HomeMy WebLinkAboutOCSD 04-20 (REPEALED)RESOLUTION NO. OCSD 04-20
AMENDING RESOLUTION NO. OCSD 98-33
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE ORANGE
COUNTY SANITATION DISTRICT AMENDING THE HUMAN
RESOURCES POLICIES AND PROCEDURES
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The Board of Directors of the Orange County Sanitation District,
DOES HEREBY RESOLVE, DETERMINE AND ORDER:
Section 1: That Exhibit "A" of Resolution No. OCSD 98-33 is hereby
amended by amending Policy No. B 150. 00, Recruitment, set forth in Attachment No. 1,
attached hereto and incorporated herein by reference.
Section 2: That Exhibit "A" of Resolution No. OCSD 98-33 is hereby
amended by adding Policy No. 011.00, Military Leave, set fourth in Attachment No. 2,
attached hereto and incorporated herein by reference.
Section 3: That all other terms and conditions of Resolution No. OCSD 98-
33, as previously recommended, shall remain in full force and effect.
Section 4:
made by Resolution.
That all future amendments to Resolution No. OCSD 98-33 be
PASSED AND ADOPTED at a regular meeting held July 21, 2004 .
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ATTEST: I" I..; _,.,,.'
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Board Seer . ry
REPEALED BY
OCSD 15-18
· .. ·
Orange County
Sanitation District
Subject: RECRUITMENT '
1.0 PURPOSE
Policy Number: 8150.00
Effective Date:
Supersedes:
February 25, 2004
Approved by: Lisa L. Tomko
1.1 The purpose of this policy is to establish uniform guidelines and procedures for
Orange County Sanitation District's (OCSD's) recruitment activities.
2.0 ORGANIZATIONAL UNITS AFFECTED
2.1 This policy applies to all OCSD departments, divisions, sections and employees.
3.0 DEFINITIONS
3.1 Recruitment is the process of attracting qualified individuals to apply for jobs that
are open within the organization, whether internal or external.
3.2 Internal recruitment means considering only present employees as applicants for
job openings within the organization.
3.3 Open recruitment means attracting applicants from outside the organization, as
well as internally to apply for job openings within the organization.
3.4 Planned Recruitment is the process of recruiting a candidate for a position held
by an existing District employee who plans to retire or leave the agency.
3.5 Probationary Period -Initial as defined in applicable MOU provisions, includes at
least the first 6 months or 26 weeks of employment with OCSD beginning with
the date of hire. This period is regarded as an extension of the hiring process,
and provides an opportunity for both the employee and OCSD management to
assess, over a substantial period of time, whether or not the hiring decision was
appropriate.
3.6 Probationary Period -Promotional as defined in applicable MOU provisions,
includes at least the first 6 months or 120 days of employment with OCSD,
beginning with the effective date of promotion. This period is regarded as an
extension of the selection process, and provides an opportunity for both the
employee and OCSD management to assess, over a substantial period of time,
whether or not the decision was appropriate. "At-will" employees do not serve a
promotional probationary period.
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3.7 Probationary Period -Reassignment or Lateral Transfer as defined in applicable
MOU provisions, includes at least the first 26 weeks of employment with OCSD,
beginning with the effective date of the reassignment or lateral transfer. This
period provides an opportunity for both the employee and OCSD management to
assess, over a substantial period of time, whether or not the decision was
appropriate.
3.8 Relative is any person related by one of the following familial relationships to any
employee at the agency: spouse, mother, father, brother, sister, child,
grandmother, grandfather, grandchild, cousin, aunt, uncle, mother-in-law, father-
in-law, brother-in-law or sister-in-law.
4.0 POLICY
4.1 It is OCSD's policy to provide nondiscriminatory, lawful and consistent guidelines
and procedures to its agency recruitment processes, whether internal or open.
5.0 PROCEDURE
5.1 PERSONNEL REQUISITION
5.1.1 A personnel requisition is the first step for the hiring manager/supervisor
to communicate staffing needs to Human Resources; however, if the
recruitment requires testing (hands-on, written, essay, etc.) as part of the
interview process, the testing methods must be reviewed for validity and
reliability by Human Resources prior to the initiation of a personnel
requisition.
5.1.2 The hiring supervisor completes the personnel requisition and receives
the appropriate signatures required before sending it to Human
Resources.
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5.1.3 Human Resources reviews the requisition to make sure the qualifications
are appropriate for the position. If changes are necessary, Human
Resources will work with the appropriate manager/supervisor.
5.2 EMPLOYMENT OPPORTUNITY BULLET/NS/POSTINGS
5.2.1 The recruiter prepares the employment opportunity bulletin, also known
as a posting. Each posting will include the following information:
• Wage range
• Department
• Brief job description
• Required qualifications
• Desired qualifications
• Posting/closing dates
• Procedure for applying
• Brief benefits overview
5.2.2 The recruiter provides the draft posting to the hiring manager for
approval.
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5.2.3 Upon approval, all job postings (except Intern positions) are advertised
as internal recruitments for ten business days unless authorized by the
HR Director and extenuating circumstances apply. &m'1ib.'?JD?lf8tWnal
.~,.,, if there afe1!l§ at least twe~rl internal applicants and
they meet§ the minimum qualifications for the position, tRGse ~11
applicants will be interviewed. If an internal applicant is not selected or if
there are no internal applicants, the position shall be advertised as an
external recruitment.
5.2.4 Department representatives are provided with postings for
communication within their designated departments.
5.2.5 Bulletin boards at Plant No. 1 where Employment Opportunity Bulletins
will be regularly posted are located in the Control Center, and
Warehouse, outside the Human Resources Office and in the
Administration Building lunchroom.
5.2.6 Internal Job Announcement Notifications are sent via e-mail to all OCSD
employees for internal and external recruitments.
5.2.7 Employment Opportunity bulletin boards at Plant No. 2 are located in the
Operations Center, Maintenance Office, Maintenance lunchroom and
Warehouse.
5.2.8 Employment Opportunity Bulletins may also be found in other convenient
areas throughout both plants.
5.3 ADVERTISING
5.3.1 Advertising for positions at OCSD ensures positions are filled with the
best-qualified candidate for the job.
5.3.2 All positions are advertised on the Internet. Technical and hard-to-fill
positions are advertised on trade specific websites.
5.3.3 Trade magazines and other forms of advertising may be used for hard-
to-fill or specialized positions.
5.4 APPLICANT SCREENING
5.4.1 Resumes or applications that are received are reviewed and selected for
further consideration only if they meet the minimum job requirements.
5.4.2 The recruiter forwards copies of the resumes or applications of qualified
applicants to the hiring supervisor for review. Originals remain in HR in
the Recruiting files.
5.4.3 All materials (e.g., applications, resumes, interviewer notes, interview
packets, packets, etc.) submitted by applicants/candidates during the
interview process are confidential and are considered OCSD property
and must be returned to Human Resources upon completion of the hiring
process.
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5.5 INTERVIEW PROCESS
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5.5.1 The interview panel members are selected along with the interview
date(s). Applicants are scheduled, interview questions are prepared,
and the interview panel conducts the actual interview.
5.5.2 The recruiter and the hiring supervisor work together to select the
interview panel. However, the recruiter makes the final decision to
ensure consistency. The ideal interview panel will include the hiring
supervisor, one employee within the department, two individuals outside
the department, and the recruiter, or another member of the Human
Resources Department. Normally, subordinates within the hiring
department are not included in the interview panel.
5.5.3 The recruiter and the hiring manager work together to establish a set of
questions for the candidates.
5.5.4 The recruiter prepares interview packets and distributes them to the
interview panel. Packets include:
5.5.5
• An overview of the interview process
• A copy of the interview schedule
• A copy of the employment bulletin opportunity/posting
• Copies of candidate applications
• Interview questions and evaluation forms for each candidate
The interview panel will meet at least one half hour before the interview.
The panel will finalize the interview questions that are recommended by
the hiring supervisor and the recruiter. The panel may add or delete
questions. The panel will gain an understanding from the hiring
supervisor about the criteria with which to select the ideal candidate, and
,adopt the appropriate criteria .
5.5.6 The recruiter facilitates the interview process. When interviews are
completed, the interview panel members evaluate each candidate
interviewed. The top three candidates are identified and ranked in order
of preference based on the criteria established prior to the interview. The
recruiter collects the documentation at the end of the interview process.
5.5.7 The final candidate is selected from the top three candidates when a
majority decision is reached. If a majority decision cannot be reached,
the General Manager or designee will make the final determination
based on the input of the hiring supervisor, the panel, and the HR
representative. If a majority decision is reached, and the hiring
supervisor does not agree with the final decision, he or she may appeal
for a final decision from the General Manager or designee.
5.6 RECRUITMENT APPEALS PROCESS
5.6.1 Employees should bring recruitment process and decision-making issues
to the attention of the Human Resources Manager as soon as possible.
The manager will review the issue and provide a written response within
five business days from the issue notification date.
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5.6.2 If the issue is not resolved to the employee's satisfaction, the employee
may file a written statement concerning the problem to the Director of
Human Resources within ten business days of receipt of the manager's
decision. Upon request by either party, a meeting may be held to
discuss the issue and establish remedies.
5.6.3 The employee will be provided a written response from the Director of
Human Resources within ten business days after their statement is
received. The decision of Human Resources is final (see policy F50,00,
Problem Solving Procedure and F60.00, Grievance Procedure).
5.6.4 Time limits may be extended for cause upon mutual consent of the
parties.
5.7 EMPLOYMENT OFFERS
5.7.1 The recruiter and hiring supervisor determine an appropriate starting
salary for all candidates, except those designated as "at-will" employees,
based on a Salary Offer Analysis. This analysis will include the
applicant's:
• Qualifications
• Years of experience
• Educational background
• Salary history
• Parity within the department
5.7.2 The HR Compensation Analyst reviews the recommended salary, and
approves or makes additional recommendations. All salary offers that are
either at or beyond step 4 of the range will require the approval of the
Human Resources Director (or designee). Under no circumstances
should panel members (excluding the HR representative) or any
other OCSD employee discuss salary offers with candidates or
make promises of any kind. HR staff are the only employees
authorized to engage in salary discussions with job candidates.
5.7.3 The recruiter completes a status change form for the candidate and
initiates the background investigation. Background investigation results
are provided to the candidate by OCSD's background screening firm.
5.7.4 When the status change form is approved and the background
investigation is clear, the recruiter makes a verbal employment offer to
the candidate, which is contingent upon results of a pre-employment
physical and drug screening. Upon acceptance of the employment offer,
the recruiter sends regret letters to unsuccessful candidates. Internal
candidates are contacted personally prior to receiving regret letters.
5.7.5 The recruiter schedules the pre-employment physical for the candidate,
works with the supervisor to establish a potential start date and prepares
a formal offer letter for the candidate.
5.7.6 When the Safety Manager (or designee) has cleared the pre-
employment physical results, the recruiter will contact the applicant to
confirm the employment offer.
5.7.7 The recruiter coordinates the candidate's start date.
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5.8 PLANNED RECRUITMENT
5.8.1 In instances where an existing District employee plans to retire or leave
the agency, the Department Head may request to initiate the planned
recruitment process by notifying the HR Director or designee. If
approved, HR shall begin the recruitment process for the anticipated
vacancy using the internal recruitment process. HR must have a
minimum of six months notice to consider a planned recruitment, a
signed memo from the existing District employee stating his/her
retirement or leave date, and at least one budgeted but vacant position
that the District can borrow from.
5.8.2 The Planned Recruitment process will be initiated, as scheduling
permits, prior to the fetfl:ee iliC!i'·d9.ua1 leaving the District in order to allow
for an adequate amount of cross training.
5.8.3 If a candidate is selected from the internal recruitment process, the
candidate shall remain in his/her existing position with the same salary
and benefits while cross-training in the new position as scheduling
permits.
5.8.4 The candidate shall assume the salary, benefits and full range of duties
of the vacant position the first business day that the position is vacant.
The position used to initiate the planned recruitment will then be returned
to the "pool" within the Division 540 full-time equivalent (FTE) budget for
use with other planned recruitments.
5.8.5 The date the candidate assumes the vacant position shall be the first day
of the candidate's six-month probationary period. The six-month
probationary period will be utilized as an opportunity for the candidate
and District management to assess whether or not the decision was
appropriate. The candidate may be returned to his/her previous position
if the decision is determined to be inappropriate.
5.8.6 If a candidate is not selected from the internal recruitment process, the
position will be posted for external candidates immediately to ensure an
adequate amount of time for cross-training.
6.0 EXCEPTIONS
6.1 EMPLOYMENT OF FORMER EMPLOYEES
6.1.1 Employment of former employees for full-time equivalent or part-time
positions shall be subject to and conducted in accordance with this
policy.
6.1.2 Employment of a former employee is subject to the approval of the
General Manager and the Director of Human Resources.
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6.1.3 In all cases, approval of the General Manager and the Director of Human
Resources shall be received prior to an offer of employment to a former
employee.
6.1.4 OCSD policy prohibits the rehire of former full-time, regular employees or
probationary status employees who: were terminated for workplace
misconduct; resigned while charges were pending against the employee;
resigned while serving a suspension; failed to provide two weeks written
notice in advance of resignation, unless approved by the Director of
Human Resources or designee; or failed to return to work following an
absence without leave of 40 consecutive work hours without notifying the
immediate supervisor or human resources and providing an acceptable
reason for their absence.
6.1.5 The General Manager may, with the written approval of the Board Chair,
employ on a part-time or as-needed basis, a former employee retired
from OCSD when the individual possesses knowledge and expertise of
unique and particular benefit to OCSD and when the services are
required. The length of service performed in any one year shall be limited
in accordance with the provisions prescribed by the Orange County
Employees' Retirement System (currently 120-day maximum).
6.1.6 Part-time or as-needed service shall be compensated at the same
current hourly rate of the retired employee's position classification, or if
no such classification exists, at a rate not to exceed that paid for the
most comparable classification. The retired employee shall not be
entitled to receive any benefits otherwise payable to OCSD employees.
In the event any employment under this provision involves work
assignments outside of Orange County, the current expense
reimbursement policy established for regular employees will apply.
6.1. 7 If any former employee commences doing business wherein the
employee, his/her spouse, or members of his/her immediate family are
sole proprietors, or majority or controlling shareholders or owners of a
corporation, partnership or other business entity, such business shall not
be retained as an independent contractor or consultant to provide service
directly to OCSD for a period of one year after leaving OCSD's
employment. Thereafter, said business entity shall be allowed to
contract with OCSD upon compliance with all resolutions and regulations
of OCSD then in effect, relating to the procurement of services.
6.1.8 If any former employee becomes employed by any firm or business
entity in which the former employee, his/her spouse or members of
his/her immediate family own less than the majority or controlling interest
in said entity, said entity shall not be prohibited from contracting with the
OCSD. However, the former employee shall not perform work on OCSD
projects for a period of one year after leaving OCSD employment; nor
shall such former employee contact OCSD officers or employees for the
purpose of attempting to influence any OCSD decision, including but not
limited to, the award of contract, issuance of permits, or compromise of
administrative civil penalties, for a like period of one year. Said services
shall be obtained only in accordance with all rules and procedures of
OCSD relating to procurement.
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6.1.9 Any OCSD employee who receives an offer of employment or a request
to discuss potential employment from any person or business entity
performing services for OCSD shall report such contact to his or her
immediate supervisor, who shall decide whether any change in
assignment is necessary or appropriate while the offer or discussions are
pending.
6.1.10 The prohibitions of this policy may be waived by the Finance,
Administration and Human Resources Committee of the Boards of
Directors if, on a case-by-case basis, it is determined to be in the best
interests of OCSD to do so.
6.2 EMPLOYMENT OF RELATIVES
6.2.1 Except as otherwise provided by law, no employee, prospective
employee or applicant shall be denied employment or benefits of
employment solely on the basis of his or her familial relationship with an
employee of the agency or a member of the Board of Directors.
6.2.2 OCSD will make reasonable efforts to assign job duties to eliminate any
potential for an adverse impact on supervision, safety, security or
morale, or potential conflicts of interest.
6.3 LATERAL TRANSFERS
6.3.1
6.3.2 .... · .....
6.3.3
6.3.4
Employees may request a lateral transfer to a vacant position in the
same classification in another department providing they have
demonstrated at least six months of continuous competent or above
performance in their current position, and the transfer is of benefit to
OCSD.
Employees who wish to be considered for a lateral transfer should notify
Human Resources in writing of their intent. In the event a transfer is
approved and accepted by the employee, the department from which the
employee is transferring may determine the effective date based upon
operational requirements and a reasonable period of time to acquire a
suitable replacement.
Lateral transfers do not normally involve increased levels of duties and
responsibilities, or otherwise qualify as promotions, and therefore do not
involve salary adjustments.
In the event an adjustment appears warranted based on extenuating
circumstances, the adjustment must have written approval from the
department head prior to being extended to the employee.
7.0 PROVISIONS AND CONDITIONS
7 .1 The interview process for Intern positions shall be an abbreviated version of the
process outlined in section 5.5 and will be administered by the appropriate
division manager/supervisor and a Human Resources representative.
7.2 OCSD's Board of Directors must approve unbudgeted positions for new hires or
promotions before any internal or open recruitment effort is initiated.
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7.3 Hiring an individual into a budgeted position requires the approval of the
Department Head and General Manager.
7.4 Promoting an individual into a budgeted position requires the approval of the
Division Manager, Department Head or General Manager.
7.5 OCSD retains the right to refuse to place a relative under the direct supervision
of an OCSD employee where such has a potential for creating an adverse impact
on supervision, safety, security or morale.
7.6 OCSD retains the right to refuse to place relatives in the same department,
division, or facility where such has a potential for creating an adverse impact on
supervision, safety, security or morale, or involves potential conflicts of interest.
7.7 Employees on Performance Improvement Plans are not eligible for promotional
opportunities.
7.8 INITIAL PROBATIONARY PERIOD
7.8.1 All persons hired by OCSD, except those designated as "at-will"
employees, are considered to be probationary employees for a period of
at least the first 26 weeks or 6 months of employment, depending upon
the applicable MOU provisions, beginning with their date of hire. This
probationary period is regarded as an extension of the hiring process,
and provides an opportunity for both the employee and OCSD's
management to assess, over a substantial period of time, whether or not
the hiring decision was appropriate and resulted in a relationship that
adequately meets the needs of both the individual and OCSD.
7.8.2 The probationary period may be extended by mutual agreement between
OCSD and the employee, prior to the expiration of the probationary
period. An employee's probationary period may be extended when there
is a need to further assess the individual's abilities to satisfactorily
perform the duties required for their job classification. Probationary
employees may be released by OCSD at any time during the
probationary period (including any extension) without cause or reason.
7.8.3 A probationary employee's work performance is closely monitored during
this period to ensure that the employee understands the duties,
responsibilities and management expectations of the position, and to
allow an opportunity for the supervisor or manager to provide proper
direction and guidance. Employees who do not demonstrate the potential
for meeting performance expectations for their position within a
reasonable period of time may be released prior to the completion of the
Probationary Period. Probationary employees shall serve at the will of
OCSD during this period. In the event of release of a probationary
employee, the employee shall not be entitled to receive any severance
pay.
7.9 PROMOTIONAL PROBATIONARY PERIOD
7.9.1 All promoted employees, except those designated as "at-will" employees,
shall serve a promotional probationary period lasting at least 120 days or
6-months, depending upon the applicable MOU provisions, beginning
with the effective date of promotion. This period is regarded as an
extension of the selection process, and provides an opportunity for both
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the employee and OCSD management to assess, over a substantial
period of time, whether or not the decision was appropriate.
7 .10 REFERENCE CHECKS
7.10.1 Employment with OCSD is contingent upon a pre-employment screening
process which includes a physical examination, drug/alcohol test and
background investigation. Candidates must also be able to provide
documentation authorizing their legal right to work in the United States
as per the Immigration Reform and Control Act of 1986.
7 .10.2 OCSD may verify information contained in the job application of a
prospective employee with the prospective employee's authorization.
7.10.3 Inquiries to OCSD employees regarding reference or employment
verification checks of former or present employees shall be discussed
with or referred to Human Resources prior to any response.
8.0 RELATED DOCUMENTS
8.1 501, OCEA and SPMT memorandums of understanding (MOUs)
8.2 Human Resources Intern Program guidelines
8.3 Policy F50.00, Problem Solving Procedure
8.4 Policy F60.00, Grievance Procedure
8.5 Policy C180.00, At-Will Policy
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•J
Orange County
Sanitation District
Subject: MILITARY LEAVE
1.0 PURPOSE
Policy Number: D11.00
Effective Date: July 21, 2004
Supersedes:
Approved by: Lisa L. Tomko
1.1 The purpose of this policy is to support employees who serve in the National Guard
and Reserve branches of the United States Armed Forces.
2.0 ORGANIZATIONAL UNITS AFFECTED
2.1 This policy applies to all OCSD employees who serve in the National Guard and
Reserve branches of the United States Armed Forces.
3.0 POLICY
3.1 GENERAL INFORMA TJON
3.1.1 OCSD provides leave of absence to employees who are fulfilling military duty
requirements as Reservists or National Guard members.
3.2 LEAVE WITH PAY
3.2.1 Employees on military leave (i.e., active duty), who have one year or more
service with OCSD, are entitled to full pay for the first thirty (30) calendar
days of military leave, up to to a maximum of one hundred-sixty (160) hours
of pay, in any fiscal year.
3.2.2 National Guard members on military leave (i.e., active duty), regardless of
their length of service with OCSD, are entitled to full pay for the first thirty
(30) calendar days of military leave, up to to a maximum of one hundred-sixty
(160) hours of pay, in any fiscal year.
3.2.3 Employees on temporary military leave (i.e., training), who have one year or
more of service with OCSD, are entitled to full pay for the first thirty (30)
calendar days of temporary military leave, up to to a maximum of one
hundred-sixty (160) hours of pay, in any fiscal year.
3.2.4 In determining the one year of service with OCSD, all military service shall be
counted as service with OCSD.
3.3 LEAVE WITHOUT PAY
3.3.1 Employees who are required to attend scheduled reserve drill periods or
other inactive duty reserve obligations are entitled to military leave without
pay. Employees may, at their option, elect to use vacation or personal leave
time to attend the scheduled reserve drill periods or to perform other inactive
duty reserve obligations. Employees who participate in weekend military drill
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duty are not eligible for leave with pay, but may request to have their regular
work schedule changed to accommodate the required time off.
3.4 BENEFITS
3.4.1 Health insurance coverage, in accordance with plan documents, shall
continue while employees are engaged in military duty.
3.4.2 Time spent on a military leave of absence will be credited to "length of
service" requirements for leave accruals and retirement benefits.
3.4.3 Employees are entitled to receive pay for OCSD holidays that occur while
employees are engaged in military duty. Holiday pay hours shall be included
in the maximum one hundred-sixty (160) hours of paid military leave (i.e.,
active or training) per fiscal year.
3.5 RETURN TO WORK
3.5.1 Employees are obligated to provide prompt notification of their intent to return
to work. Employees who are on a military leave of absence are guaranteed
reemployment in accordance with the Uniformed Services Employment and
Reemployment Rights Act (USERRA). Employees returning to work shall be
restored to their former position or a position of similar status and pay.
Employees who are released from military duty with a dishonorable or bad
conduct discharge do not qualify for protection under USERRA.
3.6 STA TE OR NATIONAL EMERGENCY
3.6.1 Employees called to active duty because of a State or National emergency
are entitled to full pay for the first thirty (30) calendar days, up to a maximum
of one hundred-sixty (160) hours of pay, of such order. Thereafter
employees shall receive the difference between their pay with OCSD and
their military pay (including allowances). Employees shall continue to receive
all leave time accruals (personal leave, vacation, sick) and health insurance
coverage in effect at the time they were called to active service. Employees
shall continue to receive credit towards "length of service" requirements for
retirement benefits. These benefits shall remain in effect for the full duration
of the active military assignment.
4.0 PROCEDURE
4.1 Unless precluded by military necessity, employees must provide as much advance
notice as possible regarding their military obligation by completing a Leave of
Absence form available from the Human Resources Department.
4.2 Employees should provide a copy of their orders, annual drill schedule or other
I
documentation to their immediate supervisor and to the Human Resources
Department in a timely manner and if possible, before they begin their assignment.
5.0 PROVISIONS AND CONDITIONS
5.1 Provisions of California's Military and Veterans Code, Sections 389 et seq., and the
Uniformed Services Employment and Reemployment Rights Act (USERRA), 38
U.S.C. Sections 4301 et seq. shall govern military leave.
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5.2 As per the California Military and Veterans Code, Section 395.03, no more than the
pay for a period of thirty (30) calendar days shall be allowed under the provisions of
Section 395.01 or 395.02 for any one military leave of absence or during any fiscal
year, except as otherwise authorized by resolution number 01-20, approved by
OCSD's Board of Directors on October 24, 2001.
6.0 RELATED DOCUMENTS
6.1 California Military and Veterans Code
6.2 Uniformed Services Employment and Reemployment Rights Act of 1994 (USERRA)
6.3 OCSD Resolution 01-20
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