Kitsap County was founded in 1857, and is a subdivision of the State of Washington. Although it is not an administrative agency of the state, Kitsap County often functions as an administrative arm of the state by maintaining records, providing courts and law enforcement, building roads, assessing property, collecting taxes, and conducting elections. In Kitsap County these functions, as well as others, are governed by full-time Elected Officials including a board of three County Commissioners, a Sheriff, Superior Court and District Court Judges, an Assessor, Treasurer, Prosecutor, Auditor, Clerk, and Coroner. The number of independent, elected County officers provided for in the constitution and state law is a distinguishing feature of County government.
The independent nature of County elected officers make County government quite different from traditional municipal government forms with distinct legislative and executive branches. The Board of County Commissioners establishes the budget and functions as both the legislative and executive body. The Commissioners share administrative and, to some extent, legislative functions with the independently Elected County Officials: the Assessor, Auditor, Clerk, Coroner, Prosecuting Attorney, Sheriff, Treasurer, and the judges of the Superior and District Courts. In addition to the various offices directed by independently Elected Officials, Kitsap County Government functions through various departments headed by appointed officials who report to the Board of County Commissioners through an appointed County Administrator.
Kitsap County shall be known for its natural beauty, safe and healthy communities, educational resources, high quality government, dynamic economy, and community spirit.
Kitsap County government exists to protect and promote the health, safety and welfare of our citizens in an efficient, accessible and effective manner.
Through elected representatives, the public determines the desired level of services and establishes the standards that it demands of public employees in providing these services. In its representative capacity, Kitsap County strives for an effective balance between accountability for the expenditure of public funds and responsiveness to the needs of the public. In its capacity as an employer, Kitsap County must balance the interests of the public employee with the interests of the public. Achieving this balance requires the County to maintain an effective and efficient governmental operation, including the efficient management of personnel, maintaining close internal working relations, enforcing adherence to standards of competence, and avoiding disruptions in the workplace and interference with work. Employees, in fulfilling their dual roles as citizens and public employees, have a unique personal stake in ensuring effectiveness, efficiency, and integrity in public service. Particularly in the performance of duties that are a matter of public concern, public employees must balance their interests as private citizens with their responsibilities and obligations as public representatives.
1. As an employer, Kitsap County strives for an environment in which all members can reach their full potential as efficient and effective employees so that the County can reach its full potential for public service. To achieve full potential, the County and its employees must strive to create a work environment that encourages attributes such as creative and independent thinking, inventiveness, and innovation. Work/life policies are important to that environment because the County recognizes the needs of its employees to balance both work and home in order for the employee to reach their full potential and the County to provide superior services to its citizens. The County and its employees must continuously examine, evaluate, challenge, streamline their methods and processes, and identify new ways of providing the best possible public services. The County and its employees must also maintain certain standards of conduct, including the following:
This policy handbook is provided as a reference source of general guidelines relating to the hiring, compensation, working conditions, promotions, transfers, discipline, and other matters affecting the status of employees covered by these guidelines. Employees' suggestions for change to the manual can be submitted at any time to Personnel and Human Services and to the County Administrator. Additionally, this manual will be reviewed on a periodic basis by the County's Strategic Planning Cluster to insure that the purpose of the manual is being met, the contents are current, and that it is consistent with the stated Mission of the County. These guidelines shall not be interpreted as promises of specific treatment, and these guidelines shall not be deemed to create a vested contractual right in any employee. The County may amend, modify, delete, alter, supplement, suspend, or terminate any statements or policies in this handbook and any employee benefits at any time, with or without notice. The County also reserves the right to deviate from the statements or policies in this handbook in individual situations to avoid disruptions in the public employer function, or to achieve its primary mission.
1. Positions Covered: All County positions are covered by this manual except for the following positions:
2. Supplementation of Collective Bargaining Agreement: The provisions of this manual apply to represented employees who are covered by the terms and conditions of a collective bargaining agreement only in accordance with the following:
1. The County reserves all legal rights with respect to matters of general legislative or managerial policy, which include, but are not limited to:
2. The County also reserves the right to deviate from the statements or policies in this handbook in individual situations to avoid disruptions in the public employer function, or to achieve its primary mission.
1. Employees have the right and shall be protected in the exercise of such right, freely and without fear of penalty or reprisal, to form, join and assist any employee organization.
2. Employees shall be protected from discrimination or harassment on the basis of sex, race, color, religion, national origin, age, disability, marital status, veteran status, and sexual orientation. (Amended September 1, 2001)
If any provision of this manual or its application to any person or circumstance is held invalid, the remainder of this manual or the application of the provisions to other persons or circumstances shall not be affected.
As changes occur, departments shall receive the revisions and additions to this Manual. A memorandum shall be included with the revised pages giving instructions and explanations for each change, if this is necessary. The current date of each revision is entered in the lower left-hand corner of each page. The Personnel Manual shall be maintained by the Office of the Board of County Commissioners, Personnel and Human Services and the Director of each department. The Personnel Manual will be available on the County's "Intranet," when that technology becomes available.
CHAPTER 2 - DEFINITION OF TERMS
Paid time off the job allowed to exempt employees usually in recognition of work performed beyond a normal work week schedule. Administrative Leave may also be granted by the County Administrator or Elected Official when determined to be in the best interest of the County.
The date an employee is hired into a regular budgeted, full-time or part-time position. No credit is given for extra-help work when establishing an employee's anniversary date.
An individual who in accordance with this manual has submitted a complete application for employment within the publicized recruiting period and on the prescribed forms.
As used in this Personnel Manual, "cause" means in good faith and for a reason.
The systematic arrangement of positions into groups or categories according to established criteria such as type and level of work duties and/or responsibilities, skills, abilities, qualifications and conditions common to various individual positions of employment. Classifications are adopted by the Board of County Commissioners. Positions are assigned to classifications to facilitate pay administration, recruitment and other personnel actions.
Paid time off the job granted to a Fair Labor Standards Act (FLSA) and Washington Minimum Wage Act nonexempt employee in lieu of overtime pay for hours worked beyond eight hours in a day and/or 40 hours in a work week.
2.7 - CONTINUOUS SERVICE/SENIORITY
Length of continuous service by an employee including periods of authorized paid leave. An employee who terminates and is re-employed, not exceeding thirty (30) days, shall have the continuous service date adjusted by the time between termination and re-employment. All benefits based on length of service are computed on the basis of continuous service, unless otherwise specified.
The County Administrator is appointed by the Board of County Commissioners, oversees the operations of departments that are within the Board's jurisdiction, and coordinates the operations of those departments with the operations of departments directed by Elected Officials.
The movement of an employee, involuntarily, from one classification to another having a lower pay range.
2.10 - DEPARTMENT OF PERSONNEL AND HUMAN SERVICES
The department responsible for administering the Personnel System on behalf of the Board of County Commissioners under the direction of the Director and the County Administrator.
Rules, regulations, and procedures established by individual departments not in conflict with this manual.
The appointed administrator of a County department serving at the pleasure of the Board of County Commissioners.
The Director of Personnel and Human Services or the Director's designee.
The involuntary termination of the employment relationship by the Employing Official for cause.
2.15 – EMPLOYEE ASSISTANCE PROGRAM (EAP)
A confidential and professional assistance program to help employees and their families resolve problems that affect their personal lives and job performance.
An individual independently elected by the citizens of Kitsap County responsible for the administration and oversight of a specific County office or department as defined in the Washington State Constitution or by Washington State Law.
2.17 - EMPLOYEE CLASSIFICATION
A person responsible for the employment, discipline, or termination of employees, usually the Elected Official, Department Director or designee.
2.19 - FULL MONTH OF EMPLOYMENT
Any calendar month in which a probationary or regular employee is in a paid status for at least fourteen (14) working days and a part-time employee who is employed in a paid status sixty-five percent (65%) of his/her regularly scheduled hours.
A dispute or disagreement brought by an employee against the County in regard to the interpretation or application of specific provisions of the Personnel Manual. Specifically excluded from further recourse to the grievance procedure are grievances that have been processed and decided and grievances not presented within established timeframes.
NEW SECTION 2.21 - IMMEDIATE FAMILY
Immediate family includes the following: mother, father, son, daughter, brother, sister, spouse, aunt, uncle, niece, nephew, grandfather, grandmother, grandson, granddaughter, daughter-in-law, son-in-law, father-in-law, mother-in-law, sister-in-law, brother-in-law, step-mother, step-father, step-sister, step-brother, stepchild, foster child. (Amended September 1, 2001)
An alternative work arrangement in which employees share a full-time position.
The termination of an employee from the active work force due to lack of funds, lack of work, or organizational changes.
An oral discussion with an employee regarding the correction of inappropriate work behaviors and/or performance deficiencies.
Pay provided to an employee for actual hours worked for temporarily performing work for a minimum of ten consecutive days in a higher classification, usually due to a vacancy or absence of a regular employee.
Rate of pay for each hour a nonexempt employee works in excess of eight (8) hours in a day or 40 hours in a work week.
The normal employment situation in which the employee is paid for time worked or the employee is on paid leave, (such as, vacation, sick leave, or other paid leaves of absence). Time loss received under Worker's Compensation is not considered time worked or paid leave.
The alpha/numeric identification of a range of compensation for specific classifications approved by the Board of County Commissioners, indicating:
The compensation attached to steps assigned to a pay grade approved by the Board of County Commissioners.
The official County record for each current or former employee maintained in the Department of Personnel and Human Services which may include application forms, dates of employment, status changes for position changes, promotions, step increases, leaves of absence, benefit information, performance evaluations and rebuttals, letters of commendation, disciplinary actions, pay rates, and other pertinent information. (Departments may maintain files for each employee that contains some of the same documents listed along with payroll records, time sheets, leave requests, etc.)
A budget reference assigned a group of specific duties and responsibilities requiring the full-time or part-time employment of one person. Positions are created by the Board of County Commissioners.
The test period of work evaluation for a new or promoted employee.
Appointment to a job classification with a higher pay range within the department of current employment.
The rehiring of a laid-off employee into the previously held classification within the department of lay-off.
Changes in the level of responsibilities, tasks and duties of a position which may change areas of emphasis, the level of skill required and/or qualification requirements as they relate to the current position. These changes may result in allocating the position to a new classification, a current classification or a title change. A reclassification upgrade is not to be used as a merit raise or as a reward for employment longevity, nor is it to be used to reflect an increased volume of work at the same level of responsibility that the incumbent is currently performing. A reclassification may result in an increase or decrease in compensation. A reclassification must be approved by the Board of County Commissioners before an employee may be compensated for any change in compensation resulting from a reclassification.
The appointment without competitive examination of a laid-off employee or a former employee within 30 days of the effective date of termination to a classification in which the employee formerly served as a regular, non-probationary employee, or to a comparable or lower classification for which the former employee is qualified.
Voluntary termination of an employment relationship with County by an employee.
Voluntary separation of an employee who is retiring through the Washington State Public Employees Retirement System.
An employee with the County who has been delegated the responsibility and authority to assign, schedule, monitor, train and evaluate the work of assigned staff. Performs virtually all elements of supervising, approving annual/sick leave requests, authorizing overtime, and recommending to the Employing Official hiring, promotion, discipline and termination actions of assigned staff.
A temporary removal of an employee with or without pay usually due to disciplinary reasons or for the purpose of an investigation into allegations involving the employee.
The discontinuation of the employment relationship.
Absence from work due to an on-the-job injury which has been determined to be compensable in accordance with the Worker's Compensation Regulations.
A change from a position in one classification to another classification of an equal or lower paygrade whether intra-departmental or inter-departmental.
A work day is the hours in a day an employee is scheduled to work. Effective through December 31, 2001; Full-time is usually 7.75 (38.75 hour work week) or 8 hours (40 hour work week) a day. Effective January 1, 2002; Full-time is usually 8 hours a day (40 hour work week). (Amended September 1, 2001)
A written document outlining areas of improvement expected within a designated time frame following disciplinary action or a performance evaluation relating to unsatisfactory work performance/inappropriate work behavior. The work behavior/performance shall be closely monitored which may result in more frequent performance evaluations than required by this Manual.
2.46 – WORK/LIFE POLICIES AND PROGRAMS
These policies and programs promote balance between work and home. Providing employees and employers with an effective way to deal with personal responsibilities creates a more efficient employee and a more effective employer. These practices often include the following: child and elder care assistance programs, financial benefits and assistance, flexible personnel policies, alternative work schedules, education and wellness programs, a drug and violence free environment and employee assistance programs.
A work week is a fixed and regularly recurring period of one hundred sixty-eight (168) hours, seven (7) consecutive twenty-four (24) hour periods, usually beginning on Monday and ending on Sunday.
Formal written notice to an employee to correct inappropriate work behavior and/or performance deficiencies, usually after receiving an oral warning or for more serious/severe offenses and informing the employee that further disciplinary action shall result.
CHAPTER 3 - RECRUITMENT AND EXAMINATION
1. The Department of Personnel and Human Services shall develop and conduct a recruitment program designed to meet current and projected employment needs. It is the policy of Kitsap County to select qualified applicants to fill job openings based solely on job qualifications. Discrimination in selection because of race, color, religion, sex, national origin, age, disability, veteran status, marital status, or sexual orientation is prohibited. (Amended September 1, 2001)
2. If an employee feels they have been discriminated against because of race, color, religion, sex, national origin, age, disability, veteran status, marital status, or sexual orientation, the employee should contact the Director. The Director or designee will help the employee, or can advise the employee of other sources of assistance, such as the Equal Employment Opportunity Commission (EEOC) and the Washington State Human Rights Commission. (Amended September 1, 2001)
3. Types of Job Vacancy Announcements:
4. Recruitment Procedures
5. Applications
To be accepted for review, an application must be received by the Department of Personnel and Human Services by the close of business on or before the final filing date specified in the announcement. At the request of the Employing Official, applications postmarked by the final closing date shall be accepted. The Department of Personnel and Human Services is not responsible for rejection of applications due to the manner or method of delivery.
All information submitted in the application process shall be subject to investigation and verification prior to appointment. The Department of Personnel and Human Services may require proof of education, experience, and other claims as deemed appropriate.
1. Suitability for appointment to County positions is determined by examination relating to those matters which shall test the capacity and fitness of the candidates to perform the essential functions of the position. Examinations may include written, oral, physical or performance exercises, evaluations of training and experience, reference checks, review of the application and supplemental questionnaire, or other valid examination processes. Such factors as experience, education, aptitude, knowledge, skill, ability, character or any other job-related qualifications may be taken into consideration. The Department of Personnel and Human Services specifies the nature and content of examinations based upon the advice and information of Employing Officials and subject matter experts.
CHAPTER 4 – APPOINTMENT
1. Each appointment to fill a budgeted position in the County service is made from an employment list. An employment list contains the names of candidates who are qualified for appointment to the classification. The Director or designee shall refer candidates from one or more of the following lists.
2. Types of Employment Lists
1. Regular Appointment (Full-Time and Part-Time): Regular appointment is any appointment to a budgeted position vacancy in the Kitsap County service. Appointments are made from an employment list in accordance with this manual. Such appointments include initial appointments to the County service, promotions, transfers and recalls. A regular appointment is tentative pending successful completion of a probationary period.
2. Appointment Following Reorganization or Transfer of Function: Whenever there is a transfer or reorganization of functions within the County, and provided that the employee's position, duties and responsibilities are not changed substantially, the employee continues in the status previously held prior to such transfer or reorganization. Where there is a transfer of function within the County, any incumbent employee is appointed without examination provided the duties, responsibilities, and qualifications of the affected position are not changed substantially.
3. Transfer: Upon agreement by an Employing Official and an employee, or to meet the needs of the County, a transfer may be made. An employee transferring to a different position should possess the minimum qualifications for that position and shall be subject to a six (6) month probationary period. The right to retreat, if provided, must be in writing, by the affected Employing Official at the time of transfer.
CHAPTER 5 - PROBATIONARY PERIOD
The probationary period is an essential part of the selection process and is a continuing evaluation of the candidate prior to granting regular employee status. During the probationary period, an employee is required to demonstrate suitability for the position by actual performance of the work.
1. Duration: The probationary period for a new employee and transferred employee is usually a period of six months unless otherwise determined by the Employing Official. The probationary period may be extended for a period of three or more months by the Employing Official for reasons including but not limited to:
2. Notification: Notification, in writing, which states the reason for the extension and the employee's obligation during the extension period shall be provided to the probationer, with a copy to the Department of Personnel and Human Services.
3. Conditions of Probation: During the probationary period, each employee should receive two performance evaluations. One evaluation should be performed approximately three months after the date of appointment and the second evaluation should be performed approximately two weeks prior to the end of the normal probationary period. During the probationary period, the Employing Official may, with or without cause, dismiss or demote an employee. The probationary employee does not have the right to appeal or the right of access to the grievance process upon demotion, dismissal or disciplinary action.
4. Paid Time off During Probation: New probationary employees may use sick leave during the probation period but may not use their accrued annual leave or floating holiday until they have completed six months of employment. Transferred probationary employees may use accrued sick leave and annual leave if they have completed the initial six-month probationary period in another position.
5. Termination of Probationary Employees: A probationary employee is an at-will employee and may be terminated by the Employing Official at any time with or without cause. The probationary employee shall not have the right to appeal or the right of access to the grievance process due to termination of employment.
1. Duration: The probationary period for a promoted employee is a period of three months. The Employing Official may extend the probationary period for a period of three or more months under the following conditions:
2. Notification: Notification, in writing, which states the reason for the extension and the employee's obligation during the extension period shall be provided to the probationer, with a copy to the Department of Personnel and Human Services.
3. Conditions of Probation: During the probationary period the Employing Official may, with or without cause, demote an employee to his or her prior position or an equivalent position in the same wage grade at the step previously held. The probationary employee shall not have the right to appeal or the right of access to the grievance process upon demotion, dismissal or disciplinary action.
CHAPTER 6 – CLASSIFICATION
The Board of County Commissioners has the sole authority to approve the classifications for all positions within elected and appointed departments. This section applies to positions established within the budgets of elected offices and appointed departments.
1. Development and Maintenance: The Department of Personnel and Human Services shall develop and maintain a classification plan for all positions of employment within the County subject to preliminary approval by the County Administrator, and final approval by the Board of County Commissioners. The placement of each position in the classification plan is determined in accordance with the qualifications required, difficulty and responsibility of its designated duties.
2. Allocation: The plan groups positions together in classifications according to the following considerations:
3. Similar Pay: The same pay schedules for the positions can be fairly applied.
1. The Department of Personnel and Human Services shall maintain a class specification for each class of positions and may add, combine, abolish or revise the class specifications. Each class specification includes the class title, a description of representative duties and responsibilities of positions included in the class, and a statement of the required, desirable and/or preferred qualifications for positions in the class.
1. In preparation for submitting their annual budget, the Elected Official or Department Director may request a classification study of individual position(s) or groups of positions. A classification study may also be initiated during the budget year in response to unanticipated changes in service demands, legal, technical, organizational, or programmatic requirements.
2. Whenever an Elected Official or Department Director desires to create a new position, a notice of such proposed action, together with the following information, shall be submitted to the County Administrator:
3. If the proposal submitted by the Elected Official or Department Director is approved by the County Administrator, the Department of Personnel and Human Services will complete a formal review and submit its recommendations regarding the classification request to the County Administrator, with a copy provided to the requesting Elected Official or Department Director. The County Administrator will submit his/her recommendations along with any comments from the requesting Elected Official or Department Director to the Board of County Commissioners for approval.
1. The adoption of the County's Annual Budget establishes the programmatic, financial and staffing plans for all County departments, under the directions and management of Employing Officials. It is recognized, however, that changes in service demands, legal, technical, organizational, or programmatic requirements may necessitate changes in levels of a position.
2. Reclassification Upgrade: A reclassification upgrade is the result of an increase in the level of responsibilities, tasks, and duties of a position which changes areas of emphasis and the level of skill required in the current position.
3. Approval to Review Reclassifications: Prior to reassigning duties to positions within their department or reorganizing work flow and responsibilities that affect the classification of a position, the Elected Official or Department Director shall get approval of the Board of County Commissioners. Any change in classification or compensation shall become effective on the date referenced in the approval obtained from the Board of County Commissioners.
4. Procedure: The procedure for obtaining a reclassification upgrade review and decision is as follows:
5. Reclassification Downgrade: A reclassification downgrade is the result of a decrease in the level of responsibilities, tasks, and duties of a position which changes areas of emphasis and the level of skill required in the current position.
Temporary Working Out-of-Class Upgrades may be granted when an employee is assigned significant additional responsibilities for an anticipated extended period of time. Temporary working out-of-class upgrades require the approval of the Elected Official or Department Director and the County Administrator. The County Administrator may require the Department of Personnel and Human Services to complete a formal review and submit its recommendation regarding the request by the Elected Official or Department Director.
Provided, such prior review and approval is not required when an Elected Official or Department Director temporarily assigns an employee to perform the scope of duties of a higher classified budgeted position that is currently vacant or the higher classification employee is on extended leave. The Personnel and Human Services Director shall review and approve such request pursuant to the Working Out-of-Class Compensation guidelines established in Chapter 7, Section C.14.
The compensation assigned to classifications for all positions within elected and appointed departments, shall be approved by the Board of County Commissioners. This section applies to positions established within the budgets of elected offices and appointed departments.
1. The Department of Personnel and Human Services maintains a pay plan for all positions of employment within the County subject to the preliminary approval of the County Administrator and final approval of the Board of County Commissioners. The County recognizes providing adequate compensation through a consistent pay plan attracts and retains qualified employees. Comparisons of salaries with comparable agencies will take into consideration total compensation.
2. The pay plan is comprised of the following two salary structures:
a. Exempt: Includes Executive, Professional and Administrative Employees as defined by the Fair Labor Standards Act and the Washington State Minimum Wage Act. Partial deductions from an exempt employees' salary for absences of less than one day are usually prohibited; however, absences may be charged against the employee's accrued leave balance for reasons such as sick leave, vacation leave, bereavement leave, civil leave, military leave, etc. In instances involving leave without pay, consult with the Department of Personnel and Human Services to ensure compliance with wage and hour laws.
b. Nonexempt: Includes all other classifications. Nonexempt employees shall have any absence deducted from accrued leave balance for reasons such as sick leave, vacation leave, bereavement leave, civil leave, military leave, etc. If leave is not available, wages shall be deducted for leaves without pay.
1. Paygrade: A paygrade identifies a pay range which comprises a series of steps through which employees in classifications assigned to the particular paygrade may progress. (See Chapter 6 on Classification for information regarding the assignment to classifications).
2. Minimum and Maximum Pay Rates: No employee shall be paid at a rate of pay less than the minimum nor more than the maximum amount on the pay grade established for his/her classification as set forth in the pay plan unless otherwise provided for in this manual (see #11 below--Frozen Pay Rate). Monthly and annual pay rates in the pay plan are based upon full-time employment at the normal working hours for the position. Placement at compensation levels, which are not in accordance with this manual, shall require the written approval of the Board of County Commissioners.
3. Starting Pay Rate Upon Initial Employment: New employees are normally appointed to the minimum step of the pay range in effect for the particular classification to which the appointment is made. If the Employing Official has determined that it is not possible to hire the most qualified and/or desirable candidate at the entry level step, a salary offer not to exceed Step 2 of the exempt pay grade or Step 3 of the nonexempt pay grade may be made. Appointment at Step 3 or above on the exempt paygrade or at Step 4 or above on the nonexempt paygrade must be approved in writing by the County Administrator.
4. Pay Rate Upon Transfer: When an employee transfers to a different position, the Employing Official determines the placement on the applicable pay grade, not to exceed the wage closest to the employee's pay rate prior to the transfer.
5. Pay Rate Upon Promotion: When an employee is promoted from one classification to another within their department of current employment, the employee's actual salary for the position into which the employee is promoted shall be greater than the employee's salary at the formerly held position and/or greater than the salary the employee would have been entitled to had the employee retained the formerly held position for ninety (90) additional days. An increase in pay, which exceeds approximately ten (10) percent, shall require the written approval of the County Administrator. Provided, such approval is not required when placement is at step one of the pay range of the new position.
6. Pay Rate Upon Demotion: An employee who is demoted to a lower classification may be paid at any rate assigned to the lower classification as determined by the Employing Official, not to exceed the wage closest to the employee's pay rate prior to the demotion.
7. Pay Rate Upon Recall: An employee who is recalled back to the same department and into the same classification shall be reinstated to the same step in the pay grade as held prior to the break in service.
8. Pay Rate Following Reclassification: If a position is reclassified to a higher classification, the employee shall receive an increase in pay as provided for in cases of promotion. If a position is reclassified to a class with a lower pay grade, the employee's rate of pay shall be established as provided in this manual for reclassification downgrade or frozen pay rate.
9. Pay Rate Following Allocation to a Different Pay Range: If a classification is assigned to a different pay range, with no change in duties or responsibilities, the employee shall be paid at the step in the different pay grade that most closely corresponds to the employee's placement in the original pay grade.
10. Pay Rate Upon Re-employment: For employees who have been laid off and rehired within twelve (12) months and for employees who are separated for thirty (30) days or less and rehired, the Employing Official shall determine the pay rate pursuant to the guidelines in section one (1) above for initial employment.
11. Frozen Pay Rate: ("A" Rate) An employee whose pay rate is frozen due to exceeding the maximum step of the pay range of the classification assigned. Employees whose pay rates are frozen receive 60% of a Cost of Living Adjustment granted to the respective pay grade or are moved to the top step of the adjusted pay grade, whichever is greater.
12. Standby Pay Rate: Employees who are placed on "Standby Status" for one week which requires that the employee be available on a twenty-four (24) hour basis during that week for emergency work and are required to respond by telephone within fifteen (15) minutes to any summons at any time during the twenty-four (24) hour period, shall receive $77.00 per week or $11.00 per day. (Amended September 1, 2001)
13. Shift Differential Pay Rate:
14. Pay Rate for Working Out-of-Class: An employee who performs work in a higher classification, for a period in excess of ten (10) working days, may be paid wages of the higher classification pursuant to one of the two following conditions:
a. At the request of the Elected Official or Department Director, and approved by the County Administrator, the employee is temporarily assigned to perform significant additional responsibilities for a designated period of time. Special work projects or unanticipated work demands resulting from legal, programmatic or operational changes are examples wherein a temporary working out-of-class upgrade may be granted.
b. The employee is temporarily assigned by the Elected Official or Department Director to perform the scope of duties principally ascribed to a higher classified budgeted position, which is currently vacant, or the higher classified employee is on extended leave.
Temporary out-of-class wages shall be paid for all actual hours worked in the higher classification. The temporary upgrade will be five percent increase, or the minimum step of the salary range for the approved classification, whichever is greater. Once the temporary assignment is completed, the employee's wage will return to his/her original wage.
1. Employees may receive increases in pay within the steps of the pay grade for their classification as follows:
a. Employees on the six-step "X" and "T" salary schedules are eligible to advance from Step one (1) through Step four (4) one year following their last step advancement or date of hire, and advance from Step four (4) through Step six (6) two years following their last step advancement or date of hire; Provided, the employee achieves the minimum performance score on their evaluation that entitles them to the step increase pursuant to the County evaluation system. (Refer to the "Performance Evaluation Guidelines for Employees and Supervisors" and Chapter 10 in this Manual--Employee Relations).
b. Employees on the seven-step "N", and "8" salary schedules are eligible to advance from Step one (1) through Step five (5) one year following their last step advancement or date of hire, and advance from Step five (5) through Step seven (7) every two years following their last step advancement or date of hire; Provided, the employee achieves the minimum performance score on their evaluation that entitles them to the step increase pursuant to the County evaluation system. (Refer to the "Performance Evaluation Guidelines for Employees and Supervisors" and Chapter 10 in this manual--Employee Relations).
c. Employees on the eight-step "H" salary schedule are eligible to advance from Step one (1) through Step five (5) one year following their last step advancement or date of hire, and advance from Step five (5) through Step eight (8) every two years following their last step advancement or date of hire; Provided, the employee achieves the minimum performance score on their evaluation that entitles them to the step increase pursuant to the County evaluation system. (Refer to the "Performance Evaluation Guidelines for Employees and Supervisors" and Chapter 10 in this manual--Employee Relations).
Adjustment to Step Increment Date (refer to Chapter 8--Seniority/Continuous Service).
1. PERS I EMPLOYEES Hired Before January 1, 1985. Upon completion of the following years of employment, Employer shall pay eligible employees an annual longevity bonus, the amounts of which follow, at the pay period which follows the anniversary date of employment effective January 1, 1997:
2. PERS I EMPLOYEES Hired on or After January 1, 1985 and prior to January 1, 1998, and PERS II EMPLOYEES hired prior to January 1, 1998: Upon completion of the following years of employment, Employer shall pay eligible employees an annual longevity bonus, the amounts of which follow, at the pay period which follows the anniversary date of employment: (Amended September 1, 2001)
After 5 thru 9 years service 1.5% of annual salary on anniversary date
After 10 thru 14 years service 2% of annual salary on anniversary date
After 15 thru 19 years service 2.5% of annual salary on anniversary date
20+ years service 3% of annual salary on anniversary date
a. Employees on the "H", "T" and "X" pay scales who are currently receiving a higher longevity rate than that prescribed above shall continue at their current rate. Provided, affected employees shall not receive any further increase unless such increases are provided in accordance with the above guidelines.
b. The above longevity plan is effective January 1, 1991 for employees on the "T" and "X" pay scales and is effective May 1, 1992 for employees on the "H" pay scale.
c. Employees on the "H" pay scale hired before May 1, 1992 shall be eligible to receive a 1% longevity bonus after obtaining one year of employment. Thereafter, such employees shall receive bonuses pursuant to the above guidelines.
3. Employees hired on or after January 1, 1998: Upon completion of the following years of employment, Employer shall pay eligible employees an annual longevity bonus, the amounts of which follow, at the pay period which follows the anniversary date of employment:
After 5 thru 9 years service 1.0% of annual salary on anniversary date
After 10 thru 14 years service 1.5% of annual salary on anniversary date
After 15 thru 19 years service 2.0% of annual salary on anniversary date
20+ years service 2.5% of annual salary on anniversary date
4. In the event that an eligible employee terminates employment for any reason, the employee shall receive a longevity bonus in a prorated amount, which is computed as follows: the number of months between the employee's anniversary date and termination date shall be divided by twelve, and the result multiplied with the appropriate annual longevity bonus.
5. The longevity bonus shall be based upon continuous employment, exclusive of those periods wherein an employee is placed upon a leave without pay status; Provided, when an employee is laid off and rehired, and the separation does not exceed twelve (12) months, the longevity bonus shall be computed from the initial employment date excluding the lay-off period; Provided further, when an employee separates from employment and is subsequently rehired, the longevity bonus shall be computed from the date of reemployment; Except, the longevity bonus shall be computed from the date of initial employment, if the period of separation does not exceed thirty (30) days.
1. Travel Time Compensation - Nonexempt Employees: The following explains which hours are compensable and which hours are not when traveling for County business purposes:
a. Normal commute time to and from work is not compensable.
b. Travel during regular work hours:
(1) Travel between job sites is compensable time.
(2) Travel from remote job site to regular job site is compensable time.
(3) Out of town travel is compensable.
c. Authorized travel time outside of regular work hours and/or on non-work day is compensable.
2. Compensable Time For Training: Computation of work time for nonexempt employees while attending training or traveling to and from training shall be in compliance with the Fair Labor Standards Act (FLSA). Time spent in training is usually considered work time. Training which is mandated by the state or federal government as a condition of practice in the profession shall not be considered work time if attended outside of regular work hours. Time spent studying for training classes shall not be considered work time. Employees whose positions are exempt from the FLSA shall be compensated for all time in training during normal work hours (e.g. 8:00 am to 4:30 pm).
1. Overtime and Compensatory Time: Nonexempt employees performing work in excess of eight (8) hours in a day or forty (40) hours in one work week shall be paid overtime at the rate of one and one half times the employee's regular rate of pay; Except, that an employee may request compensatory time off at the rate of one and one half hours off for each hour of overtime earned in lieu of overtime pay if the compensatory time is used within ninety (90) days of the date it is earned. An employee cannot accrue more than forty (40) hours of compensatory time. If the compensatory time is not used within ninety (90) days or exceeds forty (40) hours, the employee will be paid overtime at the rate when it was earned. Overtime compensation is earned on hours actually worked, except that compensatory time off shall be considered actual hours worked. Sick leave, annual leave and any other compensable absence, excluding compensatory time, are not included in the calculation of the overtime thresholds of 8 hours per day or 40 hours per week. (Amended September 1, 2001)
2. Authorization of Overtime: Before an employee works overtime the overtime hours to be worked must be authorized in advance by the Employing Official to be eligible for compensation.
3. Agreement Prior to Performance of Work: Compensatory time may be used in lieu of overtime compensation only if such an agreement or understanding has been arrived at between the Employing Official and the individual employee before the performance of work.
4. Overtime Compensation for Holidays and Sundays: Nonexempt employees other than those scheduled to work shifts in departments which operate seven days a week, or twenty-four hours per day, shall be paid overtime compensation for actual hours worked on Sundays and holidays at the rate of twice the employee's regular rate of pay; Except, that an employee may, at his/her option, take compensatory time off at the rate of two hours off for each hour of overtime earned in lieu of overtime pay if the compensatory time is used within ninety (90) days of the date it is earned.
5. Computation of Overtime: For the purpose of computing overtime compensation, fractional parts of an hour shall be rounded to the nearest fifteen (15) minute increment.
6. Compensable and Non-Compensable Working Time: Questions regarding compensable and non-compensable time should be referred to the Department of Personnel and Human Services.
1. Exempt Employees - Administrative Time: Exempt employees shall not be entitled to overtime pay. Exempt employees may receive administrative time off for excess hours worked. Administrative leave must be taken within the calendar month following the date it is earned, and the request for leave is subject to the discretion and approval of the Employing Official.
1. Retention: In order to retain an employee in a critical position who has received a bona-fide job offer from another organization at a salary higher than the established pay range and their departure would be an undue hardship to the County's critical business functions; or
2. Recruitment: In order to secure the best candidate's acceptance of a job offer for an advertised vacant critical position; and
3. The Board of County Commissioners has determined that the position is critical:
a. Due to the requirement of special knowledge, skills and abilities.
b. A key management or professional position.
c. A position that is difficult to recruit or retain qualified persons due to market supply or demand issues.
4. The amount of premium pay shall be approved by the Board of County Commissioners, and may be made effective on the date of such approval; provided, however, premium pay shall not be made retroactive to any date preceding the Board's approval. Premium pay may be continued, increased, reduced or withdrawn entirely from year to year as determined by the Board of County Commissioners. The premium pay shall be paid monthly or bi-weekly whichever is applicable in a lump sum amount.
5. The additional cost of the premium pay shall be absorbed within the budget of the requesting department. In the event the department requests premium pay that cannot be absorbed within the current budget, thereby requiring a supplemental budget appropriation to handle the additional cost, final approval of the premium pay shall be withheld until the Board of County Commissioners approves the budget appropriation request.
6. The premium pay will not be added to the employee's base salary established by the official pay range of the position in calculating longevity, cost of living adjustments, vacation cash-outs/pay-outs, step increases, non-FLSA overtime, sick leave cash-outs, and any other general salary adjustments.
7. Any decisions concerning the withdrawal or reduction of premium pay are not subject to grievance procedures, civil service procedures, or any other procedures that may be available.
SECTION I ADDED 1/08/01