HomeMy WebLinkAboutres1982-0301
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DATE: April 1, 1932 INTRODUCED BY: Van 7anten
PROPOSED BY: PERSONNEL
RESOLUTION NO. 82 -30
A RESOLUTION ESTABLISHING PERSONNEL POLICIES AND
PROCEDURES FOR WHATCOM COUNTY EMPLOYEES
WHEREAS, Ordinance No. 80 -8 established a Personnel System
and Rules pursuant to Home Rule Charter Article 7, and
WHEREAS, the aforementioned Ordinance reauires that Personnel
Policies and Procedures supplementing the Ordinance be
developed and passed by Resolution of the County Council.
NOW, THEREFORE, BE IT RESOLVED:
1. That Whatcom County hereby adopts the Personnel Policies
and Procedures as set forth in the document attached to this resolu-
tion, for all County departments subject to the Personnel Ordinance.
PASSED this 20th day of 14ay, 1982.
WHATCOMI COUNTY COUNCIL
WHATCOT.4 COUNTY, WASHINGTON
William P. Roehl, Chairman
ATTEST:
Clerk of the Co ncil
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WHATCOM COUNTY
PERSONNEL POLICIES AND PROCEDURES
100.0 INTRODUCTION
100.1 AUTHORITY The following policies and procedures are promulgated under the
authority of the Whatcom County Personnel System Ordinance.
100.2 OBJECTIVE The Personnel Policies and Procedures Manual is intended to
supplement the Personnel Ordinance and establishes specific
policies and procedures for the personnel management system in
order to insure the achievement of the objectives outlined in
Section 2 of the Ordinance.
100.3 SCOPE AND APPLICATION
100.4 DEFINITIONS
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A. The Personnel Policies and Procedures Manual shall govern
and affect the personnel administration of all employees and
departments within the jurisdiction of Whatcom County
except those exempted by the personnel ordinance.
B. Collective Bargaining Agreements negotiated with unions
representing employee groups will complement these Policies
and Procedures.
C. Nothing contained in this manual will supersede the provisions
of collective bargaining agreements between the County and
any labor organizations.
D. Adoption of these policies does not preclude individual
departments from developing policies of their own to amplify
or expand this manual, provided that all such policies are
reviewed and approved by the Personnel Director.
ALLOCATION: The assignment of a position to the proper class.
ANNIVERSARY DATE: The date of assignment to the employee's
current pay range and position or the date of initial hiring as a
probationary or CETA employee, whichever is the most recent.
APPOINTING AUTHORITY: County_ officials who have the
authority to appoint individuals to positions in the County service.
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CLASSIFICATION: One or more positions which are sufficiently
alike with respect to duties and responsibilites to warrant using
the same title, qualification requirement and pay grade.
CLASSIFICATION PLAN: The sum total of all classifications in
service. -
CONTRACT EMPLOYEE: A contract employee is one who has a
contract with the County or who works for an organization which
has a contract with the County to accomplish a particular task.
Contract employees are not subject to the County pay or benefit
program nor do they fall under the provisions of any collective
bargaining agreement nor the Non - Uniform Salary Resolution.
DEMOTION: The assignment of an employee from one classifi-
cation to another classification of a lower pay grade or lower
maximum rate of pay.
DEPARTMENT HEAD: A County official with the designated
responsibility for the operation of a County department or office.
DISCIPLINARY ACTION: The action taken to discipline an
employee ranging from a verbal reprimand up to and including
discharge.
DISMISSAL: The involuntary termination of employment for
reasons of inadequate performance, rule violation, or criminal
acts against the County.
EMPLOYEE: An individual who is legally employed in a
department in Whatcom County government, is paid through the
County payroll, and who is subject to the Personnel Ordinance and
these policies.
ENTRY LEVEL PAY RATE: The minimum rate in the pay range
prescribed for a class.
EXEMPT OR NON -UNION EMPLOYEE: For the purposes of this
manual, an exempt employee is a County employee who is not
represented by a union. This definition excludes elected officials.
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EXTRAORDINARY INCREMENT: The granting of a pay increase
of more than one step on the employee's anniversary date or the
granting of more than one pay increase in any performance period
(the time between salary range steps) to an employee who has
rendered services that clearly exceed that which is normally
expected in the discharge of duties ana responsibilities.
HIRE DATE The date at which the present continuous service as
a CETA or probationary employee began.
JOB SPECIFICATION OR JOB DESCRIPTION: A written descrip-
tion of a job classification containing the title of the position,
department and location, a general statement or summary of the
purpose of the position, examples of the typical major duties
performed, and minimum qualification requirements.
LAYOFF: The involuntary separation of an employee because of
lack of work, lack of funds, or the abolishment of a position.
PART -TIME OR INTERMITTENT EMPLOYEE: A part -time' or
intermittent employee is one who is paid by the hour and who
works less than 50 hours a month. A part -time employee is
normally paid out of the Extra Help category in the Budget.
PAY PLAN The schedule of pay ranges for all classifications of
County jobs.
PAY RANGE: The minimum, intermediate, and maximum rates
of pay established for each class of positions.
PAY RATE: The specific dollar amount established for each step
within a pay range.
PERMANENT APPOINTMENT: The appointment to a continuing
full or part -time position, beginning with the date that the
employee satisfactorily completes his /her probationary period.
POSITION: An aggregate of duties and responsibilities to be
performed by an employee. A position may be filled or vacant;
full-time or part -time.
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PROBATIONARY PERIOD: A preliminary trial period of employ-
ment during which an employee is required to demonstrate his /her
fitness for permanent employment.
PROMOTION: The assignment of an employee from one classifi-
cation to another, with a higher maximum rate of pay.
RATER: The supervisory official who is required to conduct
performance evaluations for all employees under his /her
immediate supervision.
RECLASSIFICATION: The reassignment of a position from one
classification to a different classification to correct an error in
the original assignment or to recognize a significant change in the
nature of duties and responsibilities being performed.
REINSTATEMENT: The action by which an employee after
leaving County service is reinstated to a position with pay and
fringe benefits comparable to that which he /she received at the
time of his /her separation or leave, e.g., military or disability
leave.
REVIEWING OFFICER: The rater's immediate supervisor who is
required to review each performance evaluation before it
becomes part of an employee's permanent record.
SEASONAL APPOINTMENT: An appointment made to a position
which requires the services of an incumbent only during certain
specific periods of the ,year.
SELECTION DEVICE: Devices used separately or in combination
as appropriate to obtain the best qualified candidates for vacant
positions. Such devices include work sample and performance
tests, practical written tests, oral examination rating of training
and experience, etc.
SEPARATION: The removal of an employee from the payroll for
either voluntary or involuntary reasons, to include dismissal,
resignation; layoff, retirement, or death.
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STEP INCREASE: A pay increase of one step granted to
employees on their anniversary date based on a combination of
satisfactory work. performance and length of service in their
present position.
TEMPORARY EMPLOYEE: A short ;term appointment not to
exceed eighty -nine (89) days of an individual who meets
qualification requirements. A temporary appointment can be
used to fill emergency needs.
TRANSFER: The assignment of an employee from one position to
another in the same classification with the same maximum salary.
RESPONSIBILITY AND AUTHORITY
Proper organization and delegation of authority are essential to
effective and efficient County government administration and
management. The responsibilities and authorities delineated in
this section are intended to establish a clear understanding of the
role that each segment of County government must play in order
to create a sound personnel management program.
A. COUNTY COUNCIL: The Council has the responsibility and
authority to:
1. Approve the County's budget
2. Approve all Personnel Rules included within the County
personnel system ordinance.
3. Approve system -wide Policies and Procedures established
for the efficient operation of the County's work force.
B. COUNTY EXECUTIVE: The County Executive is accountable
for the overall administration of the Whatcom County
Personnel System. The County Executive shall hold all
subordinate line management accountable for the perfor-
mance of their departments which included the delivery of
services and consistent management of assigned employees.
C. PERSONNEL DIRECTOR: The Personnel Director is respon-
sible to the County Executive for carrying out all of the tasks
outlined in Section 101.
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D. DEPARTMENT HEADS: Department Heads ' shall have the
responsibility and authority consistent with these Policies and
Procedures, the Personnel Ordinance and applicable collec-
tive bargaining agreements to:
1. Administer and comply with the County -wide Personnel
Ordinance, Policies Manual, and Merit System provisions
as they apply to the management of their departments.
2. Keep employees in their departments informed of current
personnel policies and procedures.
3. Appoint employees to positions within their respective
departments in accordance with established personnel
procedures and policies.
4. Develop, as needed, employee training programs for
employees within their respective departments.
5. Administer discipline within their respective departments
and delegate such authority to supervisory personnel' as
deemed appropriate.
E. SUPERVISORS: To the extent that superiors delegate
authority to them, and consistent with these Policies and
Procedures, the Personnel Ordinance, and applicable
collective bargaining agreements, supervisors shall:
1. Interview applicants for positions under their supervision.
2. Implement personnel policies, rules and regulations in the
units under their supervision.
3. Administer discipline to employees under their
supervision.
4. Conduct first step grievance hearings.
101.0 PERSONNEL DEPARTMENT
101.1 FUNCTIONS OF THE PERSONNEL DIRECTOR
The Personnel Director shall direct all of the personnel
department's administrative and technical activities, administer
the provisions of the Personnel Ordinance and. in addition shall
perform the following duties:
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102.0
102.1
102.2
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1. Appoint employees to the personnel department and such
other special assistants as may be necessary to
effectively implement the provisions of the personnel
system ordinance.
2. Develop and maintain the classification plan.
3. Develop and administer the compensation plan, subject to
the approval of the County Council.
4. Insure uniformity in the application of discipline and the
processing of employee grievances by developing stan-
dardized procedures for all departments.
5. Maintain and revise, when necessary, the Personnel
Policies and Procedures Manual.
6. Prepare and adopt such forms, reports and procedures as
may be necessary to carry out the County's personnel
programs.
EQUAL EMPLOYMENT OPPORTUNITY
POLICY STATEMENT
It is the policy of Whatcom County to provide equal employment
opportunities to all persons without regard to race, color,
religion, age, sex, national origin, marital status, sensory, mental
or physical handicap, except where such characteristics are a
bona fide occupational qualification, as defined in the Washington
State Law Against Discrimination (RCW 49.60). This policy is
applied to recruitment, selection, promotion, demotion, transfer,
lay off, recall, termination, compensation, benefits and all other
terms and conditions of employment.
RESPONSIBILITY
A. COUNTY EXECUTIVE: The Whatcom County Executive has
the overall responsibility to ensure that the County's equal
employment opportunity policy is communicated and carried
out. The Executive will periodically review the affirmative
action program with special emphasis on the effectiveness,
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timeliness and completeness of the program. The Executive
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will enlist and require the cooperation and support of all
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department heads and supervisory personnel of the County to
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meet their personal responsibilities in achieving the County's
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equal employment opportunity objectives.
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B. EQUAL EMPLOYMENT OPPORTUNITY: The development
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and overall implementation of the Affirmative Action
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Program shall. be the responsibility of the Personnel Director
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acting as the Equal Employment Opportunity Coordinator.
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The Personnel Director shall have the responsibility of
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assuring that the County is in compliance with the current
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anti - discrimination laws, rules and regulations.
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C. DEPARTMENT HEADS: Department Heads and their super -
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visors have the responsibility to implement County Equal
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Employment Anti - Discrimination and Affirmative Action
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Policies within their respective departments.
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103.0
EMPLOYEE RELATIONS
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103.1
UNIONS It is the County's intent to promote and maintain a positive
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employer - employee relationship and to comply with the Public
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Employees' Collective Bargaining Act, RCW 41.56, and related
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rules and regulations.
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103.2
EXEMPT EMPLOYEES
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Unless specifically noted, all of the policies and procedures apply
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to Exempt employees as well as union employees. The Non -Union
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Salary Resolution, passed each year by the County Council, sets
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the salary of each exempt position, and outlines the specific
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benefits to which exempts are entitled.
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104.0
PERSONNEL RECORDS
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104.1
PURPOSE The development and maintenance of an effective personnel
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transaction procedure and personnel records management system
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is essential to a sound personnel program. The primary purpose of
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these systems and procedures shall be to:
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A.
Establish and maintain clear lines of authority for the
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processing of personnel transactions and management of
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personnel records.
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B.
Establish and maintain uniform, easily accessible, and
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complete employment records of all County employees.
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C.
Establish and maintain clear and efficient procedures for
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processing all transactions that affect each employee.
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104.2 RESPONSIBILITY
AND AUTHORITY
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A.
PERSONNEL DIRECTOR: The Personnel Director shall:
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1. Have overall responsibility for establishing, maintaining,
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and coordinating personnel transactions, records manage-
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ment systems, and procedures for all County employees.
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2. Establish and maintain a central personnel file to include
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the transactions, records and other pertinent legal
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employment information for each County employee.
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3. Establish and maintain personnel transaction forms and
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procedures.
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4. Establish and maintain position complement control
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records and procedures.
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5. Advise and assist department heads on all County
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personnel transaction and records management system
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policies and procedures.
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B.
DEPARTMENT HEADS: Department heads shall:
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1. Initiate and process personnel transactions affecting their
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employees using forms prescribed by the Personnel
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Director.
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2. Maintain a written record of contacts with employees as
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they deem pertinent. Appropriate records shall be for -
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warded to the personnel director for inclusion in the
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central personnel file.
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C.
EMPLOYEES: All employees shall be responsible for
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notifying their supervisor of any changes which affect their
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personal status. Employees shall have access to permanent
records which contain copies of personnel transactions which
affect their employment or personal status. Employees) have
the right to examine their official Personnel Record which is
found in the Personnel Department.
105.0 POSITION CLASSIFICATION PLAN
105.1 PURPOSE The . position classification plan provides the, County with
standardized titles and common job language which is critical to
the effective administration of personnel activities, such as:
A. Human Resource planning and budgeting;
B. Establishing job performance standards;
C. Establishing fair and equitable pay;
D. Developing valid selection and recruitment programs;
E. Developing training programs, and
F. Establishing appropriate career lines.
Under the position classification plan, all County positions
covered under the personnel system ordinance shall be grouped,
divided, and graded into designated classifications having
distinctive titles, based upon the type of service and the
character of work performed, the qualifications required, the
duties and functions involved, the responsibility assigned and the
supervision received. In this regard, the following principles shall
apply:
A. The classification shall be made on the basis of all the
positions taken as a whole, and not on a department basis, so
that similar positions in different departments shall be
included in the same classifications; provided however that
this provision shall not apply to those positions involving
functions, duties or responsibilities which are substantially
unique to a particular department.
B. Each classification shall consist of one or more positions
sufficiently similar with respect to duties and responsibilities
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I so that job titles and minimum qualifications for each Olassi-
2 fication will be substantially the same.
3 C. Two or more classifications performing .the same or substan-
4 tially similar work, but differing as to the duties, respon-
5 sibilities and supervision involved, shall be arranged and
6 graded similarly and in the established line of promotion.
7 105.2 ALLOCATION OF POSITIONS
8 The personnel director shall analyze and evaluate the duties,
9 responsibilities and qualifications required of each position in the
10 classified service and then allocate each position to i the
11 appropriate class..
12 105.3 POSITION DESCRIPTIONS
13 Written position descriptions shall be prepared and maintained for
14- each position in the classification plan and the descriptions shall
15 include a title, department, a summary of the position purpose,
16 examples of the major duties or tasks performed in the position,
17 and a statement of the desired or requisite qualifications for the
18 particular position. Special requirements, where appropriate,
19 such as licensure or certification, shall also be included.
20 Qualification for a position must be reasonably related to the
21 ability to perform the job in question.
22 105.4 RECLASSIFICATION
23 A. Request for reclassification - department head.
24 Whenever it becomes necessary to make a permanent and /or
25 substantial change in the duties or responsibilites of a
26 position, the department head shall submit to the Personnel
27 Director a written report of the facts and the proposed
28 change.
29 B. Requests for reclassification.
30 Whenever an employee believes that his /her position is
31 improperly classified, the employee (or the employee's
32 bargaining representative) may submit a written request for
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I reclassification to the Personnel Director. The request must
2 include the pertinent facts involved, the reasons for the
3 request, and a definition of the duites actually and currently
4 being performed. The request may be submitted through
5 either the department head or the employee's bargaining
6 representative.
7 C. Investigation of reclassification request.
8 Requests for reclassifications shall be investigated by the
9 Personnel Director. If the job is improperly classified, or the
10 duties and responsibilities of the position are no longer within
11 the scope of the existing position, the Personnel Di rector,
12 with the approval of the department head, shall recommend
13 to the County Executive that the position be placed in the
14 appropriate class. If it is determined that the position is
15 properly classified, the position remains at its current level.
16 D. Maintenance of the classification plan.
17 The Personnel Director shall periodically review the entire
18 classification plan or any part thereof at his /her own initia-
19 tive or at the request of a department head, employee or
20 other interested party. The purpose of such review shall be:
21 1. to ascertain whether or not the plan accurately reflects
22 existing alignment of job classifications;
23 2. to determine the accuracy of class specifications, and
24 3. to assure that positions are properly classified. As
25 appropriate, the Personnel Director shall take whatever
26 action he /she deems appropriate to amend and update the
27 classification plan.
28 106.0 SALARY ADMINISTRATION
29 106.1 THE PAY PLAN
30 The pay plan shall include the schedule of pay ranges, consisting.
31 of minimum, intermediate, and maximum rates of pay for all
32 classes of position employed by the County. The. objectives of the
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pay plan shall be to:
A. Provide an appropriate salary structure to recruit and retain
competent employees.
B. Provide appropriate pay incentives for high employee
productivity.
106.2 STANDARDS FOR DEVELOPMENT OF THE PAY PLAN
The pay plan shall be directly linked to the classification plan and
shall be based on the principle of equal pay for equal or similar
work. Pay ranges within the pay plan shall be determined with
due regard to such factors as:
A. Uniformity of pay for each class;
B. The relative difficulty and responsibility of work;
C. The recruiting experience of the County;
D. The prevailing rates of pay in both public service and private
industry;
E. Cost of living factors;
F. The financial policies of the County;
G. Other pertinent economic considerations.
106.3 ADOPTION OF THE PAY PLAN
The Personnel Director, subject to the approval of the County
Executive and the County Council shall be responsible for the
development and maintenance of the pay plan. The plan shall be
submitted to the County
Council for adoption by resolution.
106.4 ADMINISTRATION AND AMENDMENTS
The Personnel Director shall be responsible for administrating the
pay plan. He /she shall insure that the plan is kept current
through periodic reviews and comparative studies of pertinent
factors affecting levels of pay. When appropriate, the Personnel
Director shall recommend to the County Executive necessary
amendments to the pay plan.
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1 106.5 ENTRY LEVEL PAY RATE
2 The entry level pay rate shall normally be the probationary, rate
3 in the pay range. prescribed for the class. . A department head,
4 subject to the approval of the County Executive may make an
5 appointment above the entry level pay :rate. Approval of appoint-
6 ments above the entry level pay rate shall be granted only when
7 there are no available or acceptable candidates at the entry level
8 rate or in recognition of qualifications which clearly exceed the
9 minimum requirements for the position. In no instance will an
10 appointment be made above the minimum where equally qualified
11 County employees earn less or where.equally qualified applicants
12 are available at that starting rate. Under no circumstances will
13 an employee receive an entrance pay rate below the minimum
14 rate prescribed for the classification to which appointed.
15 106.6 STEP INCREASES
16 An employee shall be eligible for the first step increase upon
17 completion of the four -month probationary period, provided the
18 employee did not start legal employment above the entry step.
19 The employee will then be eligible for a step increase eight
20 months later on the anniversary date, and annually thereafter.
21 Should an employee receive a promotion, the employee's anni-
22 versary date for pay purposes shall be changed to the effective
23 date of the promotion. Step increases shall not be granted above
24 the top step of the assigned range.
25 106.7 BASIS FOR STEP INCREASES
26 Advancement to steps 1, 2 and 3 shall be made on an automatic
27 basis if the probation period is successfully completed.
28 Advancements to steps 4, 5, 6, and 7 shall not be granted
29 automatically but will be based on satisfactory work performance'
30 in addition to length of service in a classification. The
31 performance of the employee shall be evaluated by his or her
32. supervisor prior to the decision for each pay step increment. The
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1106.8
1106.9
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employee must have an overall evaluation of "satisfactory" or
higher for the in -grade increment to be granted. Normally, no
more than one pay increment may be granted to an employee
during any twelve -month (12) period unless the employee is
promoted to a higher classification.
PART -TIME AND INTERMITTENT EMPLOYMENT
Part -time and intermittent employees shall be compensated on an
hourly basis equivalent to the hourly rate established for regular
full-time employment when they perform work in a classified
position. Such employees are not eligible for benefits unless they
meet the minimum requirements of the respective union agree-
ment or an RCW which applies.
Seasonal, part -time and intermittent employees working in non-
classified positions may be paid at rates established by the
employing department, after a rate review by the Personnel
Director.
PAY RATE ADJUSTMENT
The following personnel actions shall affect the pay status of an
employee in the manner described:
A. TRANSFERS: When an employee is transferred from one
classification to another with a common pay range, the
employee shall continue to receive the same pay rate and
shall maintain the same anniversary date.
B. PROMOTIONS: When an employee is promoted from one
class to another having a higher pay range, that employee
shall receive an increase of not less than 3.8%. If the
employee's current rate of pay is below the minimum for the
higher class, pay shall be increased to the lowest step of the
high class which provides at least a 3.8% increase in pay.
C. DEMOTION: When an employee is demoted for cause .from
one class to another having a lower pay range, the individual
shall be placed in a step within the lower range which pro-
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106.10 OVERTIME
vides at least a 3% reduction in pay. When an employee is
demoted for administrative purposes through no fault of the
employee, the employee shall be paid the top step in the
lower pay range, or the nearest pay step to their current rate
of pay, whichever is lower.
D. REINSTATEMENT: If an employee is reinstated to a position
with the same pay range as that from which he /she resigned,
the employee shall be placed in the same pay step that was
occupied at the time of resignation. If the employee is
reinstated to a position in a class with a lower pay range, the
employee shall be placed in a pay step at or below the step
which most nearly approximates the step that was occupied
at the time of resignation.
A. Employees other than exempt employees will be paid over-
time in accordance with the provisions of their respective
collective bargaining agreements.
B. Overtime shall be paid only for department authorized work.
C. Overtime for exempt employees is authorized only under
conditions outlined in the Non -Union Salary Resolution.
106.11 CALL BACK PAY
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Employees other than exempt employees shall receive call back
pay when they are requested to return to work on a week -end, or
after completing a regular working day and having left work for
the day in accordance with provisions of their respective collec-
tive bargaining agreements.
UNEMPLOYMENT COMPENSATION
The County shall provide unemployment compensation for
employees who may be laid off. Washington State laws and
Employment Security Department Rules and Regulations
regarding unemployment compensation shall be observed by the
County.
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1 107.0 GROUP INSURANCE
2 107.1 ELIGIBILITY
3 All employees meeting the requirements of their respective
4 collective bargaining agreement or the Non -Union Salary
5 Resolution shall be eligible for insurance benefits on the first of
6 the month following the date of hire, assuming the premium has
7 been .paid for them.
8 107.2 COVERAGE The County shall provide an employee and family benefit plan for
9 medical (including prescription drug care), dental, vision and life
10 insurance for each eligible County employee.
11 108.0 SICK LEAVE
12 108.1 GENERAL Cumulative sick leave with pay shall be provided to every County
13 employee in accordance with the provisions of their respective
14 collective bargaining agreement. Sick leave shall include time
15 off for bona fide illness, accident, medical leave as approved by a
16 physician, dental and doctor appointments, and illness in the em-
17 ployee's immediate family (spouse and children). Upon request,
18 the employee shall provide the County with a proof of illness.
19 108.2 SICK LEAVE DEDUCTIONS
20 There shall-be full deductions from any sick leave accumulation
21 for all absences from work on account of doctor, or dentist
22 appointments, illness or disability, exclusive of any illness or
23 disability covered by state industrial insurance. Whenever any
24 earned sick leave is used by an employee, the number of working
25 hours used rounded to the nearest quarter hour, shall be deducted
26 from his /her total accumulated sick leave. The employee shall
27 accrue sick leave credit at the prescribed rate up to the
28 maximum amount prescribed in accordance with the provisions of
29 their respective collective bargaining agreement.
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1109.0 HOLIDAYS
109.1 Employees shall be paid for holidays in accordance with the
provisions of their respective collective bargaining agreement.
109.2 WEEKEND HOLIDAYS
If a holiday falls on a Sunday, the following Monday shall be
observed as a holiday. If a holiday falls on a Saturday, the
preceding Friday shall be observed as a holiday.
109.3 HOLIDAYS DURING VACATION
If a holiday should fall during a scheduled vacation, an extra day
off shall be granted.
1110.0 VACATION
Vacations shall be granted to all full -time employees in accord-
ance with the provisions of their respective collective bargaining
agreement..
110.1 VACATION SCHEDULING
Employees are responsible for knowing their vacation standing.
Seniority shall be the determining criteria for vacation priority.
Each employee may select the vacation dates desired from the
departmental vacation chart. If more than one employee signs up
for the same vacation period, the employee with the most senior-
ity shall have priority. Normally, only two weeks' vacation time
will be given priority on the initial sign -up. Vacation time in
excess of two weeks will be allotted after everyone has chosen
dates for the two -weeks or one -week vacation to which they are
entitled.. This policy may be modified by the department head if
circumstances warrant it. Those failing to sign up within the
scheduled time period will lose their vacation priority. Each
vacation request must be approved by the department head and
the County reserves the right at all times to restrict the taking of
vacations during peak workload periods, or to determine the
number of employees that may be on vacation at one time in ..a
single department. Departments may specify vacation scheduling
deadlines.
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1110.2
1110.3
111.0
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NEW EMPLOYEES
New employees shall be eligible for their first vacation January
1st of the year following their employment ,date on the basis of
one day for each month of service during the previous year, to a
maximum of ten (10) days. This period constitutes the 1st
employment year even if it consists of only one month. There-
after, vacation accrual will be on a calendar year basis. For the
purpose of this section, employment year in the Treasurer's
Department shall be June 1st to June 1st. During the 1st three
employment years, vacation shall accrue at the rate of one day
each month to a maximum of ten, eleven or twelve days, respec-
tively.
PRO -RATED VACATIONS
When an employee terminates or is terminated, they shall receive
pro -rated vacation from January 1st to date of severance of
BREAKS
employment, provided, employees of the Treasurer's Department
shall receive pro -rated vacation based from June 1st to date of
severance of employment. In the event an employee has not
taken his /her earned vacation at time of severance of employ-
ment, they shall receive pay in lieu thereof in addition to pro-
rated vacation in accordance with provisions of their respective
collective bargaining agreement.
BREAKS: Employees shall be allowed a rest period of fifteen (15)
minute for each four (4) hours of working time. Rest periods shall
be scheduled as near as possible to the mid -point of the work
period. No employee shall be required to work more than three
hours without a rest period.
A Lunch break of at least thirty (30) minutes but not more than
sixty (60) minutes shall be allowed which commences no less than
two hours nor more than five hours from the beginning of the
shift
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112.0 PAID LEAVES OF ABSENCE
112.1 JURY SERVICE
The department head shall be informed promptly when a staff
member receives a letter requesting his /her appearance for jury
selection or to serve as a juror. Written evidence of selection for
jury duty may be requested by the department head. While
serving on the jury, the employee shall receive the difference
between his /her actual salary and the jury duty pay. If an
employee reports for jury duty and is dismissed early in the day,
the employee shall, if possible, return to work for the remainder
of the calendar day and continue his /her normal work schedule.
112.2 MILITARY LEAVE
The County shall observe the State Statute regarding military
leave which states the following:
Every officer and employee of the state or of any county, city, or
other political subdivision thereof who is a member of the
Washington National Guard or of the Army, Navy, Air Force,
Coast Guard, or Marine Corps Reserve of the United States, or of
any organized reserve or armed forces of the United States shall
be entitled to and shall be granted military leave of absence from
such employment for a period not exceeding fifteen days during
each calendar year. Such leave shall be granted in order that the
person may take part in active training duty in such manner and
at such time as he may be ordered to active training duty. Such
military leave of absence shall be in addition to any vacation or
sick leave to which the officer or employee might otherwise be
entitled, and shall not involve any loss of efficiency rating,
officer or employee shall receive from the state, or the county,
city or other political subdivision, his /her normal pay. (RCW
38.40.060).
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1 112.3 BEREAVEMENT LEAVE
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If an employee suffers a death in the immediate family, the
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employee shall be allowed bereavement leave in accordance with
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the provisions of their respective collective bargaining
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agreement.
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113.0 LEAVE OF ABSENCE WITHOUT PAY
7
On rare occasions, leave of absence without pay may be granted
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an employee. Requests for such leave must be made in writing
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and be approved by the department head in question with the
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period of leave being specified and approved in writing. Final
11
approval is granted by the County Executive. Leave of absence
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without pay may be granted with the actual time period contin-
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gent upon the reason for the leave, the needs of the department,
14
the needs . of the employee, the past performance of the
15
employee, the availability of a temporary replacement, and other
16
pertinent facts. Leaves of absence will not be granted for periods
17
longer than eighty -nine (89) calendar days. Leave of absence
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without pay must be requested at least two weeks prior to the
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date the leave is to begin to allow time to process the request and
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to find a replacement, if that is necessary.
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113.1 DISABILITY LEAVE
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Disability leave without pay may be granted an ill or injured
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employee for periods not to exceed eighty -nine (89) calendar
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days. Leave without pay will not be considered until after the
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employee has used all sick, vacation, and holiday time which has
26
been accrued. Approval of a request for Disability Leave is
27
subject to the conditions outlined in 113.0 above, and upon the
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expectation that the employee will return to work within the
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allotted time period. An estimate from the doctor of the length
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of time the employee is expected to be off work may be
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requested prior to approval. Benefit premium coverage is not
32
provided the employee during the leave unless such coverage is
provided for in either a collective bargaining agreement or the
terms of the benefit coverage.
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1114.0 WORK RULES
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Employees returning from disability leave within the allotted
period will be reinstated to their original job or to a position of
like status and pay without loss of service credit or seniority
rights. Vacation and sick leave are not accrued during a period of
leave without pay, but accrual will begin again upon return to
employment.
The County's policy concerning maternity leave is in compliance
with the pregnancy and disability amendment to Title VII of the
Civil Rights Act of 1964, which generally provides that maternity
leave be treated as a temporary disability.
The orderly and efficient operation of the County government
requires that certain work rules be established. Work rules
covering personal standards of conduct as well as standard
operating procedures are necessary to protect the health and
safety of all employees, maintain uninterrupted service, and to
protect the County's goodwill and property. The following work
rules shall be applicable to all County employees. These rules are
not intended to be all inclusive and the County shall, when it
deems appropriate, establish different rules to insure the
effective operation of the County government:
A. Employees must be at their designated work area on time and
ready to work. Employees shall remain at their work area, at
work, until the scheduled quitting time unless permission to
leave is granted by their supervisor.
Non -union employees' schedules and work hours may vary
depending upon department requirements.
B. Where the operations are continuous, an employee shall not
leave his /her post until replaced by the next shift employee
or until he /she is relieved by his /her supervisor. The
employee must notify the supervisor that overtime may be
necessary no later than 30 minutes before the next shift
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C.
Employees shall follow all safety regulations to include the
3
wearing of safety articles and the using of protective
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equipment. Employees shall immediately report accidents or
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injury to their supervisor.
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D.
Employees shall be responsible for and shall not misuse
7
County property, records, or other materials in their care,
g
custody and control. Count
y y property, records or other
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materials shall not be removed from County premises without
10
written permission or under the direction of a manager or
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official who has the responsibility for the items. Property,
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records and other materials which are needed to perform
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work off the premises must be returned. Theft of County
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property is grounds for dismissal.
15
E.
Employees shall avoid littering work areas.
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F.
Employees shall deal with the public, their supervisors, and
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their fellow employees in a courteous and professional
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manner.
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G.
An employee shall immediately report to his /her supervisor
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his /her inability to report to work and the reason therefore.
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Notification should be made prior to the beginning of the
22
work period and as early as is practical so the employer can
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schedule around the absence.
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Employees shall not park in designated prohibited areas.
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I.
Employees shall notify their supervisor whenever there is a
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change in personal data which relates to their job benefit
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package or other work related particular.
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J.
Employees shall not restrict or interrupt work, or interfere
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with the work of others.
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K.
Employees shall report. for and remain at work only in a
31
physical condition that enables them to perform the full
32
range of their responsibility.
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L.
Employees shall not neglect their duties and responsibilities,
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or refuse to perform assigned work, or to comply with a
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lawful directive.
4
M.
Employees shall not engage in immoral conduct, fight, engage
5
in horseplay, gamble or use abusive- language while on duty or
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on County premises.
7
N.
Employees shall not use County telephones for personal calls,
8
or conduct personal business during working hours on County
9
premises.
10
O.
Employees shall not post notices on the County premises
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without prior approval from the appropriate authority.
12
P.
Employees shall not possess or use intoxicating beverages or
13
illegal drugs on County premises. Employees shall not possess
14
or use firearms or other weapons on County premises unless
15
such possession or use is necessary to the performance of
16
their duties.
17
Q.
Employees shall not falsify records, reports or claims of
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illness or injury.
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R.
Employees shall not engage in activities during working hours
20
that are harmful to other County employees or which inhibits
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their effectiveness on the job.
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S.
Employees shall follow all work orders and instructions unless
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they violate a rule or regulation or impose health or safety
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hazards. Willful disobedience of a lawful order is an offense
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which is grounds for dismissal.
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T.
Absence from work other than on authorized leave shall be
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plinary action. Unauthorized absence from duty for three (3)
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consecutive working days constitutes separation from service.
30
U.
Conviction of a crime may constitute grounds for disciplinary
31
action pursuant to WAC 162 -16 -060.
M
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114.1 DISCIPLINARY ACTION
Employees who violate any of the work rules set forth in Section
114.0 shall be subject to disciplinary action, up to and including
discharge.
114.2 ADMINISTRATION OF WORK RULES
The Personnel Director shall be responsible for the overall
administration of the work rules to include recommending
revisions, deletions, or adoption of new rules. He /she shall also
be responsible for advising department heads on the proper imple-
mentation of work rules.
115.0 GRIEVANCES
115.1
115.2
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Any employee having a problem or grievance regarding his or her
employment shall first discuss the problem with their immediate
supervisor.. If the problem is not solved to the employee's
satisfaction, the employee has the right to discuss the problem
with the next level of supervision, and so on, in an effort to
resolve the problem within the department.
If the problem cannot be solved within department channels, the
employee has the right to file a grievance with his or her union
representative about the matter.
DEFINITION OF A GRIEVANCE
A grievance is a complaint regarding any dispute or controversy
which might arise as to the interpretation or application of a
collective bargaining agreement; alleged poor working conditions;
unjust application of discipline; or unfair application, interpre-
tation, or violation of rules, policies and procedures of the
County, or of the department for which the employee works.
COUNTY POLICY
It is the policy of Whatcom County to treat all employees equit-
ably and fairly in matters affecting their employment. Each
employee of the County will be provided ample opportunity to
understand and resolve matters affecting his /her employment
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1115.3
1116.0
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which the employee believes are unjust. Any employee having the
right to file a grievance may do so without fear of reprisal.
Employees are encouraged to resolve their employment problems
through the channels described above before going outside the
system. Nothing in this section shall be deemed to abrogate any
legal means of redress to the courts, however.
PERSONNEL DIRECTOR
The Personnel Director shall be advised of all_ grievances which:
A. cannot be resolved at the first line supervisor's level, or
B. have been referred to the Union, as soon as the department
learns of this action.
The purpose of this notification is to insure that issues which may
affect more than one department are handled in a uniform
manner, and that the resolution of a problem does not conflict
with any law, regulation, policy or the provisions or a collective
bargaining agreement.
DISCIPLINARY PROCEDURES - GENERAL
The purpose of disciplinary action is to rehabilitate an employee
who is not performing satisfactorily. A lot of money goes into
the selection and training of employees and it is to the advantage
of both the County and the employee to correct behavior before
serious problems develop. Most incidents can be resolved by
bringing the problem to the employee's attention, but in some
cases, stronger sanctions become necessary. This section outlines
the process to be taken in dealing with these more serious
infractions.
Formal disciplinary action will normally take the form of;
A. a letter of repimand,
B. a suspension with or without pay,
C. a demotion, or
D. termination of employment.
The choice of which sanction to impose depends largely on the
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1116.1
116.2
12hr012012
seriouness of the violation, although in the case of an employee
who continually violates work rules, imposition of more serious
sanctions for second or third infractions may become necessary.
INVESTIGATION OF THE INCIDENT
When an incident occurs which appears to call for formal disci-
plinary action, the department head shall be notified immedi-
ately. Under his or her direction, inquiries shall be made to
determine who witnessed the incident, what physical evidence if
available, if any, and what the facts surrounding the incident
are. If the incident is of a criminal nature, the police or the
sheriff's office should be notified immediately.
Once sufficient information has been gathered, preferably in
writing, the employee concerned should be confronted and asked
for his or her explanation. Employees should be advised that they
have a duty to the employer to tell the truth concerning the
incident, and that lying about a work related violation may,' in
itself, be cause for dismissal.
LETTER OF REPRIMAND
After an investigation of the incident and an evaluation of the
facts have been made by the department head, the department
head may decide that a letter of reprimand is an appropriate
disciplinary action to be taken. The Personnel Director shall be
consulted on the proposed action prior to serving the letter on the
employee.
The letter of reprimand should summarize the violation briefly,
advise the individual that their behavior is not acceptable and will
not be tolerated in the future. Depending upon the circum-
stances, the individual may be advised that future incidents may
result in a suspension or termination.
The original letter shall be given to the individual, a copy sent to
the Personnel Department to be placed in the individual's
personnel file, and at least one copy retained by the department.
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If the employee is represented by a union, a copy of the letter
shall be forwarded to the union. The letter shall be signed by the
employee indicating only that he /she has received it.
116.3 SUSPENSION /TERMINATION - GENERAL
In the event the department head determines that a suspension or
a termination should be imposed for the violation, the Personnel
Director shall be consulted prior to any notification to the
employee. A "reasonable period" of disciplinary suspension shall
be determined on a case -by -case basis by the department head.
The following factors shall be taken into consideration when the
length of suspension is being determined:
A. The particular cause or reason for the suspension;
B. Prior conduct and service record of the employee;
C. The necessity and purpose of the suspension and the desired
objectives to be attained by such discipline;
D. The best interests of the County and its personnel;
E. All other factors which may be pertinent in the particular
case.
These same factors shall be examined when considering the
termination 'of an individual.
116.4 SUSPENSION /TERMINATION - NOTICE
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A. The termination or disciplinary suspension of a regular
employee without pay by a department head shall be
accomplished only:
1. By serving upon such employee, either personally or by
mail, a copy of the written notice of such suspension or
termination.
2. Filing such notice, together with evidence of such
service, with the Personnel Director.
B. A notice of disciplinary suspension or termination shall be on
a form prescribed by the Personnel Department, shall be
dated and signed by the department head and shall set forth:
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1. the name, classification, department, rank, and status of
the employee;
2. the time and duration of any suspension;
3. the reason or reasons for a suspension or termination, or
4. a simple notice of termination:
C. A copy of the notice of suspension or termination shall be
forwarded to the union which represents the employee.
D. The dates of any suspension should be set at least three
working days later than the notice of suspension so that the
employee and the union have an opportunity to review the
notice and, at their option, file a grievance under their
respective collective bargaining agreement.
E. The dates of the suspension may be set to minimize its effect
on departmental operations.
F. Subparagraph D. above does not preclude relieving an
employee of duties immediately because of the emergency
nature of the violation. In the event of an emergency
suspension of duty, the Personnel Director and the union
should be notified as quickly as is reasonably possible.
116.5 REVIEW OF SUSPENSION /TERMINATION
Employees who feel their suspension or termination was unjust
have the right to file a grievance through their respective union
representative. Each of the collective bargaining agreements
negotiated between the County ' and the various unions repre-
senting employees contains a grievance procedure under which a
suspension or termination may be reviewed, and /or contested.
1116.6 DEMOTION
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A. Demotion may be called for under certain circumstances,
primarily where a person in a position of authority has abused
that authority or committed a serious violation of some sort
related to the authority of the position.
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As with other forms of disciplinary action, ' the Personnel
Director shall be consulted on the proposed action prior to
serving any notice on the employee. Notice of Demotion is
given using the same form as for a suspension or termination.
B. A copy of the notice of demotion,-shall be forwarded to the
union which represents the employee.
C. The effective date of the demotion should be set at least
three working days later than the notice date, so that the
employee and the union have an opportunity to review the
notice and at their option, file a grievance under their
respective collective bargaining agreement.
D. The delay in implementation of the demotion contained in the
notice does not preclude the department head relieving the
individual of the duties of the position immediately.
E. In the case of a demotion, the pay of the individual drops to
lower rate on the effective date of demotion.
117.0 SELECTION PROCEDURES
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A. ENTRY LEVEL POSITIONS: Entry level positions shall be
open to any individual who wishes to apply. The Personnel
Department shall insure that positions are advertised in one
or more newspapers for at least three days in addition to
other dissemination methods, and that applications are
accepted for at least five working days. The selection pro-
cess shall conform to Affirmative Action and Equal Employ-
ment Opportunity Commission (EEOC) requirements.
B. PROMOTIONAL POSITIONS: Vacancies in positions shall be
filled by first opening the job. to qualified individuals
currently employed in the Department. Notice of intent to
fill a vacancy shall be published within the department for at
least three days. If in the opinion of the department head no
satisfactory applicant applies, the position shall be advertised
to the general public as outlined in Paragraph A.
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C. EXEMPT POSITIONS:
1. In order to promote morale and encourage personal
development on the part of employees, as well as insure
the recruitment of the best qualified individuals, exempt
vacancies may be filled by -the department head from
among qualified members from the department.
2. If the department head chooses, the vacancy shall be
opened to the public for applications as described in
Paragraph A. above.
D. DEPARTMENT HEADS: Vacancies in department head posi-
tions shall be filled through open competition in order to find
the best qualified individual. The Personnel Department shall
insure that positions are advertised in one or more news-
papers for at least three days in addition to other dissemin-
ation methods, and that applications are accepted for at least
five working days. The Selection Board shall be convened by
the Personnel Director to screen and recommend not less
than three names to the County Executive as finalists for the
position. The County Executive shall not be a member of a
Selection Board convened to screen and recommend depart-
ment head applicants.
E. CURRENT JOB DESCRIPTION REQUIRED:
1. No vacancy shall be filled in any department unless or
until a current job description, approved by the Personnel
Director, exists.
2. Applicants for vacant positions must, in the opinion of
the Selection Board, meet the minimum qualifications for
the job. In the event no applicant meets the minimum
qualifications for the job, the vacancy shall be re-
advertised. Provided that if the department head
chooses, he /she may appoint the most qualified of the
applicants as a "Trainee" in the position vacancy. The
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112hr012012
compensation for an employee in trainee status shall be
negotiated with the individual or in the case of a
bargaining unit employee, with the union. In each case in
which the training period extends beyond the normal
probation period established by a union contract, written
agreement of the union extending the probation period
must be obtained before the individual is hired.
F. SELECTION OF APPLICANT:
1. THE SELECTION BOARD: The Selection Board shall nor-
mally consist of not less than three members and shall:
a. Except when the department head is being selected,
include a representative of the department in which
the vacancy exists, appointed by the department
head, but not the department head him /herself;
b. Include a representative of the Personnel Depart-
ment;
c. Include one or more members selected at large. At
large members shall be appointed by the Personnel
Director with the concurrence of the department
head, provided that in the case of position vacancies
in Range 5 or less, no at large member need be
appointed.
2. WHEN A BOARD IS TO BE CONVENED: A Board shall
be convened to screen applicants for all vacancies except
for promotional and exempt vacancies, other than depart-
ment head vacancies, when more than four applications
are received from basically qualified individuals from
within the department for a promotional vacancy within
that department.
3. THE SCREENING PROCESS: All applications for a posi-
tion except positions excluded by the Whatcom County
Charter shall be reviewed by the Board and evaluated on
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12hr012012
the basis of education, experience, training and general
qualifications for the vacancy. If less than three
individuals apply for a position, the position may be re-
advertised.
a. The three top candidates selected from among those
interviewed shall be recommended to the department
head for appointment. In the event the department
head finds none of the three acceptable, more appli-
cants shall be interviewed until a second three
qualified candidates are found for recommendation.
If no satisfactory candidate is found among the six
candidates recommended, the position may be
readvertised.
4. Applications of unsuccessful applicants for a class shall
be kept on file during the next six months and shall be
considered for other vacancies in that same or similar
classes. Vacancies which occur during this period, for
classifications for which current applications are on file,
need not be re- advertised. Instead, selection may be
made from those on file. If fewer than six applications
are on file, the position shall be re- advertised.
Additional unsolicited applications may be added to the
file during the six -month period, but all applications must
be renewed at the end of the six -month period.
5. Although part -time positions are normally not subject to
the selection process, in certain positions it is to the
advantage of a department to employ persons on a part -
time basis as a 'way of screening individuals for future
permanent employment. For this type of position,
applicants for part -time positions may be screened in the
same manner as full time employees. If part -time
employees have been appointed through the normal
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118.0
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12hr012012
screening process, they may be given first consideration
for employment as a department employee when a full -
time vacancy occurs.
PERSONNEL EVALUATION
EVALUATION OF PROBATIONERS:
A. The exact length of probation periods vary with the collective
bargaining agreement. Regardless of the length of the
period, probationers shall be evaluated at the end of each
month of their probation.
B. At the end of each month,. the supervisor shall rate the
probationer using the evaluation form and then discuss the
rating with the employee. Achievements, as well as discre-
pancies, should be pointed out. If the employee is not
performing well or up to the standard expected, the super-
visor should not be shy about pointing out the areas of
deficiency and explaining what should be done to correct the
deficiency.
C. A record of these comments shall be made on the form. The
employee signs the form indicating the comments have been
reviewed with him /her. They do not need to agree with the
comments.
D. If performance does not improve during the probation period,
the employee should be terminated before reaching the end of
the period. Any doubt should be resolved in favor of the
County. Retaining a marginal or unsatisfactory employee
creates a problem which may go on for years. Termination
during probation is a relatively simple process.
E. As with other evaluations, one copy shall be forwarded to the
Personnel Department to be placed in the individual's person-
nel file.
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F. For individuals covered by the Teamster's contracts which
provide a wage boost at the end of probation, a program sheet
authorizing a salary boost to Step 1 shall accompany the final
probationary evaluation form.
EVALUATION FOR STEP RAISES
Some collective bargaining agreements require an evaluation
form be completed prior to a step raise to specific steps. Raises
to Step 4 through 7 of the Inside, Parks, Juvenile, and Public
Works contract require evaluations.
Forty -five (45) days prior to the anniversary date of the
employee's eligibility to progress to the next step, the department
supervisor will conduct an employee performance evaluation. As
with probationers, the supervisor shall complete the evaluation
form and then discuss it with the employee. If performance does
not warrant an increase in pay, the raise should be denied. The
requirement in the union contracts for the evaluation to be done
forty -five (45) days early is to provide time for the employee to
improve performance, if that is necessary.
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