Agency’s Human Resources Office may request through the Department of Human Resources (“DHR”) that the Medical Director arrange for a “fitness-for-duty” examination. If a non-line of duty injury, illness, or disease has prevented an employee from performing one or more of the regular job’s essential functions for more than sixty (60) workdays, the City will begin the Return-to-Work Process.On the 61st workday following the inception of the employee’s performance limiting injury, illness or disease, or the conclusion of the employee’s FMLA, whichever occurs first, the Agency HR Practitioner should begin the ADA interactive process as outlined in <cite data-path="§AM-203-5">AM-203-5</cite> Reasonable Accommodations.If the employee can be returned to work utilizing a Reasonable Accommodation, the employee should be returned to work. If the employee cannot be accommodated through the ADA process, then the Agency must begin the “Options” process as outlined below (See Section V Options Process). An employee with non-line of duty injuries, illness, or disease shall be advised in writing of the several options available after FMLA expires and, if appropriate, the conclusion of an ADA analysis (as to any available disability and reasonable accommodations). The options process shall begin with written notice to the employee from the Agency HR Practitioner regarding continuing employment with the City, based on the medical reports received indicating that the employee is unable to perform the position’s essential function. The employee must be advised by letter of the several options available; once a selection is made, it is binding. The options available are:The employee can apply for disability or retirement service benefits. The initial application must be received within forty-five (45) calendar days from the date of the letter. The employee can seek and obtain alternative employment within and outside City government within 60 calendar days after the receipt of the letter; or The employee may submit a letter of resignation to the Agency. A meeting must be scheduled with the employee within seven (7) calendar days after the receipt of the letter to discuss the letter’s contents. The employee must respond in writing within seven (7) calendar days after the date of the meeting with the Agency’s HR Practitioner to inform the Agency of which option the employee wishes to select. If there is no response within seven (7) calendar days of the scheduled meeting, the employee will be recommended for termination in accordance with PM 560 Discharge and Civil Service Rule 56 (2)(g) Cause for Discharge, Demotion, or Suspension. This Policy was issued pursuant to <cite data-path="§AM-002-1">AM-002-1</cite> and <cite data-path="§AM-002-1-2">AM-002-1-2</cite> Administrative Manual wherein the Department of Human Resources recommended changes to the Administrative Manual to the Board of Estimates for approval. The Department of Human Resources reserves the right to revise or eliminate this Policy at any time. The City’s Board of Estimates reserves the right to approve proposed policy revisions or eliminations as determined by the Department of Human Resources. July 25, 2018 [replaces PM 171 October 18, 2006] AM-204-12-1 PM 560. Discharge Civil Service Rule 56(2)(g) Cause for Discharge, Demotion, or Suspension

July 25, 2018

Upon request, any recognized and accredited representative of the Union shall be granted reasonable time off with pay during working hours for the purpose of processing grievances in accordance with the appropriate grievance procedure provided that there is no interference with work performance. The union steward or representative must make an appointment in advance with the appropriate management representative. A union steward or representative may visit work areas during working hours without loss of pay for the purpose of: <ul> <li>Posting official notices on designated union bulletin board.</li> <li>Transmitting union-authorized communications to the employer or a management representative.</li> </ul> September 16, 2004 October 26, 2016

A grievance is a dispute concerning the application or interpretation of the terms of the Memoranda of Understanding between one of the various Employee Organizations and the City Administration, or a claimed violation, misinterpretation or misapplication of the rules or regulations of a municipal agency or the employer affecting the terms and conditions of employment. All matters which by law are vested in the Board of Estimates, the Civil Service Commission/Department of Personnel, or a City agency cannot be the subject of a grievance. These include, but are not limited to : <ul> <li>Determination of the mission of an agency.</li> <li>Establishment of standards of service to be offered to the public.</li> <li>Exercise of control and direction over an agency's organization and operation.</li> <li>The right to direct employees and to hire, promote, transfer, assign, or retain employees in positions with an agency.</li> <li>The right to suspend, demote, discharge, or take other appropriate disciplinary action against an employee for just cause.</li> <li>Establishment of reasonable work rules.</li> <li>Establishment or alteration of wages, hours or leave benefits.</li> <li>Examination and qualification of employees and applicants for employment.</li> <li>Classifications.</li> <li>Relief from duty of employees in case of lack of work or funds, or other legitimate reason.</li> </ul> Grievances may be initiated by an employee, a group of employees, or certified organization representing employees. An employee has the right to select a representative who may present his/her grievance or assist in any other manner. This representative may be selected from the agency where the grievance originated or may be any other representative. An employee may select this representative any time during the grievance procedure. However, once the selection is made, it cannot be changed. No disciplinary action shall be taken against an employee or his/her representative solely for instituting or pursuing a grievance. Employees shall be entirely free from interference, discrimination, or coercion during all steps of the grievance procedure. Three employees, including the selected employee representative, may be excused from work to attend a grievance meeting at the First and Second Steps. Five employees maybe excused at the Third and Fourth Steps. These limitations may be exceeded only if prior permission is obtained from the person or persons designated to determine the grievance. Employees excused from work will suffer no loss of time or pay for scheduled work time spent attending grievance meetings. Any cost incurred for the contracting of an impartial arbitrator to settle the grievance in the Fourth Step shall be equally divided between the City and the employee organization representing the employee. Any cost incurred for the participation of a mediator and/or arbitrator where the employee is represented by an employee organization will be paid as provided by the applicable Memorandum of Understanding. September 23, 1977 August 25, 1996

NOTES: An employee has the right to select a representative to assist him/her during any step of this procedure. (See <cite data-path="§AM-210-1">AM-210-1</cite> for details.) The time limits in this procedure may be changed by the mutual agreement of the parties involved. However, if no change is made and the employee does not appeal within the prescribed time limits, the grievance procedure will terminate and a settlement made on the basis of the last answer received. Further, if an employee does not receive a response to the grievance within the prescribed time, he may proceed to the next step in the procedure. FIRST STEPEmployee- Discuss grievance with immediate supervisor within ten (10) calendar days and in no event more than thirty (30) days after becoming aware of the action or condition which is the basis of grievance. Immediate Supervisor- Attempt to satisfy grievance and respond to grievant within ten (10) calendar days of presentation of grievance. SECOND STEP Employee/Grievant and/or representative supervisor- If grievance is not satisfactorily resolved at Step 1, appeal to 2nd-level supervisor within five (5) calendar days following completion of Step 1.Complete a GRIEVANCE REPORT (28-1608-5027) and submit it to the 2nd-level supervisor. Level Supervisor - Discuss grievance with employee within five (5) calendar days of receipt of GRIEVANCE REPORT. Record reply to the grievance on the GRIEVANCE REPORT. Attach additional sheets if necessary. Sign the GRIEVANCE REPORT and have a copy made. Return original (with attached sheets) to employee within five (5) calendar days of meeting. Employee- Indicate on GRIEVANCE REPORT whether decision of 2nd-level supervisor is accepted or rejected. If accepted, procedure ends here. If rejected, employee may proceed to Step 3 within five (5) calendar days of receipt of decision from 2nd-level supervisor. THIRD STEP Employee - If grievance is not satisfactorily resolved at Step 2, appeal to agency head by forwarding GRIEVANCE REPORT (with any attachments) and sending a copy to the Labor Commissioner. Agency Head or (authorized representative) - Together with the Labor Commissioner (or authorized representative) meet with the employee to discuss the grievance within five (5) calendar days of receipt of GRIEVANCE REPORT. Labor Commissioner (or authorized representative) - Prepare a written reply to Grievance. Make three (3) copies of reply and distribute as shown below within ten (10) calendar days of meeting with employee. <ul> <li>Original attach to GRIEVANCE REPORT and forward to employee.</li> <li>Copy employee's agency head</li> <li>Copy employee's representative</li> <li>Copy Labor Commissioner's files</li> </ul> Employee - Indicate on GRIEVANCE REPORT whether decision is accepted or rejected. If accepted, procedure ends here. If rejected, employee may proceed to Step 4 within seven (7) calendar days of receipt of decision from Labor Commissioner. FOURTH STEP This step is divided into two sections. Each section outlines steps to be taken by an employee whose representative is as noted. Employees who represent themselves, or whose representative was selected from within the agency where the grievance originated.Employee - If grievance is not satisfactorily resolved at Step 3, appeal to the Grievance Appeal Board for final review. Submit written request (with a copy of all documents) to the Civil Service Commission/Department of Personnel. Send one (1) copy of the request to the Labor Commissioner. Civil Service/ Department of Personnel - Select a Grievance Appeals Board to hear grievance. The Board is to be comprised as follows: <ul> <li>One (1) agency head other than the one involved in the grievance.</li> <li>One (1) member of the Board of Estimates.</li> <li>The Personnel Director of the Civil Service Commission/ Department of Personnel.</li> </ul> Grievance Appeals Board - Investigate grievance as promptly as possible and make a final determination. Grievance Appeals Board - Advise the aggrieved employee and the Labor Commissioner of the determination in writing. Employees who are following a grievance procedure outlined in a memorandum of understanding and whose representative was selected from the employee organization designated as their exclusive bargaining representative.Employee Organization - If grievance is not satisfactorily resolved at Step 3, request review by an impartial arbitrator. Submit written request (with a copy of all relevant documents) to the Labor Commissioner. Labor Commissioner - Together with the Employee Organization, select an impartial arbitrator. If an agreement cannot be reached, request list of arbitrators from the Federal Mediation and Conciliation Service. Select an arbitrator from this list. Arbitrator - Investigate grievance and forward ruling to the Employee Organization and to the Labor Commissioner. This ruling is final and binding as pursuant to the Municipal Employee Relations Ordinance (Baltimore City Code, Article 1, Section 132, as amended). September 23, 1977 August 25, 1996

The City of Baltimore (“City”) is committed to developing a work culture and environment that supports transparency and accountability regarding City resources. To that end, the public interest is served when employees report fraud, gross misuse or waste of public resources, violations of law, and substantial and specific threats to public health, safety, or security, without fear of actual or threatened retaliation or reprisal. An essential resource toward that end is the protection of employees who make covered disclosures (i.e., “whistleblowers”). Unless a disclosure is specifically prohibited by law (e.g: information from state and federal tax returns, medical records, certain financial records, classified information, etc. If you are not sure whether a disclosure is prohibited by law, please contact the OIG.), a supervisor may not take retaliatory personnel action against any employee for making a covered disclosure. Nothing in this policy prohibits a supervisor from taking a personnel action against an employee if the supervisor would have taken such action regardless of the covered disclosure. See City Code, Art. I, §8 Whistleblower Rights and Responsibilities (“the Whistleblower Act”). The purpose of this policy is to establish procedures that implement the Whistleblower Act. This policy applies to all complaints of whistleblower retaliation, except those raised by a non-probationary member of the Civil Service, where the alleged retaliation involves actions disallowed by statute (Baltimore City Code, Article 1, Subtitle 8, Whistleblower Rights and Responsibilities). In those instances, jurisdiction will reside with either the Civil Service Commission (CSC) or the Office of the Labor Commission (OLC). The CSC or OLC, at its discretion, may request assistance from the Office of the Inspector General (OIG). Abuse of Authority - the arbitrary or capricious exercise of power by a City official or employee that adversely affects the rights of any person or that results in personal gain or advantage to the City official or employee or to preferred other individuals. Agency – any department, board, commission, council, authority, committee, office, or other unit of City government, including the Baltimore City Parking Authority, the Baltimore Development Corporation, or the South Baltimore Gateway Community Impact District Management Authority. Covered Disclosure – a disclosure: A covered disclosure does not include a disclosure that is prohibited by law.made by an employee; concerning actions arising within the Baltimore City government; initially made to a personnel officer or to the OIG; and that the employee reasonably believes to be evidence of:fraud; gross misuse or waste of public resources; abuse of authority; a violation of law; or a substantial and specific threat to health, safety, or security. Claim or Complaint in Bad Faith – a claim or complaint made either (1) with knowledge that it is false in material part or as a whole; or (2) with reckless disregard for its truth. Complainant – a City employee who files a complaint of whistleblower retaliation to his or her Human Resources Practitioner (Personnel Officer) or to the OIG. Employee – in accordance with the statute, ((Baltimore City Code, Article 1, Subtitle 8, Whistleblower Rights and Responsibilities) where referenced in this policy, employee is defined as: an employee of a City agency, whether employed full-time, part-time, seasonal, contractual, or otherwise, including any member of a City board or commission, regardless of whether the member is compensated. Good Faith Claim or Complaint – a claim or complaint that the complainant reasonably believes to be evidence of wrongdoing. Notice of Declination - the notice sent by the Office of the Inspector General that informs the whistleblower their complaint is insufficient for the Office of the Inspector General to investigate. Notice of Investigation - the notice sent by the Office of the Inspector General that informs the whistleblower the Office of the Inspector General will be initiating a whistleblower investigation based on the complaint. Personnel Action - an act or omission by a supervisor that has a significant adverse impact on an employee, including dismissal, demotion, suspension, punitive transfer or assignment, disciplinary action, negative performance evaluation, failure to appoint, failure to promote, failure to transfer or failure to assign. Personnel Officer (aka “HR Practitioner”) – means an employee of the agency associated with the complaint who is responsible for administering personnel functions. Supervisor - any individual who directly or indirectly oversees the work of an employee who files a whistleblower retaliation complaint. Whistleblower - an employee who makes a covered disclosure. In order to sustain a finding of Whistleblower retaliation, the evidence must show by a preponderance of evidence that the covered disclosure was a factor for the imposition of the adverse personnel action.Preponderance of Evidence – the evidence establishes that a fact is more likely true than not true. Contributing Factor – an event that influences or contributes to a result. Employees who believe they have been retaliated against for making a covered disclosure must file a whistleblower retaliation complaint within thirty (30) calendar days, by close of business on the 30th day, from when they knew or reasonably should have known of the retaliation. See the Whistleblower Act, §8-6. Most often, this will require employees to file such complaints within thirty (30) calendar days from when they learned of the adverse personnel action. If the last day of the filing period falls on a weekend or holiday, or if City offices are closed for an emergency on that day, the next business day when City offices are open will count as the final day to file a complaint. An employee who believes he or she has been retaliated against for making a covered disclosure must file a written complaint with the Agency’s HR Practitioner. Alternatively, a whistleblower may choose to file a covered disclosure directly with the Office of the Inspector General if the whistleblower possesses a reasonable and articulable belief that any HR Practitioner cannot competently investigate the covered disclosure due to a conflict of interest or other specified reason. If a Whistleblower retaliation complaint was initially made to an Agency HR Practitioner, the complainant may file an appeal to the OIG if:An Agency HR Practitioner failed to provide the complainant with a final report within sixty (60) business days after receiving the complaint; or The complainant does not agree with the HR Practitioner’s findings. The appeal must be filed within thirty (30) calendar days of either: (1) the date the Agency HR Practitioner sent the final report to the complainant; or (2) the date by which the HR Practitioner should have issued a final report, but failed to do so. Upon receipt of a Whistleblower appeal, the OIG will: Review the final report issued by the Agency’s HR Practitioner, if any, and any documents created or collected during the Agency’s HR Practitioner’s investigation;Conduct additional independent investigation, if warranted; and Issue a written report to the complainant and the Agency head stating the OIG’s findings. Report instances of Whistleblower retaliation either to a a Human Resources Practitioner (Personnel Officer) within the agency, or to the OIG. Reports to Agency HR Practitioners, or to the OIG should be based on the employee’s good faith belief that a Whistleblower retaliation has occurred. Employees may not make reports in bad faith. Report whistleblower retaliation in writing, using the Whistleblower Retaliation Complaint Form, within thirty (30) calendar days from when the employee knew or should have known of the violation. Failure to file a Whistleblower retaliation complaint within thirty (30) calendar days may result in the complaint being dismissed. Provide timely responses to HR Practitioner’s or the OIG’s requests for information relating to whistleblower retaliation investigations. Agency’s HR Practitioner or Designee’s Responsibilities Give the whistleblower written notice of the complaint’s receipt within five (5) business days of receiving notice of the complaint. Notify the Agency Head and the OIG that a Whistleblower retaliation complaint has been filed within ten (10) business days of receiving notice of the complaint. Conduct a thorough investigation into allegations of Whistleblower retaliation as soon as practicable, upon receipt of such a complaint. Every effort will be made to interview all witnesses and all other involved parties. Maintain confidentiality regarding Whistleblower retaliation investigations, except to the extent that disclosure is required by this policy or by law. Conclude the Whistleblower retaliation investigation and issue a written report of findings to the Agency Head within sixty (60) business days after receiving notice of the complaint. If an appeal is filed to the OIG, forward all documents created or collected during the Whistleblower retaliation investigation to the OIG upon request. Failure to follow these procedures may result in disciplinary action against the responsible HR Practitioner or Designee. Within 14 days of receipt of the Office of the Inspector General’s written findings, the City Administrator must meet with the relevant agency head and the Inspector General to discuss the recommendations included in the written findings.Conduct a thorough investigation into allegations of Whistleblower retaliation as soon as practicable, upon receipt of such a complaint. Maintain confidentiality regarding Whistleblower retaliation investigations, except to the extent that disclosure is required by this policy or by law. Conclude the Whistleblower retaliation investigation and issue a written report of findings and/or recommendations to the Agency Head within one-hundred fifty (150) calendar days after receiving notice of the complaint. Present written findings to: (i) the City Administrator; (ii) the relevant agency head; and (iii) the whistleblower. Maintain statistical data on the number of Whistleblower retaliation complaints filed in the City and the outcomes of related investigations, and report the same in the OIG’s Annual Report. Cooperate with all investigations into Whistleblower retaliation conducted either internally by the Agency’s HR Practitioner or the OIG. Comply with the OIG’s requests for information involving Whistleblower retaliation if either: (1) a Whistleblower retaliation complaint is filed directly with the OIG; or (2) an appeal of the agency’s Whistleblower retaliation findings is filed with the OIG. Following the release of an OIG Whistleblower retaliation investigation report, advise the OIG what remedial action – if any – has been taken in light of the OIG’s findings. Maintain statistical data on the number of Whistleblower retaliation complaints filed within the agency and the outcomes of any internal Whistleblower retaliation investigations, and report the same to the OIG annually. When Civil Service employees file a grievance with the OLC or an appeal with the CSC following termination, reduction in pay or position, or suspension of more than 30 days, notify the OIG of all complaints alleging Whistleblower retaliation. Provide information to the OIG upon request regarding the outcome of Civil Service appeals or grievances that allege Whistleblower retaliation. To remedy any violation of this policy, an agency head may:order the removal of detrimental information in the whistleblower’s employment record put there due to retaliation related to the complaint; require the relevant supervisor to:hire, promote, or reinstate the whistleblower; end the whistleblower’s suspension from employment; or award the whistleblower back pay to the date of the violation; or provide any other remedy consistent with the agency’s mission July 20, 2022 Whistleblower Complaint Form Request for Civil Service Appeal or Grievance Hearing

Overlap in employment is a condition that exists when two employees occupy the same position at the same time for training purposes. Overlap in employment up to twenty (20) working days may be granted in special cases is sufficient funds are available. A request for the overlap and a cut-off ticket must be submitted to the Civil Service Commission at least ten (10) working days before the effective date of the new appointment. Overlap of greater than twenty (20) working days must have prior approval of the Board of Estimates. June 1, 1970

The City of Baltimore (“City”) acknowledges the need for consistency when hiring new employees. City Agencies are required to use the New Employee Checklist to ensure that new employees are knowledgeable of essential City policies prior to the start date. The purpose of this Policy is to ensure that employees are informed of all essential policies and procedures prior to the employee’s start date. Employees will indicate their understanding of policies by signing the Acknowledgement Forms associated with all policies listed in <cite data-path="§AM-211-2-1">AM-211-2-1</cite> New Employee Checklist Form (“<cite data-path="§AM-211-2-1">AM-211-2-1</cite>”). This Policy applies to all employees involved in the City’s operations, including, but not limited to, regular full and part-time, probationary, seasonal, temporary, and appointed staff for elected officials. Though not considered employees, independent contractors and volunteers are bound by the restrictions of this Policy. On the employee’s start date, but no later than three (3) days after employment with the City, the employee’s Agency Human Resources Practitioner will hold an orientation to inform the new employee of all pertinent City policies and procedures. During the orientation, the employee will fill out all paperwork as indicated in <cite data-path="§AM-211-2-1">AM-211-2-1</cite>. Some items on the list apply to all new hires; some items will only apply to a select group of employees (i.e., employees who are issued City-owned electronics, such as cell phones and laptops, and the select few who have additional ethic obligations). Agency Human Resources Practitioners are responsible for providing orientation for new employees and ensuring that employees sign, retain, and provide copies of all required paperwork. Signed paperwork shall be retained in the employee’s personnel files, as well as any other file as applicable (e.g., Form I-9 Verification Form file). This Policy was issued pursuant to <cite data-path="§AM-002-1">AM-002-1</cite> and <cite data-path="§AM-002-1-2">AM-002-1-2</cite> Administrative Manual wherein the Department of Human Resources recommended changes to the Administrative Manual to the Board of Estimates for approval. The Department of Human Resources reserves the right to revise or eliminate this Policy at any time. The City’s Board of Estimates reserves the right to approve proposed policy revisions or eliminations as determined by the Department of Human Resources. July 25, 2018 [replaces PM 303 April 2008]

July 25, 2018 December 19, 2018

Retired City employees may be engaged to render services to the City on a contractual basis when the requesting agency is able to establish a need for the retiree's services and the retiree possesses the qualifications necessary to satisfy the requirements of the services to be rendered. This policy applies to retired City employees who were members of one of the City's retirement systems and who are receiving periodically paid benefits at the time they enter into the contractual agreement. They must have been retired for at least 90 calendar days before beginning such services. A retired City employee providing services must enter into a contractual agreement with the Mayor and the City Council of Baltimore. Contracts require a stipulated time period not to exceed one (1) year subject to a ceiling of 1200 paid work hours per contract year. Contractual agreements are contingent on funds being available and require the approval of the Board of Estimates. All contracts must be submitted to and approved by the Board of Estimates prior to the individual starting to perform any work under that contract. A contract start date prior to the Board of Estimates approval date is unacceptable and will not be allowed. The following steps must be taken to have a contractual agreement approved for the services of a retired City employee.Law Department - The head of the requesting agency must contact the appropriate solicitor in the Law Department for assistance with the preparation of the contractual agreement. The Law Department must approve the contractual agreement for form and legal sufficiency before it is submitted to the Department of Finance, Bureau of the Budget and Management Research, which is the second step. Bureau of the Budget and Management Research (BBMR) - The agency's budget analyst must review the contract for funding availability before the contract is submitted to the Department of Personnel, which is the third step. Department of Personnel – All contracts must be reviewed by the Classification and Compensation Division for appropriate compensation and conformance with applicable Administrative Manual policies, prior to submission to the Expenditure Control Committee (ECC) and the Board of Estimates. The Department of Personnel forwards their recommendations to BBMR for the budget analyst recommendation to ECC. Expenditure Control Committee (ECC) - Based on the recommendation, the ECC will approve or disapprove the contractual agreement. Documents for approved contractual agreements will be returned to BBMR for submission to the Board of Estimates. If the contractual agreement is not approved, all documents will be returned to the agency. Board of Estimates (B/E) - Approved contracts by ECC will be submitted to the Board of Estimates by BBMR. (For specific dates, refer to the Department of Personnel memo on ECC and B/E Deadlines for the current year). All contracts must be submitted to and approved by the Board of Estimates before a retired City employee can start to perform any work under that contract. A contract start date prior to the Board of Estimates approval date is unacceptable and will not be allowed. The retiree must work during the normal office hours of the agency to which he/she is assigned unless otherwise specified in the contractual agreement. A retired City employee who is under contract with the City may not work more than 1200 paid work hours per contract year. This provision does not apply to a retired City or Baltimore Police Department employee who is under contract with the Baltimore Police Department. A retired City employee on contract shall be paid an appropriate rate on an hourly basis. The rate received can be no more than the difference between the maximum salary which the retiree would have received based upon his/her qualifications if he/she were employed full-time by the City in the classification at the time of the contract and the retiree's maximum City Retirement Systems benefit. To determine the maximum hourly rate, the dollar value of the difference is to be divided by the 1200 work hours allowed per contract year. Based upon review of the information submitted by the agency head, the appropriate solicitor in the Law Department must verify the hourly rate of pay stipulated in the contract as part of the review for legal sufficiency. This provision does not apply to retired City or Baltimore Police Department employee who is under contract with the Baltimore Police Department. Contractual employees do not receive health benefits, paid holidays, vacation leave, personal leave, sick leave benefits, compensatory time, death benefits, or new or additional retirement benefits. Lunch hours are not included as paid hours of work. City retirees under contract with the City are not represented by any employee union or professional association. However, a retiree under contract is covered by the provisions of the Maryland Workers' Compensation Act. The retiree will receive a W-2 form from the City of Baltimore at the end of the calendar year in accordance with the guidelines of the Internal Revenue Service (IRS). Retired City employees engaged on a contractual basis shall be entered on an ENTRY TICKET (28-1618-5142) as Grade 999 ($5.15- $90.00 Hourly), Class #00106, Contract Services Specialist I, Work Code 9, Appt. Code "X", with the appropriate hourly rate as stipulated in the approved contract. Since a retiree on contract cannot work beyond one (1) year on an approved contract, a CUT- OFF NOTICE (28-1608-5144), used for the purpose of removal from the payroll, should be processed with the ENTRY TICKET. Contracts for retired City employees may not be amended to extend the originally approved ending date. The Board of Estimates must specifically approve a new contract for the additional time that the services of the City retiree are needed. The steps for approval must be repeated for each new contract to be submitted to the Board of Estimates. Individuals other than retired City employees as defined in this policy (<cite data-path="§AM-212-1">AM-212-1</cite>) may be engaged to render services to the City on a contractual basis when the requesting agency is able to establish a need for the individual's services and the individual possesses the qualifications necessary to satisfy the requirements of the services to be rendered. An individual providing such services must enter into a contractual agreement with the Mayor and City Council of Baltimore. A contractual agreement with an individual who is other than a retired City employee as defined in this policy (<cite data-path="§AM-212-1">AM-212-1</cite>) may not exceed one (1) year in duration. Contractual agreements are contingent upon funds being available and require the approval of the Board of Estimates. All contracts must be submitted to and approved by the Board of Estimates prior to the individual starting to perform any work under that contract. A contract start date prior to the Board of Estimates approval date is unacceptable and will not be allowed. The following steps must be taken to have a contractual agreement approved for the services of an individual, other than a retired City employee.Law Department - The head of the requesting agency must contact the appropriate solicitor in the Law Department for assistance in the preparation of the contractual agreement. The Law Department must approve the contract for form and legal sufficiency before it is submitted to the Department of Finance, Bureau of the Budget and Management Research, which is the second step. Bureau of the Budget and Management Research (BBMR) - The agency's budget analyst must review the contract for funding availability before the contract is submitted to the Department of Personnel, which is the third step. Department of Personnel - All contracts must be reviewed by the Classification and Compensation Division for appropriate compensation and conformance with Administrative Manual policies, before submission to the Expenditure Control Committee (ECC) and the Board of Estimates. The Department of Personnel forwards their recommendation to BBMR for the budget analyst recommendation to the ECC. Expenditure Control Committee (ECC) - Based on the recommendation, the ECC will approve or disapprove the contractual agreement. Documents for the approved contractual agreements will be returned to BBMR for submission to the Board of Estimates. If the contractual agreement is not approved, all documents will be returned to the agency. Board of Estimates (B/E) - Approved contracts by ECC will be submitted to the Board of Estimates by BBMR. (For specific dates, refer to the Department of Personnel memo on ECC and B/E deadlines for the current year). All contracts must be submitted to the Board of Estimates and approved by that body prior to the individual starting to perform any work under that contract. A contract start date prior to the Board of Estimates approval date is unacceptable and will not be allowed. Contractual individuals must perform their work during the normal office hours of the agency to which he/she is assigned unless otherwise stipulated in the contractual agreement. The hourly rate of pay shall be determined based on the services to be rendered and that rate information supplied by the requesting agency head. The rate to be paid will be stipulated in the approval of the Board of Estimates. Contractual individuals do not receive health benefits, paid holidays, death benefits, vacation leave, personal leave, sick leave benefits, compensatory time, death benefits, or new or additional retirement benefits. Lunch hours are not included as paid hours of work. Individuals under contract with the City are not represented by an employee union or professional association. However, a contractual worker is covered by the provisions of the Maryland Workers' Compensation Act. The individual will receive a W-2 form from the City of Baltimore at the end of the calendar year in accordance with the guidelines of the Internal Revenue Service (IRS). An individual engaged on a contractual basis shall be entered on an ENTRY TICKET (28-1618-5142) as Grade 999 ($5.15-$90.00 Hourly), Class #00107, Contract Services Specialist II, Work Code 9, Appt. Code "X", with the appropriate hourly rate as stipulated in the approved contract. Since a contractual individual cannot work beyond one (1) year on an approved contract, a CUT-OFF NOTICE (28-1608-5144), used for the purpose of removal from the payroll, should be processed with the ENTRY TICKET. A new contract must be submitted to the Board of Estimates and approved by that body for each successive year that such services are needed. The steps for approval must be repeated for each new contract to be submitted to the Board of Estimates for approval. November 1, 1990 October 26, 2000 December 26, 2000 September 27, 2017 AM-205-4-2 AM-207-1

An individual may be reinstated to a position in the same job classification from which he/she voluntarily resigned provided that not more than one (1) year has transpired since the employee's resignation. The position does not have to be in the same agency from which the employee resigned. For reinstatement, the employee's entry date will be adjusted to reflect the period of absence. Vacation leave accrual rates and longevity-based salary increments will be based on the adjusted entry date. Any unpaid sick leave will be adjusted and restored. If more than one (1) year has lapsed since the employee's resignation, the individual must follow the normal rules for applying for City government employment. Benefits are not restored. This policy, however, does not apply to the calculation of Employees' Retirement System service that is defined in <cite data-doc="City of Baltimore, Md., Code" data-path="|22">Article 22 of the Baltimore City Code</cite>. This Policy does not apply to City or Baltimore Police Department employees seeking reinstatement with the Baltimore Police Department. To be reinstated to a Civil Service position, an individual must contact the Department of Human Resources by letter relative to the request. If after investigation by the Department of Human Resources, it is determined that a position in the same classification from which the individual resigned is vacant, that funds are available for the position, and that the agency head wants to accept the employee, then the Department of Human Resources may approve the reinstatement request and notify the individual and the agency. The hiring process may be initiated in accordance with established policies after Department of Human Resources approval of the reinstatement. To be reinstated to a non-Civil Service position, the individual must contact the appointing officer. To resolve questions concerning adjusted entry date, leave accrual and sick leave balance, the hiring agency's human resources/personnel officer is asked to oversee the completion of AM-213- 1-1, a form to document this information for the employee and agency. Employees are requested to complete the top portion of the form at the time of reentry and return it to the human resources/personnel office of the hiring agency. The human resources/personnel office inserts the reentry date and forwards the form to the Central Payroll Division for completion. The form is returned to the hiring agency where it is reviewed and signed by the human resources/personnel officer. The human resources/personnel officer forwards a copy of the completed form to the Retirement Systems, gives a copy to the employee and the original becomes part of the employee's personnel record. Discrepancies should be resolved in a reasonable time frame; however, the employee has 18 months in which to place a claim to the hiring agency for prior creditable service. An employee who is reinstated to a position within a year from the date of separation shall be reentered either at the classification's entry level salary or at one salary level lower than the employee's salary level which he/she had been receiving at the time of separation, whichever is higher. After placement on the salary scale, appropriate longevity moneys will be restored. Employees must observe a full eighteen (18) month period before moving to the next level. There is no probation period requirement for an employee who is reinstated to a previously held classification provided that the requirement was satisfied during the original appointment. Vacation may be used as it is earned. Entry Date The original entry date of an employee who is reinstated shall be restored and then adjusted for the period transpired between separation and reinstatement subject to the one year reinstatement period. This entry date will be the official entry date and will be the basis for determining vacation leave accrual rates and longevity based salary increments. Sick Leave An individual who is reinstated will be credited with 50% of sick leave balance that was not converted to cash at the time of termination. (See <cite data-path="§AM-205-7">AM-205-7</cite>). Upon reinstatement a former employee who voluntarily separated may not repurchase sick leave for which he/she was paid. Health Care The Employees Benefits Section of the Department of Human Resources must be contacted for information on the health care benefits available to a reinstated employee. Retirement Systems The Employees' Retirement Systems must be contacted for information on Retirement System service credit for the reinstated employee. Prior to reinstatement, all individuals are required to take pre-placement drug and alcohol screenings at the City of Baltimore Occupational Medical Services (Mercy Clinic) at 323 N. Calvert Street. The agency human resources/personnel office or designee must schedule an appointment for the testing by FAX: 410-332-0614. When reporting for the scheduled appointment, the individual must bring photo identification, along with the completed Management/HR Administration Drug/Alcohol Testing Order, (form # 28-1608-5156). Only those individuals being considered for reinstatement in the following categories will be required to undergo physicals: <ul> <li>All Commercial Drivers License (CDL) holders</li> <li>All employees who are required to frequently lift over 40 lbs.</li> <li>All health care workers</li> <li>All employees with potential exposure to hazardous materials, (ex. Chemicals, rodenticides, herbicides, lead, asbestos)</li> <li>All employees with exposure to noise in excess of 85 decibels</li> <li>All employees who are candidates for vaccination, (ex. hepatitis B, rabies)</li> <li>All employees who wear respirators</li> </ul> The agency human resources/personnel office or designee must schedule an appointment for the physical by FAX: 410-332-0614. For the scheduled appointment, the individual must bring photo identification, along with the completed Request for Services form (form #28-1608-5153) and the Management/HR Administration Drug/Alcohol Testing Order, (form # 28-1608-5156). Subsequent employment pertains to employees who resign after the effective date of this policy and return to City government employment in a different classification than they previously held, within one (1) year of their voluntary termination. This category is different from reinstatement because the individual is not returning to the same job classification. An employee returning to the same classification is covered under <cite data-path="§AM-213-1, Part I">AM-213-1, Part I</cite>, Reinstatement. For the subsequent employment category, the employee's entry date will be adjusted to reflect the period of absence. Any unpaid sick leave will be adjusted and restored. Vacation leave accrual rates will be based on the adjusted entry date and the Memorandum of Understanding for the employee's representation in the new job classification. If more than one (1) year has transpired, the individual will be considered a new hire without an adjusted entry date. Benefits are not restored. This policy, however, does not apply to the calculation of Employees' Retirement System service that is defined in <cite data-doc="City of Baltimore, Md., Code" data-path="|22">Article 22 of the Baltimore City Code</cite>. This Policy does not apply to City or Baltimore Police Department employees seeking reinstatement with the Baltimore Police Department An individual may be considered for the benefits of subsequent employment with City government provided that the person is hired to a different classification than previously held and not more than one year has transpired since the employee's voluntary resignation from the City. For the purposes of hiring, the employee must follow the normal rules for applying for City government employment. To resolve questions concerning adjusted entry date, leave accrual and sick leave balance, the hiring agency's human resources/personnel officer is asked to oversee the completion of <cite data-path="§AM-213-1-1">AM-213-1-1</cite>, a form to document this information for the employee and agency. Employees are requested to complete the top portion of the form at the time of reentry and return it to the human resources/personnel office of the hiring agency. The human resources/personnel office inserts the reentry date and forwards the form to the Central Payroll Division for completion. The form is returned to the hiring agency where it is reviewed and signed by the human resources/personnel officer. The human resources/personnel officer forwards a copy of the completed form to the Retirement Systems, gives a copy to the employee and the original becomes part of the employee's personnel record. Discrepancies should be resolved in a reasonable time frame; however, the employee has 18 months in which to place a claim to the hiring agency for prior creditable service. An employee who is hired to a position within one (1) year from the date of separation will be hired at the entry level grade of the class unless approved for higher salary by the Director of Human Resources in accordance with <cite data-path="§AM-205-1">AM-205-1</cite>. For eligible employees, longevity increments based on years of service will be restored according to the adjusted entry date and the representative organization of the current job classification. Employees must observe a full eighteen (18) month period before moving to the next level. The employee will be required to serve a probationary period if selected to fill a vacant position in the Classified Civil Service. The probationary period of six (6) months is required to assess the employee's competency to fulfill the duties of the position. The employee may not use earned vacation leave until the probationary period is satisfactorily completed. With the concurrence of the supervisor, sick leave or personal leave may be used during the probationary period. Entry Date The original entry date of an employee who is subsequently employed shall be restored and then adjusted for the period transpired between separation and reentry, as long as the period is no longer than one (1) year. The adjusted entry date will be the basis for determining vacation leave accrual rates and longevity- based salary increments, as outlined in the new job classification. Sick Leave An individual who is subsequently employed will be credited with 50% of sick leave balance, which was not converted to cash at the time of termination. (See <cite data-path="§AM-205-7">AM-205-7</cite>). Upon re-entry, a former employee who voluntarily separated may not repurchase sick leave for which he/she was paid. Health Care The Employees' Benefits Section of the Department of Human Resources must be contacted for information on the health care benefits available for subsequent employment. Retirement Systems The Employees' Retirement Systems must be contacted for information on Retirement System service credit for the employee in the subsequent employment category. In the subsequent employment category, all individuals are required to take pre-placement drug and alcohol screenings at the City of Baltimore Occupational Medical Services (Mercy Clinic) at 323 N. Calvert Street. The agency human resources/personnel office or designee must schedule an appointment for the testing by FAX: 410-332-0614. When reporting for the scheduled appointment, the individual must bring photo identification, along with the completed Management/HR Administration Drug/Alcohol Testing Order, (form # 28-1608-5156). Only those individuals being considered for subsequent employment in the following categories will be required to undergo physicals: <ul> <li>All Commercial Drivers License (CDL) holders</li> <li>All employees who are required to frequently lift over 40 lbs.</li> <li>All health care workers</li> <li>All employees with potential exposure to hazardous materials, (ex. Chemicals, rodenticides, herbicides, lead, asbestos)</li> <li>All employees with exposure to noise in excess of 85 decibels</li> <li>All employees who are candidates for vaccination, (ex. hepatitis B, rabies)</li> <li>All employees who wear respirators</li> </ul> The agency human resources/personnel office or designee must schedule an appointment for the physical by FAX: 410-332-0614. For the scheduled appointment, the individual must bring photo identification, along with the completed Request for Services form (form #28-1608-5153) and the Management/HR Administration Drug/Alcohol Testing Order, (form # 28-1608-5156). April 4, 2003 September 27, 2017 AM-204-12 AM-204-30 AM-204-31

July 1, 1997

SCOPE Out-of-little work is intended to be temporary in nature. The rules of the Civil Service Commission governs the filling of permanent positions. An employee may not voluntarily perform the duties of the out-of-title class nor be assigned these duties without receiving out-of-title compensation. A labor employee is an employee who is appointed from a certified employment list of eligible to a labor position. A labor employee will receive out-of-title compensation provided that all of the following conditions are met: <ul> <li>The employee has been officially assigned to perform the job duties of a higher class, and:</li> <li>Is currently serving in lieu of the higher class; OR</li> <li>Is not serving in lieu of the higher class is absent for 1 of the following reasons:</li> <li>Illness or incapacitation.</li> <li>Leave of absence.</li> <li>Vacation, personal, sick, or compensatory leave.</li> <li>On temporary loan to another agency.</li> <li>No longer employed in that position by the agency, and the position is therefore vacant.</li> <li>If the position is to be filled on a permanent basis, the agency must submit an official request to fill the position. If an employment list exists, agencies must begin the selection process immediately.</li> <li>The employee has not received out-of title pay cumulatively for more than 120 work days in the current fiscal year.</li> <li>The agency head certifies that funds are available in the budget to cover the increased cost.</li> </ul> The Civil Service Commission must approve all out-of-title assignments which involve increases of 5 or more salary grades prior to the beginning of the assignment. The agency must address a MEMO {28-1418-5007} and a completed POSITION DESCRIPTION form {28-1618-5064}to the Classification Division of the Civil Service Commission requesting a review of the out-of title work being performed. If Civil Service determine that the employee is assuming all the duties and responsibilities of the higher class, the payment of out-of-title compensation will be approved. The Central Payroll Division and the agency will be notified by Civil Service of all approved requests. Note: For purposes of computing the number of salary grades involved when an employee moves between union or employee groups, salary grade 40 should be considered equivalent to salary grade 110. A labor employee who is eligible for out-of-title pay will receive the rate of the salary level in the grade of the higher class immediately above his existing rate of pay plus longevity, if applicable. If the resulting increase is less than 5₵ per hour, the employee will be paid at the next higher level, provided such increase does not exceed the maximum rate of the higher class. Labor employees eligible for out-of title pay will receive the higher rate of pay effective the first hour of assignment to the higher class. Payment of out-of-title compensation may be made in units of less than whole days, but not less than ½ hour. The maximum allowable days for which out-of-title pay is authorized is 120 cumulative work days per fiscal year. 60 WORK DAYS OR LESS Agency or bureau heads must approve out-of-title work for 60 work days or less by certifying on a PAYROLL ATTENDANCE REPORT (147-019) {<cite data-path="§AM-204-16-1">AM-204-16-1</cite>} or a WEEKLY PER DIEM TIME SHEET (147-020) that such work has been performed. Out-of-title work beyond 60 work days must be approved by the Expenditure Control Committee (ECC) prior to the 61st day of performance of such work by an employee. Requests from agency or bureau heads for such work may be granted by the ECC for any of the reasons cited in the applicable “ELGIBILITY” section of this policy. Agency or bureau heads must certify out-of-title work has been performed during the pay period in which the employee was authorized by the agency or bureau head to perform such work. Failure of the agency or bureau head to certify out-of-title pay during the current pay period requires ECC approval before payment can be authorized when the employee is continuing to perform out-of-title duties. The appointing officer should send a MEMO to the Civil Service Commission outlining the circumstances of the failure to certify; the Civil Service Commission will forward its recommendation to the Expenditure Control Committee. This request is limited to the period not certified by the agency or bureau head. In cases where the agency or bureau head approved the out-of-title work to be performed, but failed to certify the performance of such work, and the employee is no longer performing the out-of-title duties, then the agency or bureau head must send a MEMO to the Civil Service Commission outlining the circumstances surrounding the failure to properly certify the out-of-title work performed; the Civil Service Commission will forward its recommendation to the ECC. If favorably reviewed by the ECC, then the approval of the Board of Estimates is necessary before payment can be authorized. Out-of-title pay will not be authorized for labor employees for leave days or holidays. The Bureau of Management Information Systems (BOMIS) will generate every payroll period a list which contains the names of employees who have worked 60 to 120 cumulative work days during the current fiscal year in an out-of title assignment. Bomis will forward this list to the Central Payroll Division for distribution to agency bureau heads and the Department of Audits. Agency heads are responsible for ensuring that the limits stated within this policy for the performance of out-of-title work are not exceeded. The Central Payroll Division will automatically reduce an employee’s pay to the employee’s appropriate salary and grade level when the employee attains 120 cumulative work days during the fiscal year in an out-of-title assignment. This policy describes the approval of and compensation for out-of-title (substitution) work when certain categories of employees are temporarily assigned the duties of a higher classification. This part of <cite data-path="§AM-214-1">AM-214-1</cite> only applies when the employee is neither in a non-competitive labor classification (see Part I) nor performing the duties of an agency or bureau head (see Part III). An out-of-title assignment may be made only when one of the following conditions exist: <ul> <li>The incumbent in a budgeted position with a higher classification has been assigned to the duties of another position or is absent due to leave of absence, illness, incapacitation, or the use of leave,</li> </ul> <ul> <li>A budgeted position is vacated because of a retirement, resignation, termination, or transfer and no list of eligible candidates for the classification exists. (The agency head must request an examination for the classification from the Civil Service Commission [CSC].)</li> </ul> In addition, eligibility criteria require that the employee selected for the assignment must: <ul> <li>Meet the minimum qualifications of the higher classification.</li> <li>Receive a MEMO (28-1418-5017) from the agency or bureau head assigning out-of-title work.</li> <li>Assume the full range of responsibilities and duties of the out-of-title classification.</li> </ul> An employee may not voluntarily perform the duties of an out-of-title class or be assigned those duties without receiving out-of-title compensation. Special Provision When a position is unexpectedly vacated and a list of eligible candidates for the classification exists, an out-of-title payment for no more than 20 consecutive working days may be allowed. This gives an agency the opportunity to make an out-of-title assignment while it proceeds to fill the vacant position. Agencies wishing to make an out-of-title assignment under these circumstances must submit an OUT-OF-TITLE PAY REQUEST (28-1408-5159) to CSC regardless of the number of grades between the grade of the higher class and the regular grade of the assigned employee. The 20-day limit also applies when an eligible list becomes available during an approved out-of-title assignment. The procedure for approving an out-of-title assignment depends on the numerical difference between salary grades (when comparing the grade of the higher class and the regular grade of the assigned employee) and on the length of the assignment. Key differences regarding approval are summarized in the following chart and explained in subsequent sections of this policy. <table> <tbody> <tr> <td></td> <th>Grade difference of 6 or less</th> <th>Grade difference of 7 or more</th> </tr> <tr> <td>Verification that the employee meets minimum qualifications for the higher class</td> <td>Agency head (for initial period)</td> <td>CSC</td> </tr> <tr> <td>Approval of initial 120-day period</td> <td>Agency head</td> <td>CSC</td> </tr> <tr> <td>Approval of 60-day extension</td> <td>CSC and Expenditure Control Committee (ECC)</td> <td>CSC and ECC</td> </tr> <tr> <td>Approval of late requests</td> <td>CSC and ECC</td> <td>CSC and ECC</td> </tr> </tbody> </table> CSC must approve out-of-title assignments when either the employee's regular grade or the out-of-title grade is 000 or 999. Also, CSC must approve out-of-title assignments when the assignment is to or from a position in the 600 grade series. See "DIFFERENCE IN UNION GROUP" section if an out-of-title assignment is made to a class represented by an employee group other than the assignee's regular group. An out-of-title assignment should normally last no more than 120 cumulative working days during a fiscal year. One extension of up to 60 cumulative work days may be granted by CSC and ECC. Grade Difference of 6 or Less The agency or bureau head is authorized to approve an out-of-title assignment when there are 6 or fewer grades between the grade of the higher class and the regular grade of the assigned employee and when the assignment is for 120 or fewer working days. The agency or bureau head must: <ul> <li>Verify that the assigned employee meets the minimum qualifications (including any licenses or other certification) of the higher class.</li> <li>Give the employee a MEMO formally assigning out-of-title work. This MEMO must contain the job number of the higher class position.</li> <li>Certify that the employee performed the work of the higher class on the PAYROLL ATTENDANCE REPORT (147-015) (see section entitled "SUBMISSION OF PAYROLL").</li> </ul> Grade Difference of 7 or More The CSC must approve out-of-title assignments when there are 7 or more grades between the grade of the higher class and the regular grade of the assigned employee. Agencies seeking such approval must submit a completed OUT-OF-TITLE PAY REQUEST to the Classification Division of CSC before assigning an employee to work out-of-title. If the out-of-title assignment is to a position in a classification series other than the assignee's regular position, the agency must also submit a completed POSITION DESCRIPTION (28-1618-5064) to describe the duties performed by the assignee. CSC will notify both the agency and the Central Payroll Division (CPD) if it approves the request. The agency or bureau head must then give the employee a MEMO formally assigning out-of-title work. This MEMO must contain the job number of the higher class position. The agency or bureau head must also certify that the employee performed the work of the higher class on the PAYROLL ATTENDANCE REPORT (see section entitled "SUBMISSION OF PAYROLL"). Both the CSC and ECC must approve all out-of-title assignments lasting more than 120 working days within a fiscal year. Agencies seeking an extension must submit a completed OUT-OF-TITLE PAY REQUEST and a POSITION DESCRIPTION to the Classification Division of the CSC at least 30 days before the end of the initial 120-day period. CSC may disapprove the request to extend an out-of-title assignment. Before assigning a second employee to the same out-of-title duties (even though the grade difference is 6 or less), the agency must follow the application guidelines outlined in this section. ECC will notify both the agency and the CPD if it approves the extension. The agency or bureau head must then give the employee a MEMO formally extending the out-of-title assignment. This MEMO must contain the job number of the higher class. The agency or bureau head must also certify that the employee performed the work of the higher class on the PAYROLL ATTENDANCE REPORT (see section entitled "SUBMISSION OF PAYROLL"). If CSC or ECC disapproves the extension and the employee worked in the out-of-title assignment while the request was under consideration, the employee will receive the out-of-title pay rate through the date that the agency is notified of the disapproval. The agency must immediately remove the employee from the out-of-title assignment. Any of the following circumstances cause a request for out-of-title compensation to be considered late: <ul> <li>A request for approval of an initial period of out-of-title work when the grade difference is 7 or more is received by CSC 30 calendar days after the beginning of the assignment.</li> <li>A request for an extension of an out-of-title assignment is received by CSC less than 30 calendar days before the end of the initial 120-day period.</li> <li>The agency or bureau head fails to properly certify the out-of-title performance on the PAYROLL ATTENDANCE REPORT and to correct the omission by submitting an adjustment MEMO to CPD in time for the subsequent payroll.</li> </ul> All late requests must be approved by ECC. Agencies seeking approval of a late request must submit a completed OUT-OF-TITLE PAY REQUEST and a POSITION DESCRIPTION to the Classification Division of the CSC. They must complete the relevant section of the REQUEST to explain why it is late. An employee approved for an out-of-title assignment will receive a 11/3% increase for each salary grade difference when comparing the grade of the higher class to their regular grade. (When either salary grade is 000 or 999, the assigned employee will receive a straight 4% increase.) Compensation may not, however, exceed the maximum salary of the higher class adjusted for any longevity compensation to which the employee is entitled. The out-of-title salary rate will not be used in payments such as sick leave conversion or special compensation negotiated by a union or employee group. Nor will it be paid when the employee is on leave for full days during the out-of-title assignment. (These full leave days will not be counted when computing the number of days the employee has worked out-of-title.) The out-of-title salary rate will be paid for holidays when the employee is paid the out-of-title rate on the work days immediately before and after the holiday. Refer to the employee's regular union or employee group agreement to determine when out-of-title compensation begins. In addition to a pay increase, the employee may cite (with appropriate documentation) the experience gained while working out-of-title to qualify for CSC promotion or eligibility lists based on training and experience. When an employee is assigned to work out-of-title in a class in another union or employee group, the following grades are equivalent: 90, 110, 440, and 540. Also, grade 410 is equivalent to grade 65. Employees working out-of-title retain those attributes associated with their regular class such as Fair Labor Standards Act status, maximum accumulated leave, health benefits, survivor benefits, and separation pay. <table class="layout-table"> <thead> <tr> <th colspan="2">Same Employee Group</th> <th colspan="2">Different Employee Group</th> </tr> </thead> <tbody> <tr> <td>A. Out-of-title grade</td> <td>84</td> <td>A. Out-of-title grade 110, equivalent to grade</td> <td>90</td> </tr> <tr> <td>B. Employee's current grade</td> <td>75</td> <td>B. Employee's current grade</td> <td>87</td> </tr> <tr> <td>C. Grade difference (A - B)</td> <td>9</td> <td>C. Grade difference (A - B)</td> <td>3</td> </tr> <tr> <td>D. Difference x 1 1/3 (C x 1 1/3)</td> <td>12%</td> <td>D. Difference x 1 1/3 (C x 1 1/3)</td> <td>4%</td> </tr> <tr> <td>E. Employee's current daily rate</td> <td>$77.40</td> <td>E. Employee's current daily rate</td> <td>$120.25</td> </tr> <tr> <td>F. Out -of-title increase (D x E)</td> <td>$9.29</td> <td>F. Out -of-title increase (D x E)</td> <td>$4.81</td> </tr> <tr> <td>G. Out-of-title daily rate</td> <td>$88.69</td> <td>G. Out-of-title daily rate</td> <td>$125.06</td> </tr> </tbody> </table> In order for an employee to receive appropriate compensation for an out-of-title assignment, the agency or bureau head must certify the out-of-title work on the PAYROLL ATTENDANCE REPORT. The following markings must appear: <ul> <li>In black ink, enter the total number of out-of-title regular days worked in the pay period in the "Out-of-Title Days" column.</li> <li>In black ink, enter the out-of-title class number in the "Out-of-Title Class" column.</li> <li>In red ink, enter the total number of out-of-title overtime hours worked in the pay period in the "Out-of-Title Days" column.</li> <li>In red ink followed by the letter "D," enter the total number of out-of-title double-time overtime hours worked in the pay period in the "Out-of-Title Days" column.</li> <li>In black ink, enter the total number of out-of-title hours worked for compensatory time in the "Comp Time" column.</li> <li>Enter the job number of the out-of-title class and the dates of the out-of-title work (if less than all work days in the pay period) in the remarks column.</li> </ul> The agency or bureau head must initial these entries in the remarks column. The Bureau of Management Information Systems (BOMIS) will generate a listing of employees who have worked in out-of-title assignments for more than 80 cumulative work days in the current fiscal year. The listing will be forwarded to CSC and to CPD for distribution to agency heads on a bi-weekly basis. Agency heads must ensure that the time limits stated within this policy are not exceeded. This section governs out-of-title compensation for acting agency or bureau heads. An employee may not voluntarily perform the duties of the out-of-title class nor be assigned these duties without receiving out-of-title compensation. Out-of-title work is intended to be temporary in nature and is the result of a position becoming vacant. Out-of-title compensation can also be received by an employee subject to the eligibility requirements of this policy if the incumbent agency or bureau head is incapacitated, or otherwise not available, for a period which exceeds 30 consecutive calendar days. An employee who has been officially assigned by a written MEMO from the appropriate appointing authority to perform the job duties an agency or bureau head will receive out-of-title compensation provided that all of the following conditions are met: ∙ The position of agency or bureau head has become vacant and the employee has performed the duties of the higher class for 30 consecutive days. ∙ A certified list of eligibles is not available from the Civil Service Commission. If a list is not available, steps must be initiated by the appropriate appointing authority to fill the position permanently subject to the rules of the Civil Service Commission. ∙ The appointing officer responsible for the vacant position has submitted to the Civil Service Commission a REQUEST FOR CERTIFICATION OF ELIGIBLES, if available, or a REQUEST FOR EXAMINATION, if applicable. An employee fitting the definition of out-of-title work and pursuant to the eligibility requirements will be compensated by an amount equal to 50% of the difference between the present salary being earned by the employee in his permanent position and classification and the amount the employee would be paid if promoted to the higher class. An employee authorized for out-of-title pay will receive the higher rate of pay effective the first full payroll period following the 30 consecutive calendar days period of performing the duties of the higher class or following the request for an eligible list, whichever occurs last. Compensation for out-of-title pay ceases when a new appointee assumes the duties of the position or the appointing officer terminates the out-of-title assignment. To implement the out-of-title salary change, a CHANGE NOTICE (28-1618-5143) {<cite data-path="§AM-205-4-5">AM-205-4-5</cite>}must be submitted to the Civil Service Commission for subsequent forwarding to the Central Payroll Division. No written entries are required on the PAYROLL ATTENDANCE REPORT. At the conclusion of the out-of-title assignment, a CHANGE NOTICE must be processed through the Civil Service Commission to the Central Payroll Division. This notice adjusts the employee’s out-of-title pay to the rate of his permanent position and classification. November 1, 1988 July 1, 1995

This policy stipulates the death benefit(s) which a designated survivor of an eligible City employee is entitled. Eligible employees must be serving in a permanent full-time position or permanent part-time status at the time of death and have at least 12 months of continuous service. The death benefit entitlement is subject to revision depending upon the negotiated agreement affecting the employee’s position classification. Eligibility for death benefits includes those City employees who are members of any Maryland State Retirement of Pension System as well as those employees who are members of any of the systems within any of the City Retirement Systems. The Department of Finance, Bureau of Payroll and Disbursements, shall be the repository of all records pertaining to the payment of death benefits exclusive of those records required by the appropriate City Retirement Systems in determination of similar benefits if applicable. When an employee dies his legal heir(s) is entitled to payment for all unused vacation and/or personal leave time the deceased had accrued. In addition, the legal heir(s) of certain eligible employees, i.e., those classified as FLSA non-exempt employees, will be paid for accumulated compensatory time subject to the 240 hours ceiling. It shall be paid at the rate of pay for the classification in which the employee was serving at the time of death. All payments for leave entitlement are subject to taxation, liens, garnishments, overpayments, etc., provided such were in effect prior to the employee’s death. Subsequently, payment for leave entitlement will be effectuated by a payroll check made payable to the deceased and forwarded to the beneficiary of estate. If the employee did not use extended sick leave in excess of his bonus entitlement within six (6) months of his date of death, his legal heir(s) is eligible to receive a further payment equivalent to the employee’s vacation leave entitlement for twelve (12) months. The later entitlement is determined by the deceased employee’s annual accrual rate at the time of death. Appropriate documentation necessary for any legal heir(s) to collect the death benefit should be directed to the Bureau of Payroll and Disbursements, 8th Floor, M.E.C.U. Building, 401 E. Fayette Street, Attn: Chief. In most cases, a notarized copy of the death certificate and completed beneficiary certification form is sufficient to establish the claim for a death benefit. In the case where the deceased was a member of one of the Employees’ Retirement Systems an additional benefit may be authorized. The survivor should contact the Employees’ Retirement Systems Office, City Hall, Room 640, for appropriate determination. A fully completed, notarized and executed beneficiary form must be on file with the Department of Finance, Bureau of Payroll and Disbursements, if the death benefit is to be paid to the designated survivor. Failure of the employee to properly file the beneficiary form as noted could result in either the payment of the death benefit to the employee’s estate or to the designated beneficiary on file with the appropriate City’s Employees Retirement System. Entitlement varies with the employee’s designated union representation code. The chart at <cite data-path="§AM-216-2">AM-216-2</cite> summarizes the City’s death benefit entitlement; however, it is subject to the current negotiated agreement affecting the employee’s classification. The City’s death benefit will be effectuated by that insurance company so designated by the City and shall be paid directly to the authorized beneficiary or to the employee’s estate whichever is more appropriate. To file for any death benefit payment which may be authorized, the legal heir(s) must contact the Department of Finance, Bureau of Payroll and Disbursements. Proper documentation regarding the retiree as well as a properly executed beneficiary form must be on file with the Department of Finance. Legal heir(s) of a City retiree should contact the Bureau of Payroll and Disbursements, Attn: Chief, Room 800, 401 E. Fayette Street, relative to coverage. An employee may be eligible to collect a catastrophic illness benefit subject to appropriate documentation. To determine eligibility for such payment the employee should consult the appropriate agreement affecting their position classification. To file for catastrophic illness payment an employee must contact the Department of Finance, Bureau of Payroll and Disbursements, 8th Floor, M.E.C.U. Building, 401 E. Fayette St., Attn: Chief. Eligibility and Documentation necessary to process illness payment should be determined at that time. Payment of catastrophic illness benefits precludes any subsequent claim to the City’s death benefit. It does not, however, prohibit any similar benefit emanating from the appropriate Employees’ Retirement System. January 1, 1990 AM-216-2-1

Death benefits are subject to the current negotiated agreement affecting the employee’s position classification The basic death benefit for an employee entitled to “MAPS” benefits shall be either an amount equal to two and one half times the employee’s annual salary or $90,00 whichever is less. In the event of accidental death, the benefit payable shall be double the amount stipulated, i.e., $90,000 or an amount equal to two and a half times the employee’s annual salary, whichever is less. The death benefit shall be converted upon retirement to an $8,500 death benefit, with double that amount in the event of accidental death, payable to the designated beneficiary or estate. In the event of ordinary death, the City shall supplement the lump sum death benefit provided by the respective Employee’s’ Retirement System in order that the total benefit received shall equal the greater of $15,000 or the employee’s annual salary. In the event of accidental death, the employee shall receive the greater of $15,000 or the employee’s annual salary, in addition to any pension authorized by the respective Employee’s Retirement System. The represented eligible employee shall receive in death benefits either $15,000 or the employee’s annual salary whichever is greater. In the event of accidental death, the benefit payable shall be double the amount stipulated, i.e., greater of $15,000 or the employee’s annual salary. In the event of ordinary death, the employer shall supplement the lump sum death benefit provided by the Employees’ Retirement System in order that the total benefit received shall equal the greater of $15,000 or the employees’ annual salary. In the event of accidental death the employee shall receive the greater of $15,000 or the employee’s annual salary, in addition to any pension received under the Employees’ Retirement Systems. An employee’s coverage under this provision shall terminate upon separation except that employees represented by AFSCME shall be covered by a reduced death benefit of $1,500 if they retire from City employment. Death benefits in the amount of $16,175 or the employee’s annual salary, whichever is greater providing the employee is permanent full-time status. The death and dismemberment benefits for permanent part-time employees who work an average of 50% of the regularly scheduled work week shall be the greater amount of their annual salary or that percentage of $16,175 which corresponds to the percentage of the work year of a full-time employee which is represented by that part-time employee’s regularly scheduled annual hours. In the event of accidental death, the benefit payable shall be doubled the amount specified, i.e., $16,175 or the employee’s annual salary whichever is greater, January 1, 1990

When a City employee has been overpaid in his/her biweekly paycheck, the Central Payroll Division (CPD), Bureau of Accounting and Payroll Services, Department of Finance, has an obligation to retrieve the funds paid to an employee in error. City employees are sometimes overpaid, usually through no fault of their own. Overpayments can result from errors in establishing an employee’s rate of pay, other pay rate action, or inaccurate reporting and/or processing of attendance either by the employee, his/her agency, or Central Payroll Division (CPD) staff. Data entry or processing errors can also cause overpayments. Most employees are aware of details regarding their salary and immediately question a payment that they are not expecting. All employees are expected to exercise a degree of diligence by monitoring their pay and reporting any discrepancies to the immediate supervisor or agency payroll clerk. Information is printed on their pay stubs to assist in this endeavor. Similarly, agencies are given an “Agency Register” and other reports every payday. This information should be used to detect overpayments as early as possible. When CPD discovers that an employee has been overpaid, the division has an obligation to retrieve the funds paid to an employee in error. Agencies are required to take the appropriate disciplinary action if an employee is found to have intentionally falsified records, resulting in an overpayment to himself/herself or to another person. OVERPAYMENTS RESULTING FROM ERRORS IN RECORDING ATTENDANCE DURING A SINGLE PAY PERIOD When an employee is overpaid because of an attendance marking error and subsequent correction, the recovery of funds will be made by CPD on the next pay. The agency must notify the employee if this action is taken. Overpayments may be detected by an employee, an agency, or by CPD staff. CPD will determine the amount of the overpayment and will consult with the agency regarding the circumstances and amount of the overpayment. The agency will contact the employee and explain the circumstances and amount of the overpayment. <cite data-path="§AM-217-3-1">AM-217-3-1</cite>, Notification of Overpayment (Memo to the Employee), provides sample language that may be used by agencies to notify the employee of an overpayment and of options for repaying the funds. In no case may an agency attempt to rectify an overpayment without notifying CPD. This is necessary to assure that tax withholding and year-to-date earnings are recorded accurately. Overpayments made to non-permanent workers who are paid on an hourly basis are recoverable immediately on notification. If the worker does not repay the amount directly, adjustments will be made on his/her future pays until the complete recovery of funds is made. Agencies must obtain the worker’s signature on a memo acknowledging any such adjustments. A worker who fails to acknowledge the adjustment memo may be terminated. In the event the worker is terminated and an unpaid balance remains, the Department of Finance will issue a “Miscellaneous Bill” to the worker. If the bill is not paid, the Collections Division of the City Law Department will file for a judgment against the worker. If the Court finds in favor of the City, the worker’s earnings from any subsequent employer will be garnished until the principal amount (plus court costs, legal fees, and interest) are satisfied. Permanent employees who have been overpaid by an amount of 5% or less (but not exceeding $100) of their weekly or biweekly base salary or average regular earnings will have the overpayment deducted from a subsequent pay. CPD will notify an agency when such action will be taken, and the agency will inform the employee. Employees who have been overpaid in excess of 5% or more than $100 have four courses of action available to them:They may return the erroneous check, and CPD staff will issue the appropriate replacement check (usually within one business day). They may reimburse the net amount of the overpayment by personal check or money order made payable to the Director of Finance. They may agree to the recovery of the gross overpayment in full by payroll deduction from their next pay. They may agree to an installment repayment plan by payroll deduction (see below). If an overpayment exceeds $1,000, recovery of all or a portion of the excess may be made by a “cash-in” of accrued vacation or personal leave days. Requests for such consideration must be made in writing by the employee to the supervisor and then the request is sent to the Director of Finance or the Director’s designee. Upon collection of overpayments, CPD staff will correct year-to-date records as necessary. CPD offers permanent full-time and permanent part-time employees the convenience of repaying qualified overpayments by payroll deduction without interest or administrative charges. However, this manual method imposes a processing burden on agency and CPD staff. It is therefore the intention of CPD that all repayments will be made within a twelve (12) month period. In order to protect the City’s interests, decrease the processing burden, and assist agencies in controlling their operating budgets, CPD has set the following minimum amounts for payroll deductions:Permanent employees with annual base salaries of $60,000 or more -- $100 per biweekly pay. All other permanent employees paid on a biweekly basis -- $50 per biweekly pay. Permanent employees paid on a weekly basis -- $25 per week. In all cases, the recovery must be made within a twelve (12) month period. The Central Payroll Manager may approve other repayment plans in individual cases when, for example, the agency and the employee can demonstrate extraordinary hardship caused by a minimum deduction as shown above. Once an agency notifies the permanent employee of an overpayment, (<cite data-path="§AM-217-3-1">AM-217-3-1</cite>), the employee has five (5) business days to notify the agency and CPD in writing if he/she wishes to contest the validity of the overpayment calculation. The employee’s letter should include a full explanation and backup documentation to substantiate his/her claim. The protest will be reviewed by designated employees of CPD and a response will be sent within five (5) business days. The response will either accept or deny the allegations in the protest. The employee will then be able to appeal the staff decision to the Central Payroll Manager within five (5) business days, and the manager will respond within five (5) business days. If the overpayment is not contested or the protest is denied and the employee wants to repay by payroll deduction, then the employee must sign and return the bottom portion of the notification letter. The employee must state the amount of the payroll deduction (no less than the minimum deduction stated above). If, after five (5) business days from when the agency notified the employee of an overpayment, CPD has not received a letter of protest, a signed installment election form, the uncashed erroneous paycheck, or an employee’s personal check or money order for the net amount of the overpayment, CPD will proceed with recovery via payroll deduction. Recovery in this circumstance will be made at the minimum deduction cited above until the overpayment is fully satisfied. The Board of Estimates approved <cite data-path="§AM-205-7">AM-205-7</cite>, Separation and Payment at Termination, effective July 1, 1989. This policy includes the following statement: If an employee is in debt to the City, payment for leave will be withheld in an amount equal to the employee’s indebtedness. CPD will follow this policy if an employee with an outstanding overpayment is terminated. In the event that any unpaid balance still remains, the Department of Finance will issue a “Miscellaneous Bill” to the employee. If the employee does not pay the bill, the Collections Division of the City Law Department will file for a judgment against the employee. If the Court finds in favor of the City, the employee’s earnings from any subsequent employer will be garnished until the principal amount (plus court costs, legal fees, and interest) are satisfied. June 12, 2003

June 12, 2003

The City of Baltimore (“City”) encourages the professional development of employees through education and training, as well as by preparing employees for advancement. The City provides financial assistance to employees in order to improve the quality of City services, to assist employees in the performance of their jobs, and to prepare employees for promotional opportunities. The purpose of this Policy is to set forth guidelines which allow for City employees to receive reimbursement for qualified educational expenses that are job-related, or that are required in a job-related degree program, or that prepare an employee for a higher level position, or allow an employee to change careers within the City. This Policy applies to regular full-time and part-time employees involved in the City’s operations based on specific criteria in the applicable Memorandum of Understanding (MOU). Employees who are not represented by a union, but receive the benefits of a specific union, may also use that union’s MOU. Employees serving their initial probationary period or any other required probationary period under City regulations are not eligible for tuition reimbursement. A job-related course is a course that meets any of the following requirements:contributes toward enhanced performance in an employee’s present position, for example by updating and improving knowledge and skills that will enable the employee to more effectively perform their duties aids an employee in qualifying for consideration for a higher level position within the City to which the employee may reasonably aspire and for which there is probable opportunity for advancement prepares an employee for a professional examination provided the professional certificate, license or registration granted by successful completion of the examination is required in the performance of the employee's current job or will significantly enhance that performance allows an employee to participate in non-degree, continuing education courses required to maintain a professional certification or license. Educational expenses eligible for reimbursement is limited to the cost of tuition, expenses related to certification or licensure, administrative fees, and books required for the eligible job-related course of study. Administrative fees include registration, library, student activity or union fees, mandatory fees for accident insurance and health services and a one-time application fee for admission. Eligible educational expenses do not include late fees, or travel expenses. An acceptable educational institution is a public or private secondary, vocational, trade, or business school; or a public or private college, university, professional school, or technical institution. It is required that the educational institution is accredited or recognized by some agency or governing body from within its general functional area or frame of reference. Professional associations may be acceptable educational institutions as providers of professional examinations and continuing education courses. Employees interested in participating in this program must complete <cite data-path="§AM-219-1-1">AM-219-1-1</cite> Tuition and Education Assistance Request Form (<cite data-path="§AM-219-1-1">AM-219-1-1</cite>), prior to the commencement of any coursework for which the employee desires to be reimbursed. Employees must sign the designated section of <cite data-path="§AM-219-1-1">AM-219-1-1</cite>, which requires an individual to serve as a City employee for one (1) year after completion of any course where they received tuition reimbursement. Employees are eligible for tuition reimbursement assistance for approved courses and certain administrative costs. Employees must attain a minimum grade of “C” or higher, to be eligible for tuition reimbursement. Courses taken on a Pass/Fail basis are not eligible for tuition reimbursement. The maximum number of allowable courses an employee may take per semester is four (4), with a maximum of ten (10) credits. Courses may not be taken during the employee’s regular working hours. Regular working hours are considered to be any approved shift period. Professional Examination, Certification, or License Employees are eligible for tuition reimbursement assistance for approved courses to prepare for professional examinations, certifications or licensure. When grades are not given or a course of study taken is non-credit, a certificate or statement of successful completion from the school or organization must be submitted. For courses which require an examination to receive certification, the employee must pass the necessary exam within three months after completion of the course to be considered for tuition reimbursement. Employees are eligible for tuition reimbursement assistance for approved courses required to maintain a professional certification. A certificate or statement of successful completion from the school or organization must be submitted. Receipt of tuition reimbursement depends upon the availability of funds in the Agency’s budget. If funds are not available in the requesting employee’s Agency, the Department of Human Resources (DHR) will deny the request for tuition reimbursement. If an employee is approved for tuition reimbursement by their Agency and that employee voluntarily transfers to another City Agency before classes conclude, the employee’s previous Agency is not obligated to reimburse the employee. The employee must seek funding approval from the new Agency. Prior to registration, employees must complete and submit <cite data-path="§AM-219-1-1">AM-219-1-1</cite> to their immediate supervisor. The immediate supervisor shall review the application, make a recommendation regarding approval and forward the application to the Agency Human Resources Practioner. The Agency Human Resources Practioner shall review the request for accuracy and completeness to include verification that the employee and the selected course of study are eligible for tuition reimbursement. The Agency Human Resources Practioner shall make a recommendation regarding approval and forward the application to the Agency Head or Authorized Designee.The Agency Human Resources Practioner may consult with the Department of Human Resources (“DHR”) Classification Division in determining the job-related nature of a tuition reimbursement request. The Agency Head or Authorized Designee shall review the request for accuracy and completeness to include verification that funds are available. The Agency Head (or designee) shall approve or disapprove the request. If the request is disapproved, the employee will be notified of the reason(s). All requests for tuition reimbursement, whether approved or denied, must be forwarded to the Department of Human Resources (“DHR”). DHR reviews all tuition reimbursement forms for compliance with this policy and the applicable MOU. Within thirty (30) days of successful completion of course work or examination, the official transcript with the acceptable grades or other acceptable proof of completion and proof of payment are to be submitted to the Agency’s Human Resources Practitioner for processing. The Agency must immediately process the tuition reimbursement request for payment upon receipt of an employee’s official transcript with the acceptable grades or other acceptable proof of completion and proof of tuition payment. This Policy was issued pursuant to <cite data-path="§AM-002-1">AM-002-1</cite> and <cite data-path="§AM-002-1-2">AM-002-1-2</cite> Administrative Manual wherein the Department of Human Resources recommended changes to the Administrative Manual to the Board of Estimates for approval. The Department of Human Resources reserves the right to revise or eliminate this Policy at any time. The City’s Board of Estimates reserves the right to approve proposed policy revisions or eliminations as determined by the Department of Human Resources. July 18, 2007 December 13, 2017 [replaces <cite data-path="§AM-219-1-1">AM-219-1-1</cite>] MOUs <a href="http://labor-commissioner.baltimorecity.gov/contract-agreements">http://labor-commissioner.baltimorecity.gov/contract-agreements</a>

December 13, 2017 August 15, 2018

This policy applies to all City employees who have received reimbursement from the City for college tuition expenses and who leave service within one year of the reimbursement for such expenses. An employee who received tuition aid and leaves City employment for any reason, except lay-off, before completion of 1 year of service from the date indicated on the TUITION AID REQUEST’s “Processing for Payment” section, must repay to the City all tuition aid inclusive of fees received within this 1 year period. The employee’s immediate supervisor must notify by MEMO the Disbursements Division of the resignation of an employee who is required to repay to the City monies received as tuition reimbursement. The immediate supervisor does not have the authority to waive this repayment requirement. Unless other arrangements are made by the employee, the Disbursements Division will withhold from the employee’s final paycheck those funds owed to the City. December 1, 2019

January 22, 1974 December 15, 1988

The Department of Human Resources, Employee Assistance Program (EAP), is a counseling service available to all permanent employees within all departments of the City, excluding all employees of the Baltimore City Public School System, Fire Department, and uniformed members of the Police Department. The EAP is designed to assist employees who are experiencing personal problems which are interfering with job performance or attendance. These problems may include: <ul> <li>Alcohol or drug abuse</li> <li>Mental health</li> <li>Family</li> <li>Financial</li> <li>Health</li> <li>Stress</li> </ul> The EAP is staffed by mental health professionals with a variety of clinical experience and training in psychology and addictions who will: <ul> <li>Assist the employee in determining the nature and severity of the problem.</li> <li>Provide short term, solutions-focused counseling.</li> <li>Refer the employee to the appropriate treatment resource.</li> <li>Monitor the progress of the employee.</li> <li>Notify the employee’s supervisor (under certain circumstances) of the employee’s participation in the EAP.</li> </ul> Self-Referral An employee may refer himself/herself to the EAP without informing the supervisor. In such cases, the employee shall request to use his/her leave to attend the appointment. An employee may also request that the supervisor make the referral, in which case the supervisor may require that the employee uses his/her leave. Supervisory Referral A supervisor may refer an employee to the EAP when there is a work-related problem, such as poor attendance or job performance. In addition, a referral may be made if an employee violates the Substance Abuse Control Policy or the Workplace Violence Policy. An employee who is referred by his/her supervisor will be allowed time off with pay to attend the initial evaluation interview with the EAP. Except when required by federal law or City policy, all contacts with the EAP are confidential. No employee shall have his job security or promotional opportunity jeopardized by using the EAP. For a supervisory referral, the counselor informs the supervisor if the employee fails to keep the appointment or is late, forcing the appointment to be rescheduled. If the employee keeps the appointment, a slip is given to the employee at the end of the session which indicates the date of the appointment, arrival and departure time and if a follow-up appointment is made. Supervisors are responsible for: <ul> <li>Informing their employees about the EAP and its purposes and encouraging those who may be experiencing personal problems to seek assistance from the EAP.</li> <li>Referring their employees to the EAP when job performance or attendance problems have not been corrected by normal disciplinary and corrective procedures.</li> <li>Referring those employees who violate the City’s Substance Abuse Control Policy and Workplace Violence Policy.</li> <li>Adhering to the provisions of <cite data-path="§AM-204-14">AM-204-14</cite> in granting sick leave for employees seeking treatment for alcohol or drug abuse, or other personal problems.</li> </ul> Employees are responsible for: <ul> <li>Seeking help for any personal problem that is causing or may cause unsatisfactory job performance or attendance problems.</li> <li>Complying with treatment recommendations made by the EAP, particularly in the case of mandated referrals under a Work Improvement Plan (i.e., the Substance Abuse Control Policy and the Workplace Violence Policy).</li> </ul> The Employee Assistance Program is located at 201 East Baltimore Street, Suite 400, Baltimore, Maryland 21202. To make an appointment, call 410-396-1859. June 25, 1984 October 1, 2003

This policy establishes substantive and procedural requirements for a City employee who files as a candidate for elective and public office; who acts in an official campaign capacity for an individual running for elective and public office; and the extent of political activity of a City employee, when he/she is not a candidate for elective and public office. All elected City officials are excluded from the requirements of this policy. All City employees are restricted in their political activity. A City employee: <ul> <li>may not engage in political activity while on the job;</li> <li>may not advocate the overthrow of the government by unconstitutional and violent means;</li> <li>may not use official authority or influence for the purpose of interfering with or affecting the result of an election or nomination for office; and</li> <li>may not directly or indirectly coerce a State or local officer or employee to pay, lend, or contribute anything of value to any political cause or purpose.</li> </ul> A City employee may be subject to certain requirements of the federal government relative to working in an agency which receives federal funds and to stipulations entailed in the Hatch Act, Section 1502. Federal Funds A City employee whose principal employment is in connection with an activity which is financed in whole or in part by federal funds may not become a candidate for elected office and is subject to prohibition of political activities as detailed in this policy. Hatch Act The Hatch Act, Section 1502, provides that a State or local officer or employee may not be a candidate for elective office. The provisions of this Act apply to employees on leave status, whether annual leave, leave without pay, or other approved leave of absence. An employee is released from the requirements of the Act only upon termination of employment or through reassignment to a position not connected with a federally funded activity. Providing the City employee is not subject to the federal requirements as stipulated, the following requirements shall apply: Running For Office Any City employee running for an elective and public office must request a leave, i.e., to include vacation leave, personal leave and compensatory time, or leave of absence without pay. Sick leave can not be used for such purposes. The effective period of such leave would be determined by the period of active campaigning and the appearance of any conflict in discharge of City duties as an employee. Winning an Office A candidate who is successful in winning the elective office is eligible to return to his/her City position until he/she is duly sworn and qualified for the position unless a conflict develops concerning his/her City duties as an employee. During the term of elective office, the candidate may request a leave of absence or must resign. If a conflict situation develops concerning the duties of the employee, the employee must resign from his/her job. Losing An Office A candidate who is unsuccessful in election to public office may return to his/her position in accord with the conditions of the approved leave. A candidate whose name appears on the ballot, even though they are not actually campaigning for elective office, may not return to work until the election has been held. If an employee is found to be participating or otherwise conducting activities which cause conflict in the office of assignment, he shall be subject to sanctions to include dismissal as determined by the Civil Service Commission or City Charter as appropriate. August 23, 1989

The City of Baltimore (“City”) does not tolerate workplace sexual harassment, whether it involves co-worker harassment, harassment by a supervisor or manager, or harassment by persons doing business on behalf of the City. Sexual harassment violates an employee’s fundamental rights and personal dignity, as well as state and federal law. Sexual harassment may also adversely affect an employee’s productivity and morale. The purpose of this policy is to define sexual harassment, provide guidelines to an employee who believes that they have been subjected to sexual harassment, provide procedures that management can use to investigate sexual harassment claims, and ensure that violations are remedied. This Policy applies to all City employees, including regular full and part-time, probationary, seasonal, temporary, at-will, as well as elected officials and their appointed staff. Additionally, independent contractors, vendors, volunteers, and visitors must refrain from engaging in behavior that violates this Policy. “Unwelcome sexual advances, request for sexual favors and other verbal and physical conduct of a sexual nature constitute sexual harassment when (1) submission to such conduct is made either explicitly or implicitly a term or condition of an individual’s employment, (2) submission to or rejection of such conduct by an individual is used as the basis for employment decisions affecting such individuals, or (3) such conduct has the purpose or effect of unreasonably interfering with an individual’s work performance or creating an intimidating, hostile, or offensive working environment.” While sexual harassment encompasses a wide range of conduct, some examples of specifically prohibited conduct include: <ul> <li>Promising, directly or indirectly, an employee a reward, if the employee complies with a sexually oriented request;</li> <li>Threatening, directly or indirectly, to retaliate against an employee, if the employee refuses to comply with a sexually oriented request;</li> <li>Denying, directly or indirectly, an employee an employment-related opportunity, if the employee refuses to comply with a sexually oriented request;</li> <li>Engaging in sexually suggestive physical contact or touching another employee in a way that is unwelcome;</li> <li>Displaying, storing, or transmitting pornographic sexually oriented materials using the City’s equipment or facilities;</li> <li>Engaging in indecent exposure;</li> <li>Making sexual or romantic advances toward an employee and persisting despite the employee’s rejection of the advances;</li> <li>Unwanted sexual jokes, flirtations, or propositions, or obscene comments or gestures of a sexual nature made in the presence of others;</li> <li>Unwanted or suggestive leering, whistling, pinching, or insulting; or</li> <li>Inappropriate comments based on an employee’s sex (e.g., commenting on an employee’s menstrual cycle or private body parts).</li> </ul> These types of behavior are unacceptable at any City work location, or in such work settings as business trips, and at business related social events. All City employees, and particularly managers and supervisors, have a responsibility for keeping the work environment free of harassment. Sexual harassment can be physical and/or psychological in nature. An aggregation of a series of incidents can constitute sexual harassment even if one of the incidents considered on its own would not be harassing. If an employee believes that they have been subjected to sexual harassment or any unwanted sexual attention, they should:Make their unease and/or disapproval directly and immediately known to the harasser as soon as feasible; Make a written statement of the date, time, and nature of the incident(s) and the names of any witnesses; and Report the incident to either the Agency Equal Opportunity Compliance (“EOC”) Officer or designee, Human Resources Personnel, or a Supervisor. It is not required that the employee report their claim of harassment to more than one of the persons identified immediately above. An employee should follow the procedures delineated in <cite data-path="§AM-226-1-1">AM-226-1-1</cite>, Agency Internal Complaint, or file a complaint with one of the following outside Agencies: Baltimore City Community Relations Commission, Maryland Human Relations Commission, or U.S. Equal Employment Opportunity Commission, by following the procedures delineated in <cite data-path="§AM-226-1-2">AM-226-1-2</cite>, Outside Agency Complaint. It is not a requirement to file an internal complaint prior to filing an outside Agency complaint. All incidents of sexual harassment or inappropriate sexual conduct should be reported regardless of their seriousness. Supervisors must deal expeditiously and fairly with allegations of sexual harassment within their sections whether or not there has been a written or formal complaint. Supervisors must: <ul> <li>Act promptly to ensure that the harassment or inappropriate sexually oriented conduct is reported immediately to the Agency’s EOC Officer or Human Resources Personnel, regardless of whether the individual filing the complaint (“complainant”) wants the supervisor to do so; and</li> <li>Take corrective action to prevent any prohibited conduct from reoccurring in the workplace.</li> </ul> Supervisors who knowingly allow or tolerate sexual harassment are in violation of this Policy and shall be subject to disciplinary action. An employee within each Agency shall be designated as an EOC Officer. Additionally, each Agency shall also designate an Alternate EOC Officer. The EOC Officer shall inform the complainant and the accused individual (“respondent”) that the City takes complaints of sexual harassment seriously and will thoroughly investigate each claim of sexual harassment. The EOC Officer shall be responsible for: <ul> <li>Explaining the City’s sexual harassment Policy and investigation procedures to the complainant and the respondent;</li> <li>Conducting an investigation of the alleged harassment and preparing a written report and recommendation, which may include exploring informal means of resolving the complaint;</li> <li>Referring the complainant and/or the respondent to the Employee Assistance Program (“EAP”) for counseling and referral services, if appropriate; and</li> <li>Notifying the police if criminal activities are alleged.</li> </ul> The Department of Human Resources (“DHR”) will coordinate training for Agency EOC Officers to ensure their understanding of equal employment opportunity laws and sexual harassment statutes. In cases of sexual harassment, the primary responsibility of the EOC Officer shall be to receive complaints of sexual harassment and to process them according to these procedures. In addition, the EOC Officer shall promote sensitivity to the problem of sexual harassment, e.g., obtaining brochures for distribution, requesting speakers for supervisory meetings, and including harassment as a training topic for staff development. Each current and future employee of the Agency shall be advised either at the time of employment or upon adoption of these standards, whichever is appropriate, of the identification of the Agency EOC Officer and Alternate EOC Officer. The EOC Officer shall conduct interviews with employees in a professional and objective manner and must assure confidentiality to the extent practical and appropriate under the circumstances. The Law Department staff will offer advice at any step of this procedure. If there are specific issues that require consultation, contact the Law Department at (410) 396-3297. To assist the Law Department’s Labor, Employment & Personnel Division, a quarterly listing of pending EEO Complaints should be prepared and submitted by each Agency to the City Solicitor. This information will assist the Labor, Employment & Personnel Division in determining sections, areas, or classifications where there are specific problems involving a group. The Law Department must be consulted if the EOC Officer suspects any validity to the charges. The Law Department may assist in negotiating a settlement, in implementing remedies, or in recommending corrective action. The Director of DHR should be notified as early as possible if a settlement or court order includes rehiring a person to a classified position, recommends sanctions, or orders changes in Agency procedures. Decisions made regarding complaints of sexual harassment are usually expressed as findings of “probable cause” or “no probable cause.” Probable cause is when there is reasonable ground to believe that the charges of harassment on the basis of sex are valid. No probable cause is when there is reasonable ground to believe that the charges of harassment on the basis of sex are untrue and without basis in fact. A regulatory Agency finding of “no probable cause” is accompanied by a “RIGHT TO SUE NOTICE.” Even if the outside Agency finds no probable cause, the complainant has a right to sue the employer under Title VII of the Civil Rights Act of 1964, assuming a timely charge was filed. The complainant may exercise a right to sue in federal court within ninety (90) days upon receipt of a decision rendered by the regulatory Agency. No employee will be subject to, and it is the City’s Policy to strictly prohibit, any form of discipline in retaliation for reporting any incident or situation of discrimination or harassment, pursuing any claim of discrimination or harassment, or otherwise participating or cooperating in any investigation of a complaint of discrimination or harassment. All efforts should be made to identify problems and resolve complaints in an expeditious and unequivocal manner. The failure of an employee to complain to Agency administration or management does not insulate the City from liability for the supervisor’s conduct. This Policy was issued pursuant to <cite data-path="§AM-002-1">AM-002-1</cite>and <cite data-path="§AM-002-1-2">AM-002-1-2</cite> Administrative Manual wherein the Department of Human Resources recommended changes to the Administrative Manual to the Board of Estimates for approval. The Department of Human Resources reserves the right to revise or eliminate this Policy at any time. The City’s Board of Estimates reserves the right to approve proposed policy revisions or eliminations as determined by the Department of Human Resources. June 3, 2005 August 15, 2018

June 3, 2005 August 15, 2018

The City of Baltimore (City) recognizes that workplace violence is a growing issue nationally that must be addressed by all employers. The purpose of this policy is to heighten employee awareness of workplace violence and to provide guidance for employees and management to address the occurrence of workplace violence and its consequences in the workplace. Consistent with this policy, acts or threats of damage to property or physical violence, including intimidation, harassment, and/or coercion, which involve or affect Baltimore City Government, its officials, employees, agents, and volunteers, will not be tolerated. At the same time it should be clearly stated that retaliation of any kind against an employee who reports an incident of workplace violence is strictly prohibited. If retaliation is alleged and an investigation confirms it occurred, severe disciplinary action will follow. The City of Baltimore is committed to promoting and ensuring the health and safety of its employees. To solidify that commitment the adoption of this Policy guarantees that each reported incident of Workplace Violence will be thoroughly investigated and, if the investigation warrants, the accused employee will be subject to discipline that includes suspension and/or a recommendation for termination. Workplace violence in any form will not be tolerated nor permitted by the City. Each department and agency director shall assure that all information regarding workplace violence is disseminated and understood by all employees. The procedures and provisions of this policy apply to all employees and individuals involved in the City’s operation, including but not limited to vendors, contractors, agents, temporary workers, volunteers, and anyone else on Baltimore City Government property, as well as employees and individuals acting as a representative and/or conducting business on behalf of the City while away from City property. Any violent actions committed by employees while on City property or while acting as a representative of the City while away from City property will lead to disciplinary action and/or prosecution. The City understands the sensitivity of the scope of this policy and will attempt to maintain confidentiality to the extent permitted by law. The objectives of this policy are to achieve the following: <ul> <li>To reduce the potential for violence in and around the workplace.</li> <li>To encourage and foster a work environment that is characterized by respect and healthy conflict resolution.</li> <li>To mitigate the negative consequences for employees who experience or encounter violence in their work lives.</li> <li>To educate employees on the consequences of workplace violence.</li> </ul> An employee is defined as any individual employed by and paid by the City of Baltimore. This includes hourly and salaried workers, supervisors, managers, Department Heads, Bureau and Agency Chiefs and Elected Officials and their appointed employees. A threat is a statement or act intended to inflict harm or injury on any person, or on his or her property. Threats also include words or actions intended to intimidate another person or to interfere with the performance of his or her official duties (e.g., standing in front of a corridor with a menacing posture and not permitting a coworker to enter a room). An assault is any willful attempt to inflict injury on the person of another, when coupled with an apparent ability to do so, or any intentional display of harm. Note: an assault may be committed without touching, striking, or doing bodily harm to another person (e.g., throwing a brick at a person that does not actually strike the person). Acts or Threats of Violence include, but are not limited to, assault, battery, damage to property, harassment and stalking. Work Site or Workplace - Any location whether owned or leased by the City or any other location not owned or leased by the City where a City employee, vendor, contractor, agent, temporary worker, or volunteer is carrying out the responsibilities and duties of his/her job on behalf of Baltimore City Government. The Office of the Inspector General was created to conduct and supervise objective and independent audits, reviews, and investigations relating to the City of Baltimore programs and operations to, among other duties, prevent and detect fraud, waste, and abuse and misconduct and review and respond to complaints from employees and the citizens of Baltimore. General examples of prohibited workplace violence include, but are not limited to, the following: All threats or acts of violence occurring on Baltimore City Government property, regardless of the relationship between the City and the parties involved in the incident. All threats or acts of violence not occurring on Baltimore City Government property but involving someone who is acting as a representative of Baltimore City Government. All threats or acts of violence not occurring on Baltimore City Government property involving an employee of Baltimore City Government while on duty. Any threats or acts resulting in the conviction of an employee or agent of Baltimore City Government, or of an individual performing services on the City’s behalf on a contract or temporary basis. SPECIFIC EXAMPLES OF PROHIBITED CONDUCT Specific examples of conduct that may be considered “threats or acts of violence” prohibited under this policy include, but are not limited to, the following:Hitting or shoving an individual. Threatening to harm an individual or his/her family, friends, associates, or their property. Intentionally damaging or threatening to damage property owned, operated, or controlled by Baltimore City Government. Making harassing or threatening telephone calls, letters or other forms of written or electronic communications (emails). Intimidating or attempting to coerce an employee to do wrongful acts that would affect the business interests of Baltimore City Government. Harassing surveillance, also known as stalking, the willful, malicious and repeated following of another person and making credible threat with intent to place the other person in reasonable fear of his or her safety. Unlawfully using or possessing firearms, weapons, or any other dangerous device on Baltimore City Government property, in City vehicles, in personal vehicles used for City business, or while conducting City Government business while not on City property. NOTE: For those employees of Baltimore City Government who are required as a condition of their work assignment to possess firearms, weapons, or other dangerous devices, it is Baltimore City Government’s policy that employees are to use them only in accordance with departmental operating procedures and all applicable City, State, and Federal laws. Employees ResponsibilitiesRefrain from making threats or committing any acts of violence against any person in any City work place. Learn to recognize and respond to behaviors by potential perpetrators that may indicate a risk of violence. Report to a supervisor any violent or threatening behavior whether witnessed, received or told, by another person. Provide the supervisor and HR with a copy of a protective or restrining order which lists City premises as a protected area which such an order is received. Seek counseling from the City’s Employee Assistance Program (EAP) or other health care providers when appropriate to address any personal problems that could elicit violent thoughts or behavior. Comply with all treatment recommendations made by the EAP or other health care providers and all conditions of a Performance Improvement Plan. Supervisor Responsibilities Follow steps 1 through 6 above. Steps to be taken in the event of an act or threat of violence. When someone commits an act of violence that involves physical injury, an immediate threat of physical harm, property damage, or when a weapon is present (implied, concealed, or displayed), the police department’s 911 emergency number should be called immediately. Any injuries should be reported to them so that immediate medical attention can be obtained. Additionally, provide the 911 operator with as much information about the assailant as possible, i.e., name, location, race, gender, clothing, and if there is a weapon involved, what kind. Refer injured employees not requiring immediate emergency care to the City of Baltimore Occupational Medical Services (Mercy Clinic) with an Employee Incident Report (E.I.R. #28-1608-5149 Rev. 3/09). Additionally, the supervisor must report the injury to Key Risk Management, the City’s worker’s comp vendor. Their phone number is 1-877-607-8600. Contact the Agency’s HR officer (hereafter HR officer) immediately and inform him or her of the incident. With the approval of the HR officer remove the employee from the job with pay pending an investigation by the HR office or suspend the employee without pay. The employee should not be allowed to return to work without a clearance from the HR officer, after the HR officer consults with EAP. In cases involving sworn members of the Baltimore Police Department, discipline will be imposed pursuant to Section 3-108 of the LEOBR and Article 16 of both MOU. Complete a Workplace Violence Incident Report form (<cite data-path="§AM-227-1-2">AM-227-1-2</cite>) describing in detail all facts known to the supervisor regarding the incident and attach all witness statements. Submit these documents to the HR officer and the Department Head within 24 hours of the incident, or within 24 hours of gaining knowledge of the incident. Impose all disciplinary action as recommended by the HR officer. Where appropriate, complete a Performance Improvement Plan, with the assistance of EAP and the HR officer and monitor the employee’s compliance. In cases where a serious assault has occurred, offer to provide all affected employees counseling through EAP. Failure to follow these procedures will result in disciplinary action against the responsible supervisor. NOTE: After any incident of workplace violence, the supervisor of the complainant and the offending party should consult with the HR officer to determine areas where the offender may try to gain access. After obtaining such information, the HR officer should contact the Department of Public Works Training and Safety Division for a paper print-out of the employee’s photo ID (or in cases not involving a violent employee, seek a photograph of the individual through other means). This documentation may be sent to the Department of General Services Facility Management Division for distribution to building security on City premises or in leased buildings, privately owned security or management. If there are other City workplaces where the person may try to gain access, the HR officer should share the photograph with the respective building’s security. Agency’s Human Resources Officer or Designee Responsibilities Review job candidates’ backgrounds using pre-hire screening consisting of reference checks and background investigations. Obtain incident reports from supervisors and all parties involved in any incident of violence or threat of violence, including all witnesses. Begin a thorough investigation of any incident of workplace violence within 24 hours of receiving incident reports. Every effort will be made by the HR office to interview all witnesses and all other involved parties, conclude the investigation and impose disciplinary action within a 30-day window after the Agency acquires knowledge of the incident, except in those cases where criminal conduct may be involved, or with offences related to violations of civil statutes. In any event, the City’s investigation of and disposition of an alleged infraction shall occur with reasonable dispatch. After consultation with the supervisor, refer any employee who may have been impacted by the incident to the EAP for counseling Within 24 hours send a copy of the Workplace Violence Incident Summary Sheet and a copy of the workplace Violence Incident Report to the Department of Human Resources (DHR). Notify the Director of the Agency that the alleged incident has occurred. If a violation of this policy has occurred, refer the employee(s) to EAP. Determine appropriate disciplinary action (according to the disciplinary section of this Policy) and/or legal action and ensure that it is implemented. If legal action is contemplated the HR Officer should contact the City of Baltimore Law Department. Assist the supervisor in writing a Performance Improvement Plan to include EAP recommendations when appropriate. Call EAP regarding the employee’s fitness for duty and any other recommendations. Ensure that recommendations made by the EAP are implemented. Be aware of domestic violence issues and their implications for the workplace. Ensure that supervisors and employees are trained on this Policy and that all aspects of the Policy are adhered to. Within 24 hours send a copy of the Workplace Violence final determination/resolution to the Department of Human Resources. Employee Assistance Program (EAP) Responsibilities Obtain reports on all incidents of Workplace Violence from the Agency’s HR officer. Conduct a complete evaluation of the employee(s) to determine fitness for duty. Prepare a written report for HR officer indicating employee’s current fitness for duty, counseling or work-related recommendations. Refer employee to appropriate treatment resources, monitor employee’s progress and compliance with EAP recommendations. Recommend to supervisor or HR officer when an employee may be safely returned to the workplace. Reporting <ul> <li>All City employees having knowledge of a violent act involving any other City employee shall report it.</li> </ul> <ul> <li>The Department of Human Resources will maintain a central database of all reported incidents of workplace violence. Agency HR Officers should send a copy of the Workplace Violence Incident Report (<cite data-path="§AM-227-1-2">AM-227-1-2</cite>), the Workplace Violence Summary Sheet and the final determination to the Personnel Policy Analyst at DHR, 201 E. Baltimore St., Suite 300, Baltimore, Md. 21202.</li> </ul> Disciplinary Actions Employees who violate this Policy will be subject to the following disciplinary action: Acts of Violence Physical Assault <ul> <li>Any incident of assault to another person(s), regardless of whether medical treatment is required, shall result in disciplinary action ranging from a 5-day suspension up to and including a recommendation for termination.</li> </ul> Minor Destruction of Property <ul> <li>First incident of deliberate destruction of property resulting in insignificant damage shall result in a 5-day suspension without pay based on a decision made by the Agency’s HR office, referral to the EAP, and implementation of a Performance Improvement Plan.</li> <li>Second incident of same shall result in a recommendation for termination.</li> <li>In either case the employee responsible for the destruction will be required to make full restitution for the damage caused. If the employee is terminated or refuses to pay, the Law Department may file a lawsuit to recover damages.</li> </ul> Major Destruction of Property <ul> <li>Any incident of the deliberate destruction of property (City or private) resulting in significant monetary damage to or loss of valuable property shall result in a recommendation for termination.</li> <li>After termination, if the employee does not agree to restitution, a lawsuit for damages will be filed by the City’s Law Department.</li> </ul> Threats of Violence Major Threat <ul> <li>Any incident of threat with the serious intention of causing bodily harm or the possession of a weapon shall result in a recommendation for termination.</li> </ul> Minor Threat <ul> <li>First incident of threat of bodily harm with no serious intent or no possession of a weapon shall result in a 5-day suspension with or without pay, referral to the EAP and implementation of a Performance Improvement Plan. For factors associated with or without pay decision see Minor Destruction of Property above.</li> <li>Second incident of same shall result in a recommendation for termination.</li> </ul> NOTE: Any violation of a Performance Improvement Plan relating to the workplace violence incident will result in disciplinary action up to and including termination. Any first-time probationary or temporary employee involved in a violation of this policy shall be immediately recommended for termination. 5-day suspensions must be consecutive. Workplace Incident Task Force Where major violence erupts, the Director of Human Resources will assemble a task force including members of the affected department, the Mayor’s Office, the Police Department, the Fire Department, the Office of the Inspector General, the Department of Human Resources, the Law Department and other departments as needed to conduct a post-incident response. All public information about violent incidents at a City workplace should be released only through the Department’s public information officer or depending on the seriousness of the incident, the Director of Media Relations. Violence Assessment Committee A Violence Assessment Committee is established to identify existing or potential violence hazards and to determine appropriate preventive measures. The assessment should include inspecting security measures, analyzing records of violent incidents, and conducting screening surveys to learn about employees’ concerns. Results of these assessments and surveys will be used to create the safest possible workplace environment. Education and Training The employee shall report immediately the disturbance to his/her supervisor or department/agency director who shall in turn report to Agency HR and the Agency Head. The person filing the report may ask for anonymity during all or part of the investigation. At any time an employee is encouraged to submit recommendations and suggestions to enhance workplace security to the Workplace Incident Task Force. The Department of Human Resources (DHR) Training Division and the Office of Inspector General (OIG) shall provide training to department and agency directors and supervisors on the methods and procedures to identify, prevent and handle violence at an early stage as well as the appropriate procedures to be taken in emergency and catastrophic emergency situations. Supervisor and manager training will also emphasize that this policy should never be used in a frivolous or vindictive manner. Each department and agency director shall assure that all information regarding workplace violence is disseminated and understood by all employees. Employees will be required to sign a document (<cite data-path="§AM-227-1-5">AM-227-1-5</cite>) verifying that they have received a copy of the policy. That signed document will be placed in the employee’s personnel file. An employee’s refusal to sign the document will be noted and a third party will be asked to sign instead stating that they witnessed the employee receiving the policy. The DHR Training Division and OIG will provide ongoing training and periodically distribute information to employees on workplace violence. September 29, 2010

All employees should be aware of their daily work surroundings, both the physical layout and the employees with whom they work. This is especially important for those employees who work outside a "traditional" office environment. These may include a remote job site, fueling depot, warehouse, testing lab, etc. Particular attention should be paid at locations where fellow employees come and go frequently, driving to multiple locations largely unsupervised. Once identified, a potentially violent or disturbed person should not be left alone with other employees. Potentially violent or disturbed persons should be closely observed and monitored. These employees should be escorted to a private area away from onlookers. Trained supervisors should determine the appropriate course of action. (See page 3 of <cite data-path="§AM-227-1">AM-227-1</cite>, Supervisor Responsibilities.) If an employee has become involved in a non-criminal dispute with family members or others, or if the employee has disclosed that he or she is a victim of domestic violence and the employee has obtained an "Order of Protection", an "Injunction Against Harassment" or a similar court order, the employee should be instructed to include the employee's work location, as well as the place of residence, in the order. The employee should notify his or her supervisor of such an order and provide a description or recent photograph(s) of the individual(s) cited in the order. As a general rule, work sites should be reasonably secured. Alarms, television monitors, intercoms, panic buttons, electric latch devices or electronic card key devices may be helpful means of securing a work area, but most office locations may need little more than secure standard key locks or a card key system. Management should consider any additional security devices after a careful risk assessment. Removing Motivations for Violence Along with avoiding the opportunity for physical attack, employees should avoid antagonizing others and creating hard feelings. Defusing a potentially violent person requires self-control, tact, judgment and patience. Some suggestions are: <ul> <li>Remain calm and try to keep everyone else calm.</li> <li>Avoid a win-lose situation, especially in front of spectators.</li> <li>Let the person sit down, relax and calm down in private.</li> <li>Listen to what the employee or citizen has to say without arguing or challenging.</li> <li>Do not be critical, judgmental or sarcastic.</li> <li>If any threat of violence is made, warn the person that threats of violence are taken very seriously and are not acceptable.</li> <li>Surrender property during a robbery.</li> <li>Appear agreeable (even temporarily) to the person’s demands if possible.</li> </ul> September 29, 2010

September 29, 2010

The City of Baltimore (“City”) is committed to maintaining a work environment that is safe for individuals working for the City and its citizens. To achieve this objective, the City is committed to taking a strong stand against firearms and weapons in the workplace by strictly enforcing this Policy. To promote a safe and incident-free environment for individuals working for the City, citizens, and visitors, and to maintain a workplace free from firearms and dangerous weapons, the City prohibits the possession, use, or sale of weapons, firearms, or explosives while on City-owned or leased property; while operating City machinery, equipment or vehicles; or while engaged in City business off premises, including circumstances where an individual may have a valid license or permit authorizing him/her to carry a firearm, unless expressly authorized by the City and/or required by federal, state, and local law. This Policy applies to all individuals working for the City, including full and part-time employees, contractual employees, volunteers, interns, independent contractors, staffing agency workers, and any other person(s), whether or not compensated, who perform work on behalf of the City or on City-owned or leased property. This Policy also applies to individuals who conduct business on City-owned or leased property and visitors of such premises. Further, this Policy applies to individuals who have a valid permit to carry a firearm. The City recognizes that many job classifications in the City require the use of certain equipment/tools for employees occupying positions in those classifications to carry out the functions of their positions. This Policy exempts work-issued and work-authorized equipment from coverage, except where they are used for non-permitted/non-work related purposes, such as causing bodily harm to others or the destruction of property. Sworn members of the Baltimore City Police Department (“BCFD”) and any other individuals expressly authorized by the City and/or required by federal, state or local law to carry a firearm, weapon, or explosive are excluded from the application of this Policy. Any occasion (concert, street fair, etc.) that is sponsored or co-sponsored by the City. All property owned or leased by the City, including machinery, equipment, vehicles, parking lots, garages, and yards. For purposes of this Policy, the terms “firearm” “weapon” and “explosive” include, but are not limited to the following:Handguns, pistols, revolvers, shotguns, rifles, b-b guns, or other loaded or unloaded weapons from which a projectile may be discharged by means of gas, compressed air, or explosives; Any device designed as a weapon and capable of bodily harm, such as stun guns, Tasers, hunting knives, switch blades, brass knuckles, nun chucks, sling shots, pepper spray, and other similar weapons; Combustible or flammable liquids or noxious fumes, and chemicals intended to be used as weapons; Bombs, Molotov cocktails, fireworks, dynamite, and other types of explosive devices; and Items not designed to cause injury but are intended by the user to cause apprehension of imminent bodily injury. Examples of such items include but are not limited to eating utensils, work equipment, scissors, and pens. Any location whether owned or leased by the City or any other location not owned or leased by the City where a City employee, vendor, contractor, agent, temporary worker, or volunteer is carrying out the responsibilities and duties of his/her job on behalf of the City. The possession or transportation of firearms, weapons, or explosives are strictly prohibited in City vehicles and includes, but not limited to: (1) traveling to and from work; (2) when conducting City business; and (3) at all times in City-owned or leased vehicles, machinery and equipment. The possession of firearms (even under circumstances where the person has a permit to carry a firearm), weapons, or explosives while on City Property or at a City Event is strictly prohibited. The safety, welfare, and well-being of City employees, visitors, and persons conducting business with or on behalf of the City are the principle concerns of this Policy. No person should ever jeopardize his/her own safety or that of others when observing this Policy. It is therefore required that no one attempt to disarm any person in possession of a firearm, weapon, or explosive. Instead, any such violations should be reported to a supervisor or where there is a possible threat of bodily harm, notify the BCPD by dialing 9-1-1.It is the responsibility of each employee to seek clarification as to whether an item or instrument is deemed a firearm or dangerous weapon prior to bringing the item or instrument onto City Property or a City Event. Employees seeking clarification should contact their immediate supervisor or, where applicable, building security prior to bringing the item onto City Property or a City Event. Employees are encouraged to report violations of this Policy to their supervisor or their Agency Human Resources Practitioner. When there is a possible threat of bodily injury, 9-1-1 should be called immediately. All supervisors and managers who become aware of any person violating this Policy shall immediately notify the Agency Human Resources Practitioner, his/her immediate supervisor, and/or the BCPD, where applicable. Agency Human Resources Practitioners shall immediately notify the Agency Head of any violation of this Policy, regardless of whether the violation is committed by an employee, a visitor, or a person conducting business with the City or on the City’s behalf. Agency Human Resources Practitioners are responsible for ensuring that each employee completes a statement acknowledging receipt and understanding of this Policy. It is also the responsibility of the Agency Human Resources Practitioners to ensure that a copy of this Policy is conspicuously posted in a central area of the workplace and visible to employees, visitors, and persons conducting business with or on behalf of the City. The Agency Head, or designee, is generally responsible for enforcing this Policy and administering discipline for violations of this Policy up to, and including, termination. Any individual working for the City found in violation of this Policy is subject to disciplinary action up to and including termination. Any person not working for the City who violates this Policy will be removed immediately from City property and his/her conduct will be reported to the proper authorities. Possession of a weapons permit authorized by the State of Maryland is not an exemption under this Policy. This Policy was issued pursuant to <cite data-path="§AM-002-1">AM-002-1</cite> and <cite data-path="§AM-002-1-2">AM-002-1-2</cite> Administrative Manual wherein the Department of Human Resources recommended changes to the Administrative Manual to the Board of Estimates for approval. The Department of Human Resources reserves the right to revise or eliminate this Policy at any time. The City’s Board of Estimates reserves the right to approve proposed policy revisions or eliminations as determined by the Department of Human Resources. December 13, 2017 AM-227-1-1 AM-227-1-2 AM-227-1-3 AM-227-1-4 AM-227-1-5

The City of Baltimore (the City) is committed to building and maintaining a high performing and an accountable workforce by providing a continuous, year-round process where your managers and employees work together to plan, track, and review the employee’s career goals, work objectives, and contributions. The purpose of the Performance Management Program (PMP) policy is to improve organizational effectiveness through individual, division, and agency accountability. PMP documents establish individual performance goals that are aligned to each employee’s job responsibilities. The PMP also supports the City’s goals by requiring ongoing, supervisory coaching, counseling, and feedback to each employee, encouraging professional development and the recognition of each employee’s contributions toward achieving organizational goals. When properly executed, the PMP process meets the following City objectives:Aligns the individual employee’s responsibilities and performance objectives to division and agency strategic goals; Ensures the use of an objective and quantifiable system for evaluating employee performance and recognizing employee accomplishments; Provides an objective basis for supervisors to address an employee’s performance deficiencies; Improves the City’s overall performance through assessment, coaching, counseling, and training; Recognizes different levels of performance; and Serves as a workforce and succession planning tool for all job actions. This policy applies to all eligible Managerial and Professional Society of Baltimore (MAPS) employees, both Civil Services and Non-Civil Service employees. All Performance Management (PM) reviews are confidential, unless they are required for production during grievances; appeals to the Civil Service Commission or Labor Commissioner; or for external litigation. Job Competencies – Competencies are a set of defined knowledge, skills, abilities, and other requirements that are needed for an employee to perform successfully. Eligible Employee – All regular employees of the City of Baltimore in both Civil Service and Non Civil Service MAPS represented and non-represented covered classifications. Performance Objectives – Measurable and evidence-based outcomes that the employee is expected to achieve (e.g., SMART goals - Specific, Measurable, Attainable, Realistic, and Timed). Professional Development – Training that builds skills, expands knowledge, or enhances competencies. The PMP is a collaborative effort involving multiple stakeholders with specific responsibilities at critical stages of the process including, but not limited to, the following:Employee Responsibilities Employees must develop their own PM performance objectives and professional development plan, in collaboration with their managers. Employee also must complete a self-evaluation for use during the mid-year and year-end review. Manager Responsibilities Managers are required to approve final performance objectives based on the employee’s position description and Agency goals and in consultation with employees. Managers are required to meet periodically throughout the year to provide continuous feedback, along with the completion of mid-year and year-end reviews of their employees. Agency Human Resources (HR) Practitioner Responsibilities The Agency HR office is responsible for retaining a completed evaluation in the employee’s personnel file and must input all information into the City’s system of record. Agency Responsibilities Agencies are responsible for ensuring compliance with this policy. Agencies must keep the annual performance review and any supporting documentation as a permanent part of the employee’s official personnel record. The PMP measurement period runs concurrent with the City’s fiscal year and must be completed timely to ensure an effective administration. Eligible employees must receive a formal evaluation and ratings from their managers in the PM review. This PM review must occur once every year according to the schedule attached as communicated by the Department of Human Resources (DHR) Office of Shared Services. Each eligible employee must receive performance objectives annually, except for employees who fall into one of the categories below:Newly hired employees must receive the manager’s performance objectives within 45 days of their initial date of service and receive a PM review at least 15 days before the end of the employee’s probationary period. After successfully completing the probationary period, the employee will receive new performance objectives for the performance management period. An employee who is reclassified, promoted, demoted, or transferred during the performance management cycle must receive updated performance objectives within 45 days of a permanent material change in performance objectives. Whenever an employee changes supervisors, the employee’s former supervisor should evaluate the employee’s performance in relation to the employee’s goals. Each goal should be rated individually, and no overall rating is required. If the change in supervisors is the result of the employee’s former supervisor terminating employment with the City, the next level manager is responsible for evaluating the employee’s performance within 7 days. These ratings shall cover the period from the beginning of the year until the effective date of the change in supervisors. An employee reinstated to the same position, in the same agency, will use the previous performance objectives. An employee reinstated to a different position must create new goals and objectives utilizing their new position description. Annual performance guidance is set forth by using an employee’s position description, performance objectives, job competencies, and professional development goals for the specific performance management period. Performance objectives must be created by the employee in collaboration with their direct manager. Performance measures are documented on the City’s official PM forms. Employees may not initiate a grievance or appeal at any stage of the employee performance planning process.Administration Performance PM reviews for all employees are due according to the schedule that is communicated by DHR’s Office of Shared Services. Performance PM reviews must be signed by the employee, the direct manager, and by the next level manager. A copy should be sent to the Agency Human Resources office and retained in the employee’s official personnel file. Development and Training Training is an essential part of the performance management process. Managers are also required to ensure employees complete at least one professional development goal or training activity within the performance year. This may include courses offered in the Department of Human Resources Learning and Development Catalog. Performance monitoring is an ongoing process that assists managers and employees in achieving performance objectives by identifying and addressing performance deficiencies when they occur. Performance monitoring consists of continuous coaching and counseling, a mid-year PM review and may include performance improvement plans.Performance Objectives An employee’s manager must work with the employee to identify the performance objectives against which the employee’s performance is evaluated every year. This must be done annually for current employees, as well as upon appointment to a new position, or the assignment of substantially different duties to an employee. These goals must be provided to the employee in writing. Coaching and Counseling In addition to the mid-year and year-end reviews, managers must initiate coaching and counseling throughout the year as needed to assist employees with meeting performance objectives. Performance Management Program Ratings PM ratings are assigned using a DHR-approved scale (e.g., a 5-point scale). These ratings serve as the primary basis for determining employee PM review in the current position, promotability, employee development employee improvement, and employee separation. PM reviews must encompass the employee’s overall performance during the performance management period. PM reviews are not grievable, but may be appealed as set forth below. Appealing PM review An employee may appeal a final performance PM review rating, and the appeal may only be filed for the most recent performance PM review. Any appeal not filed timely will not be considered. The employee is limited to one appeal for any performance cycle, regardless of the number of issues involved. Employees should contact their agency Human Resources Practitioner to discuss concerns or to file an appeal. Appeal ProcedureAn employee who disagrees with an annual PM review and cannot resolve the disagreement with the manager may take their written appeal to the Human Resources Practitioner of their agency. Such an appeal must be made within 10 days of the initial performance PM review. Upon receiving the written appeal, the HR Practitioner must provide the appeal to the Agency Head. The Agency Head/Director (or executive-level designee) must provide the employee and the manager a written response within 10 days of the HR Practitioner’s receipt of the appeal. The written response shall indicate one of the following outcomes: The decision by the Agency Head/Director or designee shall be final.The Agency Head/Director agrees with the original performance PM review; The Agency Head/Director disagrees with parts of the performance PM review and instructs the managers/Supervisor to revise the original performance PM review; and The Agency Head/Director disagrees with entire performance PM review and instructs the managers/Supervisor to complete a new performance PM review. The City strictly prohibits retaliation or discrimination against an employee for conforming to the Performance Management and Development policy. Violation of this policy may result in disciplinary action, including termination of employment. All employees are required to promptly report concerns of retaliation under this policy to the agency human resources practitioner. The Department of Human Resources issues this policy pursuant to the authority provided in <cite data-doc="City of Baltimore, Md., Charter">the City Charter</cite>, Articles VI and VII, and the approval of the City’s Board of Estimates. The Department of Human Resources reserves the right to revise or eliminate this policy at any time, with the approval of the City’s Board of Estimates. April 15, 2015 May 24, 2019 AM-200-05 AM-231-01 AM-235-01 PM-370 Performance Management Reviews

The City of Baltimore (“City”) is committed to attracting, encouraging, and retaining high performing employees by offering competitive compensation and rewarding individual performance. The City’s Performance Management Program for Managerial and Professional Society of Baltimore, Inc. (MAPS) covered employees, uses the annual performance planning and evaluation process to establish and evaluate approved goals, objectives, and competencies. Pay-For-Performance is awarded based on employee performance as demonstrated through achievement of individual goals, demonstration of required competencies; and budget allocation for salary increases. This process is intended to reward employees, who receive a Distinguished, Superior, or Meets Expectations annual perform rating. The Pay-For-Performance program shall be administered without regard to political affiliation, race, color, national origin, sex, age, disability or religion. The purpose of this policy is to ensure consistency, transparency and fairness in the process of awarding a MAPS covered employee performance based compensation. The Performance Management Program and the associated Pay-For-Performance applies to eligible MAPS employees, both Civil Service and non-Civil Service. Pay-For-Performance Budget Allocation- The amount of money available for distribution to employees is determined on an annual basis through the budget process. Distribution of the budget allocation is at the discretion of the Agency Head, subject to policy guidelines, and the availability of funds. Pay-For-Performance (Merit) Adjustment- A performance based compensation adjustment comprised of a merit increase or merit bonus.Pay-For-Performance (Merit) Increase- A performance based salary increase that is added to the employee’s base salary. Pay-For-Performance (Merit) Bonus- A performance based, one-time, lump-sum payment that is not added to the employee’s base salary. Special Recognition Award- a financial recognition of up to $2,500, that may be granted at the conclusion of the performance evaluation period to an employee who has made an exceptional contribution(s) during the applicable evaluation period. This award is granted at the prerogative of the Agency Head who may opt to give any number of such awards, including none, in any given performance cycle. MAPS Employees are eligible and may receive a Pay-For-Performance Adjustment if:The employee has a current completed performance plan on file in the Agency Human Resources Division; The employee has a minimum of 270 days of continuous service before the end of the June 15th evaluation period; and The Employee has demonstrated meritorious performance by attaining an overall rating of “Distinguished (5),” “Superior (4),” or “Meets Expectations (3)” in the current performance cycle. An employee whose overall performance is rated as “Improvement Required (2)” or “Performance Does Not Meet (1),” is not eligible for Pay-For-Performance An employee in a Grant Service Specialist (“GSS”) or any other temporary position is not eligible for Pay-For-Performance. An employee who has received a salary adjustment of more than 10% of the employee’s base salary less than (6) months prior to the proposed effective date of the Pay-For-Performance Adjustment is not eligible for Pay-For-Performance. A Pay-For-Performance Increase shall not place an employee above the salary range for their assigned classification. Pay-For-Performance is subject to the availability of funding and must be managed within each Agency’s budget allocation. Annually, each Agency Head will make the following determinations of:Whether to award a Pay-For-Performance Increase or Pay-For-Performance Bonus to its employees; and Which overall performance rating levels will receive a Pay-For-Performance Adjustment. Employees, agency-wide, receiving the same overall performance rating shall receive the same Pay-For-Performance Adjustment, if the agency chooses to make an award for that performance rating level. Special Recognition Awards may be awarded to employees who have a current completed performance plan and have received at least a “Meets Expectations (3)” in the current performance cycle. Special Recognition Awards may be used to recognize one of the following:Contributions to increased organizational productivity; Development and/or implementation of improved work processes; Innovative initiatives and programs; Exceptional customer service; Realized cost savings; or Other specific contributions to the success of the Agency's missions, goals, or objectives. Pay-For-Performance Adjustments shall be awarded according to the following table: <table> <thead> <tr> <th>Performance Rating</th> <th>PFP Increase</th> <th>PFP Bonus</th> </tr> </thead> <tbody> <tr> <th>Distinguished (5)</th> <td>Up to 5% of the Employee’s Base Salary</td> <td>Up to $2,500</td> </tr> <tr> <th>Superior (4)</th> <td>Up to 3% of the Employee’s Base Salary</td> <td>Up to $ 1,250</td> </tr> <tr> <th>Meets Expectations (3)</th> <td>Up to 1% of the Employee’s Base Salary</td> <td>Up to $ 625</td> </tr> </tbody> </table> An employee shall not receive a greater Pay-For-Performance Adjustment than an employee with a higher performance rating. Special Recognition Awards may be awarded in conjunction with a Pay-For-Performance Adjustment. A Special Recognition Award may not exceed $2,500 and the exact award amount as determined by the Agency Head is based on availability of funds within the Pay-For-Performance budget allocation. Between May 1st and June 15 of each fiscal year performance evaluations shall be administered. By July 15th, Agencies shall submit a Pay-For-Performance report to the Department of Human Resources. The report must include a list of all employees receiving a Pay for Performance Adjustment and/or Special Recognition Award, including each employee’s overall performance rating and the specific amount awarded. Pay-For-Performance Adjustments and Special Recognition Awards will become effective no later than the first full pay period in August. Late submissions are ineligible for retroactive pay adjustment. The Department of Human Resources issues this policy pursuant to the authority provided in <cite data-doc="City of Baltimore, Md., Charter">the City Charter</cite>, Articles VI and VII, and the approval of the City’s Board of Estimates. The Director of Human Resources is responsible for the official interpretation of this policy. The Department of Human Resources reserves the right to revise or eliminate this policy at any time, with the approval of the City’s Board of Estimates. April 7, 2016 AM-200-05 AM-231-01 AM-235-01 PM-370 Performance Evaluations

This policy applies to all budgeted positions and all classes (Civil Service and non-Civil Service). Whenever an action is taken which affects classes and/or budgeted positions, a PERSONNEL ACTION REQUEST (PAR) (28-1418-5014) [<cite data-path="§AM-230-1-1">AM-230-1-1</cite>] must be completed. (For detailed information concerning submission of the PAR, see the Administrative Manual Document applicable to the personnel action.) In addition, a POSITION DESCRIPTION (28-1618-5064) [<cite data-path="§AM-230-1-2">AM-230-1-2</cite>] must be completed by the requesting agency for all positions creation or reclassification actions. A class is an employment category comprised of all positions having similar duties, responsibilities, and qualifications. All positions in a class have the same title and salary grade. A class action is an operation which affects a class in 1 of the following ways: <ul> <li>Abolishment*-- Removal of a class to the computer file.</li> <li>Creation* -- Addition of a class to the computer file.</li> <li>Change* -- Changing any of the following information for an existing class in the computer file:</li> <ul> <li>Title.</li> <li>Grade.</li> <li>Starting level.</li> <li>Salary range.</li> <li>Salary/wage period.</li> <li>Union designation.</li> <li>Class code.</li> </ul> </ul> *NOTE: Due to the current computer program for PAR’S, a change to a class number can not be entered on a PAR as a “change”, but must instead be handled as an “ABOLISH/CREATE” action. The old class number plus all other class number must then be created, and the other previously abolished class information must be recreated Only the Civil Service Commission and the Bureau of the Budget and Management Research are authorized are authorized to initiate class actions. A budgeted position is a group of duties and responsibilities requiring the employment of 1 person. A position is commonly referred to as a “job”, and is assigned a “job number” (<cite data-path="§AM-230-2">AM-230-2</cite>). A position action is an operation which affects a budgeted position in 1 of the following ways: <ul> <li>Abolishment* - - Removal of a position from a budget program.</li> <li>Creation* - - Addition of a position to a budget program.</li> <li>Change* - - Changing any of the following information for an existing position in a budget program:</li> <ul> <li>Fund.</li> <li>Activity.</li> <li>Agency.</li> <li>Class number.</li> </ul> </ul> *NOTE: Due to the current computer program for PAR’S, a change to a job number can not be entered on a PAR as a “CHANGE”, but must instead be handled as an “ABOLISH/CREATE” action. The old job number, plus all other position information, must be abolished. A new job number must then be created, and the other previously abolished position information must be recreated October 21, 1983

This policy applies to all budgeted positions and all classes (Civil Service and non-Civil Service). The creation or abolishment of a position must be authorized by the Board of Estimates. Agencies must obtain this authorization by: <ul> <li>A position action request in the agency’s Annual Budget Request;</li> </ul> OR <ul> <li>A direct request to the Board of Estimates</li> </ul> See <cite data-path="§AM-405-7">AM-405-7</cite> through <cite data-path="§AM-405-9-1">AM-405-9-1</cite> for complete instructions concerning the inclusion of requests for position creations and/or abolishments in an agency’s Annual Budget Request. See the appropriate procedure listed below for detailed instructions concerning a direct request to the Board of Estimates for the creation and/or abolishment of positions: <ul> <li><cite data-path="§AM-230-3-1">AM-230-3-1</cite>: For requesting creation of Civil Service positions.</li> <li><cite data-path="§AM-230-3-2">AM-230-3-2</cite>: For requesting creation of non-Civil Service positions.</li> <li><cite data-path="§AM-230-3-3">AM-230-3-3</cite>: For requesting abolishment of positions (Civil Service and non-Civil Service).</li> </ul> October 21, 1983

This policy applies to all budgeted positions and all classes (Civil Service and non-Civil Service. A budgeted position is a group of duties and responsibilities requiring the full-time employment of 1 person. A budgeted position is commonly referred to as a “job,” and is assigned a “job number.” (See <cite data-path="§AM-230-2">AM-230-2</cite> for complete information concerning job numbers.) A class is an employment category comprised of positions having similar duties, responsibilities, and qualifications. The creation of a new class is necessary whenever the employee’s duties do not correspond to any existing Civil Service or non-Civil Service class. Reclassification is the changing of the class of a budgeted position due to a change in the duties and responsibilities of the position. For complete information concerning the submission of position reclassification requirements, see the appropriate Administrative Manual document cited below: <ul> <li>For positions in Civil Service classes: <cite data-path="§AM-230-4-2">AM-230-4-2</cite>.</li> <li>For positions in non-Civil Service classes: <cite data-path="§AM-230-4-3">AM-230-4-3</cite>.</li> </ul> October 21, 1983

October 21, 1983

Civil Service and Non-Civil Service positions may be downgraded as a result of a Civil Service action approved by the Board of Estimates. Change in salary and/or employee benefits for an employee whose position or job classification has been downgraded will be determined in accordance with the provisions of tis policy. Any adjustment to salary resulting from a position or job classification downgrading will be implemented in three phases: First Phase – Saved Grade The first phase begins when the budgeted position is reclassified to the new, lower level classification upon approval of the Board of Estimates. During this phase, for one year following the reclassification, the employee will retain the original classification union designation, and salary grade. The employee will remain eligible for merit increments, level movements, longevity and cost of living incr3eases, assuming that all other conditions for receiving these remunerations are met. Second Phase – Saved Pay The second phase begins at the start of the second year following the Board of Estimates approval of the downgrading. During this phase, the employee’s salary is frozen, the employee is ineligible to receive cost of living increases, level movements and/or merit increases. However, the employee will be eligible to receive longevity increments when they become due. The employee continues to retain the original classification and union designation during this phase. Third Phase - Downgrade The third phase begins after the completion of two years, following the Board of Estimates approval of the downgrade. During this phase, the employee’s classification and grade are changed to match the classification of the budgeted position. If a change in union designation is involved in this action, changes in benefits related to union designation become effective on the date as the downgrade at the start of the third phase. The employee’s salary is adjusted in the following manner in order to place the employee on the salary scale at the assigned grade of the budgeted position: <ul> <li>If the employee’s present salary, exclusive of longevity increments, is higher than the maximum of the new grade, then the employee will be placed on the highest level of the new grade.</li> <li>If the employee’s present salary, exclusive of longevity increments, is between levels of the new grade, then the employee will be placed on the level closest to the salary the employee received during the “Second Phase” – Saved Pay” stage of the downgrading process.</li> <li>For purposes of salary placement only and in the context of downgrading only, merits shall be considered as salary levels in cases where MAPS 1XX or 6XX grades are being downgraded. However, such merits will not be applied as addends to any salary newly derived from the downgrading process.</li> </ul> After the employee has been placed on the correct step of the new grade, applicable longevity increments will be applied. The employee’s date of entry into City service will not be changed when the employee’s position or job classification is downgraded. If an employee’s position or job classification has been downgraded and the employee is enrolled in a City health care plan, the employee will continue to be covered by that same plan. However, at the start of the third phase when the employee’s classification and grade are changed to match the budgeted position, the employee’s benefits may differ depending upon the union designation of the actual budgeted position. Downgrading of a position or job classification may have an effect on an employee’s status within the City Employees’ Retirement System. Employees may contact a Benefits Analyst within the City Employee’s Retirement System to determine whether the downgrade will affect their retirement benefits. If a change in union designation is involved when an employee’s position or job classification is downgraded, the employee’s death benefit entitlement will change at the start of the “Third Phase – Downgrade” stage of the downgrading process so as to be consistent with the union designation of the new position. If a change in union designation is involved when an employee’s position or job classification is downgraded, the maximum number of unused vacation and/or personal leave days that an employee may accumulate may be affected. In cases where the employee’s accumulated vacation and/or personal leave balances exceed the maximum accumulation level allowable in the new position, the excess leave days of the “Third Phase – Downgrade” stage of the downgrading process. All accumulated sick leave will be credited to the employee in the new position. Annual sick leave conversion payments, if any, will be based on the daily pay rate in effect at the time of payment. If an employee is downgraded from an FLSA non-exempt, the employee will be paid cash for all accumulated compensatory leave which is unused prior to the first day of the “Third Phase – Downgrade” stage of the downgrading process. If an employee is downgraded from an FLSA exempt position to a budgeted position which is FLSA non-exempt, the employee may use accumulated compensatory leave during the first phase and the second phase of the downgrade process. However, at the start of the third phase when the employee’s classification and grade are changed to match the classification of the budgeted position, the employee will not be credited with any accumulated compensatory leave balance as of the date of the change. Employees who occupy positions which have been reclassified and downgraded may be placed on a separate class change promotional list, if appropriate, in accordance with Civil Service Rule 28. Employees on the applicable class change list will have priority over all other eligibility lists for that class except a reemployment list. In this case priority means: every employee on the applicable class change list must be given an opportunity to be interviewed for the vacant position before an open list for that class is certified. If an employee refuses an offer of employment, he /she will be removed from the class change list. In selecting employees from a class change list, agencies should consider seniority in addition to other criteria necessary to perform the duties of the vacant position in that class. Agencies which fall to select employees from the class change list must document the reasons why these employees were deemed unsuitable. If during the downgrade process, an affected employee receives a promotion, the employee’s salary is to be determined by applying the promotion rules to the employee at his/her current step within grade. An employee may be withdrawn from the downgrade process during any phase, subject to the approval of the Civil Service Commission, if the employee receives a major reassignment of duties or a lateral transfer. October 10, 1980

October 10, 1980

This policy applies to all City agencies (Civil Service and non-Civil Service) and includes the following personnel actions, regardless of the type of funding: <ul> <li>Hiring (to include full-time or part-time permanent, temporary, and labor employees).</li> <li>Transfers.</li> </ul> This policy does not apply to promotions. Personnel Actions For additional information concerning the subjects listed below, see the cited Administrative Manual documents: <ul> <li>Permanent Positions and Employees: <cite data-path="§AM-232-1">AM-232-1</cite></li> <li>Labor Positions and Employees: <cite data-path="§AM-233-1">AM-233-1</cite></li> <li>Temporary Employees: <cite data-path="§AM-234-1">AM-234-1</cite></li> <li>Promotions: <cite data-path="§AM-235-1">AM-235-1</cite></li> </ul> Transfer Defined A transfer is the filling of a vacant position with a City employee whose job class is the same as that of the vacant position (or related and carrying a lower salary than that of the vacant position) and who is: <ul> <li>Filling a position in an agency or program other than where the vacancy occurs,</li> </ul> <ul> <li>Filling any position which has funding different from that of the vacant position.</li> </ul> Personnel who change their employment from a non-Civil Service position to a Civil Service position, or vice-versa, are not considered "transfers," but instead are considered to be new employees. A shift of personnel within a program, which does not involve a change in funding, is not considered a transfer. Requirements In order to hire or transfer personnel, all of the following requirements must be met by the requesting agency: <ul> <li>A vacant position must exist in the appropriate program of the agency's approved budget. (In the case of temporary and part-time employees, funds for the proposed action must be available in the agency's budget.) If no vacant position exists, the creation of a new position must be approved by the Board of Estimates [<cite data-path="§AM-230-3">AM-230-3</cite>].</li> <li>Approval of the proposed action must be obtained from the Civil Service Commission (where appropriate) and the Mayor's Expenditure Freeze Committee.</li> </ul> Use Of "In Lieu" Classes An agency may fill a vacant position with an employee whose job class is not the same as the class of the vacant position if such action will allow the individual to gain the necessary experience to qualify for the class. To be eligible, the employee's class and the class of the vacant position must be in the same class series. (For example, a Senior Clerk position may be filled with a Clerk "in lieu" of a Senior Clerk.) Leave Of Absence If an agency wishes to fill the position of an employee who is on a leave of absence without pay, the employee on leave must be placed in an inactive payroll status by submission of a CHANGE NOTICE (28-1618-5143 or 28-1428-5108) [<cite data-path="§AM-205-4-5">AM-205-4-5</cite>]. The CHANGE NOTICE must include the following special entries: <ul> <li>Work Code -- Specify "9".</li> <li>Loc (location) -- Specify "999".</li> <li>Job Number -- Specify "zzz-zzzzz".</li> <li>Budget Account Number -- Specify "103" for the sub-object (last 3 digits of the account number)</li> </ul> Prohibited Actions The following personnel actions are prohibited and will not be approved under any circumstances: <ul> <li>Filling a vacant position with an employee whose job class is in the same class series as the vacant position, but has a salary range which is higher than the budgeted position, (for example, filling a vacant Clerk position with a Senior Clerk "in lieu" of a Clerk).</li> <li>Placing more than 1 person in the same budgeted position.</li> </ul> When filling a vacant position by hiring a new employee, agencies must give preference to City residents. If an agency finds it necessary to fill the position with a non-City resident, approval must first be obtained from the Mayor by submitting a NON-CITY RESIDENT APPROVAL REQUEST (28-1528-5036) [<cite data-path="§AM-231-1-2">AM-231-1-2</cite>]. When filling a vacant position by transfer, agencies are not required to give preference to City residents. However, if the transfer will also involve the promotion of an employee, preference is to be given to City residents. If an agency wants to transfer and promote a non-City resident, approval must first be obtained from the Mayor by submitting a NON-CITY RESIDENT APPROVAL REQUEST (28-1528-5035) [<cite data-path="§AM-231-1-2">AM-231-1-2</cite>]. Notification Of Illegal Strike Activity Supervisors must inform all new City employees that it is illegal for them to engage in any type of strike-related activity against the Mayor and City Council of Baltimore. Employees must sign a RECEIPT OF STRIKE INFORMATION (28-1408-5024) [AM-231-l-3] to confirm that they have received this information. NOTE: If an employee refuses to sign this acknowledgement, the supervisor must note this on the form. This acknowledgement must be retained in the agency files with the "Record Copy" of the employee's ENTRY TICKET [M-205-4-2]. If an employee transfers to another City agency, the acknowledgement must be forwarded to the gaining agency for retention in their file with a copy of the CHANGE NOTICE [<cite data-path="§AM-205-4-5">AM-205-4-5</cite>]. July 14, 1976

March 12, 2004 [replaces Warehouse form #28-1408-5024]

A permanent position is a group of duties and responsibilities which requires the full-time or part-time employment of 1 person for a period in excess of 90 calendar days. Permanent EMPLOYEE PERMANENT FULL -TIME EMPLOYEE A permanent full-time employee is a person who is appointed from an employment list to a permanent position, and works a full work week on a continuing basis. PERMANENT PART-TIME EMPLOYEE A permanent part-time employee is a person who is appointed from an employment list to a permanent position, and works less than a full work week on a continuing basis. Work Week Defined The normal full-time work week consists of 5 consecutive work shifts in a 7 day period. (The normal full-time work shift consists of 8 consecutive hours in a 24 hour period.) However, in operations where work is normally scheduled on Saturday and/or Sunday, the normal full-time work week consists of 10 work shifts in a 14 day period. Filling A Permanent Position See <cite data-path="§AM-232-1-1">AM-232-1-1</cite> for details on filling a permanent position. July 14, 1976

July 14, 1976

Temporary or seasonal appointments are made to Civil Service positions and non-Civil Service positions, which are deemed temporary positions because of unusually heavy workloads, seasonally heavy workloads or the unexpected availability of additional grant funding with short-term expenditure requirements. The length of a temporary or seasonal appointment is determined by whether it is a Civil Service or non-Civil Service position, agency needs, and funding. Individuals who have temporary appointments to Civil Service positions are considered temporary employees. Individuals appointed to temporary or seasonal positions, not under Civil Service, are also considered temporary employees. Temporary employees are paid hourly for time actually worked, are not eligible for health benefits or any other employee benefit, and cannot earn leave. However, the one exception is benefit-eligible positions which are grant-funded in non-Civil Service classifications and which have been approved for funding by the Department of Finance, Bureau of the Budget and Management Research. A temporary employee will receive job injury leave if injured on the job. Under the State Workers' Compensation Law, the person will receive two-thirds of his/her average weekly wage. All temporary employees are required to have a pre-placement physical at the City of Baltimore Occupational Medical Services (Mercy Clinic) at 323 N. Calvert St. This policy does not cover temporary employees hired through employment agencies. Fully-Funded Permanent Positions The Director of Human Resources may authorize the temporary appointment of a person not to exceed six (6) months for the following conditions: whenever a vacancy arises in a fully-funded permanent Civil Service position in a classification for which there is no re-employment list and no employment list or an emergency need requires that the position be filled while the process of interviewing eligible candidates is taking place. The temporary appointment shall continue only until such time as certification of qualified eligible candidates can be made, and a regular appointment becomes effective, according to Civil Service rules and <cite data-doc="City of Baltimore, Md., Charter">the City Charter</cite>. When there is a need for an emergency temporary appointment in a permanent Civil Service position for less than 60 days, Department of Human Resources approval is not required. Position Abolishment or No Permanent Funding A temporary appointment may be made to a Civil Service position when the position is expected to be abolished, or when permanent funding for the position is not available. Whenever such a temporary appointment is requested, the Director of Human Resources may grant authority for the appointment for a period not to exceed one (1) year, provided that the person appointed for more than 60 days meets the minimum qualifications for the classification. If a Civil Service position that is filled is not abolished within one (1) year or if funding is made available beyond one year, then the Director of Human Resources shall proceed to certify an appropriate eligible list for permanent appointment or may authorize a temporary appointment in accordance the rules listed under Fully-Funded Permanent Positions. Temporary or seasonal employment due to an unusually heavy workload or a seasonally heavy workload is considered non-Civil Service. Positions funded because of short-term grants that are not routinely received are also considered non-Civil Service. Temporary positions in this category shall be placed in non-Civil Service classifications, and appointments to those classifications shall be audited by the Department of Human Resources each year to insure that appointments to temporary positions in this category shall not be continued for more than two (2) years. Positions in the category of temporary or seasonal employment which require full-time employment for twelve (12) months per year for more than two (2) years shall be deemed permanent and therefore within the Civil Service, unless the exclusion is extended by the Civil Service Commission prior to the completion of the two-year period. Temporary or seasonal employment positions, which are later deemed permanent, shall be reclassified and included in the Civil Service and a permanent appointment shall be required according to the Department of Human Resources rules. Persons in temporary positions, which are later deemed permanent, shall not be placed on the official roster until they have been certified and permanently appointed in accordance with these rules. May 28, 2003 July 25, 2007

December 3, 1997 May 28, 2003

This policy addresses promotion of City employees whether serving in a Civil Service or non-Civil Service position. A promotion is a movement by the employee from an existing position to a vacant and funded position of a higher classification and grade. Exceptions in setting and calculating salary in the promotional grade are set forth in order to provide a consistent application of the salary rule upon promotion of an employee. A promotion may be authorized only when the following conditions exist: Case I <ul> <li>A vacant position is available and funded in a class and grade higher than that in which the employee is currently filling;</li> </ul> In this case, an employee is required to pass the certification examination and to be selected from that list. Case II <ul> <li>An existing position is reclassified to a higher grade and class for which funding is available.</li> </ul> This case involves the reclassification of an existing position to a position, which is in a higher classification and grade. The rules for establishing salary for promotion or "reclassification" are identical. It is the responsibility of the appointing officer to insure that the employee meets all job qualifications for promotion, that the vacant position is within a classification assigned to the organizational unit, and to obtain funding approval for the promotion from the Bureau of the Budget and Management Research. A promotion may not occur without funding approval. A promotion may occur when an employee occupies a position which, as a result of a Civil Service Salary Study, is subsequently reclassified to that of a higher classification. Minimum qualifications to be met by an employee filling a position within the classified Civil Service are established by the Civil Service Commission. Specific requirements relative to education and/or experience are indicated on Civil Service job announcements. An individual's previous experience must meet the qualifications of a like class in the same occupational area in order to be credited to the employee. When considering previous experience, approved out-of-title work will qualify as necessary experience, but service performed in an “in lieu" capacity will not apply. The appointing officer is responsible for verifying, as necessary, that a candidate for promotion possesses the required qualifications. Minimum qualifications for promotion to non-Civil Service positions are established by the appropriate agency head. Candidates for promotion to a position in a Civil Service classified class must be selected from a current Civil Service employment eligibility list. Appointing officers are required to interview 5 candidates (the first 5 when the list is ranked) from the list of eligibles when filling a vacant position in a Civil Service classified class. The employment eligibility lists for positions in Civil Service classified classes may be obtained from the Civil Service Commission Support Services Division. Employment eligibility lists for Civil Service unclassified classes are maintained at the agency level. Employment eligibility lists for labor positions within the Civil Service classified classes are maintained at the Office of the Mayor. City residency may be a qualifying factor for promotion as determined by the appointing official. An employee's effective date of promotion may not be in advance of the date of issue of the employment eligibility list, Board of Estimates as applicable, or the EMPLOYEE ACTION REQUEST (EAR) which cites funding approval. The effective date of salary change is determined as follows: <ul> <li>If the employee's date of promotion falls within the first half of a payroll period, the salary change is effective the first day of that payroll period.</li> <li>If the employee's date of promotion falls within the second half of a payroll period, the salary change is effective the first day of the following payroll period.</li> </ul> The salary of an employee being promoted to that of a higher classification and grade is computed as follows: Strip any addendum, e.g., merit, longevity, etc., from the employee's current salary such that the "salary" has been reduced to that of Hiring, Full Performance or Experienced/Senior Level as applicable depending on the designated representation code of the employee's position. <ul> <li>CALCULATION A: Determine the difference in salary between the employee's present level and the next level in his/her current grade; then</li> <li>CALCULATION B: Determine the difference in salary between the employee's present level and the hiring level of the promotional grade.</li> </ul> If the figure obtained from "A" is less than that of "B", then the employee will be placed at the hiring level of the higher grade. If the figure obtained from "A" is equal to or greater than that of "B", the employee will be advanced to that level within the promotional grade which is 1 level above the next level used in calculation "A". Restore longevity monies to non-MAPS employees only. In order to provide consistency in the application of the salary rule certain exceptions should be noted in calculating the salary and in promotional grade placement. <ul> <li>MAPS GRADES</li> </ul> In those cases involving MAPS 100 and 600 grades, and for computation purposes only, treat merits as "levels" and utilize the same formulas in A & B above to determine promotional salary placement. <ul> <li>PROMOTIONAL GRADE/SALARY PLACEMENT</li> </ul> If the application of the salary rule fails to yield at least a 4% increase from the current salary which the employee is receiving, place the employee on the level in the promotional grade which provides at least a 4% increase from the employee's current salary. The employee shall not be placed above the top level of the promotional grade, even if such placement yields less than a 4% increase. An employee in grade "999" or who is being promoted to grade "999", shall have his promotional salary calculated according to the 4% increase provision. The salary rule computation shall not apply in this instance. March 7, 1990 AM-237-1 AM-290-1 AM-290-15 AM-291-1 AM-291-2

March 7, 1990

A probationary period constitutes the 6 month segment of time during which an employee’s competency to fulfill the duties of the position to which appointed is judged by the appointing officer. At any time during the probationary period, the appointing officer may dismiss an employee when performance is deemed unsatisfactory by completing a CUT-OFF TICKET (28-1618-5144). These requirements affect employees appointed to a Civil Service class or non-civil Service class. In addition employees serving in a non-Civil Service class are subject to immediate dismissal following two weeks notice if they have completed successful probationary period. A probationary employee should not work overtime except in an emergency, i.e., the protection of the public safety or City property and equipment, etc. An employee will be required to serve a probationary period if he is selected to fill a vacant position in the Classified Civil Service, and the selection resulted from 1 of the following: <ul> <li>An open employment list.</li> <li>A reemployment list if the vacant position is in an organizational unit other than that of his previous employment.</li> <li>A list established by the appointing officer for non-Civil Service classes.</li> </ul> As defined by Civil Service, an organizational unit: (1) is the 1st level of organization immediately below the agency level; and (2) bears the designation of “bureau”. Where an official bureau does not exist, the agency is considered the organizational unit. <ul> <li> VACATION </li> </ul> An employee who is serving his first probationary period in City service earns vacation leave at the normal rate, but may not use this earned leave until the probationary period is satisfactorily completed. An employee serving in his first probationary period earns sick and personal leave at the established rate. With the concurrence of the Supervisor, such leave may be used during the probationary period. An employee who is dismissed by his appointing officer before his first probationary period is completed, does not benefit from any accrued leave since that employee must complete the probationary period in order to satisfactorily earn 6 vacation days. Therefore, the dismissed employee will not be allowed to convert any leave to cash. February 20, 1989

This policy affects elected officials who are appropriated annual amounts of funding for certain business expenses incurred in the execution of their offices. The amounts included for each elected official in the annual Ordinance of Estimates set the maximum amount of funds available for this purpose. The elected official's expenses must have a business connection (i.e., individual must have paid or incurred deductible expenses while performing services as an employee of Mayor and City Council). Elected officials must submit an account to the Mayor and City Council for these expenses within 60 calendar days after the expenses were paid or incurred. Elected officials must return any excess reimbursement or allowance within 60 calendar days after the expenses were paid or incurred. City-related ordinary and necessary business expenses, including: Travel away from home. Mileage reimbursement for the use of elected official-owned vehicle plus parking and tolls. Telephone calls for City business. Local transportation. Registration for conferences directly related to the business of the elected official's office. Memberships in government-related associations. Meals and Entertainment. The main purpose of combined business and entertainment must be the active conduct (discussion, meeting, negotiation) of City- related business with the expectation of some specific City-related benefit. Sales Tax (Use the City's tax exemption number; See <cite data-path="§AM-303-2">AM-303-2</cite>). Alcoholic beverages. Gifts or charitable contributions. Political contributions and other political-related expenses. Meals and entertainment when City-related business is not conducted. Dues and memberships in clubs organized for pleasure, recreation or social purposes. This includes country clubs, golf and athletic clubs, airline clubs, hotel clubs and clubs that provide meals. Expenses that are not directly related to or associated with City business. There are two situations in which elected officials may get an advance from their appropriated expense allowance.Out-of-Town Travel by Elected Officials – See <cite data-path="§AM-239-1-1">AM-239-1-1</cite>. A newly elected official or an individual appointed to an elective position may request a one-time advance for getting started in office by providing an estimate of the amount and purpose of the advance required. If the advance is not fully spent within 60 days of the date of the advance, such difference must be returned and will be credited to the elected official's appropriated expense allocation. (Until this is done, no additional expenditure from the expense account will be allowed.) Account for all expenditures with appropriate receipts and/or credit card receipts. Complete a monthly Expense Report (28-1448-5060) to identify all expenses including the identification of each business purpose for reimbursement within 60 days after the expenses were paid or incurred. See <cite data-path="§AM-240-11">AM-240-11</cite> for guidance on expense report completion. Required receipts must accompany the Employee Expense Report when submitted to the designated staff person in the appropriate office for processing. Complete any and all business transactions for which reimbursement is sought and/or the appropriate closing-out of any advances on or before June 30th of each year. Maintain an office file of all material submitted for processing. The City Council President shall identify a staff member to provide assistance to City Council members and to coordinate the reimbursement for business expenses. The Mayor and Comptroller shall each designate a staff member to coordinate and process reimbursement for each business expenses. A request, and an Expense Report, signed by the elected official or his designee with required receipts attached, is to be sent for funding approval to the Department of Finance, Bureau of the Budget and Management Research, 469 City Hall, and then for payment to the Bureau of Accounting and Payroll Services, Accounts Payable Unit, 401 E. Fayette Street. The request, along with a copy of the Expense Report and all required receipts, shall be kept in the Office of the City Council President for all City Council members. For the Mayor's Office and the Office of the Comptroller, such a file shall be maintained in their respective offices. RELATED POLICIES <cite data-path="§AM-239-1-1">AM-239-1-1</cite> Out-of-Town Travel by Elected Officials <cite data-path="§AM-239-1-2">AM-239-1-2</cite> Board of Estimates Approved for Travel Funded by Third Parties <cite data-path="§AM-240-5">AM-240-5</cite> Subsistence Allowance <cite data-path="§AM-240-5-1">AM-240-5-1</cite> High Rate Geographic Areas <cite data-path="§AM-240-7">AM-240-7</cite> Travel Within City Limits <cite data-path="§AM-240-8">AM-240-8</cite> Transportation Mode <cite data-path="§AM-240-9">AM-240-9</cite> Commercial Transportation <cite data-path="§AM-240-10">AM-240-10</cite> Employee-owned Vehicle <cite data-path="§AM-240-11">AM-240-11</cite> Employee Expense Report May 12, 2004 June 9, 2021

The City of Baltimore Expense Report (28-1448-5060) must be completed by elected officials for out-of-town business travel. Pre-registration for conferences and travel arrangements should be planned 30 days or more in advance of the departure date in order to maximize cost savings. If requesting advance travel funds, the form must be completed at least 20 calendar days prior to departure. If notice to travel is less than 20 calendar days, the submission does not require completion until the return from the trip, but advance funds will not be provided. All travel requests that exceed $800 of expense must be filed with the Clerk of the Board of Estimates. The subsistence allowance is as set forth in <cite data-path="§AM-240-5">AM-240-5</cite>, except for an area designated as a High Rate Geographic Area (HRGA). For listings of HRGAs, refer to <cite data-path="§AM-240-5-1">AM-240-5-1</cite>. The subsistence allowance must be used to pay for the cost of the following items: lodging, food, gratuities or tips, local transportation at the conference site, and miscellaneous expenses such as dry cleaning. Original receipts are required for all lodging costs, conference registration and transportation. A copy of a credit card statement supporting reimbursement may suffice, if the elected official signs it and indicates that it is intended to substitute for the original. An elected official may request funds for travel prior to the date of travel by submitting a completed travel request to the Department of Finance, Bureau of the Budget and Management Research (BBMR), for funding approval at least 20 calendar days before departure. BBMR will forward the travel package to the Bureau of Accounting and Payroll Services, Accounts Payable Unit, for a cash advance. A minimum of 10 work days should be allowed for processing. No Cash Advance <ul> <li>Complete a travel request as soon as reasonable.</li> <li>Within 30 calendar days of the return from the trip, submit to BBMR for approval of funds the following: the completed Expense Report form attached and all of the required travel receipts.</li> <li>BBMR will forward the travel package to the Accounts Payable Unit to obtain the reimbursement.</li> </ul> Cash Advance Required <ul> <li>Complete a travel request.</li> <li>At least 20 calendar days before trip departure, submit the completed travel request to BBMR for approval.</li> <li>BBMR will forward the travel package to Accounts Payable Unit to provide a cash advance.</li> <li>Within 30 calendar days of returning from the trip, submit an Expense Report accounting for all required travel expenses and provide the required receipts to the Accounts Payable Unit.</li> </ul> TRAVEL OVER $800 – Filing with the Clerk of the Board of Estimates Is Required. Elected officials are required to file a completed travel request with the Clerk of the Board of Estimates at least 20 calendar days before trip departure. If not done, there can be no advance, but a filing is still required. Within 30 calendar days of returning from the trip, an Expense Report enumerating all travel expenses with the required receipts must be submitted. The filing with the Board of Estimates must include a transmittal memo from the elected official that contains the travel dates, destination, purpose of the trip, and a statement certifying compliance with the subsistence rate in accordance with <cite data-path="§AM-240-5">AM-240-5</cite>, Subsistence Allowance, and/or <cite data-path="§AM-240-5-1">AM-240-5-1</cite>, Subsistence: High Rate Geographic Area. The Clerk of the Board of Estimates will provide a date-stamped copy of the transmittal memo to the elected official. No Cash Advance <ul> <li>Complete a travel request.</li> <li>At least 20 calendar days before trip departure, file a transmittal memo with the Clerk of the Board of Estimates along with a completed travel request, as described above.</li> <li>Within 30 calendar days of return from the trip, submit the following to BBMR for approval of funds: the completed Expense Report, attaching all of the required receipts, and a copy of the transmittal memo showing the Clerk’s date- stamp.</li> <li>BBMR will forward the travel package to the Accounts Payable Unit to obtain the reimbursement.</li> </ul> Cash Advance Required <ul> <li>Complete a travel request.</li> <li>At least 20 calendar days before trip departure, file a transmittal memo with the Clerk of the Board of Estimates along with a completed travel request, as described above.</li> <li>At least 20 calendar days before trip departure, submit to BBMR for approval of funds the following: the completed travel request attached and a copy of the transmittal memo showing the Clerk’s date-stamp.</li> <li>BBMR will forward the travel package to Accounts Payable Unit to provide an advance.</li> <li>Within 30 calendar days of returning from the trip, submit an Expense Report accounting for all required travel expenses and provide the required receipts to the Accounts Payable Unit.</li> </ul> Accountability – Upon return from the trip, the elected official must account for all expenditures required to be reported by submitting a memo containing the following information to the Accounts Payable Unit: the elected official’s name, social security number, check number corresponding to the advance funds issued, and required receipts. A copy of a credit card statement supporting reimbursement may be accepted, if the elected official signs it and indicates that it is intended to substitute for the original. Unexpended Funds - Unexpended travel funds must be accounted for and returned. Refunds are to be made only by check or money order to the Director of Finance, City of Baltimore. Cash should not be used. All returns of unexpended travel funds submitted to the Accounts Payable Unit will be deposited to the appropriate account from which advance travel funds were drawn. Insufficient Funds - If the advance travel funding was insufficient to cover business expenses incurred during the trip, elected officials may seek reimbursement. <ul> <li>Less than $40 – Enter the amount on the monthly expense report with a brief explanation.</li> <li>More than $40 – Submit an amended Travel Request form to the Board of Estimates for approval.</li> </ul> <cite data-path="§AM-239-1">AM-239-1</cite> Elected Officials’ Business Expenses <cite data-path="§AM-239-1-2">AM-239-1-2</cite> Board of Estimates Approval for Travel Funded by Third Parties May 11, 2005 June 9, 2021

It is the intent of this policy to encourage travel on official City business by the most economical means, e.g., discount airfare, and to maximize City savings on conference expenses, e.g., early bird registration and number of employees permitted to attend the same conference. The failure to submit a timely travel request in order to maximize city savings may result in a disapproval of or reduction in the reimbursement. Out-of-town travel is necessary travel extending beyond City limits for the purpose of conducting official City business. This includes conferences, conventions, seminars, and other approved events dealing with topics of value to the City. Travel within the City limits is necessary travel that does not extend beyond the City's geographic boundaries for the purpose of conducting official City business. This includes conventions, seminars, certain qualifying emergency local work and related events. The process is initiated by the employee’s submission of the Expense Report form (28-1448- 5060). It must be used by any City employee planning to attend a conference, convention, or seminar, whether out-of-town or within City limits. This request must be approved by the appropriate body, as set forth herein. Employees should ensure compliance with the City’s Public Ethics Law for any travel paid for in whole or in part by a third party who is not the employee’s spouse, parent, child or sibling. Rules governing employee travel have been separated into the following sections: <ul> <li>Agency Head Approval (<cite data-path="§AM-240-2">AM-240-2</cite>) covers the circumstances for which approval may be granted by an employee’s agency head.</li> <li>Board of Estimates Approval (<cite data-path="§AM-240-3">AM-240-3</cite>) is required under certain circumstances.</li> <li><cite data-path="§AM-240-4">AM-240-4</cite> vacant.</li> <li>Subsistence Allowance (<cite data-path="§AM-240-5">AM-240-5</cite>) specifies expenses reimbursable to City employees.</li> <li>High Rate Geographic Areas (<cite data-path="§AM-240-5-1">AM-240-5-1</cite>) establish a higher reimbursable level for certain higher cost locations.</li> <li>Advance Funds/Reimbursement (<cite data-path="§AM-240-6">AM-240-6</cite>) describes the procedures by which a City employee may obtain funds for an approved trip.</li> <li>Travel within City Limits (<cite data-path="§AM-240-7">AM-240-7</cite>) sets forth travel procedures for intra-city travel.</li> <li>Transportation Mode (<cite data-path="§AM-240-8">AM-240-8</cite>) identifies approved transportation modes.</li> <li>Commercial Transportation (<cite data-path="§AM-240-9">AM-240-9</cite>) establishes City policy regarding use of commercial transportation.</li> <li>Employee-Owned Vehicles (<cite data-path="§AM-240-10">AM-240-10</cite>) sets forth the rules about the use of personal vehicles in the conduct of City business.</li> <li>Employee Expense Report (<cite data-path="§AM-240-11">AM-240-11</cite>) specifies the requirements for the contents of an expense report.</li> <li>Executive Search Expenses (<cite data-path="§AM-240-12">AM-240-12</cite>) covers the approval process for obtaining reimbursement for expenses associated with interviewing candidates for executive level positions.</li> </ul> May 11, 2005 June 9, 2021

This policy describes when an agency head may approve travel within and outside of City limits. An agency head may approve travel for City business if: Agency heads are encouraged to have employees submit trip reports describing the benefits to the City from the approved in-town or out-of-town travel. Trip reports may be used by the agency head to determine the value to the City of future trips of a similar nature. These reports may also be disseminated to other agencies with an interest in the topic. If a trip is cancelled, the agency head must be notified immediately, and in any event, no later than 10 work days after the scheduled date of the trip. Any funds advanced must be returned to the Department of Finance, Bureau of Accounting and Payroll Services, Accounts Payable Unit, in accord with Board of Estimates policies. If an employee is unable to attend a trip approved by the agency head, the employee must return any advance funds to the Accounts Payable Unit. The agency head may substitute another employee to attend the trip, however, an accompanying memo of explanation must be attached to a separate request for advance funds and submitted to the Accounts Payable Unit. May 11, 2005 June 9, 2021

This policy establishes those conditions that require disclosure to and approval of the Board of Estimates for employee travel. An employee is expected to present his Expense Report (28-1448- 5060) at least 20 calendar days or more in advance of the travel date. Planning should be done at least 30 days before the travel date in order to maximize City savings for air travel and conference registration costs. The approval of the Board of Estimates is required for an employee’s travel request for City business if any of the following conditions exists: <ul> <li>the travel costs will exceed $800. This requirement applies to all employee travel, even if done in connection with or under the auspices of a City contract.</li> <li>the City employee's absence will exceed five consecutive work days or involves one or more weekend days.</li> <li>compensatory leave or overtime work will be necessary for employees while in travel status, except for non-traveling employees performing work related responsibilities in connection with the travel.</li> <li>the trip will require travel outside the lower 48 states of the United States.</li> <li>expenses of a candidate who interview(s) for an executive level position with the City government exceed $800 for the first interview or exceed an additional $800 for a second interview of the same candidate for the same position.</li> <li>the amendment request to the original approved travel amount is for $40 or more, or if combined with approved travel amounts, exceeds $800.</li> <li>the travel is paid for by a third party and its value exceeds $100, or if combined with the amount paid for by the City, exceeds $800.</li> </ul> Travel requests submitted to the Board of Estimates for approval of more than 1 person from an agency per event will normally not be granted. Substantiation for additional attendees to the same event is required with the submission. The Board of Estimates must approve requests for travel prior to the date of the planned travel. This section does not apply to elected officials. Travel rules and procedures for them are set forth in <cite data-path="§AM-239-1-1">AM-239-1-1</cite> and <cite data-path="§AM-239-1-2">AM-239-1-2</cite>. City employees approved for out-of-town travel may be selected at random to present trip reports at an open meeting of the Board of Estimates. The reports must specify how the information obtained as a result of approved travel can be applied to the employee's work responsibilities. If it becomes necessary to cancel or curtail a trip which has already been approved by the Board of Estimates and for which an advance of funds has been made or incurred, the City agency and/or the employee must notify the Board of the cancellation or curtailment and of the reason for it. The notice should also state if there are any expenses for which the representative nevertheless seeks reimbursement. The Board must be notified of all cancellations or curtailment within 10 work days after the end date of the proposed trip. Any funds advanced that have already been disbursed must be returned to the Accounts Payable Unit as described in <cite data-path="§AM-240-2">AM-240-2</cite> Cancellation of Trip. An employee may not be substituted as the City representative on a previously approved trip unless the individual's name is submitted to the Board of Estimates and approved prior to the date of the trip. Agency heads may make substitutions in an emergency situation if Board of Estimates approval is sought at the next regularly scheduled meeting of the Board. In such circumstances where an advance of funds has occurred to another employee, that employee must return all funds, as directed above, and the funds may not be transferred to another City employee. May 11, 2005 June 9, 2021

This policy defines those costs to be defrayed by a subsistence allowance and establishes subsistence allowances. The subsistence allowance amount is as published by the federal government (“GSA rates”) from time to time. It must be used to pay for the cost of the following items: <ul> <li>Lodging, e.g., hotels, motels, etc. (not including hotel tax which is to be added to the allowance)</li> <li>Food</li> <li>Gratuities or tips</li> <li>Clothes cleaning</li> <li>Local transportation at the conference site, e.g., taxi, bus, rental car, parking expenses, etc.</li> <li>Miscellaneous expenses</li> </ul> Subsistence funds approved by the Board of Estimates may not be drawn from City accounts until 10 work days prior to commencement of the trip. Subsistence expenditures which exceed the daily subsistence allowance (exclusive of the hotel tax) cited for the place of travel are not reimbursable and claims for such reimbursement will not be honored except as identified in this policy. The hotel tax for the approved travel shall be added to the subsistence allowance as published. The subsistence allowance is reviewed and adjusted periodically by the Department of Finance, consistent with the most recent GSA rate. HRGAs Certain locations have been designated by the GSA as High Rate Geographic Areas (HRGAs)HRGAs. See <cite data-path="§AM-240-5-1">AM-240-5-1</cite>. HRGAs are reviewed and adjusted periodically by the Department of Finance, consistent with the most recent GSA rates. Outside the lower 48 state of the United States For travel outside the lower 48 states, where no HRGA is provided by GSA, the travel request should propose a reasonable amount for a daily subsistence allowance. The Board of Estimates will set the amount of the daily subsistence allowance. For attendance at certain conferences and/or professional associations which are required of the Mayor, the Mayor’s designated executive and/or Members of the Board of Estimates, the Board shall determine an allowance sufficient to cover lodging costs for those officials, but the allowance set forth in <cite data-path="§AM-240-5">AM-240-5</cite> and <cite data-path="§AM-240-5-1">AM-240-5-1</cite> shall apply to other City attendees, whose attendance is not required. Original receipts are required for all lodging costs, conference registration and transportation incurred in travel status for which reimbursement will be requested. Receipts for other subsistence related expenses are not required. A credit card statement may suffice if the employee signs it and indicates that it is intended to substitute for the original. The Accounts Payable Unit reserves the right, if circumstances warrant, to require certain specific articulation of hotel/motel bills, e.g., date checked-in, date checked-out, etc. January 1, 2008 June 9, 2021 AM-239-1-1

Subsistence rates (per diem) are the allowances for lodging (excluding taxes), meals and incidental expenses. The federal government establishes per diem rates for destinations within the lower 48 states of the United States, foreign rates (for example, Russia, Aruba, Bahamas, Europe, etc.) and non-foreign rates such as Alaska, Hawaii, Puerto Rico, and Guam (“GSA rates”). Rates are set by federal fiscal year, effective October 1 each year. More information on per diem rates can be found on<a href="http://www.gsa.gov/portal/category/21287">http://www.gsa.gov/portal/category/21287.</a> November 14, 2019 June 9, 2021

There are two (2) methods for funding authorized travel by City representatives: advance travel money and/or post-trip reimbursement. A City employee may request funds for authorized travel at least 20 days prior to the date of travel by submitting an Expense Report (28-1448-5060) to the Department of Finance, Accounting and Payroll Services, Accounts Payable Unit. A minimum of 10 work days should be allowed for the processing. Employees must account for all expenditures pertaining to advance travel funds by submitting a memo containing the following information to the Bureau of Accounting and Payroll Services: <ul> <li>employee's name</li> <li>employee's social security number</li> <li>check number corresponding to the advance funds issued</li> <li>all original receipts</li> </ul> City representatives may request reimbursement of authorized travel expenses by submitting an Expense Report (28-1448-5060) with all required receipts to the Accounts Payable Unit within 10 work days of their return. The Accounts Payable Unit will verify all expenses incurred and issue a check to the employee for the approved reimbursement amount. When a contract provides for the contractor to be responsible for the expense of City employee travel in connection with administering the contract, the City employee's expenses will be reimbursed by the City. Employees may request reimbursement of travel expenses by submitting an Expense Report with all required original receipts to the Accounts Payable Unit will verify all expenses incurred and issue a check to the employee for the approved reimbursement. The City will then obtain reimbursement for the expenses from the contractor. This process must be initiated by the requesting employee's supervisor who must submit a memo to the Bureau of Accounting and Payroll Services, Accounts Payable Unit, 401 E. Fayette Street, with the following information: <ul> <li>Name and address of the contractor to be billed</li> <li>Total amount to be billed</li> <li>Brief explanation relative to the bill</li> <li>Account number to be credited with payment received from the City contractor</li> </ul> The Accounts Payable Unit will bill the City contractor and credit the appropriate account when payment is received. No reimbursement will be authorized if the employee experiences an over-expenditure as a result of City approved travel if the cost overrun exceeds $40 unless approved by the Board of Estimates. It is the responsibility of the employee to submit accurate and timely travel requests at the time of Board of Estimates/Agency Head approval. Failure of the employee to do so may result in disapproval of any amendment request. Unexpended travel funds must be accounted for and returned. Refunds are to be made by check or money order only, payable to the Director of Finance, City of Baltimore; cash should not be used. The accounting of expenditures and the check/money order or validated cash slip should be submitted to the Accounts Payable Unit within 10 work days of the representative's return. Expenses cannot be offset from one item to another. All returns of unexpended travel funds submitted to Accounts Payable Unit will be deposited to the appropriate account from which advance travel funds were drawn. May 11, 2005 June 9, 2021 AM-239-1-1

Travel within the City limits is travel which falls within the official City boundaries and which is undertaken for the purpose of conducting official City business to include by way of example: attendance at conferences, conventions, seminars; qualifying local work; and other events which deal with topics of value and interest to the City. City representatives attending conferences or similar events on approved official business will be reimbursed by the City for the following expenses, provided that receipts for these expenses are obtained: <ul> <li>Registration and tuition expenses.</li> <li>Cost of publications and materials for the event.</li> </ul> The City will not reimburse City representatives for the following expenses in connection with attending conferences or similar events: <ul> <li>Transportation costs to and/or from the event.</li> <li>Food costs unless included in the stated registration and/or tuition expenses.</li> <li>Lodging costs at hotels, motels, etc.</li> <li>Gratuities or tips.</li> </ul> Approval for travel within the City limits must be obtained from the Agency Head, <cite data-path="§AM-240-2">AM-240-2</cite>, or the Board of Estimates, <cite data-path="§AM-240-3">AM-240-3</cite>, as appropriate. An employee approved for qualifying local work may obtain reimbursement for travel expenses if use of the employee-owned vehicle is authorized. An Expense Report (28-1448-5060) should be submitted at the end of each month in which such authorized expenses are incurred. The Disbursements Division, in concert with the Central Payroll Division, may require specificity relative to qualifying local work. July 19, 1989 June 9, 2021

Transportation used by a City representative to and from a City approved conference site must be the l e a s t expensive mode consistent with the employee’s position. The City will pay all transportation expenses that meet this requirement. However, if the City representative does not use the type of transportation authorized for the trip and selects a different mode, the City may compare the costs of both modes of transportation and reimburse for the lesser amount. Travel to and/or from an event site may be authorized provided the conference event sessions warrant such travel arrangements. Reimbursement of car service expenses to and from the airport(s) is limited to a maximum of $30 at each airport. Receipts are required. If a departing City representative uses his/her private vehicle to travel to the airport, the mileage cost to and from the airport and the cost of parking the vehicle at the airport will be paid by the City up to the amount granted by the City for car service. Car service expenses to an airport are reimbursable, but not for transportation to other means of transportation such as bus or rail. Expenses in connection with other transportation must be defrayed from the subsistence allowance. Local transportation expenses at the conference site must be paid from the City representative’s daily subsistence allowance. If official City business at the event site will require extensive inspection trips, tours, or other unusual but necessary travel, the funds for such expenses must be approved in advance of the trip. When seeking Board of Estimates approval, the request for such transportation expenses must be stated in the travel request. Employees are required to furnish original receipts (e.g., invoices, registration receipts, etc.) for all transportation expenses for which reimbursement is requested. Appropriate receipts consist of original paid invoices, register receipts, etc. A credit card statement may suffice if the employee signs it and indicates that it is intended to substitute for the original. May 11, 2005 June 9, 2021 AM-239-1-1

Commercial transportation includes mass transit vehicles, trains, cabs and planes. An agency/bureau head may authorize use of commercial transportation for an employee in conduct of official City business when it is the preferable mode of transportation. An Expense Report must be completed and submitted on a monthly basis for reimbursement of these expenses. All other expenses for which reimbursement is claimed, must be received by the Bureau of Payroll and Disbursements, Room 700, 401 E. Fayette St., Attention: Disbursements Supervisor, within 30 work days from the last calendar day of the month during which expenses were incurred or the City will not be obligated to reimburse an employee for such expenses. July 19, 1989 June 9, 2021

The person or body approving travel may authorize the use of an employee-owned personal vehicle for City business when it is the preferable mode of transportation under the existing circumstances. Normally such approval is granted when a City-owned vehicle is neither available nor accessible, or it is cost beneficial to authorize use of an employee-owned vehicle. An employee who uses his personal vehicle for official City business must be trained initially by taking a Defensive Driving Course and then a Recertification class every three (3) years from the Office of Risk Management/Division of Occupational Safety (ORM/DOS). An employee shall also have and maintain automobile insurance in the amount required under existing Maryland motor vehicle laws or laws from the State where the vehicle is registered. The continued use of an employee-owned vehicle for City business should be reviewed intermittently since applicable insurance rates and employee costs could increase without eligibility for reimbursement. Employees must assume responsibility for reporting all accidents as per <cite data-path="§AM-501-10">AM-501-10</cite>. The employee must also report to the City’s Occupational Clinic (Mercy Clinic) for injuries and drug/alcohol post-accident testing and to comply with the Substance Abuse Control Policy (SACP) as applicable. Failure to adhere to the relevant post-accident procedures and governing policies may result in discipline and/or termination. Employees who have been authorized to use their personal vehicles to perform official City business will be reimbursed for each mile traveled on approved City business in accordance with the approved City rate structure. These rates are subject to change depending on the negotiated agreement governing the employee's position classification. The mileage reimbursement rate for employee-owned personal vehicles is the IRS standard business rate as published from time to time, unless a different rate is established by collective bargaining. Employees will be reimbursed for reasonable parking expenditures incurred in the conduct of official City business. Receipts are required for reimbursement. No employee is authorized to fuel his/her personal vehicle using City owned fuel systems. No other expenses (such as insurance and gas) in connection with use of an employee-owned vehicle will be defrayed. Vehicle expenses can be claimed by submitting an Expense Report with appropriate documentation to: Finance Department, Accounts Payable Division, 401 E. Fayette Street, 5th Floor; Attn: Assistant Accounts Payable Administrator. When submitting mileage expenses for qualifying local work, the authorized employee must deduct personal miles traveled, e.g., to and from home, when filling out the Expense Report. These miles are not subject to reimbursement. Miles traveled in connection with such work must begin and end at the assigned City office location, i.e., the mileage reimbursement for travel may not exceed the map mileage from the normal work site to the temporary work site. January 1, 2017 June 9, 2021 AM-239-1-1

An Expense Report (28-1448-5060) must be submitted for: <ul> <li>reimbursement of personal vehicle mileage expenses for City-related travel.</li> <li>all approved travel reimbursement requests.</li> </ul> A separate Expense Report must normally be submitted for each instance of travel. However, more than one (1) such trip may be listed on a single Expense Report if reimbursement is not required for lodging. An Expense Report must also be used to request reimbursement for other legitimate expenses. The following non-exclusive examples are items which may be reimbursable expenses when incurred for City business: telephone calls, wireless phone calls which are circled on original bill, parking meter fees, parking lots with receipts, and subway and light rail transportation. Local Expenses The Expense Report must be received by the Bureau of Accounting and Payroll Services within 30 days of the last calendar day of the month in which the expenses were incurred. Expenses submitted after this time limit will not be reimbursed without written approval of the Board of Estimates. Out-of-Town Expenses The Expense Report must be received by the Bureau of Accounting and Payroll Services within 30 days from the day on which the employee returns from the trip. The City is exempt from payment of the Maryland sales tax. The City's tax exemption, 3000055-9, must be supplied to the vendor or supplier at the time of purchase. Reimbursement of the Maryland sales tax will not be made in those cases where an agency or employee fails to use the City's tax exemption number. An Expense Report must be accompanied by the appropriate receipts, as set forth above. March 2, 2005 June 9, 2021 AM-239-1-1

Under certain circumstances, expenses related to candidate interview requirements associated with filling executive level positions may be paid by the City. It is the intention of this policy that payment of interview expenses shall be for those candidates who are finalists for executive positions. Executive level positions are limited to agency head and bureau head personnel unless otherwise approved by the Board of Estimates. An agency head may authorize interview expenses providing they do not exceed $800. Any requirement for payment exceeding $800 must be specifically approved by the Board of Estimates. Under no circumstances may the expenses to be incurred be advanced to the candidate. If a candidate is invited for a second interview, an agency head may approve additional expenses providing they do not exceed $800 for the same candidate to return for a second interview in connection with the same executive level position. Board of Estimates approval is necessary for second interview expenses exceeding $800. Expenses subject to reimbursement are travel by lowest cost practicable conveyance, and the subsistence allowance according to the travel policy. Rental of a vehicle is not authorized in connection with such travel. Any other expense incurred in connection with the travel must be the responsibility of the candidate. Authorized expenses are subject to receipts as required under the City travel policy. It will be the responsibility of the appropriate agency seeking to interview a candidate to absorb the charges within the limit of their approved budget. It is the responsibility of the agency head to provide the candidate with the appropriate forms to permit reimbursement and inform him of proper procedures in seeking reimbursement for approved travel expenses. It is the responsibility of the candidate to provide the agency head with required receipts within 10 work days of completed travel so that reimbursement may be requested. Failure to do so may result in denial of reimbursement expenses. May 11, 2005 June 9, 2021

The City of Baltimore (“City”) recognizes that an Agency may need to lay off an employee due to a lack of work, lack of funds, abolishment of position, or other similar causes. The City’s process, outlined below, allows for Agencies to make infrastructure decisions and, when possible, providing alternative solutions in lieu of laying off affected employees. Federal, state and local laws prohibit an employer from considering factors such as age, gender, race, physical or mental disability, sexual orientation, marital status, national origin, or religion as criteria for layoff. This Policy is subject to amendment and interpretation as determined by the employee’s Contractual Agreement or Memorandum of Understanding (“MOU”). The purpose of this Policy is to ensure that City Agencies who may encounter situations such as lack of work, lack of funds, abolishment of positions, or other similar causes, have a way to restructure the Agency to fit the current goals and needs. This Policy is limited to all regular full-time and part-time employees involved in the City’s operations. This Policy may affect, but is inapplicable, to temporary employees, probationary employees, contractual employees, and appointed employees. For example, this group of employees may be the first to be separated before layoff of regular employees Suspension or termination of employment, of no fault of the employee, due to a lack of work, lack of funds, abolition of position, or other similar causes. Any City department or part of a department, declared by regulations duly adopted by the Commission, to be a unit for purposes of administration. A current description of layoff organizational units is on file at the Office of the Labor Commissioner (“OLC”). A transfer shall mean the appointment of an employee: (1) to a position in the same class outside the authority of the original appointing officer, or (2) to a position under the authority of the same appointing officer in a comparable class which require similar knowledge, skills, and abilities. Agency Heads must consider alternative measures prior to laying off affected employees. Any alternatives which involve line item budget changes require the approval of the Bureau of the Budget and Management Research (“BBMR”).Agency Heads should first consult with the Agency’s HR Practitioner to identify employees who will retire, separate from City employment, transfer to other City employment, or are scheduled to take a leave of absence. Once identified, Agency Heads may proceed with removing the abovementioned employees.If the employee is eligible for a retirement benefit, the Agency Head should contact Employees’ Retirement Systems or Fire and Police Employees’ Retirement System. The Agency Head must consult with the Mayor’s Office, the Director of Human Resources, and the Law Department prior to certifying the job removal. Agencies may also reduce the impact or number of layoffs by performing one or more of the following actions:Obtain other sources of funding for existing positions; Reduce other personnel costs, such as overtime; Accept requests for voluntary lay-off (Agency Head approval is required); Transfer employees assigned to expiring grant programs; Transfer employees to positions in other qualified classifications at the same or lower grade level; or Terminate temporary and probationary employees. Terminations of temporary and probationary employees are not considered layoffs. Temporary and probationary employees who have been terminated are not eligible for benefits and privileges available to regular full-time and part-time employees being laid off. Agency Heads must select those classifications from which layoffs will occur. Selection of classifications may be based on the need for supervision, the performance of the duties of classification, or special types of employees such as departing employees (see Section IV(A) above). Within the selected layoff organizational units and classifications, Agency Heads must primarily consider the good of the public service when selecting affected employee(s). The following employee characteristics govern such selection, subject to the employee’s current negotiated contractual agreement or MOU:For an employee whose job classification is not of an executive, administrative, technical, or professional nature:Work performance (must be at least satisfactory). Length of service in present classification and in present organizational unit. For an employee whose job classification is of an executive, administrative, technical, or professional nature:Work performance (must be at least satisfactory). Characteristics of the individual that contribute to the efficient operation of the organizational unit. Skills and education compared to agency needs. Length of service in present classification. Length of service in previous classification(s) in the series. If a position is abolished in the budget process, the position must be vacated no later than two (2) weeks after the budget is finalized, with at least thirty (30) day notice to the affected employees. If a position is abolished or unfunded by a special action of the Board of Estimates, the effective date of the layoff is at least two (2) weeks after the Board’s action. Agency Heads must ensure the positions are vacated through layoff or transfer. Transfers are subject to approval of the BBMR and DHR. Changes from full-time to part-time employment are also subject to the approval of the BBMR. Agency Heads shall determine job classifications and organizational units from which employee(s) will be laid off. The layoff lists are developed using the criteria specified in this Policy or current contractual agreement or MOU, as applicable. For each organizational unit, develop a list of employees in each classification from which layoffs will occur. List employees in order of their promotion dates beginning with the least senior employee. Agency files shall retain the seniority list. Send to the OLC, DHR, Agency Equal Opportunity Officer (“Agency EEO”), and Law Department a Memorandum containing the following information on the employee(s) to be laid off:Organizational Unit; Class number and title; Employee Name; Employee Identification Number; Position number; Entry Date; Length of service in present classification; Length of service in organizational unit; Reason for layoff; Date of layoff; Union or employee organization; Date of Birth; Gender; and Race. Retain a copy of the Memorandum in the affected employee’s official personnel file and the Agency’s file. Upon receipt of the Agency’s Memorandum, the OLC shall verify the layoff list and notify the appropriate union or bargaining unit of the proposed layoff; the OLC shall also verify that selection rules are followed for Civil Service positions. When a selection is invalid, the Agency must provide the OLC with new name(s) within two (2) working days. The OLC shall also notify Employee Retirement System and DHR of the affected employee’s status. Upon receipt of the Agency’s Memorandum, the Agency’s EEO must review the proposed layoff and determine its impact on the Agency’s Affirmative Action Plan. Once the list of affected employee(s) is approved, the Agency’s HR Practitioner shall create a layoff package for distribution to affected employees. The following material should be included in the layoff package:The signed layoff letter; Layoff brochure; Your Rights Under COBRA and Notice of privacy practices; Maryland Unemployment Insurance Brochure; Retirement System brochure; and Signed memo regarding employee’s indebtedness, if applicable. The Agency’s EEO shall provide written comments, if any, to the Agency Head regarding the impact of the proposed layoff on the Agency’s affirmative action plan. The OLC will verify that the selection of employees for layoff conforms to provisions of the contractual agreements, layoff organizational units and other selection criteria. The Labor Commissioner shall notify the appropriate unions or employee organizations of the proposed layoffs. DHR’s Employee Benefits Division shall, if requested, confer with the affected employee(s) on eligible health benefit plan options. An employee’s existing active health benefits coverage ends at the end of the month in which the layoff date occurs, unless informed otherwise by DHR. DHR’s Recruitment Division shall, if requested, confer with the affected employee(s) on eligibility for other City positions. The Agency HR Practitioner shall meet with the affected employee, and the employee’s union representative, if applicable, to discuss the layoff and pertinent information related to the layoff; The Agency HR Practitioner shall mail via certified mail, return receipt requested, the layoff letter to the affected employee’s last known home address. The layoff letter shall include the following information:Date of layoff; Reason for layoff; and A statement that the separation from service is a result of a layoff and is through no fault of the employee. Attached to this letter must be a copy of Information for Laid-Off Employees. A copy of the signed employee layoff letter shall be sent to DHR’s Policy and Compliance Division. The Agency HR Practitioner shall conduct an Exit Interview with the employee; The Agency HR Practitioner shall inform the employee of any due compensation for unused vacation leave, personal leave, sick leave, compensatory leave, as applicable, and that payment will be received in a lump sum. The Agency HR Practitioner shall, if applicable, discuss the employee’s indebtedness to the City. Follow the procedure outlined in <cite data-path="§AM-205-4">AM-205-4</cite> Employee Indebtedness. Complete an Employee Termination Checklist; Advise the employee to confer with the Municipal Employees Credit Union Inc. (MECU) regarding any outstanding loans and membership entitlement, if applicable. Notify MECU accordingly of employee status. Inform employee that COBRA notification will be mailed directly to the employee’s last known address and that the employee has 60 (sixty) days from the date of separation to apply for COBRA benefits. Enter termination information in HRIS. The reason code should indicate layoff.The reason code should indicate both retired and lay-off. Send Central Payroll a completed and signed termination checklist and a copy of <cite data-path="§AM-205-4-1">AM-205-4-1</cite> Notification of Employee Indebtedness (Memo to Employee), if applicable. No later than the affected employee(s) last day, DHR’s Recruitment Division shall place the affected employee(s) on the reemployment list(s) in accordance with Civil Service Rules 39 and 52. No later than the affected employee(s) last day, the employee shall confer with either Employees’ Retirement System or Fire or Police Employees’ Retirement System so that appropriate paperwork regarding benefits is processed. Central Payroll shall record the following information about the laid off employee:Conversion of sick leave days to cash; Number of sick leave days not converted to cash; Unused compensatory leave if applicable (employees should refer to their respective MOU) before payment for accumulated compensatory leave as applicable; Total length of City service; Length of service in level of current salary grade; and Subject to FLSA requirements, any accrued leave may be subject to withholding due to indebtedness with the City. Once recorded, Central Payroll shall, with the consultation of the Law Department, Collections Division, prepare and issue the employee’s final paycheck and payment for unused leave, minus any amount of the employee’s indebtedness to the City, within thirty (30) calendar days. If an employee is indebted to the City, the employee should be advised to contact the Law Department, Collection Division. The Agency’s HR Practitioner shall retain a copy of Central Payroll’s record in the employee’s official personnel file and the Agency’s file. Prior to giving the notice of layoff to affected employees, the Agency Head or designee must review access to the various City systems including, but not limited to, email, e-time, and HRIS. The Agency Head or designee must determine if access to any of the systems should be revoked prior to the employee’s last day. MOIT must be notified of the Agency’s decision in accordance with <cite data-path="§AM-118-1">AM-118-1</cite> Electronic Communications Policy and <cite data-path="§AM-509-2">AM-509-2</cite> Pagers and Cellular Phones. If personal safety is a concern, the employee to be laid off may be granted administrative leave with pay from the date of notice is received until the effective date of layoff. The OLC must authorize all requests for administrative leave with pay. The Agency must remove incumbent employees from positions which are abolished or unfunded. DHR shall perform the following actions:Compare final layoff list to BOE’s action. If there are any position numbers for abolishment without an employee listed on the layoff list, ascertain whether the job is vacant. If vacant, no other action will be taken. If filled, BBMR will notify the Agency to place the employee on the layoff list or laterally transfer employee to a funded vacant position with another position number. If the appointing officer has not processed the lay off for the affected employee by the official date of layoff, DHR will inform the Agency Head. Vacation, Personal, and Compensatory Leave: Use must comply with the City’s policies governing such leave and the applicable contractual agreement or MOU. Sick Leave: Employees may use accumulated sick leave prior to the date of layoff, provided that the employee presents satisfactory medical documentation for the days used or the Agency Head is satisfied with such usage. Laid off employees may apply for unemployment compensation from the State of Maryland. To obtain information about eligibility, compensation benefits, and the application process, laid off employees should contact the Maryland State Department of Labor Licensing and Regulation. This Policy was issued pursuant to <cite data-path="§AM-002-1">AM-002-1</cite> and <cite data-path="§AM-002-1-2">AM-002-1-2</cite> Administrative Manual wherein the Department of Human Resources recommended changes to the Administrative Manual to the Board of Estimates for approval. The Department of Human Resources reserves the right to revise or eliminate this Policy at any time. The City’s Board of Estimates reserves the right to approve proposed policy revisions or eliminations as determined by the Department of Human Resources. July 25, 2018 [replaces <cite data-path="§AM-205-8">AM-205-8</cite> & PM 565 December 2008] MOUs <a href="http://labor-commissioner.baltimorecity.gov/contract-agreements">http://labor-commissioner.baltimorecity.gov/contract-agreements</a> AM-205-4-1 RULE 39 Re-Employment Lists RULE 52 Lay-Off

July 25, 2018 [replaces <cite data-path="§AM-205-8-1">AM-205-8-1</cite> September 17, 2009]

July 25, 2018 [replaces PM 565-1 December 2008]

The City of Baltimore (“City”) recognizes the need to attract and maintain a competitive workforce. Exit Interviews shall be used as a mechanism by Agencies to identify problems in the work environment and assist Agencies in achieving the City’s overall goal. The purpose of this Policy is to acquire valuable information from City employees who are leaving the City about their work experience. Information from the Exit Interview will be used to highlight areas of improvement with respect to the City’s basic operations, such as workload, management, and supervision. Information acquired from the Exit Interview will also inform the City of the primary reasons employees leave the City, which will, in turn, help Agencies develop retention strategies for its current and future workforce. This Policy applies to all employees involved in the City’s operations, including, but not limited to, regular full and part-time, probationary, seasonal, temporary, as well as the appointed staff for elected officials. Though not considered employees, independent contractors and volunteers are bound by the restrictions of this Policy. Exit Interviews shall be conducted on the employee’s last day with the City, but no later than five (5) business days after the employee’s departure. The Exit Interview shall be performed by the Agency’s Human Resources Practitioner using the survey platform provided by the Department of Human Resources (“DHR”), which can be found on DHR’s Intranet page under “HR Tools.” Interviews are to be held in a private location with ample time to allow for the Agency HR Practitioner and employee to discuss comments provided in the interview. The information received through the Exit Interviews will be confidential. No specific information that could possibly be traced back to a former employee will be disseminated or discussed. This Policy was issued pursuant to <cite data-path="§AM-002-1">AM-002-1</cite> and <cite data-path="§AM-002-1-2">AM-002-1-2</cite> Administrative Manual wherein the Department of Human Resources recommended changes to the Administrative Manual to the Board of Estimates for approval The Department of Human Resources reserves the right to revise or eliminate this Policy at any time. The City’s Board of Estimates reserves the right to approve proposed policy revisions or eliminations as determined by the Department of Human Resources. July 25, 2018 [replaces PM 540 October 2008]

The City of Baltimore (“City”) recognizes the importance of maintaining all City-owned property used to complete City operations. When an employee leaves the City, an <cite data-path="§AM-241-2-2">AM-241-2-2</cite> Employee Clearance Checklist (“<cite data-path="§AM-241-2-2">AM-241-2-2</cite>”) must be completed by the Agency HR Practitioner and employee. The purpose of this Policy is to ensure that all City-owned equipment, records, and City-issued items are returned to the City. In addition, custodian accounts must be accounted for and reconciled, and employee access and user privileges (as applicable) must be revoked for future use. This Policy applies to all employees involved in the City’s operations, including, but not limited to, regular full and part-time, probationary, seasonal, temporary, elected officials, and appointed staff for elected officials. Though not considered employees, independent contractors and volunteers are bound by the restrictions of this Policy. <cite data-path="§AM-241-2-2">AM-241-2-2</cite> shall be completed on the last day of employment, but no later than three (3) days after separation from the City. The Agency HR Practitioner filling out <cite data-path="§AM-241-2-2">AM-241-2-2</cite> shall initial next to all items that have been returned by the departing employee. Once complete, the Agency HR Practitioner and employee shall sign <cite data-path="§AM-241-2-2">AM-241-2-2</cite>. One (1) signed copy shall be provided to the employee, one (1) signed copy shall be sent to Department of Finance - Central Payroll, and one (1) signed copy shall be retained in the employee’s personnel file. Restitution is required when the departing employee is responsible for a shortage of equipment or funds. The amount owed may be paid by adjusting the final paycheck. If any unpaid balance still remains, the Department of Finance will issue a “Miscellaneous Bill” to the employee. If the employee does not pay the bill, the Collections Division of the City Law Department will file for a judgment against the employee. If the Court finds in favor of the City, the employee’s earnings from any subsequent employer will be garnished until the principal amount (plus court costs, legal fees, and interest) is paid in full. Any loss of keys, key cards, fuel cards, credit cards, or drug prescription cards should be reported to the Agency’s HR Practitioner, who will contact the issuing City Agency. This Policy was issued pursuant to <cite data-path="§AM-002-1">AM-002-1</cite> and 002-1-2 Administrative Manual wherein the Department of Human Resources recommended changes to the Administrative Manual to the Board of Estimates for approval. The Department of Human Resources reserves the right to revise or eliminate this Policy at any time. The City’s Board of Estimates reserves the right to approve proposed policy revisions or eliminations as determined by the Department of Human Resources. July 25, 2018 [replaces <cite data-path="§AM-205-5">AM-205-5</cite> January 21, 1988 & PM 303 04/08]

July 25, 2018 [replaces <cite data-path="§AM-205-5-1">AM-205-5-1</cite> November 21, 1988]