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STATE OF WASHINGTON
County of Jefferson
In the Matter of Adoption of a
Personnel Administration Manual for
Jefferson County Employees
RESOLUTION NO 92-03
WHEREAS, the Board of Commissioners of Jefferson County believe it is in the
best interest of the County to have personnel rules, regulations, and policies that facilitate
efficient service to the public and provide a personnel management system within the County that
deals with all employees in an equitable and uniform manner; and
WHEREAS, it is in the best interest of County employees to have written
personnel policies to help prevent misunderstandings and problems and to eµsure that all
employees know what is expected of them; and
WHEREAS, because it is in the best interest of County employees to keep the
personnel policies manual as up to date as possible with federal and state statutes enacted since
adoption of the current Personnel Manual, and to have it reflect current practices, the task of
updating the Personnel Manual was undertaken; and
WHEREAS, a committee of employees, managers, Department Heads and
Elected Officials have reviewed, edited and made changes to the draft manual prepared by a
personnel consultant and now recommend the updated Personnel Administration Manual
attached for adoption by the County Commissioners.
NOW, THEREFORE, BE IT RESOLVED, by the Board of Jefferson County
Commissioners as follows:
1. That the Jefferson County Personnel Administration Manual, including Appendices A
through H, be and hereby is adopted for use by all Jefferson County Departments;
2. That written agreement by the individually Elected Officials to adopt, implement and
adhere to this manual satisfies the requirements for indemnification as provided in
Resolution No. 87-86;
3. That adoption of this Manual does not impair, controvert or alter the authority of any
individually Elected Official to exercise their statutory authority;
4. That the Personnel Manual shall not be interpreted or utilized in a manner that would
impair, controvert or alter the statutory authorities that are granted to any individual
Elected Official; and
5. That this Resolution repeals and replaces Resolutions No. 133-92,20-93 and 123-97.
AI:PReV£D·,4ND ADOPTED this
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. ulie Matthes, CMC
Deputy Clerk of the Board
JEFFERSON COUNTY ELECTED OFFICIALS
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Marianne Walters, Clerk
Tom Majhan, Superior Court Judge
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elie Dalzell, Prosecutmg Attorney
15th day of December , 2003.
JEFFERSON COUNTY
BOARD OF COMMISSIONERS
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Dan Ittemess, aIrman
(Excused Absence)
Patrick M. Rodgers, Member
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Donna Eldridge, Auditor
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Mark Huth, District Court Judge
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Mike Brasfield, Sheriff
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Judi Morris, Treasurer
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Central Services
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District Court
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Health Dellartment
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Natural Resources
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Sheriff - West t:nd
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Auditor
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Juvenile Services
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Sheriff
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Sheriff - Quilcene
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1820 Jefferson SUeet
PO Box 1220
Port Townsend, WA 98368
Dan Titterness, District 1
Glen Huntingford, District 2 Patrick M. Rodgers, District 3
MEMO
TO:
ALL DEPARTMENTS
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Lorna Delaney, Human Resource Manag~~
March 31,2004
FROM:
DATE:
Subject: Department Copy ofthe Personnel Administration Manual
Attached is your "Department Copy" of the Jefferson County Personnel Administration Manual including
the adoption resolution, index and Forms sections. Any future amendments to the policy or additional
policies affecting personnel issues will be forwarded to you to keep with this copy. The Manual is also
available on the County's Intranet site. The link is listed near the bottom of the page under "Information."
The Commissioner's Office will provide paper copies for individual staff members at their request. Any
employee that would like their own paper copy should call (xl00) and let us know what size they would
like - 8 Yí" by 11" or "booklet" (4 )'4" by 5 W').
Also attached are copies of the Acknowledgment page that every employee must sign. Please forward the
signed forms to me so they can be filed in the employee's employment file. I am available to come to a
Department staff meeting and answer questions about the Manual or to answer individual employee
questions if they want to call me at x133.
Phone (360)385-9100
Fax (360)385-9382
jeffbocC@co.jefferson.wa.us
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Acknowledgment
I acknowledge having received a copy of the Jefferson County Personnel Administration Manual
and all of its appendices, and I agree to become familiar with its contents. I understand that neither
this handbook, nor any other County policy, practice, or procedure, is intended to provide any
contractual obligation relating to continued employment, compensation or employment in a
particular position, and should in no way be construed as creating any sort of employment contract. I
also understand that all of the policies, rules, and regulations in the handbook may be changed at any
time at the sole discretion of the County with or without prior notice to employees.
Date
Employee Signature
This acknowledgment is for the total Jefferson County Personnel Administration Manual including
the following appendices:
Appendix A - Equal Employment Opportunity/Affirmative Action Policy and Procedures
Appendix B - Code of Ethics Policy and Procedures
Appendix C - Standards of Conduct Policy and Procedures
Appendix D - Travel and Transportation Policy and Procedures
Appendix E - Alcohol and Drug Free Workplace Policy and Procedures
Appendix F - Anti-Harassment Policy and Procedures
Appendix G - Violence in the Workplace Policy and Procedures
Appendix H - Whistle Blower Protection Policy and Procedures
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TABLE OF CONTENTS
Chapter 1 -- Subject . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Section 1.0 -- Introduction (1)
Section 2.0 --Terms and Definitions (2)
Section 3.0 - Affected Parties Œ)
Section 4.0 - References (.8.)
Chapter 2-- Program Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Section 1.0 - Purpose (lQ)
Section 2.0 - Scope (lQ)
Section 3.0 - Authority ill)
Section 4.0 - Equal Employment Opportunity (l2)
Section 5.0 - Personnel Files (l2)
Section 6.0 - Collective Bargaining (U)
Section 7.0 - Management Rights (U)
Section 8.0 - Administrative Directives (U)
Chapter 3 - Equal Opportunity and Affinnative Action .................................. li
Section 1.0 - Declaration of Policy (15)
Chapter 4-- Code of Ethics ........................................................ 16
Section 1.0 - Declaration of Policy (lQ)
Chapter 5 - Standards of Conduct . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Section 1.0 - Rules of Conduct (11)
Chapter 6 -- Employee Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Section 1.0 - Health Insurance (lID
Section 2.0 - Vacation (2)
Section 3.0 - Personal Time Off(20)
Section 4.0 - Holidays (20)
Section 5.0 - Sick Leave (W
Section 6.0 - Leaves of Absence (23)
Section 7.0 - Injuries/lllnesses (26)
Section 8.0 - Employee Assistance Program (21)
Section 9.0 -Training (27)
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Chapter 6 -- Employee Benefits (Cçmtinued)
Section 10.0 - Retirement (28)
Section 11.0 - Other Pre-Tax Programs (28)
Section 12.0 - Reimbursement for Job-Related Travel Expenses (29)
Section 13.0 - Membership in Professional and Technical Societies (W
Section 14.0 - Professional and Technical Registration (22)
Section 15.0 - Community Service Organizations (29)
Chapter 7-- Job Classification System. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Section 1.0 - Purpose run
Section 2.0 - Analysis (30)
Chapter 8-- Compensation Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .ll
Section 1.0 - Salary Administration Policy (.ll)
Section 2.0 - Pay Administration (.ll)
Section 3.0 - Payment of Salary and Wages (.ll)
Section 4.0 - Overtime (32)
Section 5.0 - FLSA Exempt Personnel Ql)
Section 6.0 - Travel Time (33)
Chapter 9-- Recruitment and Selection ............................................... 34
Section 1.0 - Job Announcement (34)
Section 2.0 - Application (34)
Section 3.0 - Eligibility (36)
Section 4.0 - Selection QQ)
Chapter 10-- Employee Status .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
Section 1.0 - Appointment (38)
Section 2.0 - Orientation (39)
Section 3.0 - Seniority (39)
Section 4.0 - Trial Period (40)
Section 5.0 - Performance Evaluation ß,Q)
Section 6.0 - Promotion (41)
Section 7.0 - Employee Initiated Transfers (11)
Section 8.0 - Employer-Initiated Transfer (12)
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Chapter 10-- Employee Status (Continued)
Section 9.0 - Demotions (42)
Section 10.0 - Reduction in Force/ConsolidationIReorganization (m
Section 11.0 - Reclassification (43)
Section 12.0 - Separation from County Employment (4J)
Chapter 11- General Policies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
Section 1.0 - Attendance (45)
Section 2.0 - Time Reporting (ffi
Section 3.0 - Immigration Law Compliance (46)
Section 4.0 - Safety (47)
Section 5.0 - Alcohol and Drug Free Workplace HZ)
Section 6.0 - Anti-Harassment Policy (~
Section 7.0 - Violence in the Workplace (~
Section 8.0 - Employee Identification Badges (49)
Section 9.0 - Firearms (50)
Section 10.0 - Whistleblower Protection (W
Section 11.0 - Personal Data Changes (W
Section 12.0 - Job Descriptions (ID
Section 13.0 - Nepotism Policy (ID
Section 14.0 - Outside Employment ŒD
Section 15.0 - Volunteer Activities of Employees ~)
Section 16.0 - Use of Office and Telecommunications Equipment and Services ~)
Section 17.0 - Emergency Closures and Inclement Weather~)
Section 18.0 - Department Rules (54)
Section 19.0 - Suggestions (54)
Section 20.0 - Personal Appearance and Dress ~
Section 21.0 - Health and Fitness Œ2,)
Section 22.0 - Smoking (~
Section 23.0 - Bulletin Boards (56)
Section 24.0 - Employee Parking (~
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APPENDIX' A' Equal Employment Opportunity/Affirmative Action Policy and Procedures. . . . . 57
Section 1.0 - Affirmative Action Statement (57)
Section 2.0 - Definitions (57)
Section 3.0 - Equal Employment Opportunity Statement (58)
Section 4.0 - Assignment of Responsibility ~)
Section 5.0 - Employment Process Œ2)
Section 6.0 - Complaint Process Œ2)
Section 7.0 - Evaluations (@
Section 8.0 - Individual Acts (60)
Appendix 'B' Code of Ethics Policy and Procedures .................................... 61
Section 1.0 - Policy (ffi
Section 2.0 - Definitions (61)
Section 3.0 - Affected Parties @)
Section 4.0 -- Conflicts of Interest Defined, Generally (62)
APPENDIX 'c' Standards of Conduct Policy and Procedures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Section 1.0 - Policy (65)
Section 2.0 -- Definitions ~)
Section 3.0 - Immediate Discharge (65)
Section 4.0 - Other Disciplinary Actions @)
Section 5.0 - Investigation (67)
Section 6.0 - Disciplinary Action (68)
Section 7.0 - Appeal Process (70)
APPENDIX 'D' Travel and Transportation Policy and Procedures ......................... 71
Section 1.0 - Introduction (71)
Section 2.0 - Definitions (11)
Section 3.0 - Affected Parties (71)
Section 4.0 - General (1l)
Section 5.0 - Reimbursement Method (72)
Section 6.0 - Direct Payment to Vendors Supplying Meals or Lodging (73)
Section 7.0 - Basis for Reimbursement (73)
Section 8.0 - Reimbursable Meal Expenses (H)
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APPENDIX 'D' Travel and Transportation Policy and Procedures (Continued)
Section 9.0 - Lodging Reimbursement @)
Section 10.0 - Fonns Used for Travel (76)
Section 11.0 - Travel Expense Reimbursement Claims (12)
Section 12.0 - Advanced Travel Funds (]1.)
Section 13.0 - Reimbursable Transportation Expenses (78)
Section 14.0 - Non-Reimbursable Expenses (].2)
Section 15.0 - Use of Privately Owned Motor Vehicles (79)
Section 16.0 - County-Owned Motor Vehicles ŒID
APPENDIX 'E' Alcohol and Drug Free Workplace Policy and Procedures. ................ .. 81
Section 1.0 - Policy Statement (ID
Section 2.0 - Definitions (81)
Section 3.0 - Education and Training (@
Section 4.0 - Required Alcohol and/or Drug Testing (82)
Section 5.0 - Alcohol or Drug Conviction (@
Section 6.0 - Confidentiality (83)
Appendix 'F' Anti-Harassment Policy and Procedures ................................... 84
Section 1.0 - Policy (84)
Section 2.0 - Definitions (84)
Section 3.0 - Prohibited Conduct Under This Policy (85)
Section 4.0 - Retaliation ~)
. Section 5.0 - The Complaint Process (.aID
APPENDIX 'G' Violence in the Workplace Policy and Procedures ........................ 93
Section 1.0 - Policy Statement (93)
Section 2.0 -- Definitions (2J)
Section 3.0 - Reporting Procedures (94)
Section 4.0 - Risk Reduction Measures (94)
Section 5.0 - Dangerous or Emergency Situations (94)
Section 6.0 - Enforcement (~
Section 7.0 - Counseling (95)
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Chapter 1 -- Subject
Section 1.0 -- Introduction
This policy manual is designed to provide employees and Departmental Directors of Jefferson
County with information about working conditions, employee benefits, and some of the policies
affecting County employment. Employees should read, understand and comply with all provisions
of this policy manual. It describes some of the expectations of County employees and outlines the
policies, programs, and benefits available to eligible employees.
Section 1.1 - Brief History
Jefferson County was created by the Oregon Territory Legislature in December of 1852. The
County boundaries included a portion of Clallam County. The new County was named in honor of
Thomas Jefferson. Lucius B. Hastings, Daniel F. Brownfield and Albert Briggs were appointed to
serve as the first Board of Commissioners, with Henry C. Wilson as Sheriff and Alfred A. Plummer
as Probate Clerk. When the Washington Territory was established in March of 1853 the County's
boundaries were re-established to the size it is today. The areas taken away from Jefferson County
became Clallam County.
The Olympic National Park which was established in 1889 runs through the middle of the County
and divides it in half. No roads cross the Olympic Mountains through the Park. A trip to the "West
End" by car requires traveling much of the way through Clallam County.
Most of Jefferson County's population lives on the east side of the County where the only
incorporated city, Port Townsend, is located. Port Townsend, the County Seat, is located on the
Quimper Peninsula which is surrounded on three sides by water. Jefferson County is bounded by the
Pacific Ocean on the west; a portion of the Strait of Juan de Fuca, and Admiralty Inlet on the north;
the Hood Canal on the eastern boundary; and Mason and Grays Harbor Counties to the south.
Section 1.2 - Jefferson County Courthouse
The Jefferson County Courthouse majestically overlooks Port Townsend Bay and the entrance to
Admiralty Inlet. Approved for construction in 1890 by the Jefferson County Commissioners, the
Romanesque style courthouse, brainchild of Seattle architect W. A. Ritchie, was let out to
contractors at an estimated cost of $150,000.00. Reportedly $117,600.00 was designated for the
building and $17,287.00 for the jail in 1892, which was located in the South half of the basement.
John Rigby, Building Contractor, and C. P. Wakeman, Superintendent of Construction, were the
contractors. The deep red, smooth bricks were shipped in from St. Louis, while some 786 tons of
sandstone were brought in from Alaska.
The addition of automatic openers on the main entrance doors enabled the removal of an attached
''woodshed'' put up years before as a windbreak. The homely structure was known locally as the
"Outhouse," and with its removal the beautiful arched entry could again be viewed. The Courthouse
Clock Tower was installed in the newly completed building in November 1892. Although the
original plans, drawn by W. A. Ritchie, called for a tower 140 feet tall, according to an article in an
Adopted: December 2003
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Jefferson County Personnel Administration Manual
issue of the Port Townsend Morning Leader, the tower measures only 124 feet, 4 inches. No
explanation can be found for the discrepancy.
Legend has it that the bell was pulled across the plains and the clock mechanism was shipped around
the Horn. The bell was reportedly drawn into position by a white horse. The E. Howard Watch &
Clock Company of Boston, MA, built both the bell and the clock mechanism of solid brass in 1891
Section 1.3 - Other County Facilities
In addition to the Courthouse, Jefferson County owns and/or operates 32 public buildings including
7 office buildings,S community centers, the County Jail and Sheriff's Offices, the medical facilities
at the Health Department, and the Sheriff's Office Annex in the West End. The County also owns
and/or operates the Solid Waste Transfer station on Jacob Miller Road, garbage "drop box sites" at
Quilcene and Clearwater, and 22 County parks facilities.
Section 1.4 - Organizational Chart
The chart in the Forms section of this manual illustrates the organization of the major subdivisions
of Jefferson County government.
Section 2.0 -Terms and Def'Initions
The intent of this section is to provide explanations of terms used throughout this manual. In
sections where there are differing definitions, they apply only within those sections and are not
meant to supersede the general meanings as defined below.
Anniversary Date: The date an employee is appointed to a position with the County. An employee
may have a position anniversary date and an annual review date as well
Annual Review Date: The date an employee's performance review (and step increase on some salary
matrices) is due each year
Appointment: The finalization of an offer of employment. Appointments may be trial, regular,
temporary, provisional, or emergency (see Chapter 10, Section 1.2 Classes of Appointment)
Career Ladder: A job classification where the job descriptions provide for the progression to a
more senior level position (e.g. Tech I to Tech II or Administrative Clerk I to Administrative Clerk
II) when specific conditions have been met. See appropriate Labor Agreement
Casual Labor: See Clerk Hire
Classification Plan: See Job Classification System
Clerk of the Board: A position that is appointed by and serves as the clerk to the Board of County
Commissioners
Clerk Hire: A person who is hired to work on an intermittent or as needed basis for a limited
number of hours per year
Adopted: December 2003
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Jefferson County Personnel Administration Manual
COBRA (Federal Consolidated Omnibus Budget Reconciliation Act of 1985): This act requires
employers to allow separated employees to remain covered under the employer's group health plan
for 18 to 36 months after separation, nonnally at the employee's own expense
Compensatory Time in Lieu of Compensation (also known as Comp Time): Time that may be
accrued by an employee in lieu of receiving monetary compensation for overtime according to
FLSA Rules if an employee has signed a Compensatory Time Agreement
Confidential Information: Information that is exempt from public inspection and copying pursuant to
RCW 42.17.310
Conflict of Interest: A situation in which a County employee or public official has, appears to have
or potentially has a private or personal interest sufficient to override or influence, or appears to be
sufficient to override or influence the employee's or public official's professional duties or judgment
County: Refers to the government offices of Jefferson County, State of Washington
Date of Hire: The first date that an employee starts working for the County. The date may change if
an employee has a break in service
Demotion, Disciplinary: Placement of an employee in a lower paying position/classification due to
reasons related to an employee's perfonnance
Demotion, Non-Disciplinary: Placement of an employee in a lower paying position due to a position
reclassification, reduction in force or other reason unrelated to an employee's perfonnance
Departmental Director: An elected official, manager, or supervisor directly in charge of a specific
department (e.g., the County Treasurer is the Departmental Director of the Treasurer's Office)
Departmental Personnel File: A file on each County employee, kept in the department where the
employee works which includes documentation of employee perfonnance, written disciplinary
actions, written commendations and other pertinent infonnation
Domestic Partner: A person living with the employee as if in a marriage relationship
Draw: An advance of up to 40% of the employee's monthly earnings paid once a month on or before
the 20th of the month
Elected Official: A person elected to an official capacity within the County who oversees the day-
to-day operations of a specific department or responsibility within County government
Employee: Any person employed by the County who is compensated with a paycheck where
federal, state, and/or local taxes are withheld. Independent contractors are not employees
Adopted: December 2003
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Employee Initiated Transfer: The employee has applied to be considered for a vacant position
during the in-house or outside recruitment
Employer Initiated Transfer: A decision is made to place an employee in a different position with
the County. This may be due to budgetary constraints, disciplinary actions or for other reasons
Employment Anniversary Date: The date an employee is hired to fill a County position. Also known
as original appointment date
Employment Personnel File: A file on each County employee, kept in the Commissioners Office,
that includes the employee's name, position and department to which the employee is assigned, job
description, documents indicating employment status, performance evaluations, and records of
training received
Equal Opportunity Advisor: A position appointed or designated by the Board of County
Commissioners assigned the specific task of assisting all departments in implementing the Equal
Opportunity Program
Exempt Employee: An employee may be exempt from the provisions of the Fair Labor Standards
Act (See FLSA Exempt) or exempt from being a member of a Union (See also Union Exempt
Employee)
FLSA (Fair Labor Standards Act of 1938 also known as the Wage and Hour Law): Regulates
minimum wages, overtime, equal pay, record keeping and child labor for employees of enterprises
engaged in interstate or foreign commerce and employees of state and local governments
FLSA Exempt Employee: An employee who is exempt from provisions of the FLSA and is not paid
overtime wages. Exempt employees are usually salaried employees whose employment duties meet
the federal test in one of the following categories: administrative, professional, or executive
FMLA (Family and Medical Leave Act of 1993): Requires covered employers to provide up to 12
(twelve) weeks of unpaid leave to eligible employees for a variety of reasons related to family and
medical care (see also Chapter 6, Section 6.5)
Family Member: Spouse, father, mother, brother, sister, son, daughter, father-in-law, mother-in-law,
brother-in-law, sister-in-law, son-in-law, daughter-in-law, or anyone who is financially dependent
upon a public official or employee
Full Time Employee: Employees who regularly work a minimum of 30 (thirty) hours per week. Full
time employees are eligible for 100% of the benefits as provided by the County
Gift: Anything of economic value, regardless of the form, that is given voluntarily and without
compensation. It DOES NOT include the solicitation, acceptance, receipt or regulation of political
campaign contributions regulated in accordance with provisions of federal, state or local laws
governing campaign finances. (See also Chapter 4)
Adopted: December 2003
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Jefferson County Personnel Administration Manual
Grade: A group of positions sufficiently similar in duties, responsibilities and authority, and
minimum qualifications to pennit combining them under a single pay level, and to pennit the
application of common standards for compensation
Grievance: An alleged breach by the County of any express tenn of a labor agreement, or any
complaint against the County or County personnel in violation of a specific policy or procedure
Grievance Panel: The 3 (three) County Commissioners hearing a grievance filed under the Whistle
Blower procedure (see Chapter 10 and Appendix A)
Health Insurance Portability and Accountability Act 1996 (HIP AA): A federal Act to improve the
efficiency of the nation's health care system and protect the security and confidentiality of health
information
Human Resource Manager (HRM): A position appointed or designated by the Board of County
Commissioners to handle personnel, staffing and other related matters
In-House Recruitment: An announcement of a vacancy to all current County employees
Insubordination: A deliberate and inexcusable refusal to obey a reasonable order that relates to an
employee's job function. It also includes public disrespect displayed by a County employee toward a
Departmental Director or toward the County while on duty, and hostile or abusive language to any
citizen, fellow employee, or Departmental Director
Internal Recruitment: A Departmental Director review of all qualified department personnel for
possible appointment to a new or vacant position within the department. Mayor may not include an
announcement to detennine interest in the position within the department
Job Classification System: A classification system that includes job description/titles indicating the
level of responsibility and pay grade, and a wage or salary matrix that indicates grades and the steps
within those grades
Job Description: A written summary of duties, responsibilities, and authority for the work an
employee is hired to perfonn for the County. Also includes the necessary qualifications for the
position and any, special physical or environmental requirements of the job
Medical Records File: Records of employee disabilities or any other type of specific medical
records kept separate from employment and departmental personnel files
Non-exempt Employee: This refers to employees who are not exempt from earning overtime as
defined by the Fair Labor Standards Act
Non-regular Employee: An employee who is not designated as a regular employee
Non-standard Work week: Any workweek that does not begin on Monday and end on Friday
Adopted: December 2003
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Official Act or Action: Any legislative, administrative, appointive, or discretionary act of any
official or employee of the County or any agency, board, committee or commission thereof
Order of Precedence: Used when detennining which laws or agreements are more applicable
Original Appointment: The date an employee begins employment with the County -- See also
Employment Anniversary Date
Ordinance: A law of the County enacted by the Board of County Commissioners
Occupational Safety and Health Act (OSHA): A federal law establishing minimum standards for
Industry which is administered in Washington State by a federally approved plan (see WISHA)
Outside Recruitment: An announcement of a vacancy to the public (advertised in the official County
newspaper (at a minimum) and/or other area newspapers, professional journals and posted on
County website
Pay Status: When an employee is working or when an employee is using any compensable time
(i.e., vacation, sick leave, bereavement leave or approved Comp Time) as compensation for their
fully scheduled workday, they are considered to be on pay status.
Personnel File: Refers to both the employee's employment personnel file and the employee's
departmental personnel file
Position Anniversary Date: The date an employee is appointed to a specific position (defined by a
job description) which may be different from their Anniversary Date
Promotion: Appointment within a department of a current employee to a position with a higher
level of responsibility and accountability
Provisional Appointment: Temporary appointment to a position in County service pending the
completion of the selection process to fill the position (see Chapter 10, Section 1.1 Types of
Appointment)
Provisional Offer of Employment: An offer of employment made before the County completes a
background check
Public Employee: Any person, holding a position by appointment or employment in the service of
the County, whether paid or unpaid, including members of any County designated board, committee,
or commission
Public Official: Any person holding a position by election, whether paid or unpaid, including members of any board, committee or commission thereof
Adopted: December 2003
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Quasi-employee: A person acting on behalf of the county, ~ith temporary rights and authority
relevant to the situation as outlined by the quasi-employee's description of duties or verbal
instructions provided by the Departmental Director, e.g., jurors, poll workers and advisory board
members
Revised Code of Washington (RCW): The compilation of all permanent laws now in force in the
State of Washington
Reclassification: A review of changes in job duties which results in a new title or classification
Recruitment: The process of notifying current employees and/or the public of position vacancies
within the County. Recruitment may be internal, in-house and outside (see definitions of each)
Reduction in Force (RIF): Terminate employment due to budgetary constraints
Regular Employee: An employee (full or part time) who has successfully completed the initial trial
employment period
Resolution: A resolution by the Board of County Commissioners that establishes a policy,
procedure, or statement specific to Jefferson County
Retire: When an employee leaves County employment with full eligibility (meets age, years of
service, etc.) to apply for benefits through a retirement plan
Salary Administration Policy: See Chapter 8, Section 1.0
Scheduled workday: The regularly scheduled workday of an employee
Separation: In terms of this Administration Manual, separation means an employee ceasing their
employment relationship with Jefferson County (See also termination)
Staffing Schedule: A list of position titles and the number of hours for which they are funded as
described in the annual budget
Temporary Employee: An employee who works for a fixed period generally not to exceed 4 (four)
months as set by the Departmental Director and approved by the Board of Commissioners. Such
employee shall receive no benefits other than those conferred by state or federal statute
Temporary Promotion: When an employee of a lower classification is appointed to fill a higher
classification due to the temporary absence of the employee normally in the higher classification
Termination: The voluntary or involuntary cessation of employment with the County
Trial Appointment: Appointment to County service or a new position for a specific amount of time
called the Trial Period
Adopted: December 2003
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Trial Period: A time during which the County can judge the perfonnance and potential of a new
employee, or an employee in a new position
Transfer: Appointment of an employee to another position in County employment. The transfer may
be employer or employee initiated
Union Exempt Employee: May also refer to employees not included in a Union bargaining unit, who
mayor may not also be FLSA exempt
WAC (Washington Administrative Code): The collection of administrative rules adopted by the
Washington State executive branch agencies to carry out the duties given to them in state law by the
Legislature
Wage Classification System: A system to review and evaluate job descriptions to group "like kinds"
of work into classes. Classes represent a range of work activities that are substantially similar in
type, responsibility, and authority (See Job Classification System above and Chapter 7)
Whistle Blower: A person who reports illegal or improper conduct, especially improper conduct on
the part of the Whistle Blower's employer (see Chapter 11, Section 10.0 and Appendix H)
WISHA (Washington Industrial Safety and Health Act): Washington State's occupational safety and
health program, established when the State Legislature passed the Washington Industrial Safety and
Health Act in 1973
Work day: The number of hours during a 24 (twenty-four) hour period required of an employee to
fulfill the job requirements as defined by the job classification and duties
Workweek: A fixed and regularly recurring period of 168 (one hundred sixty eight) hours. (Le. 7
[seven] consecutive 24 [twenty four] hour periods)
Section 3.0 - Affected Parties
All persons employed by the County (full time, part time, quasi-employees) and all persons who
contract, sub-contract or volunteer for the County.
Section 4.0 - References
This listing is not all inclusive.
Section 4.1 - Federal
ADA - Age Discrimination in Employment Act
COBRA -Federal Consolidated Omnibus Budget Reconciliation Act of 1985
Drug Free Workplace Act of 1988
HIP AA - Health Insurance Portability and Accountability Act (1996)
!RCA - Immigration Recovery and Control Act
FMLA - Family and Medical Leave Act of 1993
FLSA - Fair Labor Standards Act
Adopted: December 2003
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Section 4.2 - Revised Code of Washington (RCW) Titles
Civil Inftactions
Carrying Firearms
Exceptions to Restrictions on Carrying Firearms
Concealed Pistol License
Payment of Salaries of Officers and Employees
Military Leave for Public Employees
Political Activities
Public Disclosure
Certain Personal and Other Records Exempt
Code of Ethics for Municipal Officers - Contract Interests
Municipal Corporations and Political Subdivisions -- Charge Cards for Officers' and
Employees' Travel Expenses
Ethics in Public Service
Industrial Welfare
Labor Regulations - Requiring Lie Detector Tests
Washington Clean Indoor Air Act
7.80
9.41.050
9.41.060
9.41.070
36.17.040
38.40.060
41.06.250
42.17
42.17.310
42.23
42.24.115
42.52
49.12.270
49.44.120
70.160
Section 4.3 - Washington Administrative Code
248-152 Prohibition of Smoking Tobacco in Certain Places
Section 4.4 - Jefferson County
Resolution No. 24-01 Jefferson County Records Access Policy
Resolution No. 17-98 Jefferson County Network, Internet, Intranet, E-mail and Voice Mail Use
Policy
Resolution No. 78-99 Prohibition Against Weapons in the Jefferson County Courthouse
Resolution No. 40-96 Policy Governing Expenditures of Public Funds for Food and Beverages by
County Departments
Resolution No. 35-96 Establishing a Key Policy for the Offices and Buildings of Jefferson County
Resolution No. 61-95 Use of Credit Cards on Behalf of Jefferson County
Resolution No. 64-95 Computer Diskettes ftom Outside Being Used on County Computers
Resolution No. 120-95 Jefferson County Drug and Alcohol Testing Policy for Employees Who Hold
a Commercial Drivers License as a Condition of Employment
Resolution No. 79-94 Authorizing Donation by County Employees of Accrued Sick Leave and
Establishment of a Sick Leave Bank
Resolutions No. 88-93, 129-97 & 67-99
Jefferson County Loss Control and Countywide Safety Manual
Resolution No. 87-86 Indemnification and Tort Representation of County Officials, Employees, and
Their Marital Communities
Resolution No. 81-03 Establishing a Paid Time Off (PTO) System and Offering that Alternative to
Non-Represented Employees
Adopted: December 2003
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Chapter 2-- Program Administration
Section 1.0 - Purpose
The purpose of these rules, regulations, and policies is to facilitate comprehensive, accountable and
efficient service to the public, and to provide a personnel management system within the County that
deals with all employees in an equitable and uniform manner.
It is the intent of these rules to recognize that the County shall employ the most qualified persons
available. The tenure of every employee shall depend upon the need for work performed, availability
of funds, effective performance, and good conduct. Each employee shall be expected to perform at
their optimum level to provide competent, efficient and courteous service to the public and the
County.
None of these provisions shall be deemed to create a vested contractual right to any employee or to
limit the power of the County to repeal or modify these rules. These policies are not to be interpreted
as promises of specific treatment.
Section 2.0 - Scope
This manual sets forth the minimum standards of performance and conduct for all employees in
County service. Any department may establish its own standards for operation and rules of conduct,
provided those standards and rules are in writing and are not in direct conflict with the policies of
this manual, collective bargaining agreements, Civil Service rules, local ordinances or contracts, or
state or federal statutes. Individual departmental procedures appear at the Departmental Procedures
tab in this manual. Departmental Directors shall have the responsibility of informing employees of
such procedures and of seeing that they are carried out uniformly and fairly.
The policies outlined in this manual are subordinate to any provision of operational collective
bargaining agreements, Civil Service rules, local ordinances, or contracts, or state or federal statutes.
In the event of conflict between a provision of this manual and state or federal statutes, collective
bargaining agreements, Civil Service rules, local ordinances or contracts, the statute, agreement,
rule, ordinance, or contract shall prevail.
Order of Precedence
Federal Laws
State Laws
Operational Labor (bargaining) Agreements
Civil Service Rules
Local Ordinances, resolutions, or contracts
Personnel Policy Manual
No provision of this manual purporting to grant any benefit that could result in a financial obligation
of the County shall be effective until such obligation is specifically approved by the Board of
County Commissioners and/or implemented by appropriate action, ordinance or resolution.
Adopted: December 2003
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Section 2.1 - Revisions
The Jefferson County Personnel Manual may be revised by resolution of the Board of County
Commissioners with concurrence of the Elected Officials. (See Resolution 87-86 Indemnification
and Tort Representation of County Officials, Employees, and Their Marital Communities)
Section 3.0 - Authority
The Board of County Commissioners may delegate responsibility and authority for daily
administration of personnel matters as follows:
Section 3.1 - Departmental Director Responsibilities
Departmental Directors are responsible for the following type of matters for employees within their
assigned departments:
a. Employee selection pursuant to the selection process
b. Performance evaluation
c. Retention of individual employment personnel files, which includes: employee
evaluations, written employee communications, letters of support for and
documentation of disciplinary actions
d. Initiation of personnel actions
e. Training and professional development
f. Discipline
g. Complaints about or between employees
Section 3.2 - Human Resource Manager Responsibilities
The Human Resource Manager (HRM) shall be responsible for insuring that the following type of
activities are properly administered by the County:
a. The recruitment process
b. Affirmative Action Plan reporting
c. Retention of employment records that include initial hiring documents, job
descriptions for all County positions, employee evaluations, employee medical
records, mandatory and cross departmental training records
d. Classification and compensation plans
e. Labor relations
f. Comprehensive review, advice, monitoring and technical assistance for personnel
actions
g. Coordination of interdepartmental training programs
h. Equal Opportunity Program, Affirmative Action Plan, Age Discrimination in
Employment Act, Americans with Disabilities Act, and such other employment
regulations or programs requiring centralized monitoring or implementation
Those persons delegated any of the responsibilities contained in this manual shall be accountable for
equitable, efficient and impartial administration of these duties. The Human Resource Manager may
utilize the services of other County employees or consultants in fulfilling the responsibilities for
program administration.
Adopted: December 2003
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Section 4.0 - Equal Employment Opportunity
It is the policy of Jefferson County to attract and retain employees who are the most qualified
regardless of race, creed, religion, color, national origin, sex, marital status, sexual orientation,
political affiliation, or the presence of any sensory, mental, or physical disability or the use of a
trained dog guide or service animal by a disabled person.
Employees will be treated impartially and without prejudice regarding compensation, promotion,
transfers, training and all other terms and conditions of employment, as their abilities warrant and as
openings occur. The goal of the equal opportunity program is to maintain an environment ensuring
recognition of each person's efforts, achievements, and cooperation. When necessary, reasonable
accommodations shall be made.
Any alleged act or complaint of discrimination on the part of any County employee shall be reported
to the County Equal Opportunity Advisor for appropriate investigation and action.
Section 5.0 - Personnel Files
Two specific types of personnel files exist in the County system, employment personnel files and
departmental personnel files. The Clerk of the Board shall ensure that official employment
personnel files are maintained for each employee. The Departmental Director is responsible for
individual employee departmental personnel files. All personnel files are a part of the ordinary
business records of the County and are the property of the County. Personnel files shall only be
available to County employees with a direct employment related need for access and the employee's
Departmental Director unless otherwise directed by State law or court order.
Personnel files will not contain information regarding employee disabilities. Such infonnation will
be maintained in a separate medical file.
Only employment related infonnation should be included in personnel files. An employee may
inspect their employment or departmental personnel file at any reasonable time.
No portion of any personnel file shall be duplicated or reviewed by any person, other than those
authorized by this policy, without the knowledge of the employee.
Section 5.1 - Employment Personnel Files
The employment personnel file shall show the employee's name, position and department to which
they are is assigned and shall include the job description, any fonns signed as required by any
section of this policy or other County policies, documents indicating employment status,
performance evaluations and training received.
Section 5.2 - Departmental Personnel Files
Documentation of employee performance including written disciplinary actions, written
commendations and other pertinent infonnation shall be kept in the employee's departmental
personnel file.
Adopted: December 2003
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An employee may place any pertinent information in their departmental personnel file for purposes
of explaining or refuting official records therein.
Section 5.3 - Confidentiality
Certain portions of the personnel records of the County are public documents and are subject to
disclosure under State law (RCW 42.17) and the Federal Right to Privacy Act. The County will
attempt to maintain the confidentiality of personnel records to the extent permissible under State and
federal statute.
Section 6.0 - Collective Bargaining
Jefferson County recognizes the right of employees to join unions for the purpose of collective
bargaining. Employees are required to join one of the unions listed below depending upon the
department/division to which they are assigned.
United Food and Commercial Workers (UFCW) Local 1001:
Auditor Facilities (division of Central Services)
Assessor Health & Human Services
Clerk (Superior Court) Juvenile Services
District Court Parks and Recreation (division of Public Works)
Animal Services (division of Health & Human Services) Prosecuting Attorney
Community Development Sheriffs Office Cook
Cooperative Extension Treasurer
International Brotherhood of Teamsters, Local Union No. 589:
Central Services ( except Facilities) J effCom.
Corrections (division of Sheriff's Office) Public Works
Information Services Sheriffs Office (excluding Cook)
Section 7.0 - Management Rights
Nothing in these rules shall be construed as affecting or revoking the inherent exclusive right of the
County with respect to matters of generallegislative or managerial policy, including but not limited
to the following:
1. To determine the mission of the County's constituent departments, commissions, and boards
2. To set standards for public service and accountability
3. To determine the procedures and standards of selection for employment, promotion, transfer,
and dismissal
4. To direct and supervise all County employees
5. To take disciplinary action
6. To relieve employees from duty due to a reduction in force
7. To terminate employees for just cause
8. To maintain the efficiency of governmental operations
9. To determine the methods, means, and personnel by which government operations are to be
conducted
10. To take all necessary actions to carry out the County's mission in emergencies
11. To exercise complete control and discretion over the County's organization and the
technology of performing its work
12. To set staffing levels and hours of operation
Adopted: December 2003
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Section 8.0 - Administrative Directives
The HRM shall be responsible for the issuance of personnel-related administrative directives,
procedures, and interpretations to supplement this Personnel Administration Manual. The Board of
County Commissioners must approve such directives, procedures, and interpretations with
concurrence of the County Administrator, and the Departmental Director, after which they will be
distributed, followed and enforced in the same manner as the Personnel Administration Manual.
Administrative directives and procedures will not conflict with the policies contained in this manual.
Adopted: December 2003
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Chapter 3 - Equal Opportunity and Affirmative Action
Section 1.0 - Declaration of Policy
Jefferson County has established an Affirmative Action Policy to promote and afford equal
treatment and service to all citizens regardless of race, creed, religion, color, national origin, sex,
marital status, sexual orientation, political affiliation, or the presence of any sensory, mental, or
physical disability or the use of a trained dog guide or service animal by a disabled person. This
policy shall apply to every aspect of employment practices, employee treatment, and public contact.
Acts of discrimination against any individual because of race, creed, religion, color, national origin,
sex, marital status, sexual orientation, political affiliation, or the presence of any sensory, mental, or
physical disability, or the use of a trained dog guide or service animal by a disabled person are
wasteful in terms of lost skills and talents and are therefore in contravention of this policy.
Full details of the policy and procedures regarding equal opportunity can be found in the Jefferson
County Equal Opportunity/Affirmative Action Policy and Procedures Manual that is Appendix A of
this manual. A copy of which shall be provided to all offices and employees of the County, and an
additional copy shall be readily available to members of the public.
Adopted: December 2003
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Chapter 4- Code of Ethics
Section 1.0 - Declaration of Policy
The proper operation of democratic government requires that public officials and employees be
committed and bound by the following guidelines:
1. Independent, impartial, accountable and responsible behavior in duty to the County and its
citizens
2. Governmental decision and policy making within the proper channels of the governmental
structure
3. Public office not to be used for personal gain
4. Beliefby the public in the integrity of its government based on the actions of its employees
In recognition of these goals, a code of ethics for all county officials and employees is adopted to
supplement the provisions ofRCW 42.23.This policy shall be applicable to all elected officials,
employees and quasi employees of the County.
Each employee is responsible for complying with the County's Code of Ethics Policy as a condition
of employment. Full details of the policy and procedures regarding the Code of Ethics can be found
in the Jefferson County Code of Ethics Policy and Procedures Manual that is Appendix B of this
manual. A copy of which shall be provided to all offices and employees of the County, and an
additional copy shall be readily available. to members of the public.
Adopted: December 2003
Chapt~4-PageI6of99
Adopted: December 2003
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Chapter 5 - Standards of Conduct
Section 1.0 - Rules of Conduct
It is the County's policy to place as few restraints on employee personal conduct as possible. The
County relies on each employee's good judgment and sense of responsibility as the principal source
of guidance for conducting day-to-day duties and responsibilities.
For the protection of the County's business interests, the public, and other employees, certain rules
of conduct have been established. These rules are formalized for each employee's infonnation and to
minimize the likelihood of any employee, through misunderstanding or otherwise, becoming subject
to disciplinary action.
Each employee is responsible for complying with the County's standards of conduct policy as a
condition of employment. A full description of the policy and its applicable procedures can be found
in the Jefferson County Standards of Conduct Policy and Procedure Manual that is Appendix C of
this manual.
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Jefferson County Personnel Administration Manual
Chapter 6 -- Employee Benefits
Section 1.0 - Health Insurance
Eligible employees may participate in the applicable health insurance plan provided in accordance
with the provisions of the plan as published in the plan book. The programs and criteria for
eligibility will be explained at the time the employee becomes eligible to join. The County reserves
the right to make changes in the carriers and provisions of these programs when deemed necessary
or advisable.
Section 1.1 - Extended Health Benefits (COBRA)
In compliance with the Consolidated Omnibus Budget Reconciliation Act (COBRA,) the County
will offer continuing health care coverage on a self-pay basis to employees and their dependents
following an employees' termination or reduction in hours, and to dependents upon the employee's
death. These health benefits will be identical to the coverage's offered to full-time employees. For a
terminated or reduced-hour employee, the coverage may last up to 18 (eighteen) months or until
they becomes eligible for other health insurance coverage, whichever is earlier. In the event of the
employee's retirement, divorce, spousal separation, or death, the coverage may last up to thirty-six
(36) months for the employee's qualified beneficiary. The employee or the beneficiary will pay the
full policy monthly premium plus applicable service fee to the County. The employee or beneficiary
may waive all rights to continuation coverage. Notification procedures and time limits are outlined
in the continuation coverage ''Notification of Rights" letter, which may be obtained in the Auditor's
Office.
Section 1.2 - Health Insurance Portability Accounting Act
The Health Insurance Portability and Accountability Act (HIP AA) requires group health plans to
offer special enrollment rights to employees and their dependents. If a new employee has been
covered by a health insurance plan prior to being hired by the County, the County's plan or issuer
may not exclude coverage for any pre-existing condition for more than 12 (twelve) months (18
months for a late enrollee.) The employee can request a Certificate of Credible Coverage ITom their
previous employer. If an employee cannot get a certificate of credible coverage ITom their previous
employer, other types of information are acceptable including:
1. An explanation of benefit claims
2. Pay stubs showing payroll deductions
3. A health-insurance identification card
4. A telephone call ITom a representative of the plan to a third party verifying coverage
Their applicable health insurance provider will issue a County employee a Certificate of Healthcare
Coverage under the following 3 (three) conditions:
1. When an employee ceases to be covered under a group health plan or becomes covered under
COBRA
2. When the employee ceases to be covered by COBRA
3. When the employee requests a certificate within 24 months of the termination of coverage
Employees are encouraged to keep records of important documents verifying employment and
benefits. This includes the occasion when a change in job classification also changes the issuing
health insurance company.
Adopted: December 2003
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Section 2.0 - Vacation
Vacation time is intended to provide the employee with a period of relaxation away from work.
Vacation time is scheduled at the convenience of the County, but every effort will be made to
accommodate employees' requests. Vacations are authorized for all regular full-time and qualified
regular part-time employees.
Section 2.1 - Vacation Accrual
Vacation will be accrued by the hour and calculated on a monthly basis beginning with an
employee's date of employment. Vacation accrual shall be as follows:
Completed Yeats Rate of Accrual per Maximum Maximum
of Service Straight Time Hour Hours Earned Days Earned
(See Chapter 10, of Compensation
Section 3.0)
0-2 0.0385 Hours 80.0 Hours 10 Days
3,4 0.0462 Hours 96.0 Hours 12 Days
5-9 0.0577 Hours 120.0 Hours 15 Days
10-14 0.0615 Hours 128.0 Hours 16 Days
15+ 0.0770 Hours 160.0 Hours 20 Days
Only those days the employee is normally required to work shall be counted in computing the
vacation period to which the employee is entitled. Holidays occurring with the employee's vacation
period shall not count as vacation time taken.
Vacation schedules must be approved by the Departmental Director and scheduled in accordance
with departmental rules. Vacation preferences among employees shall be resolved by a combination
of anticipated workload and seniority.
Section 2.2 - Vacation During an Employees' Trial Period
An employee on trial appointment status shall not be entitled to use any form of paid vacation leave
during their 6 (six) month trial period, or any extended trial period. Unpaid leave may be taken if
approved by the Departmental Director. Employees on trial appointment status shall accrue vacation
credit, which shall become available upon appointment to regular employee status. Employees
terminated during their trial period are not eligible for cash out of any accrued vacation credit.
Section 2.3 - Vacation Accrual While on Paid and Unpaid Leave Status
Accrual of vacation leave is based upon an employee's regularly weekly work schedule including
regular hours worked, authorized holidays, vacations, sick leave or bereavement leave and excluding
overtime hours and other unpaid leave of absence periods.
2.3.1 Paid Leave Status: Employees who are on vacation, recognized holidays, or paid sick
leave shall continue to accrue vacation leave at the regularly prescribed rate during
such absence.
2.3.2 Unpaid Leave Status: An employee does not accrue vacation when they are on unpaid
Adopted: December 2003
Chapter 6 - Page 19 of ~
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leave, e.g., personal leave, FMLA leave, Worker's Compensation, etc.
Section 2.4 - Accumulated Vacation
Carryover of accumulated vacation time shall not exceed 1 0 (ten) days at the beginning of any
calendar year. Accumulated vacation time not exceeding the lO-day (ten) maximum will be
automatically carried over. Any vacation earned that exceeds this maximum accumulation allowable
shall be forfeited. Employees denied vacation requests due to office workload that results in
accumulated vacation time exceeding the lO-day (ten) limitation may submit a request to the Board
of County Commissioners to be paid for the excess days. The request must be accompanied by a
recommendation from the Departmental Director.
An employee may request an additional 5-day (five) carryover due to circumstances beyond their
control. Employees may request a carry over when planning a significant vacation and/or event. The
request must be in writing and must be submitted as early as possible to the projected vacation date.
Section 2.5 - Termination
Upon termination, an employee shall be paid for vacation accrued as of the termination date. Such
time will be paid at the employee's current rate of pay. If, at termination, an employee has used more
vacation than they have accrued, compensation for the amount of vacation taken above their accrual
will be deducted from their final paycheck.
In the event of a regular employee's death, compensation for accrued vacation will be paid to the
employee's designated beneficiary, if any, and if none, to the employee's heirs or estate in
accordance with State law.
Section 3.0 - Personal Time Off
The County may establish an alternate system for accrual of vacation and sick leave generally
known as personal time off or PTO. (See Resolution No. 81-03 Establishing a Paid Time Off System
and Offering that Alternative System to Non-Represented Employees)
Section 4.0 - Holidays
Qualified regular employees shall be entitled to the paid holidays specified by the Board of County
Commissioners. To be paid for a holiday, an employee must be on pay status the scheduled workday
immediately preceding and immediately following the holiday. Employees are entitled to 10 (ten)
specified holidays and 1 one) floatin~ holiday as specified below.
Holiday Date Holiday Date
New Year's Day January 1 Labor Day 1st Monday in September
Martin Luther King, Jr's 3rd Monday in January Veteran's Day November 11
Birthday
President's Day 3rd Monday in February Thanksgiving Day 4th Thursday in November
Memorial Day Last Monday in May Day after Thanksgiving Day Friday after Thanksgiving
Independence Day July 4 Christmas Day December 25
Adopted: December 2003
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One Floating Holiday
Date to be selected by mutual agreement of the employee and
their Departmental Director
(If an employee is accruing PTO this floating holiday is
considered to be part of their PTO allotment and is not an
additional holiday.)
Section 4.1 - Holiday Observed
When the holiday falls on a Saturday, it will be observed on the preceding Friday. When a holiday
falls on a Sunday, it will be observed the following Monday. If an employee is on an authorized
leave with pay when a holiday occurs, the holiday shall be paid and not charged against any
accumulated sick or vacation leave.
Section 4.2 - Holidays and Overtime
Holidays paid for, but not worked, shall be recognized as time worked for determining weekly
overtime. Hourly employees who work on holidays shall be paid at the rate of 1 ~ (one-and-one-
halt) times the regular hourly straight time rate of pay for hours worked, in addition to regular
holiday pay, in accordance with Chapter 11, or the employee's collective bargaining agreement.
FLSA exempt employees are not entitled to overtime pay.
Section 4.3 - Holidays and Non-standard Workweeks
4.3.1 Continuous Operations: County services that operate 24 (twenty four) hours aday
and 7 (seven) days a week may implement alternative holiday observance and
compensation systems, with approval of the County Administrator.
4.3.2 Alternate Work Schedules: County Departments/Divisions that operate on a non-
standard workweek will determine how holidays will be taken by mutual agreement
with their Departmental Director.
Section 4.4 - Holiday Benefits for Employees Qn Alternate Work Schedules
The holiday benefit consists of up to 8 hours of pay per holiday.
4.4.1 Hourly employees: An hourly employee whose normal day ~fffalls on an officially
observed holiday shall receive another day off, with pay, during the same workweek
in which the holiday occurs.
4.4.2 An hourly employee on a full-time compressed workweek schedule will receive 8
hours of holiday pay per holiday and may charge the difference against an
appropriate paid leave balance, be unpaid, or with supervisory approval, flex the time
during the workweek in which the holiday occurs. Alternatively, the Departmental
Director may approve a regular 8-hour-per-day, 5-days per week schedule during the
pays periods that include a holiday.
4.4.3 Part-time employees receive holiday pay pro-rated based on their work schedule.
Section 5.0 - Sick Leave
Section 5.1 - Accruals
Regular employees shall accrue sick leave at the rate of 0.0462 hours for each full straight time
compensable hour of service beginning with the date of employment to a maximum of 1 ,920 (one
thousand nine hundred and twenty hours) and accrual continues while an employee is on paid leave
Adopted: December 2003
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status (e.g., vacation, authorized holiday, or sick leave.) When an employee is on unpaid leave
status, they does not accrue sick leave benefits.
Regular part-time employees shall accrue sick leave at the rate of 0.0462 hours for each full straight
time compensable hour of service after 2 (two) consecutive years of employment pursuant to
Chapter 10, Section 1.1.
Section 5.2 - Eligibility
Employees shall be eligible for sick leave for the following purposes (See also Section 5.6):
1. Dlness or injury (to include child bearing or related circumstances of the employee)
2. Medical or dental care
3. To care for their sick child under the age of 18 (eighteen)
4. As provided in RCW 49.12.270, an employee may use any or all of their choice of
sick leave or other paid time off to care for:
(a) A child of the employee with a health condition that requires treatment or
supervision; or
(b) A spouse, parent, parent-in-law, or grandparent of the employee who has a
serious health condition or an emergency condition which is verified.
An employee who is absent from work due to medical reasons shall immediately report their
absence to their Departmental Director in compliance with Chapter 11, Section 1.0.
Section 5.3 - Verification of Use
5.3.1 The County may require that the employee provide a medical certification to support
a request for sick leave use that goes beyond 5 (five) consecutive working days. The
County may also require that a second medical opinion be obtained. This evaluation
is done at the County's expense and must be obtained from a health care provider who
is not employed by the County. In the event of conflicting opinions, the County may
ask for an opinion from a third and final provider at the County's expense to offer a
binding decision.
5.3.2 The County may require that an employee provide a medical certification of fitness
for duty to return to work after a medica1leave that extends beyond 10 (ten)
consecutive working days and that involves a mental disability or substance abuse, or
where the medical condition and the employee's job are such that the County believes
the employee may present a serious risk of injury to him/herself or others if they are
not fit to return to work.
Section 5.4 - Payments from Workmen's Compensation or Other State Mandated Plan
If an employee is absent due to illness or injury for which he or she is receiving payment from a
State Industrial Insurance, Law Enforcement Officers and Fire Fighters Retirement System
(LEOFF), or other state mandated plan, the County will pay the difference between the employee's
regular wages and the amount received from the State or other worker's compensation insurance
plans. Sick leave will be deducted hour for hour from the employee's sick leave accrual for each
hour that the employee is not at work. Employees shall never receive more compensation off the job
than if working. LEOFF I employees maybe required to submit claims to the LEOFF Disability
Board rather than be awarded sick leave benefits, and LEOFF II employees may be subject to
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different regulations regarding use of sick leave when they are receiving Workers Compensation
benefits.
Section 5.5 - Filling Vacancy created by Regular Employee on Sick Leave
An employee promoted to :fill a vacancy created by a regular employee on sick leave due to an
injury or disability (including but not limited to maternity leave previously authorized in writing)
shall hold such position subject to the return of the absent employee for up to I (one) year. See also
Temporary Promotions, Chapter 10, Section 6.2.
Section 5.6 - Use of Sick Leave for Relatives or Household Members
For purposes of this section only "relatives" shall be limited to spouse, son or daughter eighteen
years of age or over, grandchild or foster child, grandparent, parent, or parent-in law of the
employee. "Household members" means persons who reside in the same home, who have reciprocal
and natural and/or moral duties to and do provide support for one another. The tenn does not include
persons sharing the same general house when the living style is primarily that of a donnitory or
commune. See also Section 5.2 and RCW 49.12.270.
Section 5.7- Sick Leave Bank
Jefferson County has established a sick leave bank to assist employees with a life threatening or
major illness and have used all of their available sick leave. Such employee may apply for assistance
through the sick leave bank. If approved, the employee will receive the difference between their
request and any amount paid by a third party plan or ttom a County-provided insurance benefit.
Requests must be submitted through the employee's Departmental Director. See Resolution No. 79-
94.
Section 5.8 - Converting Authorized Leave to Sick Leave
If an employee becomes ill while on authorized leave status (paid or unpaid), they may request to
have the authorized leave converted to sick leave provided said illness is verified.
Section 6.0 - Leaves of Absence
Employees may request a leave of absence for the purposes specified in this section. Unless
otherwise stipulated, each request must be approved by the Departmental Director and the County
Administrator after an evaluation of the request on its own merits and on the basis of the guidelines
of this section, if not addressed by a collective bargaining agreement.
Section 6.1 - Bereavement Leave
Three (3) days paid leave is granted for the death of an employee's immediate family member. For
purposes of this section, "Immediate family" means spouse or domestic partner, child, parent,
grandparent, sibling, including those relationships arising by marriage and/or adoption or domestic
partner relationship. Bereavement leave may be approved beyond the allotted 3 (three) days for
travel over 500 (five hundred) miles one way ttom the employee's home, but shall not exceed 5
(five) paid days unless approved by the County Administrator. For purposes of this section, a day is
the employee's nonnal weekly straight time hours divided by 5 (five) resulting in the number of
compensable hours in any 24-hour (twenty-four) period.
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Section 6.2 - Jury Duty
If an employee is called for jury duty or is subpoenaed as a witness, the employee shall not suffer
any loss of regular compensation from such absence. However, they shall be required to remit to the
County any compensation received from such duties, excluding compensation received for
transportation and meals. An employee released from jury duty for part of a day shall report to work
for the remainder of the day. Ifless than 2 (two) hoW'S remain in the work shift, the employee shall
call their Departmental Director for instructions.
Section 6.3 - Military Leave
Military leave will be granted in accordance with RCW 38.40.060. Military leave shall be granted
upon written application accompanied by a copy of bona fide orders to temporary active or training
duty. Military leave is unpaid time.
Section 6.4 - Personal Leave Without Pay
On a case-by-case basis, an employee may apply for leave without pay. Departmental Directors
may grant requests for unpaid personal leave not to exceed 5 (five) working days. The County
Administrator may, based on the recommendation of the Departmental Director, grant personal
leave that exceeds 5 (five) working days but may not exceed 1 (one) year. The employee's request
must be in writing, signed by the employee and submitted at least 2 (two) weeks in advance of the
requested leave period. This notification may be waived in the event of an emergency situation
when an employee has no other eligible accumulated leave. The employee shall not be guaranteed
reinstatement to their previous position or to any position unless such agreement is made in writing
before a personal leave begins. Leave without pay shall be granted only after an employee has
exhausted all paid leave and compensatory time. Personal leave without pay may not be used for the
purpose of outside employment.
Section 6.5 - Family and Medical Leave
The County complies with the federal Family and Medical Leave Act of 1993 (FMLA) and all
applicable state laws related to family and medical leave. This means that, in cases where the law
grants the employee more leave than the County's leave policies provide, the County will give the
employee the leave required by law.
6.5.1 Eligibility: To be eligible the employee must have worked for the County for at least
12 (twelve) months, and for 1,250 (one thousand two hundred and fifty) hoW'S over
the12 (twelve) months previous to the request for such leave. FMLA leave is granted
for any of the following reasons:
1 To care for an employee's child after birth or placement for adoption or foster
care
2. To care for an employee's spouse, son, daughter or parent who has a serious
health condition
3. For a serious health condition that makes the employee unable to perfonn the
essential functions of their job
6.5.2 Serious Health Condition:For purposes of this policy, a serious health condition is an
illness, injury, or physical or mental condition involving in-patient care or more than
3 days of continuing treatment by a health care provider.
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6.5.3 Length of Allowable Leave: FMLA leave may be approved for a maximum of 12
(twelve) weeks in a 12 (twelve) month period. For purposes of this policy, the
calendar year will be used to determine the 12-month period. Leave to care for a
child after birth or placement for adoption or foster care must be concluded within 12
(twelve) months of the birth or placement.
6.5.4 Intermittent Leave: Under some circumstances, FMLA leave may be taken
intermittently (taking leave in blocks of time) or by reducing the employee's normal
weekly or daily work schedule. FMLA leave may be taken intermittently if medically
necessary because of a serious health condition. IfFMLA leave is for birth or
placement for adoption or foster care, use of intermittent leave is subject to approval
by the County Administrator with a recommendation ftom the Departmental Director.
6.5.5 Request that Exceed 12 Weeks: Requests for FMLA leave to exceed 12 (twelve)
weeks will be reviewed in accordance with the circumstances of the request,
considerations of work coverage, and the provisions of a collective bargaining
agreement or the County's general policy on leave without pay.
6.5.6 Requesting FMLA Leave: Requests are to be submitted to the employee's
Departmental Director at least 30 (thirty) days prior to the leave, except in cases of
emergency. Requests shall include a doctor's or other health care provider's
documentation of the medical reason for the leave and the expected duration. The
Departmental Director shall, if the request is approved, forward the leave request to
the County Administrator for approval.
6.5.7 FMLA to Run Concurrent with Other Leave: Family Medical Leave shall run
concurrent with all available paid time off (vacation, personal, sick, and
compensatory time, State Department of Labor and Industries (L&I) Workers
Compensation, etc.) Paid leave and/or compensatory time shall be used in the
beginning of the 12 (twelve) week total (e.g., if the employee requests 12 [twelve]
weeks and has 2 [two] weeks of accrued vacation and 3 [three] weeks of accrued sick
leave, the unpaid FMLA leave is authorized for 7 [seven] weeks.)
6.5.8 Designating Leave as FMLA Leave: If an employee uses accrued leave for a purpose
for which FMLA leave would be available, it is the County's policy to designate the
employee's accrued leave as counting against their FMLA leave allowance. The
employee is required to notify the County if they use accrued leave for a reason
covered by the FMLA so that the County may properly account for the leave.
6.5.9 Advance Notice and Medical Certifications: The County requires that the employee
provide advance leave notice, with medical certification of the need for a leave
related to a health condition, and with medical certification of the employees' fitness
to return to duty after medical leave. Taking leave, or reinstatement after leave, may
be denied if these requirements are not met:
L The employee must give at least 30 days' advance notice of their request for
leave if the reason for the leave is foreseeable based on an expected birth,
placement for adoption or foster care, or planned medical treatment. If 30
days' notice is not practicable, the employee must give the County notice as
soon as practicable, usually within one or two business days of when the need
for leave becomes known to the employee. If the employee does not give the
County 30 days' advance notice, and if the need for the leave and the
approximate date of the leave were clearly foreseeable by the employee, the
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County may deny the employee's request for leave until at least 30 days after
the date the employee gives the County notice.
2. The County requires that the employee provide a medical certification to
support a request for leave because of a serious health condition (the
employee's own, or the child, spouse, or parent of the employee) whenever the
leave is expected to extend beyond five consecutive working days or will .
involve intermittent or part-time leave. The County may require that a second
medical opinion be obtained. This evaluation is done at the County's expense
and must be obtained ITom a health care provider who is not employed by the
County. In the event of conflicting opinions, the County may ask for an
opinion ITom a third and final provider at the County's expense to offer a
binding decision.
3. The County requires that the employee provide a medical certification of
fitness for duty to return to work after a medical leave that extends beyond 10
consecutive working days and that involves a mental disability or substance
abuse, or where the medical condition and the employee's job are such that
the County believes the employee may present a serious risk of injury to
themselves or others if they are not fit to return to work.
Additional certification may be requested for any extension of a leave period beyond
the dates originally approved.
6.5.10 Periodic Reporting: If the employee takes leave for more than 2 (two) weeks, they are
required to report to their Departmental Director at least every 2 (two) weeks on their
status and intent to return to work.
6.5.11 Continuation of Benefits: When an employee uses paid leave for FMLA leave, the
employee's share of premiums must be paid by the method nonnally used during any
paid leave. When FMLA leave is unpaid, the employer may require the employee
make payment either to the employer or the insurance carrier directly.
The employee shall not accrue any sick or vacation benefits during the portion of the
FMLA leave period that is unpaid.
6.5.12 Completion ofFMLA: Upon completion of the Family Medical Leave the employee
shall be reinstated to their previous position or one that is generally equivalent in
content and compensation, unless the position has been eliminated due to budgetary
cutbacks, restructuring or a reduction in force.
In the event an employee fails to return to work on an agreed date at the end ofleave
or fails to receive approval for a leave extension, the continued absence will be
viewed as a voluntary quit. In the event the employee quits employment during leave
or fails to return to work at the end of the leave period, the County is entitled to
recoup ITom the employee any health insurance premiums paid for by the County for
the employee's insurance coverage during their leave of absence.
Adopted: December 2003
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Section 7.0 - InjurieslIllnesses
Section 7.1- On-the-Job Injuries/Dlnesses
7.1.1 Compensation: Employees who are injured on the job or become ill because of the
job (i.e. small pox vaccination required by job or ftom exposure to a toxic spill,) must
see a physician to file a Worker's Compensation claim and may use accumulated sick
and/or vacation time while the claim is being processed. If the claim is for an FMLA
qualified injury or condition, FMLA leave will run concurrently with the Workers'
Compensation time loss. If all other leaves are exhausted after the 12 (twelve) week
FMLA period, employment status for purposes of accruing benefits such as
retirement service credits, vacation, sick leave, and paid holidays are suspended and
the employee is not considered on "paid leave" status.
7.1.2 Insurance: An employee who is absent ftom work on unpaid leave due to injuries or
illnesses may retain their insurance coverage on a self-pay basis as provided by
COBRA (see Chapter 6 Section 1.1.) Any optional or employee-paid premiums will
remain the responsibility of the employee.
Section 7.2 - Off-the-Job Injuries
7.2.1 Compensation: Employees who are absent ftom work due to off-the-job illnesses or
injuries may use accumulated sick and/or vacation leave or accrued compensatory
time (Comp Time,) and FMLA if applicable.
7.2.2 Personal Leave Without Pay: Personal leave without pay may be granted for
injuries/illnesses according to leave policies as explained in Sections 5.0 and 6.0.
Section 8.0 - Employee Assistance Program
Jefferson County offers an Employee Assistance Program (EAP) to each employee and their
dependents that are also covered by the employee's County or union-sponsored health insurance
plan.
Section 8.1 - Eligibility
Eligibility begins as soon as the employee is hired. The EAP is available 24 (twenty four) hours a
day, 7 (seven) days a week for help with work stress, relationship problems, anger management,
coping with change, family/parenting issues, anxiety or depression, alcohol or drug dependencies,
and grief or bereavement issues. A brochure with contact information is provided upon hire. If an
employee does not have this information, they may contact their Departmental Director.
Section 9.0 -Training
Section 9.1 - Mandatory Training for All Employees
The following training is required for all employees. New employees will be required to take this
training as soon after hire as a class is offered.
Adopted: December 2003
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Jefferson County Personnel Administration Manual
Type of Training Who is Required to Take How Often
Defensive Driving All employees who drive a County Every 3 years
vehicle, or are paid mileage by the
County for driving their own vehicle on
County business.
Blood Borne Pathogens Potential Occupational Exposure When hired and annually thereafter.
(identified on job description)
Little or No Exposure Notified of Blood Borne Pathogens
Policy on hire and every 2 years or as
presented.
Workplace Hazards "Right to Know" All Employees As presented
Anti-Harassment New Employees Notified of County Anti Harassment
Policy on hire.
Continuing Employees Re&esher at least once every other year,
or as needed.
Diversity/ADA All Employees As presented or every 2 years.
Cash Handling All employees who handle cash Annually
Fire Extinguisher All employees As presented or every 3 years
HIPAA All employees Notified ofHIPAA Policy on hire.
Required in Job Description As presented.
First Aid If required in Job Description Renew card every 3 years
CPR If required in Job Description Renew card every 2 years
Section 9.2 - Job Related Training
The County may reimburse employees or pay for pre-authorized job related training. To be eligible,
the employee must demonstrate all of the following:
1. The training is necessary for improving skills in the current position or to qualify for
promotion
2. The money is budgeted in the operating budget
3. It is in the County's best interest to pay for the training
4. County services will be substantially improved by the authorization of the training
For reimbursement fÌ"om the County's Training Fund, an employee shall make their request in
writing to the Departmental Director who shall forward it with comments and a recommendation to
County Administrator for approval of the expenditure of funds. If the only training available is out
of state, approval for the out of state travel is required prior to the training being scheduled.
Adopted: December 2003
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Section 10.0 - Retirement
All regular employees who meet the criteria established by state law are contributing members to
one or more of the following plans:
1. Washington State Public Employees Retirement System (PERS)
2. Law Enforcement Officers and Fire Fighters Retirement System (LEOFF)
3. Social Security
Section 11.0 - Other Pre-Tax Programs
In addition the County also offers voluntary programs that provide saving in income tax for
employees. Employees may participate in the Deferred Compensation program offered through the
County payroll deduction program for retirement savings as well a Section 125 program for
childcare and medical expenses. Interested employees should contact the Auditor's Office for more
information. Other programs may be offered, at the discretion of the employer, as they become
available to public employees.
Section 12.0 - Reimbursement for Job-Related Travel Expenses
Travel must be approved by the employees' Departmental Director to be reimbursed for job-related
travel expenses. See the Jefferson County Travel and Transportation Policy and Procedures that is
Appendix D of the manual, for complete guidelines, which must be followed to ensure proper
approval of travel and reimbursement of related expenses.
Section 13.0 - Membership in Professional and Technical Societies
County employees are encouraged to be active in the technical and professional societies of their
respective disciplines that are related to their position with the County. These activities are
considered a benefit both to the County and to the employee because of additional knowledge or
personal associations gained through the membership. Departmental Directors, through the
budgeting process, will select what fees and dues it will pay for employees' membership in technical
and professional societies. Any organization for which the County pays the dues, the County address
shall be used on all mail. The County will pay only basic national and local dues. The County will
not pay voluntary program contributions for these professional and technical societies.
Section 14.0 - Professional and Technical Registration
The County encourages professional and technical registration by providing the necessary
experience under the direction of registered professionals and assumes that each qualified individual
will want to achieve professional status at the earliest opportunity. The County will pay fees for
professional and technical certificates and licenses for its employees if determined by the
Departmental Director, with concurrence of the County Administrator, to be of benefit to the
County. Such fees are to be included in and approved with the department's annual budget request.
Section 15.0 - Community Service Organizations
While the County encourages employees to be involved in community service organizations (i.e.,
Kiwanis, Rotary, Soroptomists), membership fees in such organizations are the sole responsibility of
the employee and are not reimbursable by the County.
Adopted: December 2003
Chapter 6 - Page 29 of 99
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Chapter 7-- Job Classification System
Section 1.0 - Purpose
The Job Classification System consists of a job description and a grade and step wage matrix for all
positions except elected officials (see Section 1.3), along with an organizational chart for each
department.
Section 1.1 - Classifying Employment Positions
The purposes of the Job Classification System include:
1. Establishing qualification standards for employment eligibility
2. Maintaining internal and external equity of compensation for similar positions
3. Developing standards of work perfonnance
4. Establishing directions of career advancement
5. Providing a means of analyzing organizational relationships of positions
6. Assisting in detennining budget requirements
7. Identifying individual training needs
8. Providing flexibility in the utilization and assignment of human resources
Section 1.2 - Departmental Directors and Managers
Classifications for exempt Departmental Directors and management personnel are based on the
above-referenced model.
Section 1.3 - Elected Officials
Salaries for Elected Officials are established by Resolution of the Board of County Commissioners.
The provisions of the Revised Code of Washington (RCW) define duties for Elected Officials.
Section 2.0 - Analysis
The Board of County Commissioners shall establish, maintain, and revise a Job Classification
System throughout the County. This system may include a wage classification plan for a unit of
employees adopted pursuant to a collective bargaining agreement, a wage classification plan adopted
by the Board of County Commissioners for a specific department or unit, and/or a wage
classification plan adopted by the Board of County Commissioners for a group of first line
management and senior management employees.
When a new position is created and the staffing schedule has been approved, the Departmental
Director will prepare a description of duties and responsibilities which will be analyzed and
evaluated by the County Administrator, or a staff member designated by the County Administrator,
for the allocation of the position to the appropriate grade within an appropriate wage schedule.
Section 2.1 - Reclassification
A Departmental Director may request a change in classification when the duties and responsibilities
of a position have substantially changed. See Chapter 10, Section 11 for more infonnation on the
procedures for reclassifications.
Adopted: December 2003
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Chapter 8-- Compensation Plan
Section 1.0 - Salary Administration Policy
The County's compensation plan shall, prudent financial considerations permitting, be competitive
with other comparable employers in similar job markets. Salary ranges of each classification shall be
representative of the skills and the responsibilities required and shall be reflective of levels of
authority and responsibility in the organization. The Board of County Commissioners is responsible
for the development, maintenance and revision of an equitable compensation plan which provides
minimum and maximum rates of pay for each classification not covered by a labor agreement with
intermediate steps as deemed appropriate.
All salaries established in accordance with the provisions of this manual are subject to the Board of
County Commissioners' final approval of the County's annual budget. The Board of County
Commissioners shall have the responsibility for the development, administration, and amendments,
as required of a uniform and equitable plan, which will generally provide equal pay for equal work.
Pursuant to RCW, the Board of County Commissioners shall approve any changes in any employee's
compensation level, whether such change may increase or decrease.
Section 2.0 - Pay Administration
Section 2.1 - Salary Adjustments
Employee salary adjustments shall be pursuant to the County Salary Administration Policy (See
Section 1.0), Labor Agreement, or County Resolution. Once determined the appropriate Payroll
Status Change Form (See Forms Section) shall be completed by the Departmental Director and
appropriately routed.
Section 2.2 - Compensation for an Appointee
Upon initial appointment to full-time, regular part-time or temporary positions, the Departmental
Director will recommend the employee's salary at the minimum rate of the range provided for that
classification. A Departmental Director may recommend an initial rate of pay beyond the minimum
of a salary range if an appointee is exceptionally well qualified for, or experienced in, the position.
The County Administrator shall approve all pay actions.
Section 3.0 - Payment of Salary and Wages
Employees are paid once each month. Employees will normally receive their pay by the 5th (fifth)
day of the following month but not later than the 15th of the following month (RCW 36.17.040) and
shall receive an accounting of that month's earnings, federal, state or locally mandated deductions or
garnishments, and voluntary deductions. Employee may elect to receive a draw against their
monthly pay. See Section 3.3
Section 3.1 - Pay Days
If the 5th (fifth) or the 20th (twentieth) of the month falls on a Saturday or Sunday or holiday, then the
employee will receive their wages on the Friday before the 5th (fifth) or the 20th (twentieth) or the
day before the holiday if the holiday falls during the week.
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Section 3.2 - Direct Deposit
Direct Deposit is available to employees upon hire and will be implemented after the appropriate
paperwork is completed and filed with the Auditor's Office. Unless an employee banks with a small
bank or Credit Union, the money should be in their account by payday, which is the 5th (fifth) of
every month, but no later than the 15th (fifteenth) of the month; or by the 20th (twentieth) if an
employee has established a mid-month draw.
Section 3.3 - Mid-Month Draw on Pay
Employees may receive a monthly draw on their pay. A draw is an advance of up to 40% of the
employee's monthly earnings and is paid on the 20th (twentieth) day of each month. Employees are
encouraged to set up their draw requests with the Auditor's Office for the entire year; however,
changes may be made if absolutely, necessary.
Section 4.0 - Overtime
Overtime work shall be compensated and administered in accordance with the Fair Labor Standards
Act (FLSA), as amended, and 29 CFR 500-1899. Overtime consists of all hours worked in excess of
40 (forty) hours of the employees' regularly scheduled workweek as defined by the Department.
PRIOR to overtime being worked, the employee's Departmental Director must authorize it.
Section 4.1 - Compensatory Time in Lieu of Overtime
A non-exempt employee may request Compensatory Time Off (Comp Time) in lieu of overtime.
Any employee wishing to accumulate Comp Time in lieu of overtime must have a valid
Compensatory Time Agreement on file in their departmental personnel file. Overtime, whether taken
as overtime payor as Comp Time, shall be compensated at the rate of one and one-half hours for
each hour worked unless provided otherwise by the employee's collective bargaining agreement. An
employee's request to use earned Comp Time shall be granted within a reasonable time unless to do
so would be unduly disruptive to the work of the department.
Section 4.2 - Maximum Comp Time Accrual
Comp Time earned and not taken may be accrued to a maximum of 40 (forty) hours unless the
County Administrator authorizes additional accrual. When the maximum is reached, any subsequent
overtime hours must be paid in cash. Whenever possible, employees should be encouraged to
request, and Departmental Directors to permit, the use of Comp Time hours within 90 (ninety) days
of earning it.
4.2.1 Each Department shall maintain the following records for compensatory time for
each employee: 1) the number of compensatory hours earned and used by pay period,
and 2) The number of compensatory hours converted to and paid in cash, the amount
paid and date of the work period in which they were paid.
Section 5.0 - FLSA Exempt Personnel
Any employee of the County who is exempt from the application of the Fair Labor Standards Act
shall be responsible for working the number of hours per month required to accomplish the goals of
the department. The County will not record Compensatory Time Off or any other accumulation of
hours exempt personnel work beyond 40 (forty) hours a week. FLSA Exempt personnel will not
record time off in increments ofless than 4 hours.
Adopted: December 2003
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Section 6.0 - Travel Time
Jefferson County will pay for authorized travel and other incidental business expenses as specified
in the Jefferson County Travel and Transportation Policy and Procedures Manual that is Appendix
D of this manual.
Adopted: December 2003
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Chapter 9-- Recruitment and Selection
Section 1.0 - Job Announcement
A job announcement may be made for any vacant position within the County service and will be
initiated upon request of the Departmental Director to the Clerk of the Board except in the case of
Civil Service positions, which will be initiated by the Civil Service Commission. The announcement
will include the title and beginning wage or salary for the position, the nature of duties perfonned, a
summary of the qualifications required, a time and place to apply and the selection process to be
used, when appropriate.
Section 1.2 - Internal Recruitment
When there is a job opening in a Department, the Departmental Director shall review the
qualification of the Department's current staff members to determine if there are any staff qualified
to move into the position. If there are qualified staff and the Departmental Director feels it is in the
best interest of the County to offer the position to one of the current employees, that offer may be
made. If the Departmental Director detennines that it is in the best interest of the County to solicit a
larger number of applicants for the position, the in-house recruitment process will be utilized.
Section 1.1 - Recruitment In-House
Job announcements subject to in-house posting will be distributed to each department for posting
internally for 4 (four) working days prior to, or concurrent with, outside advertising. The purpose of
the in-house announcement is to allow interested and qualified employees to acknowledge to their
Departmental Director their desire to be transferred into the vacant position if they are in the same
department or to apply for the position if they are in a different department. Employees should
review Chapter 10 Section 7.0 to understand how an employee initiated transfer may affect certain
benefits before submitting their application. See also Section 4.5 Promotion/Reclassification/
Transfer Matrix at the end of this Chapter.
Section 1.2 - Recruitment - Outside (Public)
Job announcements will be posted a minimum of 10 (ten) working days prior to the closing date,
unless otherwise approved by the County Administrator.
Section 2.0 - Application
All persons applying for advertised positions within County service will complete an employment
application in the form approved by the County Administrator. Civil Service applicants, in addition
to completing the standard County application fonn, will complete the selection process approved
by the Civil Service Commission.
Section 2.1 - Distribution of Employment Applications
County departments will not accept applications for employment with the County directly, and any
person desiring to make application will be referred to the office of the Board of County
Commissioners. All completed applications will be returned to the office of the Board of County
Commissioners and will then be forwarded to the appropriate Departmental Director.
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Section 2.2 - Potential Applicant Pool
The Departmental Director will return all of the applications for persons who were not hired to the
County Commissioners Office where they will be kept on file for a period of 6 (six) months for
consideration by other County departments if similar positions are advertised.
Section 2.3 - Applications Only Accepted for Advertised Positions
The Clerk of the Board will not accept applications for employment, unless such application is
pursuant to an announcement for a position that has been approved through the County budgeting
process by the Board of County Commissioners.
Section 3.0 - Eligibility
All applicants must meet the minimum qualifications described in the job announcement and the job
description for the position at the time of application. Applicants who do not meet the minimum
qualifications will not be considered.
Section 4.0 - Selection
The selection method will include evaluation of job related knowledge, skills, abilities, experience,
education, training, certification, and when appropriate, aptitude and character. The selection
method may require formal written or oral examinations. When appropriate, a specific selection
process shall be outlined in the job announcement.
Selection criteria shall be based on the requirements of the position. Copies of the selection criteria
and process results will be reviewed to insure compliance with applicable law and kept on file with
the Clerk of the Board.
Section 4.1 - Employment Reference Checks
An applicant's performance in previous positions may be checked by the County prior to the hiring
decision being made. That information may come ITom a variety of sources including performance
evaluations, performance related documentation and references ITom current or past supervisors and
co-workers.
Section 4.2 - Provisional Offer of Employment
Prior to appointment, but after a provisional offer of employment, applicants are required to submit
to a background check.
4.2.1 Background Checks: A DOL (Washington State Department of Licensing) Abstract
of Complete Driving Record shall be submitted to the Human Resource Manager. The
Driver's License Offices will issue this Abstract for a fee, which is the responsibility
of the applicant.
4.2.2 Other Checks: Applicants may also be required to submit to a credit check, a physical
examination, psychological examination, fingerprinting and job-related fitness
testing, depending on the position for which they are being considered. Deputy
Sheriffs may also be required to submit to a polygraph test in accordance with RCW
49.44.120.
Adopted: December 2003
Chapter 9 - Page 35 of 99
~.rson Connly Personnel Admûústradon MlaI
Section 4.3 - Results of the Hiring Process
Notice of the results of the hiring process will be forwarded to all final candidates for the job by the
hiring department. The hiring department will also coordinate the paperwork necessary for
appointment of the new employee to County service. A copy of all paperwork will be forwarded to
the office of the Board of County Commissioners.
Section 4.4 - On-the-Job Training Positions
Persons may be accepted for State and federally funded on~the-job training (OJT) programs (i.e.
State Department of Labor and Industries retraining programs, Disabled Veteran retraining
programs, or the State ''Work First" program) where a portion or all of their wages are paid by a
grant. These positions will be allowed in departments where there is sufficient guidance and
supervisory personnel to develop employee potential. The Departmental Director shall determine the
existence of such positions.
Adopted: December 2003
Chapter 9 - Page 36 of 99
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Jefferson County Personnel Administration Manual
Chapter 10-- Employee Status
Section 1.0 - Appointment
All appointments are made by the Departmental Directors with the concurrence of the County
Administrator for the Board of County Commissioners.
Section 1.1 - Types of Appointment
Full- Time Emvlovee: An employee who regularly works a minimum of 30 (thirty) hours per week.
Employees working a 30 (thirty) hour workweek are eligible for 100% (one hundred) of the benefits as
provided by the County.
Part- Time Emplovee: An employee working in a position that is authorized and scheduled to be filled at
a rate ofless than 30 (thirty) hours per week. Employees filling these positions shall receive no benefits
other than those conferred by state or federal statute or a contract of employment or as provided in a
collective bargaining agreement. Part time employees shall receive a pro-rated share of holiday,
vacation and sick leave benefits after completing 2 (two) consecutive years of regular part-time
employment (see Chapter 6, Section 5.1) Time spent as Clerk Hire, Casual or Temporary employees
shall not be used in calculating consecutive years of employment.
Casual Labor: An employee who is hired to work on an intermittent or as-needed basis and mayor may
not be on a predetermined schedule. This position may also be known as "Clerk Hire" in some
departments.
Clerk Hire: Positions that are not guaranteed any duration of employment, number of hours assigned or
other scheduling of work, and may be terminated at any time with or without cause. Clerk Hire positions
are not entitled to any benefits that are based on seniority or regular employee status unless otherwise
stipulated by state or federal law or statute. Clerk Hire positions have no standing to apply for an
opening in a County department during the "in house" posting period.
Temvorary Emvlovee: An employee, who works for a fixed period generally not to exceed 4 (four)
months as set by the Departmental Director and approved by the County Administrator. Such employee
shall receive no benefits other than those conferred by state or federal statute. Temporary employees
have no standing to apply for an opening in a County department during the "in house" posting period.
Exemvt Emvlovee: An employee who holds an administrative, professional or executive position which
is defined as exempt from overtime under the Fair Labor Standards Act.
Union Exemvt: Employees not included in a Union bargaining unit, who mayor may not also be FLSA
exempt.
Non-Exemvt Emvlovee: An employee who is not employed in an exempt administrative, professional or
executive position as defined by the Fair Labor Standards Act.
ReKUlar Emvlovee: An employee who has successfully completed the initial trial employment period
and has received an appointment as a regular employee. Regular employees are credited with continuous
service retroactive to the date of hire. Regular employees may be full-time or part-time.
Adopted: December 2003
Chapter 10 - Page 38 of 99
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Jefferson County Personnel Administration Manual
Non-Regular Emvlovee: A non-regular employee is an employee not appointed or designated as a
regular employee.
Section 1.2 - Classes of Appointment
Trial Avpointment: All appointments, including original appointments and appointments made by
employee initiated transfer or promotion shall be trial appointments. Employees shall remain in that
status until certified to regular employment as specified in Section 4 of this Chapter or discharged.
Regular AQPointment: An employee shall receive a regular appointment after a) successful completion
of their trial period, b) concurrence by the Departmental Director, and c) concurrence of the County
Administrator.
Temvorary AQPointment: Positions with duration of 4 (four) months or less.
Provisional Avpointment: Appointment to a position pending the submission of required documentation.
Such appointment shall not exceed 2 (two) weeks in duration, unless an extension due to extenuating
circumstances is approved by the County Administrator. Positions subject to Civil Service Ru1es may be
appointed provisionally to County service pending the results of the selection process to fill such a
position. Such appointments shall not exceed 4 (four) months unless approved by the Civil Service
Commission (See Civil Service Rules.)
Emer~ency Appointment: Appointments made for a limited duration to meet an extraordinary need or to
prevent public injury, as defined by the Board of County Commissioners, not to exceed 3 (three)
months.
Section 2.0 - Orientation
The Departmental Director is responsible for conducting orientation sessions within their department.
Upon appointment, employees shall receive an orientation session by their Departmental Director or the
Departmental Director's designee who will provide information regarding the County's structure,
policies and procedures. Orientation shall include, but is not limited to, organization and services of the
County, work rules, personnel policy and procedures, departmental rules and procedures, completion of
payroll forms and introduction to other County personnel.
Section 3.0 - Seniority
Seniority shall be based on this section, except as may be provided in employment or collective
bargaining agreements.
Section 3.1-For Purposes of Calculating Vacation and Sick Leave
Seniority will be on the basis of continuous employment with the County.
Section 3.2 - For Task Assignments, Vacation Scheduling, etc.
For task and other assignments, selection shall be based on the employee's performance and ability in
that classification. Where employees exhibit substantially equal performance and ability, seniority will
generally govern the assignment.
Adopted: December 2003
Chapter 10 - Page 39 of 99
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Jefferson County Personnel Administration Manual
Section 3.3 - Trial Period Employees
During their trial period, an employee has no seniority status. At the end of the trial period, seniority
will be credited fÌ'om the date of most recent appointment.
Section 3.4 - Regular Part Time Employees
Regular part-time employees shall accrue seniority after 2 (two) years of consecutive regular part-time
employment on the basis of full-time equivalency. One (1) year of seniority shall be accrued for every
1,820 (one thousand eight hundred twenty) part-time hours worked.
Section 3.5 - Casual, Temporary, Non-regular, Provisional or Emergency Employees
Seniority is not accrued by casual, temporary, non-regular, provisional, or emergency employees.
Section 4.0 - Trial Period
The trial period is a time during which the County can judge the performance and potential of a new
employee, and the new employee may evaluate the County as an employer. This period is applicable to
every employee, including current employees who are promoted or have initiated a transfer request. It
also applies to former County employees who return to their previous position after a voluntary break in
service of greater than 1 (one) year.
Section 4.1 - Length of Trial Period
The trial period is for six (6) continuous calendar months, except for Civil Service positions, which have
a twelve-month (12) period. fu the event extenuating circumstances inten:upt the trial period or result in
unsatisfactory completion, the Departmental Director may extend the trial period for up to an additional
6 (six) months with concurrence of the County Administrator. Employees maybe terminated without
notice and without cause during the trial period or at its completion. An employee may also leave their
position during this period without prior notice to the County.
Section 4.2 - Pedormance Reviews During Trial Period
Performance of an employee will be evaluated in writing by their Departmental Director at least once
every 3 (three) months during the 6 (six) month trial period. The Departmental Director shall review the
performance of the employee at the end of the trial period and may recommend certification of the
employee for regular appointment to the County Administrator by submitting a Payroll Status Change
Form. If the County Administrator approves the Payroll Status Change Form will be placed in the
employee's employment personnel file. Until such certification has occurred, all employees shall be
deemed trial employees, even though the trial period may have expired.
Section 5.0 - Performance Evaluation
Departmental Directors will evaluate performance of regular employees in writing at least once every 12
(twelve) months. Performance evaluations will become a part of the employee's employment personnel
file and will be considered in any future personnel actions. Only current evaluations will be retained
(i.e., prior 3 (three)years) in employment personnel files. Outdated evaluations will be discarded.
Departmental Directors will use the performance evaluation process to identify training needs mid
potential for advancement. If an employee's performance is substandard, the Departmental Director will
inform the employee of the necessary improvement expected. Employees who fail to meet the required
performance level will be terminated fÌ'om County service.
Adopted: December 2003
Chapter 10 - Page 40 of 99
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Jefferson County Personnel Administration Manual
Section 6.0 - Promotion
A promotion is an appointment of an employee within a department to a higher classification (grade)
with a higher salary range that is not part of a career ladder. Promotions to vacant positions within a
department shall be made after an evaluation of all department employees who meet the minimum
qualifications for the position. Cross training of County employees is deemed to be in the best interests
of the County and expected whenever it is possible, but in and of itself does not justify promotion and
does not constitute an automatic consideration for promotion. (See Chapter 9, Section 4.5 -
Promotion/Reclassificationffransfer Matrix.)
Section 6.1- Placement in New Wage Grade/Step
Upon promotion, an employee will be placed in the new wage grade at a step nearest their current wage
rate that results in at least a 1 (one) percent increase to their base wage rate. An employee promoted
within the Department will serve a 6 (six) month trial period within the higher classification, during
which time they may be demoted without appeal if determined not qualified for the new position. After
discussion with the Departmental Director, the employee may request to return to their previous
position, displacing a less senior employee. For step increase purposes only (refer to applicable salary
matrix), when an employee receives a promotion their position anniversary date changes to the effective
date of the promotion.
Section 6.2 - Temporary Promotion Due to Vacancy Created by Sick Leave
An employee promoted to fill a vacancy created by a regular employee on sick leave due to an injury or
disability (including but not limited to maternity leave previously authorized in writing) shall hold such
position subject to the return of the absent employee for up to 1 ( one) year.
6.2.1 Documented Agreement Required: An agreement for the regular employee's return will
be completed prior to the expiration of the employee's FMLA benefit and will outline the
conditions for return including that the returning employee shall be restored to the
position they held previously or any other equivalent position in pay and status, if
available, provided they return within 1 ( one) year.
The temporarily promoted employee shall return to their original position, or a comparable position, if
available. Otherwise, the employee shall be permitted to exercise their qualifications and seniority to
displace a less senior employee. All of this action is subject to appropriate funding and positions
provided for in the current operating budget.
Section 7.0 - Employee Initiated Transfers
For purposes of this policy an employee-initiated transfer occurs when an employee in a County
department makes application to be considered for hire to a vacant position in another County
department during the in-house and/or outside (public) posting period for the vacant position (see
Chapter 9.)
When transferring from one department to another that results in a change in bargaining unit and/or aachange in classification within the same bargaining unit, an employee shall be compensated as a new
hire (i.e., Step 1 of the advertised grade.) While the employee retains seniorityllongevity with the
County for determining vacation and sick leave benefits, they will forfeit position seniority for the
purpose of collective bargaining agreements and wage classifications. (See also Section 8.0 for
Adopted: December 2003
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Jefferson County Personnel Administration Manual
information regarding employer-initiated transfers and Section 4.5 the
Promotion/Reclassification/Transfer Matrix at the end of Chapter 9.
Section 8.0 - Employer-Initiated Transfer
Occasionally the County may find it necessary to transfer an employee between departments. If the
transfer requires that the employee also transfer to a new collective bargaining unit, the County will pay
for the employee's COBRA health insurance premiums until the employee completes the applicable
waiting periods, as well as the employee's union initiation fees. See also Section 4.5 the
Promotion/Reclassification/Transfer Matrix at the end of Chapter 9.
Section 9.0 - Demotions
A demotion is the placement of an employee in a lower paying position/classification which mayor may
not be due to reasons related to performance.
Section 9.1 - Non-disciplinary Demotions
A non-disciplinary demotion occurs when an employee is placed in a lower paying position due to
position reclassification, reduction in positions due to budget impacts or reorganization, or other
circumstances/reasons unrelated to an employee's perfonnance. When an employee experiences a non-
disciplinary demotion, their salary shall be set at a place in the new salary range so that no decrease in
base pay results. If such an employees' previous position is reinstated within 1 ( one) year, the demoted
employee will have first option for reinstatement to that position.
Section 9.2 - Disciplinary Demotions
A disciplinary demotion occurs when an employee is placed in a lower paying position due to reasons
related to perfonnance. When an employee is demoted for perfonnance or disciplinary reasons, they
may be placed in a lower classification and their salary will be set at a place in the new salary range
which results in a decrease in base salary of at least 5 (five) percent.
Section 10.0 - Reduction in Force/ConsolidationIReorganization
Departmental Directors may request that positions in their departments be cut back in work hours or
eliminated that will result in a layoff of employees due to changes in the duties of the organization, lack
of work, lack of funds or for other reasons. Prior to such action, reasonable efforts will be made to place
an employee in another available position within the department or in another department by transfer.
When layoffs are required, the Departmental Director will use the following parameters, in the priority
listed, to come to a decision:
1. The needs of the department
2. Employee perfonnance
3. Seniority
Employees covered by collective bargaining agreements shall utilize the layoff procedures outlined in
the current agreement.
Section 10.1 - Notices
10.1.1 Initial Notice: Affected employees will be given 2 (two) weeks' notice oflayoff, during
which time the employee shall be allowed reasonable time off with pay to pursue other
employment.
10.1.2 Consideration for Rehire: If a laid off employee has filed a written request for
reconsideration the County shall consider them for rehire within one (1) year of the
Adopted: December 2003
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Jefferson County Personnel Administration Manual
layoff date if a suitable position becomes available. Qualifications and abilities being
equal in the judgment of the Departmental Director, seniority will be given preference for
recall to available work. The employee will retain his previous accrued hours for
determining vacation and sick leave benefits. For other benefits, such as health and
retirement plans, employees should consult the program's summary plan description, the
HRM, or their Union representative.
Section 11.0 - Reclassification
An employee is reclassified if, based on performance of duties, an employee's position has changed in
accordance with Chapter 7, Section 2.1 of this manual. Cross training does not constitute an automatic
consideration for reclassification. The employee's classification and salary shall be adjusted on the
employee's anniversary date. If the reclassification places the position in a higher salary range, the
employee's rate will be adjusted to the step that provides an increase of no less than 'l'2 (one-halt) of 1
(one) percent. If the reclassification places the position in a lower salary range, the employee's rate of
pay will be adjusted to the pay in the new range that is nearest, but not lower, than the employee's
former pay.
Section 11.1- Criteria
A Departmental Director may request a change in classification when the duties and responsibilities of a
position have substantially changed and such changes are adequately documented pursuant to the
criteria listed below. The County Administrator or their delegate, shall review the reclassification
request and make a determination based on the position and its relationship to the organization without
regard to the personal characteristics and abilities of the employee holding the position. The County
Administrator shall make a determination as to the appropriate grade or pay level for employees who
have been submitted for reclassification.
The Board of County Commissioners has outlined examples of criteria that will be evaluated in
considering reclassifications:
1. Any documented requirement of an employee to increase their level of formal education.
2. The requirement to substantially increase one's level of supervision over other employees.
3. Any substantial change in an employee's exposure to personal liability because of actions taken
in the course of their employment.
4. Such other criteria as is deemed in the County's interest by the Board of County Commissioners.
If the employee is performing the work of a classification that does not exist, the Departmental Director
will complete the Position Analysis Questionnaire to determine if a new classification needs to be
created and submit the completed questionnaire to the HRM with a recommendation that the
classification be established and added to the staffing schedule.
Section 12.0 - Separation from County Employment
Separation in employment occurs when:
1. An employee voluntarily ends their employment relationship with the County through
resignation or retirement.
2. The employee is released from their employment relationship due to performance issues, RIF,
etc.
3. The employee has not reported for work in 3 (three) days without notification to their
Departmental Director.
Adopted: December 2003
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Jefferson County Personnel Administration Manual
Section 12.1 - Return of County Property
Regardless of the manner in which separation of employment occurs, all County property, including but
not limited to credit cards, uniforms, equipment (including but not limited to cell phones, pagers, Palm
Pilots, computers), identification badges, and keys must be returned to the County before the employee's
last day of employment.
Section 12.2 - Final Pay Check
A separated employee shall receive their final paycheck on the regular payday following the last day of
employment. If the employee uses direct deposit, the final paycheck will be issued through the direct
deposit program.
Final paychecks shall not be provided until all County property in the employee's possession is returned
to the Departmental Director. Final paychecks shall account for any advances, deductions,
garnishments, or any other miscellaneous deductions as required by law or written agreement by the
employee with the County. Consequently, the employee should be aware when making a draw that they
could end up owing money back to the County for monies received, but not earned.
Section 12.3 - Sick Leave Cash Out
If an employee retires through one of the State retirement plans provided for County employees or if
separation :&om employment is a direct result of the employee's death or disability, the employee (or
employee's beneficiary) may cash out their accumulated sick leave at the rate of 1 (one) hour of pay at
their regular rate of pay for each 4 (four) hours of accrued sick leave to a maximum of 1,920 hours at
the time of separation.
The sick leave cash out provisions do not apply if the employee resigns or leaves employment with the
County and does not retire through one of the State retirement plans. Represented employees should
refer to their respective labor agreements.
Section 12.4 - Resignation
A written resignation notice stating the employee's intention to leave County employment should be
submitted to the employee's Departmental Director at least 10 (ten) working days prior to the effective
date.
The Departmental Director will notify the HRM of any resignation and the HRM shall insure that the
employee has an opportunity for an exit interview.
Section 12.5 - Retirement
An employee who is eligible for retirement through one of the State provided programs, should submit a
notice of retirement to their Departmental Director at least 30 (thirty) days in advance of their retirement
date. In order for an employee to retire :&om County employment, they must meet all of the eligibility
requirements of one of the following plans:
1. Washington State Public Employees Retirement System (PERS)
2. Law Enforcement Officers and Fire Fighters Retirement System (LEOFF)
The Departmental Director will notify the Clerk of the Board of the employee's retirement and the HRM
shall insure that the employee has an opportunity for an exit interview.
Adopted: December 2003
Chapter 10 - Page 44 of 99
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Jefferson County Personnel Administration Manual
Chapter 11- General Policies
Section 1.0 - Attendance
To maintain a safe and productive work environment, the County expects employees to be reliable and
to be punctual in reporting for scheduled work. Absenteeism and tardiness place a burden on other
employees and on the County. Poor attendance and excessive tardiness are disruptive. Either may lead
to disciplinary action, up to and including termination of employment.
Employees shall work a complete designated workday. An employee shall not be absent from work
without making prior arrangements with their Departmental Director. In the rare instances when
employees cannot avoid being late to work or are unable to work as scheduled, they shall notify their
Departmental Director, within 1 (one) hour oftheir start time, providing the reason for and the
anticipated duration of the absence.
Any unauthorized absence, including tardiness, will be considered an absence without pay. Departments
will maintain records of employee attendance.
Section 1.1- Workday and Workweek
A workday is the number of hours during a 24-hour (twenty-four) period required of an employee to
fulfill the job requirements as defined by the job classification and duties. A workweek is a period of 7
(seven) consecutive 24 (twenty-four) hour periods within which occurs a specified number of workdays.
The standard workweek consists of the period from midnight Sunday to 11 :59 p.m. on the following
Saturday.
Departmental Directors will determine the workday and workweek for personnel providing law
enforcement or fire fighting services.
Section 1.2 - Hours of Operation
The County's nonnal hours of operation are from 8:00 a.m. to 5:00 p.m. each day, Monday through
Friday, except on days designated as County holidays.
Section 1.3 - Normal workweek
A normal workweek for full time employees of the County shall be at least 30 (thirty) hours. The
standard workday shall fall between the hours of8:00 a.m. to 5:00 p.m. with 1 (one) hour for lunch.
Section 1.4 - Alternate Work Schedules
Due to the nature of the work, some departments may have different schedules, as detennined by the
Departmental Director and certified by the County Administrator. The Departmental Director, with the
concurrence of the County Administrator, may terminate an alternate work schedule when the schedule
ceases to meet the business needs of the Department and/or County.
No alternate work schedule will result in more and/or less benefit to the employee than the nonnal
workweek provides. Examples of alternate work schedules are:
1.4.1 Compressed workweek: Any schedule which allows a full time employee to work a 40
(forty) hour workweek in less than 5 (five) work days.
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a) 4/10 workweek - a work schedule which allows employees to work 40 straight
time hours per workweek in 4 (four) 10 (ten) hour days.
b) 9/80 workweek - a work schedule which allows employees to work 80 straight
, time hours per pay period over a 9 day period.
1.4.2 Flex Time: A work scheduling system which allows employees to alter their own work
hours within parameters set by the Departmental Director and with prior approval of the
employee's supervisor.
1.4.3 Job Sharing: An alternative work arrangement by which the responsibilities and job
duties of a single full-time position are shared by 2 (two) part-time employees.
1.4.4 Written Agreement: The terms and conditions of individual alternative work schedules
shall be set forth in a written agreement signed by each participating employee and
authorized prior to implementation by the Departmental Director and County
Administrator.
Section 1.5 - Work Breaks
County employees are entitled to a 15 (fifteen) minute break during each 4 (four) hour shift. Employees
working less than the standard workday are entitled to a 30 (thirty) minute lunch break for every 5 (five)
hours of work. Breaks for all personnel should be taken in areas so designated by Departmental
Directors and/or departmental directive.
Section 2.0 - Time Reporting
Maintaining accurate time records is essential in computing employee pay, ensuring compliance with
laws and regulations, and providing accurate cost information for the County. Each employee is
responsible for completing their own time sheet if required. The Departmental Director is responsible
for ensuring that the payroll worksheets are maintained. Falsification of any claim for pay will be
grounds for disciplinary action, including discharge. Falsification may also be a crime against the
County and may result in criminal prosecution.
Section 2.1 - FLSA Exempt
County employees who are considered exempt :ITom overtime under the Fair Labor and Standards Act
are expected to maintain an attendance pattern .that ensures completion of assigned tasks. FLSA exempt
employees will not record absences :ITom work ofless than 4 hours.
Section 3.0 - Immigration Law Compliance
The Immigration Recovery and Control Act (IRCA) makes it unlawful to knowingly hire, recruit, refer
for a fee, or continue to employ any person not authorized to work in the United States. The act also
prohibits an employer's use of contract or day labor or subcontracting arrangements designed to
circumvent the law; therefore, knowingly obtaining the services of an unauthorized alien. Similarly, an
employer can be charged with "knowledge" on the basis of indirect and/or circumstantial evidence.
Section 3.1 - Employment Eligibility
The employment eligibility of all County employees shall be verified within 3 (three) working days after
hire or, in cases of an employee hired for 3 (three) or less days, verification shall be completed before
work on the first working day. On his or her first day of employment, each employee must complete
Section 1 of the Employment Eligibility Verification (Form 1-9). An otherwise eligible employee unable
to locate documents maybe given up to 90 (ninety) additional days to provide such documents if the
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employee presents a receipt for application for obtaining the document within 3 (three) business days of
the first date of employment.
The 1-9 Form must be completely filled out. Attaching photocopies of the documents cannot be
substituted for completing the form; however, it is recommended that photocopies be retained in
addition to the completed form. If an employee refuses to sign, they will not be employed.
When an employee's work authorization expires, that person must be re-verified or employment shall be
terminated.
In order to avoid discrimination issues, 1-9 documents will be retained in separate files in the Auditor's
office and not as a part of an employee's personnel files.
Section 4.0 - Safety
The County will use reasonable efforts to provide a safe working environment that protects employees
and the public from injury. Departmental Directors are responsible for the development and
maintenance of departmental safety programs. Such programs shall include basic information regarding
published safety regulations and controls, equipment maintenance programs and training programs.
Employees shall be responsible for working in a safe manner and reporting unsafe working conditions.
Employees shall exercise caution in the performance of duties and shall follow and adhere to published
safety regulations and controls.
If an accident occurs while an employee is performing their assigned duties, the employee shall
immediately notify the Departmental Director and the Safety Officer who shall ensure that the employee
seeks and is provided appropriate medical attention and that all necessary forms are completed. If a
County vehicle or mobile equipment is involved in the accident, the law enforcement agency must be
promptly notified and an accident report form shall be completed. Refer to the County's Safety Manual
for complete safety and health policies and procedures.
The County maintains specific policies regarding blood borne pathogens and hazardous chemicals.
Employees working in departments handling blood or hazardous chemicals will receive training specific
to their work areas. Refer to Resolution No. 85-93 (amended by 129-97 and 67-99) County's Loss
Control and Countywide Safety Manual
Section 5.0 - Alcohol and Drug Free Workplace
Jefferson County recognizes that the maintenance of an alcohol and drug free workplace is essential to
the safety and welfare of its employees and, therefore, supports the requirements of the State of
Washington and the United States Drug Free Workplace Act of 1988. Each employee is responsible for
complying with the County's alcohol and drug free workplace policy as a condition of employment. A
full description of the policy and its applicable procedures can be found in the Jefferson County Alcohol
and Drug Free Workplace Policy and Procedures Manual that is Appendix E of this manual.
The following is a brief summary of some of the provisions of the County's Alcohol and Drug Free
Workplace Policy.
. In the event of an altercation, accident, near-miss accident, or other incident, the Departmental
Director may direct an employee to a designated medical facility for a chemical dependency
evaluation as part of the investigation of the incident.
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· Any possession, distribution, dispensing, use or manufacture of illegal drugs, or any illegal or
unauthorized possession, distribution, dispensing or use of alcoholic beverages or legal
prescription drugs shall be grounds for immediate termination.
· Any employee reporting to work under the influence of drugs, alcohol or in an otherwise unfit
condition to work may be subject to suspension without pay, referral for testing, termination or
other action as deemed appropriate by the employee's Departmental Director.
· In the event an employee is convicted for an alcohol or drug-related offense or the status of their
Drivers License becomes other than valid, the employee is responsible for reporting the
conviction, revocation, or status change to the HRM within 3 (three) working days.
· If an employee voluntarily seeks help regarding a drug or alcohol problem, they shall be referred
to the HRM on a confidential basis. The HRM shall refer the employee to an appropriate
counseling or medical facility for assistance.
Section 6.0 - Anti-Harassment Policy
Each employee is responsible for complying with the County's anti-harassment policy as a condition of
employment. All employees must review and understand this section and all provisions in the Jefferson
County Anti-Harassment Policy and Procedures Manual that is Appendix F of this manual. For further
clarification, questions, or concerns, an employee should contact their Departmental Director or the
HRM.
Section 6.1 - Work Environment
Jefferson County is committed to a work environment in which all individuals are treated with respect
and dignity. Each individual has the right to work in a professional atmosphere that promotes equal
employment opportunities and prohibits discriminatory practices, including harassment. In keeping with
this commitment, Jefferson County does not tolerate any form of harassment or unlawful discrimination
against County employees by anyone, including Departmental Directors, other employees, vendors,
clients, or customers. All employees are expected to avoid any behavior or conduct that could
reasonably be interpreted as unlawful harassm~t of employees, the public, or persons who do business
with the County.
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Section 6.2 - Reporting All Perceived Incidents
The County encourages reporting of all perceived incidents of discrimination or harassment. It is the
policy of the County to investigate such reports. Retaliation against any individual who reports
discrimination or harassment or participates in an investigation of such reports is prohibited.
Section 6.3 - Individuals and Conduct Covered
These policies apply to all applicants, public officials, employees, quasi-employees, vendors,
consultants, or customers, whether related to conduct engaged in by fellow employees or someone not
directly connected to the County.
Conduct prohibited by these policies is unacceptable in the workplace and in any work-related setting
outside the workplace, such as during business trips, business meetings and business-related or County
sponsored social events.
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Section 7.0 - Violence in the Workplace
To ensure a safe workplace and to reduce the risk of violence, all employees are responsible for
complying with the County's violence in the workplace policy as a condition of employment. All
employees must review and understand this section and all provisions in the Jefferson County Violence
in the Workplace Policy and Procedures Manual that is Appendix G of this manual. For further
clarification, questions, or concerns, employees should contact their Departmental Director or the HRM.
Section 7.1 - Reportlng Potentially Violent Situations
Any potentially dangerous situation must be reported immediately to a Departmental Director or the
HRM. All reported incidents will be investigated.
Section 7.2 - Individuals and Conduct Covered
These .policies apply to all applicants, public officials, employees, quasi-employees, vendors,
consultants, and/or customers, whether related to conduct engaged in by fellow employees or someone
not directly connected to the County.
Section 7.3 - Enforcement
In order to ensure the safety of Jefferson County employees, every effort will be made to create and
maintain a safe workplace. In addition, all illegal activities on County property and/or against County
employees will be prosecuted to the full extent of the law. Non-employees engaged in violent acts on
County property will be reported to the proper authorities and fully prosecuted.
Section 8.0 - Employee Identification Badges
The County is concemed with the overall safety and security of its facilities and employees and has an
interest in providing security for its employees, visitors and property. An ill badge system creates a
system for identifying who is authorized to be in the various areas within County facilities. To assist in
accomplishing these goals, employees, volunteers, temporary workers and sometimes visitors and/or
contractors, will be issued official County identification badges. '
Section 8.1- Use ofID Badges
Employees are required to wear their County ill badges when on County property during normal
working hours, and when attending training sponsored by the County. "Working hours" does not include
approved breaks away from County facilities. Employees conducting County business away from
County property must have their badge with them. The County ill badge can be used as identification
when traveling on County business to secure the "government rate" which represent a savings to the
County.
Section 8.2 - Exceptions to Wearing ID Badges
Exceptions will be made to this requirement when wearing the ill badge would cause a safety risk. In
such circumstances, employees are still required to have their ill badge on their person for display if
necessary. Departmental Directors must pre-approve all exceptions to this policy.
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Section 8.3 - Replacement of ID Badges
If an employee needs a new badge due to loss, wear, name or other personal information change, job
title/department change, or a significant change in appearance (e.g. change in hair color or drastic
change in hair style) they should contact the Commissioner's Office.
Section 9.0 - Firearms
Only those County employees authorized to carry firearms including Jefferson County SherifPs Officers
and other State and municipal employees as defined in RCW 9.41.060 are exempt from the policy
described in this section.
Pursuant to RCW 9.41.070 and Jefferson County Resolution No. 78-99, weapons are prohibited
throughout the entire Jefferson County Courthouse. Any person, including County employees, who have
a licensed concealed weapon must, upon entering the Courthouse, directly and promptly proceed to the
Civil Deputy's Office and check their firearm. The person may reclaim the firearm upon leaving but,
must immediately and directly depart from the Courthouse.
Section 9.1 - Employees with a Concealed Weapons License
Pursuant to RCW 9.41.050 any employee with a concealed weapon must have their concealed weapon
license in their immediate possession at all times and shall display the same upon demand to any law
enforcement officer or to any other person when and if required by law to do so. Any violation is cause
for a Class '1' civil infraction under chapter 7.80 RCW and shall be punished accordingly pursuant to
chapter 7.80 RCW and the Infraction Rules for Courts of Limited Jurisdiction.
Section 10.0 - Whistleblower Protection
Each employee is responsible for complying with the County's whistleblower protection policy as a
condition of employment. Any employee having infonnation regarding the wrongdoing of an employee
or official shall not be discriminated against for "Blowing the Whistle" on such wrongdoing provided
the procedures explained in Jefferson County Whistleblower Protection Policy and Procedures Manual
are followed.
For purposes of this Section, employees represented by a Union may seek representation through this
reporting procedure or report the alleged improper government action through the Union. The Union
will follow reporting procedures according to the collective bargaining agreement with the County, or,
in the absence of Whistle Blower Protection procedures within the agreement, the procedures outlined in
the Jefferson County Whistleblower Protection Policy and Procedures Manual that is Appendix H of
this manual.
The identity of a reporting employee shall be confidential except as required to properly evaluate,
investigate or otherwise process the reported inappropriate action.
Section 11.0 - Personal Data Changes
Employees are required to report any changes in name, address, or phone number to their Departmental
Director. It is important that the County have accurate information, particularly should the employee or
family members need to be contacted in case of emergency.
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Additionally, changes in marital status, withholding allowances and any other pertinent data should be
reported to the payroll department as soon as possible in order to avoid payroll errors.
Section 12.0 - Job Descriptions
All positions within the Compensation Classification System have job descriptions that have been
approved by the Human Resource Manager. (Refer to Chapter 7 for further information on the
Classification System.) All employees within the Classification System are entitled to a copy of the job
description for their position. Job descriptions are available ITom the office of the Board of County
Commissioners.
Section 13.0 - Nepotism Policy
In keeping with the County's Code of Ethics, the County has established a nepotism. policy. In this
section, "relative" is defined as any family relationship resulting ITom birth, marriage, adoption, or
domestic partner relationship.
Relatives will not be hired if such employment would immediately result in one relative supervising or
auditing another. If one employee becomes related to another employee as defined above, and a
supervisory or audit relationship exists, one of the affected employees must transfer or terminate
employment.
Section 14.0 - Outside Employment
Employees engaged in outside or "other" employment, authorized in writing by the County, must agree
and comply with the following restrictions. The outside or other employment:
1. Will not be conducted during the employee's hours of employment with the County
2. Will not distract ITom the efficiency of the employee while performing County duties
3. Will present no conflict of interest with County business
4. Will not take preference over extra duty required by County employment
5. Will create no liability for the County. The County may require evidence of a written contract
between the parties showing respective liability of each party.
In order to maintain public confidence in the performance of individual offices and departments,
Departmental Directors may develop, in addition to those listed above, certain other criteria for how,
when and under what circumstances employees may engage in outside employment.
Any employee engaged in outside or other employment that conflicts with the requirements of this
section shall resign ITom such outside or other employment or shall be terminated upon refusal to resign.
Any outside or other employment that could potentially interfere with emergency call-out situations
must be reported to the Departmental Director. If, after accepting outside or other employment,
situations arise which could interfere with the employee's job as provided in Subparagraph 1 above, the
employee shall immediately report that situation to their Departmental Director.
If an employee is unsure of the criteria or effect of outside or other employment, the employee should
contact the Departmental Director to obtain clarification.
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Section 15.0 - Volunteer Activities of Employees
The County recognizes that its employees may engage in volunteer activities for the County (on behalf
of, on work time, or as a representative of the County). To assure that employees are paid for work
when it is required, these guidelines are provided to help determine what is volunteer activity and what
is work.
Section 15.1 - Volunteer Activity
For hourly employees, volunteer activity is any work performed at the employee's own initiative,
outside of normal working hours, that is not consistent with the employee's normal job duties with the
County.
Section 15.2 - When Employees must be paid for Volunteer Activities
An employee is normally entitled to compensation under the following circumstances
· The work is performed for the County, a department of the County, or an event
sponsored by the County; or
· The work involves performance of the same type of duties that the employee normally
performs in their regular position with the County; or
· The work benefits another public agency and has been approved by the employee's
Departmental Director.
The County reserves the right to determine the work performed and the compensation for such work.
Section 15.3 - Authorization to Do Volunteer Work
Employees should obtain authorization from their immediate supervisor prior to performing volunteer
work for the County. If an employee believes that he or she should be paid for the work, a request for
compensation should be sent to the Departmental Director.
Section 16.0 - Use of Office and Telecommunications Equipment and Services
Section 16.1- Private Use of County-Owned Telephones (Including Cellular Telephones)
Employees should practice discretion when making personal calls from County-owned telephones.
Personal use of the telephone for long-distance and toll calls is allowed in the case of an "emergency."
Employees should charge emergency long distance calls to their personal calling card or credit card. If a
personal long distance call is made and billed to a County telephone, the employee will submit payment '
for the call when the bill is issued. The County may deduct the cost of any unpaid personal calls from an
employee's paycheck.
Employees working out in the field, away from their assigned offices, should make every effort to make
emergency personal calls from a regular telephone.
Any County employee who is issued a cellular telephone because of their position and who makes non-
business or personal telephone calls from it, shall review the cellular telephone bill each month, identify
the non-business or personal calls, and submit payment for their portion of the bill at that time. They
must also sign a "Cellular Telephone Charge Reimbursement Agreement" in which they agree that the
County shall have a lien against any salary payable or that will be payable, to the employee for the
amount of any unpaid personal calls.
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Section 16.2 - Business Use of County-owned Cellular Telephones
Employees are discouraged from using cellular phones while driving alone in a County owned vehicle,
but if they must, these guidelines should be followed:
· If you receive a call while driving let voice-mail answer it and/or find a safe area to stop and call
back
· Never dial while the vehicle is moving
· Never use the cell phone in heavy traffic or bad weather
· Use speed dialing as much as possible
· Use a hands-free phone if possible
· Never look up phone numbers while driving
· Never have stressful conversations while driving
· Keep your eyes on the road while on the phone
Section 16.3 - Computer Diskettes, Files and Software
Due to the susceptible nature of networked personal computers to virus outbreaks, all employees shall
comply with the following procedures:
1 Any diskettes brought into the work place, whether from the outside or from other parties, must
be scanned by Infonnation Services or a person designated by Information Services, prior to use
on any personal computer owned by the County.
2. Any files downloaded from the Internet, a Bulletin Board Service, or any other on-line provider
(i.e. Compuserv, America On-Line) should, if possible, be downloaded to a diskette and that
diskette scanned for viruses before the file is accessed on a County computer. If it is not feasible
to download directly to a diskette, then the hard drive on which the file was placed should be
scanned immediately following the download.
Refer to Jefferson County Network, Internet, Intranet, E-mail and Voice Mail Use Policy, Resolution
No. 17-98.
Section 16.4 - Computers, IntemetJIntranet Access, E-Mail, and Voice Mail
Refer to Jefferson County Network, Internet, Intranet, E-mail, and Voice Mail Use Policy, Resolution
No. 17-98
Section 16.5 - Miscellaneous Office Equipment
Use of the fax machine, copier or other office equipment may be authorized by the Departmental
Director provided the employee is charged the same fee as the public would be charged when requesting
the same service.
Section 16.6 - Use of County Owned Vehicles
Employees who use County owned vehicles, as part of their job duties must maintain the following
throughout their employment or be subject to possible disciplinary action.
A valid Washington State Driver's License
Proof of valid insurance coverage
Acceptable Driving Record
Certification of completion of the County's Defensive Driver's Training Course or a comparable
course~provedbytheCounty
The County reserves the right to restrict an employee's use of a County vehicle based on their driving
record.
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Section 16.7 - Personal Equipment
Certain job assignments require that employees furnish personal equipment. If an employee is required
to furnish any items, their Departmental Director will provide a list of the necessary items. The County
is not responsible for lost or stolen personal property (employees must be careful to secure such
equipment) or money, or valuables employees bring to the workplace.
Section 17.0 - Emergency Closures and Inclement Weather
It is the policy of the County that all County offices and activities shall be open and in operation during
established working hours. Because many County services are of primary importance during emergency
conditions, all employees should make every effort to report for work on a timely basis. Should
emergency or inclement weather conditions prevail which would prevent County employees from
reporting to work, it will be the responsibility of the employee to contact their Departmental Director to
indicate an anticipated absence from work or late arrival to work and the reason for such absence or
tardiness.
Section 17.1- Time Loss If Employee Is Unable to Report to Work
Any employee unable to report to work will be given the option of having pay deducted for the time lost
or for applying vacation credits or compensatory time, if such has been accrued, to offset any loss of
pay, subject to the approval of the employee's Departmental Director.
Section 17.2 - County Ordered Curtailment of Operations
Should conditions prevail that require the Board of County Commissioners to announce curtailment of
County operations for the safety and welfare of County employees, no pay shall be deducted for time
lost during the first 2 (two) days of such curtailment of operations, nor shall employees be required to
use vacation or compensatory time for the first 2 (two) day period, unless the employee had already
scheduled the time as vacation or compensatory time oft: This provision does not apply to essential
service personnel.
In announcing the curtailment of County operations, the Board of County Commissioners shall, by
resolution, prescribe specifically which County operations and/or facilities are affected. Any operation
and/or facility not specifically mentioned in the resolution will not be affected by the closure.
Section 18.0 - Department Rules
Departmental Directors may establish rules and procedures that regulate the work activities and the
conduct of employees within their specific departments. Departmental rules and procedures will not
conflict with the policies contained in this manual, collective bargaining agreements or state and federal
laws or statues, and will be binding only upon the employees of that department, and only to the extent
of those regulations.
Section 19.0 - Suggestions
All employees are encouraged to make suggestions that will improve the efficiency of County
operations or employee job satisfaction without fear of reprisal. Ideas for other departments of the
County are also helpful. Suggestions may be written or verbally given to the employee's Departmental
Director at any time. The Departmental Director will then discuss the idea with the appropriate person
or group.
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Section 20.0 - Personal Appearance and Dress
Employees shall wear appropriate attire for their positions and departments. Departmental Directors
may issue rules regarding appropriate attire. Appropriate attire shall mean clothing and accessories (i.e.,
jewelry) that are suitable for the requirements of the job being performed, with attention given to the
type of equipment the employee will be operating. Employees shall present a clean and neat appearance,
and should not be considered offensive or provocative to members of the public.
Section 20.1 - Uniforms
Should uniforms be required for non-represented employees, the employee will be treated the same
regarding the purchase and cleaning of the uniforms as bargaining unit employees of the appropriate
union.
Section 21.0 - Health and Fitness
Employees are expected to maintain the physical and mental health necessary to effectively perform the
essential duties of their positions. If an employee's health status appears to affect the performance of
their job duties, the Departmental Directors may require the employee to undergo a physical
examination. The examination will be confined and directly related to the employee's ability to perform
the duties of the job adequately and safely. The County will pay the costs of such examination which
exceed any payment made by the employee's health insurance, and will pay the employee's regular
salary during the time necessary to complete the examination.
If the examination results indicate that the employee is not capable of continuing to perform the job
duties, the County will attempt to restructure the job to accommodate the employee's condition in
accordance with the requirements of the Americans with Disabilities Act. If restructuring proves
unreasonable, the County will attempt to place the employee in another position they are capable of
performing and for which they are qualified by education and/or experience. Failing a reasonable effort
to accommodate the employee, they will be placed in layoff status due to lack of work suited to the
employee pursuant to Chapter 10, Section 10.0 of this manual.
Section 22.0 - Smoking
Non-smoking employees of the County shall have the right to work in a smoke-free environment. WAC
248-152 and RCW 70.160 provide for non-smoking in open public offices and other public areas. If a
conflict arises in the normal work environment of both smokers and non-smokers, the rights of the non-
smokers shall prevail.
In order to ensure that non-smoking employees of the County have the right to work in a smoke-free
environment, smoking is not allowed in County owned vehicles.
Designated smoking areas must be used if they are available for employees' use.
Section 23.0 - Bulletin Boards
There are bulletin boards located in each County facility which are to be used as follows.
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Section 23.1 - Legal Notice Bulletin Board
The bulletin board to the right of the main entrance doors (as you enter the building) to the Courthouse
is for legal notices (i.e. hearing notices, land use documents that must be posted, and notices of Sheriff's
sales.) Check with the Clerk of the Board before posting anything on this bulletin board.
Section 23.2 - Official County Bulletin Board
Each County facility shall have an official bulletin board to keep employees informed of various items
of interest such as information pertaining to personnel policies and procedures, department work rules,
announcements required by law, and official postings such as safety information and other notices. Each
County department shall notify employees of the location of the facility bulletin board.
Section 24.0 - Employee Parking
Except for reserved spaces, parking is on a first come, first served basis around County buildings. When
parking, employees should not occupy more than one parking space per vehicle. Employees are
expected to be courteous, watch vehicle doors, and drive safely in County parking lots. The County
assumes no responsibility for vehicles or their contents in these parking areas.
Employees are requested not to park along Jefferson Street that runs in :&ont of the Courthouse or in the
parking lot on the east side (Cass Street) of the Courthouse to allow ample parking for visitors.
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APPENDIX 'A'
Equal Employment Opportunity/Affirmative Action Policy and
Procedures
Section 1.0 - Aff"Irmative Action Statement
It is the policy of Jefferson County to be fair and impartial in all of its relations with employees and to
recognize the dignity of the individual. In furtherance of this policy, the County maintains an
environment ensuring recognition of each employee's efforts, achievements and cooperation.
Treatment of any employee who wants to advance in the organization will be fair, impartial, and without
prejudice, as openings occur and the employees abilities warrant.
This policy is established to promote and afford equal treatment to all employees and applicants for
employment regardless of race, creed, religion, color, national origin, sex, age, marital status, sexual
orientation, political affiliation, or the presence of any sensory, mental, or physical disability or the use
of a trained dog guide or service animal by a disabled person. Acts of discrimination are wasteful in
terms of lost skills and talents. This policy shall apply to every aspect of employment practices,
employee treatment and public contact.
Section 2.0 - Def"mitions
The following definitions will be used for the purposes of these policies and procedures.
Clerk of the Board: An appointed position in the office of the Board of County Commissioners.
Complainant: An individual that brings a complaint.
County Equal Opportunity Board (CEOB): The CEOB is composed of three County management
personnel appointed by the County Administrator to assist in the resolution of grievances that are filed
by employees under the Equal Employment Opportunity procedures.
County Risk Manager: A position appointed or designated by the Board of County Commissioners.
Departmental Director: An elected official, manager or supervisor directly in charge of a specific
department (e.g., the County Treasurer is the Departmental Director of the Treasurer's Office; the Public
Works Director is the Departmental Director of the Public Works Department.)
Equal Opportunity Advisor: A position appointed or designated by the Board of County Commissioners
assigned the specific task of assisting all departments in implementing the Equal Employment
Opportunity Program.
HRM: Human Resource Manager, a position appointed or designated by the Board of County
Commissioners to handle personnel, staffing and other related matters.
Appendix 'A' - Equal Employment Opportunity/Affirmative Action Policy & Procedures
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Section 3.0 - Equal Employment Opportunity Statement
Jefferson County is an Equal Employment Opportunity employer. It is against the County's policy for
an employee to discriminate against an applicant for employment or another employee on the basis of
race, creed, religion, color, national origin, sex, marital status, sexual orientation age, political
affiliation, or the presence of any sensory, mental, or physical disability or the use of a trained dog guide
or service animal by a disabled person. Furthermore, no employee of the County is to discriminate
against any applicant or fellow employee with the status of disabled veteran or veteran of the Vietnam
era. The County will make reasonable accommodations, including modification of County policies and
procedures in appropriate cases for qualified individuals with disabilities if it can do so without undue
hardship.
This policy applies to all employment practices as they pertain to any position for which an applicant or
an employee is qualified.
All personnel actions including transfers, promotions, compensation, benefits, education, training, and
all other terms and conditions of employment will be administered with the objectives of this policy of
non-discrimination
A copy of this Equal Employment Opportunity Policy and Procedures document shall be provided to all
,offices and employees of the County, and an additional copy shall be readily available to members of
the general public.
Section 4.0 - Assignment of Responsibility
The office of the Board of County Commissioners shall bear the general responsibility of carrying out
this equal employment opportunity program and shall strive to meet the goals outlined in this document.
The Human Resource Manager (HRM) is designated as the Equal Opportunity Advisor by the Board of
County Commissioners and will be assigned the specific task of assisting all departments in
implementing the Equal Employment Opportunity Program.
In addition, a County Equal Opportunity Board (CEOB) which shall be composed of three (3) County
management personnel shall be appointed by the County Administrator as needed. The CEOB will assist
in the resolution of grievances that may be filed by employees who believe they may have been treated
unfairly in employment because of race, creed, religion, color, national origin, age, sex, marital status,
political affiliation, or the presence of any sensory, mental, or physical disability or the use of a trained
dog guide or service animal by a disabled person.
Finally, all Departmental Directors shall be responsible for creating an employment environment that
provides equal opportunities to all applicants and employees in their respective division, department or
work area.
Section 5.0 - Employment Process
Section 5.1 - Recruitment
After a County Department has received approval to hire through the proper procedure, a job
announcement will be forwarded to the Human Resource Manager. Announcements for positions
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available for public application will be posted on the bulletin board located outside the County
Commissioners Offices located on the lower level of the Courthouse where copies of the job
description, information on the recruitment procedure and application for employment will be made
available.
Advertisements for applicants will not indicate a preference for a male or female, unless there is a bona
fide gender requirement as detennined by an Elected Official and consistent with law.
Announcements of job openings will be placed only with those employment agencies that strictly adhere
to equal employment practices.
Section 5.2 - Selection Process
Application forms will be revised to eliminate questions that may discriminate or induce bias contrary to
law and policy.
Interviewers shall base employment decisions only on valid job-related factors as set forth in position
requirements.
Selection will be based initially upon the possession of the required skills and qualifications as outlined
in the approved job description. The Departmental Director's evaluation of those skills, as well as
interpersonal skills possessed by the candidate, will also be an important element of the process. The
candidate that is deemed to be the best overall match to the County's needs, based on the above criteria,
will be selected.
Section 6.0 - Complaint Process
The success of the Equal Employment Opportunity program depends largely on the attitude of the
community as well as the employee. Opinion as to what constitutes fair and equal opportunity and
treatment may vary widely, and grievances may result. The following steps shall be taken immediately
for any grievance arising fÌ'om the employee-supervisor and County-community relationships:
Section 6.1 - Reporting the Grievance
The employee, applicant, or citizen (complainant) shall bring their grievance to the attention of the
Departmental Director who will investigate as necessary to determine the cause of the complaint and
work with the complainant to affect an equitable solution. Every effort shall be made to resolve the
difficulty at this level. When a grievance is against a Departmental Director, the complainant may file
the complaint directly with the Clerk of the Board. Departmental Directors will keep the County Risk
Manager informed of potential liability issues.
Section 6.2 - Investigation
At the option of either party, the Equal Opportunity Advisor shall interview both parties and conduct
additional investigations when necessary. Reports and recommendations shall then be made through the
County Administrator to the Board of County Commissioners for resolution.
Section 6.3 ...;. Resolution of Grievance
In the event that mutual agreement cannot be achieved and binding resolution is required by the County,
signed statements detailing the grievance and specific investigation action shall be obtained by the
Equal Opportunity Advisor fÌ'om the complainant, County employees and the Departmental Director.
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The Equal Opportunity Advisor shall forward these statements, along with their own investigation
report and recommendations, to the County Administrator and the Board of County Commissioners for
resolution.
Section 6.4 - CEOB
The Board of County Commissioners may elect, as deemed necessary and as circumstances so dictate,
to refer the grievance to the County Equal Opportunity Board (CEOB). Members of the CEOB directly
involved in the grievance shall not be voting members of this board and shall be temporarily replaced.
Proceedings of the CEOB shall be documented, and their decision shall be final and binding, subject to
review only by the State Human Rights Commission or through the Federal Equal Employment
Opportunity Commission. The Equal Opportunity Advisor as a matter of permanent record shall
maintain all reports, decisions and other documentation generated by the grievance procedure.
Section 6.5 - Confidentiality
Confidentiality will be maintained to as high a level as possible given the nature of the matter and the
needs of the County and its employees to process the grievance.
Section 7.0 - Evaluations
Annual evaluations by the HRM will be made to ensure effectiveness of the Equal Employment
Opportunity program. The Board of County Commissioners will direct changes in staff efforts as
necessary to ensure successful implementation of the program.
Section 8.0 - Individual Acts
Jefferson County hereby repudiates the acts of any employee or Departmental Director that are
inconsistent with the policies enumerated in this document. Such acts, if committed, are the acts of an
individual who is then solely responsible for any repercussions resulting ftom such activities. The
County has provided a grievance procedure for use by persons who believe they are injured by such
acts. Injured parties are encouraged to use this grievance procedure.
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Appendix 'B'
Code of Ethics Policy and Procedures
Section 1.0 - Policy
Jefferson County maintains a Code of Ethics to guide employees against improper activities that could
damage the County's reputation and otherwise result in serious adverse consequences to the County and
to the individuals involved. This code's purpose is the establishment of ethical standards of conduct for
all Jefferson County employees.
Section 1.1 - Guidelines
An employee's actions under this policy are significant indications ofthe individual's judgment and
competence. Accordingly, insensitivity to or disregard of the principles of this policy will be grounds for
appropriate disciplinary action.
Employees must be committed and bound by the following guidelines:
1. Public belief in the integrity of government based on the actions of the government's employees
2. hldependent, impartial, accountable and responsible behavior in duty to the County and its'
citizens
3. Governmental decisions and policies made within the proper channels of the governmental
structure
4. Public office is not to be used for personal gain
Section 2.0 - Deimitions
The following definitions will be used for the purp~ses of these policies and procedures.
Business entity: Any corporation, general or limited partnership, sole proprietorship or individual
(including a private consulting firm), joint venture, unincorporated association or firm, institution, trust,
foundation, or other organization, whether or not organized for profit
Complainant: The individual bringing a complaint
Confidential information: All information, whether transmitted or transcribed orally, written or encoded
electronically, which is of such a nature that it is not, at that time, a matter of public record or public
knowledge
Departmental Director: An elected official, manager or supervisor directly in charge of a specific
department (e.g., the County Treasurer is the Departmental Director of the Treasurer's Office; the Public
Works Director is the Departmental Director of the Public Works Department)
Family member: hlcludes spouse, father, mother, brother, sister, son, daughter, father-in-law, mother-in-
law, brother-in-law, sister-in-law, son-in-law, daughter-in-law, persons living in the same household, or
anyone otherwise financially dependent upon an employee
Gift: A voluntary transfer of any item of economic value fTom one person or entity to another made
without cost and does not result in any kind oflegally enforceable contract. It does not include the
solicitation, acceptance, receipt or regulation of political campaign contributions regulated in
accordance with provisions of federal, state or 10callaws governing campaign finances
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HRM: Human Resource Manager, a position appointed or designated by the Board of County
Commissioners to handle personnel, staffing and other related matters
Interest: Direct or indirect monetary or material benefit accruing to an employee as a result of a
contract, transaction, zoning decision or other matter that is, or may be the subject of, an official act or
action by or with the County except for such contracts, transactions, zoning decisions, or other matters
that by their terms and by the substance of their provisions confer the opportunity and right to realize the
accrual of similar benefits to all other persons and/or property similarly situated.
Nominal Retail Value: A value ofless than $25.00 (twenty-five.)
Official act or action: Any legislative, administrative, appointive or discretionary act of any employee
of the County or any agency, board, committee or commission thereof
Personnel File: Refers to both the employee's employment personnel file and the employee's
departmental personnel file
Public employee: Any person, holding a position by appointment or employment in the service of the
County, whether paid or unpaid, including members of any board, committee or commission thereof
Public official.' Any person holding a position by election, whether paid or unpaid, including members
of any board, committee or commission thereof
Remote Interest: An interest that is: (1) That of a non-salaried officer of a nonprofit corporation; (2)
That of an employee or agent of a contracting party whçre the compensation of such employee or agent
consists entirely of fixed wages or salary; (3) That of a landlord or tenant of a contracting party; or (4)
That of a holder ofless than one percent of the shares of a corporation or cooperative which is a
contracting party
Respondent: The individual named in a complaint allegedly causing harm.
Section 3.0 - Affected Parties
This policy shall be applicable to all employees and quasi employees of the County. (Elected Officials
and qualifying Public Officials refer to RCW 42.23 and 42.52.)
Section 4.0 - Conflicts of Interest Def"med, Generally
Employees are expected to use good judgment, adhere to high ethical standards, and avoid situations
that create an actual or perceived conflict between their personal interests and those of the County.
Jefferson County requires that the transactions employees participate in are ethical and within the law,
both in letter and in spirit. Whenever employees are in doubt, they should consult with their supervisor,
Departmental Director or the Human Resource Manager.
Jefferson County recognizes that different organizations have different codes of ethics. However, just
because a certain action may be acceptable by others outside of Jefferson County as "standard practice"
that is by no means sufficient reason to assume that such practice is acceptable as an employee of
Jefferson County.
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While it is not possible to develop a comprehensive detailed set of rules to cover every situation, the
County does adhere to and will strictly enforce any and all state laws or regulations relating to conflicts
of interest, appearance of fairness and ethics that are applicable to the employees and officials of this
County. The statutes provide detailed outlines of what constitutes ethical and appropriate behavior
while employed with the County.
If an employee or someone, with whom the employee has a close personal relationship, has a financial
or employment relationship with a vendor, potential vendor, or any person or business entity doing
business or wishing to do business with the County, then the employee has an "interest," as that term is
defined in Section 2.0. In such circumstances the employee is considered to have an "interest" that
mandates disclosure of that "interest" and eventual resolution in accordance with this Code.
For purposes of this policy, an employee shall be deemed to have an interest in the affairs of:
1. The employee's spouse or domestic partner, or dependent children
2. Any person or business entity with which a contractual relationship exists with the employee
3. Any business entity in which the employee is an officer, director, member or employee
4. Any business entity in which the employee owns or controls an interest either directly or
indirectly.
The employee must disclose this "interest" in writing to their Departmental Director. The Departmental
Director with the help of the County Administrator and the Human Resource Manager will determine
what course of action, if any, must be taken to resolve any conflict he or she believes may exist.
Section 4.1 - Examples of Conflict of Interest
A conflict of interest may arise, by way of example only, if an employee:
· Accepts non-nominal (greater than $25 in value) gifts ITom vendors, potential vendors or any
third-party who does business with the County;
· Accepts ANY form of remuneration or non-business related entertainment ITom a third-party
who does business with the County;
· Sells to third parties any information, products, or materials acquired ITom the County;
· Engages in outside business activities in such a way or to such an extent that the outside business
activities adversely affect the County or the employees' job performance;
· Performs outside work for a vendor of the County or any third-party that does business with the
County; (See Chapter 11, Section 14.0 on Outside Employment.)
· Engages in any outside employment or any other business undertaking to his or her personal gain
that is, or can ALSO be, perceived to be prejudicial to the best interest of Jefferson County;
· Uses proprietary and/or confidential information for personal gain or to the County's detriment;
uses assets or labor for personal use unless the use is as specified in Chapter 11.
If the conflict is severe enough Jefferson County may be forced to ask the employee to tender his or her
resignation or may, at its sole discretion, no longer transact business with that third-party. JeffersoniCounty has the sole discretion to:
a) determine whether such a conflict of interest exists and
b) determine the course of action to be taken to remove or end the conflict.
Employees are encouraged to seek assistance ITom their supervisor or Departmental Director with any
legal or ethical concerns. However, Jefferson County realizes this may not always be possible. As a
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result, employees may contact the Human Resource Manager to report anything that they cannot discuss
with their supervisor or Departmental Director.
Section 4.2 - Political Activities
Employees shall comply with provisions ofRCW 41.06.250 as the same exists or is hereafter amended,
which generally prohibits compulsory assessment or involuntary contributions and solicitation on public
property for any partisan political purposes. If an employee, an employee's spouse, or the parent or
guardian of an un-emancipated minor employee is elected to the Board of County Commissioners, the
employee shall be deemed to have resigned from County employment upon the date of certification of
the results of the election, if required by State law. This provision shall not apply to persons employed
as unskilled day laborers earning less that $1 00.00 (one hundred) per month or to public officers exempt
from prohibition ofRCW 42.23.
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APPENDIX 'c'
Standards of Conduct Policy and Procedures
Section 1.0 - Policy
In the interest of Jefferson County and the public, it is desirable that an employee's conduct reflects
favorably on the employee, their fellow employees and the County at all times, whether off-duty or on-
duty. Off-duty misconduct may result in discipline when it renders an employee less capable of
performing their duties and responsibilities or when it reflects unfavorably upon an employee's
continuing qualifications for employment. Employees may be transferred, demoted, terminated or have
other action taken as a result of on-duty or off-duty conduct that results in a loss of public confidence in
the employee as a member of the County staff.
It is the County's policy to place as few restraints on employee personal conduct as possible. The
County relies on each employee's good judgment and sense of responsibility as the principal source of
guidance for conducting day-to-day duties and responsibilities; however, for the protection of the
County's business interests and other employees, certain rules of conduct have been established and
must be followed. These rules are to minimize the likelihood of any employee, through
misunderstanding or otherwise, becoming subject to disciplinary action. The listed rules in this
document are not all inclusive.
Section 2.0 - DeUnitions
The following definitions will be used for the purposes of these policies and procedures.
Departmental Director: An elected official, manager or supervisor directly in charge of a specific
department (e.g., the County Treasurer is the Departmental Director of the Treasurer's Office; the Public
Works Director is the Departmental Director of the Public Works Department)
Disciplinary Action Form: Any written document (memo, letter, specific fonn, etc) which the
employee is asked to sign that includes the employee's name, job classification and department and
describes the nature of the misconduct
Discharge Committee: A committee appointed to conduct a pre..,discharge meeting. The membership of
the committee is 1) a Departmental Director from a department other than the department of the
discharged employee, 2) the Human Resource Manager, and 3) the Clerk or Deputy Clerk of the Board
HRM: Human Resource Manager, a position appointed or designated by the Board of County
Commissioners to handle personnel, staffing and other related matters
Personnel File: Refers to both the employee's employment personnel file and the employee's
departmental personnel file
Section 3.0 - Immediate Discharge
There are certain kinds of actions that cannot be permitted to occur because of their impact on other '
employees, the public and the County. Such offences may result in immediate dismissal. The following
are examples of such offenses that may result in immediate termination and this list is not all-inclusive:
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· Theft, misappropriation or removal of County property or the property of other employees,
clients, customers and citizens
· Acknowledged, intentional or repeated falsification of any application for employment or any
report, record, time sheet or County record
· Soliciting and/or accepting payment, gifts, or any item of value for services perfonned during
the regular work day, whether or not the services are perfonned on behalf of the County and
whether or not County vehicles or equipment are used
· Willful alteration, destruction or waste of County property, facilities, records or equipment,
wherever located, or the destruction of another employee's or citizen's property
· Possession and/or use of alcohol, narcotics or other controlled substances on County property, in
County vehicles, or during any occasion which is associated either directly or indirectly as work
perfonned for the County (except when such possession is pursuant to the employee's
employment duties)
· Giving or taking a bribe of any nature as inducement for obtaining or retaining a County job or
position .
· Serious or repeated disorderly conduct, horseplay or insubordination. Insubordination includes,
but is not limited to:
a. Neglect of duty or refusal or failure to obey orders or instructions in the line of duty
b. Public disrespect displayed toward any citizen, fellow employee or supervisor while
performing work for the County
c. Hostile or abusive language to any citizen, fellow employee or supervisor
· Threatening, intimidating, coercing or interfering with the work routine of supervisors or other
employees
· Physical conftontation and/or deliberate attempts to cause bodily harm
· Sleeping during working hours (except regularly scheduled breaks if not in public view)
· Unauthorized possession of firearms, explosives or any dangerous weapons while performing
County work
· Participating in a work stoppage or slowdown
· Recklessness resulting in an accident while on duty, whether on County property or while
driving a County vehicle
· Racial or sexual harassment directed toward another person, including but not limited to
demands for sexual favors in exchange for employment, retention of job, promotion or other
employment benefits
Section 4.0 - Other Disciplinary Actions
There are certain types of actions that should not occur, but nonnally it is the recurrence of the action
rather than the first occurrence of the action that results in discharge. For such actions, a regular
employee will nonnally receive a written or verbal warning, be suspended without payor placed on
disciplinary probation prior to discharge, depending upon all the facts and circumstances presented in
each instance. The following are examples of such offences and is not intended to be all-inclusive:
· Ignoring safety rules or common safety practices
· Engaging in disorderly conduct, horseplay, insubordination, or conduct that would be of
detriment to the image of the public employee
· Using uncivil, insulting, vile or obscene language
· Failure to report occupational injuries or accidents, including motor vehicle accidents, promptly
to the employee's supervisor
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Engaging in activities other than assigned work during working hours and/or while operating
County equipment, without approval in advance by an employee's Departmental Director
Acting in an insulting, rude, insolent or uncivil manner toward any customer or other person
while working for the County, or while operating County equipment, or on County premises
Failure to exercise the care and attention to one's work required by the circumstances
Smoking in restricted or prohibited areas, whether on County property or otherwise
Accepting employment or engaging in business for profit with another employer without written
authorization from the Departmental Director or County Administrator (for appointed managers)
Acting in any manner inconsistent with rules of conduct necessary to the welfare of the citizens,
the County or its' employees
Un-excused or excessive absences or tardiness
Leaving work before the end of the shift or not being ready to begin work at the start of the shift
or working overtime without permission of the employee's supervisor
Loafing or spending unnecessary time away from the job
Unauthorized possession or use of any County property, equipment or materials
Carrying an unauthorized passenger in a County vehicle
Contributing to unsanitary or unsafe conditions
Use of County property or time for personal financial gain or financial gain of another person
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Section 5.0 - Investigation
As soon as a Departmental Director becomes aware of a possible infraction of the standards of conduct
the employee should be interviewed and an investigation started.
Section 5.1 - Employee Interview
As soon as possible after the event, an interview should be conducted with the employee suspected of
the misconduct. The employee's Departmental Director should conduct the interview in private. If the
misconduct is serious, the Departmental Director should have another management representative
present in case a witness is needed to verify what occurred during the interview. The employee may
also request to have another employee present during the interview.
The employee should be given a chance to explain what happened and why it happened, and be
encouraged to identify any other employees who may have knowledge of the incident. The
Departmental Director must inform the employee that they will be contacted after the investigation has
been completed. In the case of a serious infraction, the Departmental Director may decide to suspend
the employee with or without pay during the course of the investigation.
Section 5.2 -Investigation
As soon as a Departmental Director becomes aware of a possible infraction of the standards of conduct,
they should immediately assign a non-involved County official or employee to conduct a preliminary
investigation. An essential requirement of the investigator is that they be capable of objectively
evaluating the facts and the persons involved and be perceived by the involved employees as someone
who is fair and objective. The investigator should conduct interviews with all witnesses as soon as
possible after the event and detailed notes should be taken. If the incident involves a serious infraction,
the interviewer should obtain signed statements from the witnesses.
The investigation should determine the following:
1. Whether or not the incident occurred
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2. Who was involved in the incident
3. Names of any witnesses and signed statements, if appropriate
4. A statement describing the specific nature of the incident and when it occurred
5. A statement describing any consequences of the incident such as injuries, reduced productivity,
damage to County property, etc.
In the case of minor infractions, a simplified version of the above process may be followed.
Section 6.0 - Disciplinary Action
Once an investigation has been conducted and it has been determined that an infraction has occurred,
one or more of the following disciplinary actions may be taken. The County may skip steps in this
sequence whenever, in its judgment, circumstances require an abbreviated disciplinary procedure. A
review of the employee's employment and departmental personnel files will be conducted to identify
circumstances that would support either increasing or reducing the imposed disciplinary action.
The employee's Departmental Director must complete a written disciplinary action fonn. The
employee's name, job classification and department should be identified on the fonn. In describing the
nature of the misconduct, the following information should be provided:
1. The date and time of the infraction
2. A brief description of the events
3. A list of rules or policies that were violated
4. The effective date and nature of the disciplinary action. If the discipline is a final warning, it
should be clearly stated that a future offense will result in immediate termination.
The employee must be allowed to review the disciplinary action fonn and must also understand exactly
what action will be taken should another violation occur. The employee should be asked to sign the
disciplinary form. If the employee refuses to sign, the Department Director should attempt to have the
employee sign a notation that they refused to sign the disciplinary action fonn. In the event the
employee refuses to sign the notation, the Departmental Director should have another Departmental
Director verify the employee's refusal.
It is important that detailed notes are kept of this meeting and to have another person present to witness
the proceedings.
Section 6.1 - Oral Waming
Oral warnings may be given for minor offenses or to bring to the attention of an employee potential
work performance problems. Oral warnings may include an explanation of the violation or problem and
requests for corrective action on the part of the employee. A notation of each oral warning should be
placed in the employee's departmental personnel file and maintained by the Departmental Director for
future reference. In addition, the offending employee may be given a written notation of the warning.
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Section 6.2 - Written Warning
A written warning may be given for a more serious offense or when the employee, who has received one
or more oral warnings for minor offenses or problems in their work performance, repeats them or fails
to take corrective action. A copy of the written warning is to be signed by and given to the employee
and a copy entered into the employee's departmental personnel file.
Section 6.3 - SuspensionlFinal Warning
A suspension may be given for serious infractions of employee rules of conduct for which immediate
discharge is not appropriate for repeated offenses, or for failure to correct an action for which a written
warning was previously given. A suspension is time off without pay for disciplinary reasons.
6.3.1 Non-Exempt Employees: The number of days of suspension is dependent upon the nature
of the violation and the employee's record.
6.3.2 FLSA Exempt Employees: In the case of exempt employees, time off without pay shall
be for the entire pay period.
In each case of disciplinary suspension, a written memo will be prepared. After review with the
employee, a copy will be given to the employee, and a signed copy will be entered into the employee's
departmental personnel file.
Section 6.4 - Discharge
When the Departmental Director feels that the nature of a violation warrants discharge or if the
discharge is a result of the disciplinary procedure where the desired corrective action was not achieved
by one or all of the steps above (written warning, suspension, etc.), the Departmental Director will
prepare a written report and submit it to the HRM.
6.4.1 Pre-discharge Meeting: A pre-discharge meeting will be conducted by the Discharge
Committee, which is composed of one (1) Departmental Director from a department
other than the department of the discharged employee, (2) the HRM, and (3) the Clerk or
Deputy Clerk of the Board, who will act as secretary of the meeting. The County
Administrator shall make appointments to the discharge committee as needed. The
discharge committee may use the services oflegal council or consultants as required.
6.4.2 The pre-discharge meeting shall not be a public meeting unless required by law. The
employee shall be provided with a written notice of the charge or grounds for termination
and a summary of the County's evidence. The employee shall be given an opportunity to
respond to these charges, either orally or in writing, and to explain why the County
should not go ahead with the discharge.
No employee who has completed a trial period shall be terminated for any reason without a pre-
discharge meeting of the Discharge Committee.
Although the Departmental Director's explanation of the County's evidence should be sufficient to
inform the employee of the basis for discharge, this procedure shall not be construed to limit the County
at any subsequent hearing or proceeding, from presenting a more detailed and complete case including
the presentation of witnesses and/or documents not introduced at the pre-discharge meeting. Should the
discharge committee determine to proceed with the discharge or some alternative disciplinary action, the
County will give the employee written notice of discipline without undue delay.
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Section 7.0 - Appeal Process
An appeal may be made by the employee within five (5) business days of the disciplinary action
meeting. The appeal must be submitted in writing to the HRM. The HRM will review the investigation
notes and the employee's employment and departmental personnel files to ensure that the disciplinary
action is fair and consistent within five (5) business days of receipt of the appeal.
If the employee is subject to a collective bargaining agreement, the employee shall follow the process as
outlined in their union contract.
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APPENDIX 'D'
Travel and Transportation Policy and Procedures
Section 1.0 - Introduction
Jefferson County has established a system for control of travel that provides for reimbursement of travel
expenses incurred by employees while on authorized travel. In order to ensure reimbursement,
employees must follow the procedures explained in this manual prior to travel. All travel requests are
submitted to the employee's Departmental Director or authorized designee who is responsible for
approving travel and for ensuring that appropriate funds are available for official travel.
These procedures are designed to ensure that any payments made under this section are reasonable,
accurate, and necessary for the conduct of the County's business.
Section 2.0 - Def"Initions
The following definitions will be used for the purposes of these policies and procedures.
Departmental Director.' Elected Official, Department Head or authorized designee acting as the
manager for that department.
High Cost Area: An area defined by the Federal or State government for having higher than normal
costs for food and lodging either all year or at specific times of the year.
Official Workstation: The place where an employee is assigned to work the majority of their work
schedule.
Quasi-employee: A person acting on behalf of the County in a public service capa.city as if they were an
employee of the County.
Travel Status: An employee is considered to be on Travel Status when they travel a minimum of three
(3) hours in excess of their regularly scheduled workday.
"West End :" The common term for the area of Jefferson County that is separated from the eastern
portion of the County by the Olympic National Park and is not accessible by Highway without traveling
out of Jefferson County.
Section 3.0 - Affected Parties
Unless otherwise provided by law, these regulations are applicable to all employees and all quasi-
employees. If specific travel circumstances arise which are not covered in this policy, the State of
Washington Travel Regulations will be used as guidance in determining acceptable practices and
expenditures.
Section 4.0 - General
Section 4.1 - Care When Incurring Travel Expenses
Travel funds are an important public resource and should be spent wisely and judiciously. It is assumed
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and expected that expenses incurred under this policy will be appropriate to the circumstances, and
consistent with the best interests of the County and its desire to minimize travel costs. An employee
traveling on official business is expected to exercise the same care in incurring expenses and
accomplishing the purposes of the travel that a prudent person would exercise if traveling on personal
business. Employees are responsible for excess costs and any additional expenses incurred for personal
preference or convenience.
Section 4.2 - Travel Itinerary
The travel itinerary of an employee is to be planned to eliminate unnecessary travel in the performance
of work assignments. Whenever it is feasible for two or more employees to travel on official business in
one vehicle, they are to do so.
Section 4.3 - Health and Safety of Travelers
The health and safety of employees is a top priority in the conduct of travel related activities. It is
considered advantageous to the County for travel plans and itineraries to be established and altered with
consideration of hazardous inclement weather and other situations that could threaten the health and
safety of County personnel.
Section 4.4 - Incapacitating ßlness or Severe Inclement Weather
An employee shall contact their supervisor as soon as possible if the alteration of travel plans and
itineraries will result in extra travel expenses (including meal and/or lodging costs) due to emergencies
such as a sudden onset of incapacitating illness or because of severe inclement weather. Notation on the
Travel Expense Voucher must include the name of the supervisor who approved the alteration and the
approval date and a short description of the reason for the change.
Section 4.5 - Compliance with the Americans with Disabilities Act (ADA)
All County personnel are to be afforded equal opportunity to travel for official business even if the
travel costs for disabled travelers will exceed what would normally be most economical to the County,
unless costs would create undue hardship on the County as allowed by the ADA. Travel authorizations
and travel claims should be annotated that the extra costs were required to comply with the ADA.
Section 5.0 - Reimbursement Method
Employees are to exercise prudent judgment in incurring travel expenses on official County business.
Excessive or unnecessary expenses will not be reimbursed. When an employee is traveling on official
County business, the Departmental Official will determine whether it is more economical to require the
employee to return to the official station or residence daily or on weekends.
Section 5.1 - Authorization for Travel Reimbursement
Authorizations for travel shall be exercised through the Departmental Director from properly authorized
BARS travel line item of the Department budget. For travel outside the State of Washington, the Out of
State Travel Request Form, which requires pre-approval by the County Administrator will be used.
Section 5.2 - Use of County Issued Credit Cards for Travel Expenses
Travel expenses may be paid with a credit card issued to a County Department (See also Resolution 61-
95 and 25-01 regarding County credit cards.) Employees using County charge cards must retain and
submit expenditure receipts for all expenses that are charged to the card. The employee shall submit an
accounting of all charges within 10 (ten) calendar days following return from travel. All charges for
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which receipts are not submitted or which are not eligible for reimbursement will be disallowed and the
employee shall remain personally liable for such charges. Any disallowed charges shall immediately be
paid to the County by check or cash.
If for any reason disallowed charges are not repaid within 1 0 (ten) days following return from travel, the
County shall have a lien against and a right to withhold any salary payable to or that will be payable to
the employee up to an amount equal to the disallowed charges plus interest at the same rate as charged
by the company which issued the charge card. If an employee has not repaid any disallowed charges, he
or she shall not be allowed to use a charge card for subsequent travel. If the employee still has custody
of the card, he or she shall surrender the card upon demand by the County Administrator or County
Treasurer.
Section 6.0 - Direct Payment to Vendors Supplying Meals or Lodging
On occasion a department may negotiate meal or lodging rates directly with a vendor or vendors in a
specific area (i.e. the west end of the County) in order to accommodate travel arrangements for several
employees at the same time and/or to receive a cost savings.
Section 6.1 - Approval and Documentation for Direct Payment to Vendors
Approval of the Departmental Director must be obtained prior to authorizing direct billing to the County
and direct payment by the County. Any payments made according to this section are to be supported by
documentation consisting of:
a) A list of employees and their respective departments.
b) An invoice from the vendor detailing the number of meals served and price per meal.
c) The details of the lodging information including date(s) of occupancy, room number,
room rate and name(s) of persons occupying the room.
d) Payments to vendors for lodging expenses may not exceed the limits stated in Sections
8.3,8.4 and 9.1.
Section 6.2 - Travel by Commercial Carrier (Airline, Train, Bus)
6.2.1 Advance Bookings: Whenever it is determined that savings in travel costs will result by
taking advantage of discounts offered by a commercial carrier for advance bookings,
payments are authorized to pay for airline or other commercial carrier tickets prior to a
scheduled trip if the County retains physical custody of the ticket. Tickets should be
delivered to employees in a timely manner in advance of travel to avoid last minute
problems.
6.2.2 Most Cost Effective Route: Air and train transportation is to be by Tourist or Economy
Class and by the most direct or cost-effective route.
6.2.3 Meals: If a vendor has been paid directly for meals, the employee will not be reimbursed
for meal expenses even if the employee is on travel status.
Section 7.0 - Basis for Reimbursement
All travel expenses are reimbursed from actual receipts as follows.
Section 7.1- Lodging
The reimbursement for lodging expenses incurred on official business shall be on an actual expense
basis only.
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Section 7.2 - Meals
The reimbursement for meals incurred on official business while an employee is on Travel Status shall
be on an actual expense basis, except if the meals have been prepaid according to Section 6.2.3.
Receipts must be obtained for each meal that may qualify for reimbursement.
Jefferson County Personnel Administration Manual
Section 7.3 - Lodging and/or Meal Reimbursement NOT AUTHORIZED
Reimbursement for lodging and/or meals shall not be authorized under any of the following conditions:
· The employee does not incur expenses for lodging and/or meals.
· The County furnishes them directly.
· The County furnishes them through the payment of the registration or conference fees.
· An employee does not incur lodging expenses at a commercial facility.
· The County will not reimburse an employee for the cost of any alcoholic beverages.
REIMBURSEMENT FOR ALCOHOLIC BEVERAGE IS PROHIBITED.
Section 8.0 - Reimbursable Meal Expenses
Section 8.1- General Guidelines
The cost of meals incurred WITHIN the County (except the west end) are non-reimbursable because
ordinary meals are the responsibility of the employee. However, reimbursement is authorized if made in
accordance with the Resolution No. 40-96 Policy Establishing Criteria for the Expenditure of Public
Funds for Eating and Drinking.
Section 8.2 - Reimbursement for Cost of Meals While on Travel Status
Employees must be on travel status to collect payments for meals. Employees are on travel status when
they are on official County business and the number of travel hours in excess of their regularly
scheduled working hours of any day total three (3) or more.
The reasonable cost of the employee's own meal may be reimbursed when substantiated by a receipt and
the cost of each meal does not exceed the limits listed in Section 8.3 unless it is detennined that the area
to which the employee traveled is a High Cost Area. If an einployee is eligible to receive
reimbursement for all 3 meals in a day the per meal limits do not apply as long as the reimbursement for
all 3 (three) meals does not exceed the ''Total Meal Allowance Per Day." Any amount paid for meals in
excess of those amounts listed in Section 8.3 will not be reimbursed.
Section 8.3 - Meal Cost Reimbursement Schedule
The cost of meals for employees who meet all of the qualifications for meal reimbursement are as
follows:
Breakfast
Lunch
Dinner
Amount
$ 7.00
8.00
16.00
Total Meal Allowance Per Dav for
Advance Travel Requests
$31.00 per day
REIMBURSEMENT FOR ALCOHOLIC
BEVERAGES IS PROHIBITED.
Meal amounts listed above include the basic cost of the meal, any applicable sales tax and any
customary tip or gratuity (see also Section 13.2 (6).
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Section 8.4- Reimbursement for Meal Costs in a High Cost Area
Employees may be reimbursed up to 150% of the rate listed in Section 8.3 with prior approval by the
Departmental Director. The portion of the cost of any meal consumed in a high cost area exceeding
150% of the standard rate listed in Section 8.3 will not be reimbursed.
8.4.1 150% of Meal Reimbursement Schedule:
Breakfast $10.50 Total "High Cost Area" Meal Allowance
Lunch 12.00 Per Day for Advance Travel Requests
Dinner 24.00 $46.50
If in the discretion of the Auditor or the County Administrator, it is determined that, the meal location is
not in a High Cost Area the employee will receive only the standard reimbursement rate. The State of
Washington Travel Regulations will be used as guidance in the determination of what areas are
considered High Cost Areas. A copy of the State regulations is available in the office of the Board of
County Commissioners, or on the State of Washington website.
Section 8.5 -Meeting Out of the County When the Employee Is Not On Travel Status
When an employee does not reach the travel status threshold for a meeting away from Jefferson County
(i.e. is not on travel status,) the provisions of Resolution No. 40-96 apply and reimbursement may only
be made for meals that are scheduled as an integral part of an official proceeding or program related to
County business and the Departmental Director approves payment for the meals in advance of the
meeting, convention, conference, or training session because it is advantageous to the County and are
related to the employee's job responsibility. See Resolution No. 40-96 for complete text.
Section 9.0 - Lodging Reimbursement
Reimbursement for lodging will be paid at the rate specified in Section 9.1. Prior Department Head
approval is required for any quoted commercial lodging rate that exceeds $100.00 (one hundred dollars)
per night.
Reimbursement for lodging is on the actual receipted cost of a standard, single occupancy room, in a
commercial facility. A commercial facility is a lodging facility that meets the appropriate government
regulations for the rental of rooms to the public. The commercial facility could be a motel, a hotel, a bed
and breakfast or a hostel. Employees are to use discretion in choosing accommodations. The type of
facility chosen should be appropriate for normal business use.
EXAMPLE: The use of a bed and breakfast would not be appropriate if a
standard motel is readily available, unless it can be clearly demonstrated
that the bed and breakfast costs less.
When an employee uses camping facilities in lieu of commercial lodging facilities for the employee's
convenience, reimbursement shall be for the actual space rental cost as evidenced by a receipt.
Section 9.1 -- Lodging Expenditure Schedule
Lodging costs will be reimbursed at the actual cost of standard accommodation for a single occupancy
room in a commercial facility or actual pro-rated cost of standard accommodation when room is shared
with more than one party. A RECEIPT IS REOUIRED FOR ALL LODGING EXPENSES.
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Section 10.0 - Forms Used for Travel
The following fonns are to be used by employees seeking reimbursement of their authorized travel
expenses. Employees may request an "advance" against their travel expense reimbursement to help with
their authorized County travel expenses. Employees must request approval prior to making any
arrangements for travel out of the State of Washington.
Section 10.1 - Advance Travel/Out of State Travel Request Form
This fonn (see Forms section of the manual) serves as a request for an Advance Travel check or Out of
State travel reimbursement approval. Employees may obtain fonns from their supervisor. A
computerized version of this fonn is available in the following directory: P:\Public\Fonns\Travel
Forms\. The fonn is an Excel spreadsheet and will automatically calculate.
10.1.1 Out of State Travel Requests: The employee must submit the completed fonn to their
Departmental Director for approval. The County Administrator will review and approve
or disapprove all out of state travel requests before the Department makes travel
arrangements.
10.1.2 Request for Advanced Travel Funds: The employee must submit the completed fonn
to their Departmental Director for approval. Requests for Advance Travel funds will be
submitted to the Treasurer's Office a minimum of 5 (five) working days before the funds
are needed. The employee must pick up their advance travel check from the Treasurer's
Office.
Section 10.2 - Travel Expense Reimbursement Forms
Fonns identified below are to be used by employees to submit an accounting of their authorized travel
expenses for which they are seeking reimbursement (see the Forms Section of the manual). Instructions
for submitting a claim for reimbursement of travel expenses are included in this section. Following are 3
(three) formats to claim reimbursement:
1. Submitting expenses incurred on a monthly basis.
2. Submitting expenses incurred on a daily or weekly basis.
3. Submitting only for mileage expense reimbursement.
Employees may obtain fonns from their supervisor or use a computerized version of these fonns, which
are available in the following directory: P:\Public\Fonns\Travel Fonns\. The fonns are in Excel
spreadsheet format and will automatically calculate.
Section 11.0 - Travel Expense Reimbursement Claims
Requests for reimbursement of travel expenses must be made using the appropriate Travel Expense
Claim Fonns (see Section 10.0.) Employees should submit a travel expense reimbursement claim for
each month that they incur travel expenses.
Section 11.1 - Processing Travel Expense Reimbursement Claims After Travel Has Been
Completed
Employees must complete all paperwork regarding travel expense reimbursement claims in a timely
manner. Any monies owed to the County must be submitted to the Treasurer's Office within 30 (thirty)
days of an employees return from travel.
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Section 11.2 - Submitting Travel Expense Reimbursement Claims
The Travel Expense Claim Form must be completed, signed, and then submitted for approval to the
employee's Departmental Director with a copy of the meeting or training schedule, agenda, or brochure.
Processing and payment to the employee will be included in the next billing cycle.
Section 11.3 -Submitting a Travel Expense Claim that Totals Less than $10.00 (Ten Dollars)
Employees should submit a Travel Expense Claim form for each month that they incur travel expenses,
however, if the total reimbursable travel costs do not exceed $10 (ten) dollars in any month, the
employee may wait and submit the claim the next month for which a total reimbursement would be
greater than $10 (ten) dollars. The claim must be submitted within 3 (three) months of the date of the
original claim (see quarterly claims, Section 11.4.)
Section 11.4 - Submitting Quarterly Travel Expense Claims
An employee may accumulate travel expenses and submit them on a travel expense claim form once a
quarter (March, June, September and December) if,
1. There is no reimbursement to Advance Travel required on the claim.
2. The amount to be reimbursed for travel expenses in any month of the quarter does not
exceed $50.00 (fifty) dollars.
Section 11.5 - Information Required in Support of Travel Expense Reimbursement Claims
The receipt for the commercial lodging facility and receipts for all meals must be attached to and
submitted with the travel expense claim form. Departure and return times should be rounded to the
nearest half hour on the claim form and shall be designated as A.M. or P.M.
Section 12.0 - Advanced Travel Funds
Employees may request an "advance" against their travel expense reimbursement to help with their
authorized County travel expenses. These funds shall be accounted for as follows.
Section 12.1 - Accounting for Advance Travel Funds
Any employee who receives a travel advance fÌ"om the Advance Travel Fund must file an expense
voucher form within the next County billing cycle. Persons submitting claims with expenses in excess
of the amount advanced will be reimbursed for the difference by warrant. The employee shall indicate
on the Travel Expense Claim Form a deduction for all travel advance amounts received.
Section 12.2 - Unexpended Travel Advance Funds
Any unexpended portion of the travel advance is to be returned to the County no later than 5 (five) days
after the close of the authorized travel period. Payment by cash or check made payable to the County is
to accompany a properly completed travel expense claim form. Unexpended portion of travel advances
are not to be carried forward to a subsequent travel period, but must be remitted to the County as
provided above. An employee may not make requests for Advance Travel when they are delinquent in
accounting for or repaying a prior travel advance (RCW 42.24.140.)
Section 12.3 - Default in Payment or Accounting
Any default in accounting for or repaying a travel advance shall cause the amount that is unpaid to
become immediately due and payable. In order to protect the County for any losses fÌ"om the Advance
Travel Fund the County has a lien against and shall withhold any and all amounts payable or that
become payable by the County fÌ"om the employee's pay, up to the amount of such travel advance.
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Section 13.0 - Reimbursable Transportation Expenses
Section 13.1 - Reimbursable Transportation Expenses
Reimbursable transportation expenses include all necessary official travel on railroads, airlines, ships,
buses, private motor vehicles and other usual means of conveyance. All transportation other than private
motor vehicles and County-owned motor vehicles must be on commercial carriers.
13.1.1 Reimbursement for Use of Privately-Owned Motor Vehicles: Reimbursement for
mileage between the employee's residence and official workstation is a personal
obligation of the employee and is not reimbursable by the County. Mileage shall be based
on departure :&om the employee's official workstation unless their residence is closer to
their destination, in which case the mileage shall be calculated from the employee's
residence. Vicinity mileage may be included.
Section 13.2 - Miscellaneous Travel Expenses
Miscellaneous travel expenses essential to the transaction of official County business are reimbursable
to the employee. Miscellaneous travel expenses must be specifically itemized on the travel expense
claim form with receipts attached. Reimbursable expenses include, but are not limited to:
1. Taxi fares, transit fares, motor vehicle rentals, parking fees, ferry and bridge tolls. Taxi or transit
fares incurred by an employee on travel status going from their place oflodging to a restaurant
for a meal when the employee has no other means of transportation are considered a
reimbursable miscellaneous travel expense.
2. Registration fees required in connection with attendance at approved conventions, conferences,
and official meetings if not previously paid.
3. Rental of a room in a hotel or other place that is used to transact official business. The room
rental is reimbursable as an item separate from lodging when authorized by the Departmental
Director.
4. Charges for necessary stenographic or typing services in connection with the preparation of
reports and/or correspondence when authorized.
5. The charge for one brief (less than 5 [five] minute) phone call to the employee's home each day
the employee is on travel status.
6. Employees will be reimbursed for expenditures due to tipping, when claimed as actual expenses,
provided such tipping does not exceed 15% (fifteen) percent of the cost of a meal, fare, or a day's
lodging or the amount itemized in Sections 8.3,8.4 and 9.1.
7. Motor vehicle rentals, registration fees, rental of rooms for official business, and other
miscellaneous travel expenses in excess of $50.00 (fifty) dollars are not to be paid by the
employee. The purchase of such services should be accomplished in advance, in accordance
with prescribed purchasing requirements.
8. The cost for personal care attendant services which are required by disabled employees, in order
for them to travel, will be allowed as a miscellaneous travel expense. Such costs may include the
fees and travel expenses of the attendant. The limit for such costs is not limited by the dollar
amount established above. Instead, the limit for such costs is to be set by the Departmental
Director pursuant to Section 3.0 of these procedures.
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Section 14.0 - Non-Reimbursable Expenses
Certain travel expenses are considered as personal and not essential to the transaction of official County
business and, therefore, are not reimbursable. Such non-reimbursable expenses include, but are not
limited to:
1.
3.
4.
Laundry and valet service, entertainment expenses, radio or television rental and other
items of a similar nature.
Taxi fares, motor vehicle rental, and other transportation costs to or fÌ"om places of
entertainment and other similar facilities.
Costs of personal trip insurance and medical and hospital services.
Personal telephone calls of an employee, except as stated in Section 13.2 (5)
Miscellaneous Travel Expenses.
2.
Section 15.0 - Use of Privately Owned Motor Vehicles
Section 15.1 - General Requirements
The Departmental Director for anyone of the following reasons may authorize the use of a privately
owned motor vehicle in the conduct of official County business:
1. A County-owned or operated motor vehicle is not available.
2. It is found to be more advantageous and economical to the County that an employee travels by a
privately owned motor vehicle rather than a common carrier or a County-owned or operated
motor vehicle.
The use of a privately owned motor vehicle is to be based upon the County work requirements and not
the personal preference or convenience of an employee. However, when an employee requests to use a
privately-owned motor vehicle in lieu of County-owned or operated motor vehicle that is available for
use, and the request is approved by the Departmental Director, the employee shall be reimbursed at the
mileage rate established by the Board of County Commissioners.
15.1.1 The Board of County Commissioners shall allow reimbursement at a rate not to exceed
those authorized. When requesting mileage reimbursement for use of a privately owned
motor vehicle, proof of personal insurance coverage is required.
Section 15.2 - Motor Vehicle Operator's License and Proof of Personal Insurance
Operators are to have a valid Washington State driver's license and Proof of Personal Insurance in their
possession while operating a privately owned motor vehicle when conducting official County business.
Damage that occurs to an employee's vehicle while the vehicle is being used for official County
business is the responsibility of the employee and/or their insurance carrier.
Section 15.3 - Report of Accidents - Privately-Owned Vehicles
All traffic accidents, regardless of how slight, are to be reported by the operator within 24 (twenty four)
hours to the Departmental Director and the proper law enforcement agency as required by law (See
Resolution No. 85-93 and the Jefferson County Safety Manual). Accidents involving personal injuries
are to be reported by telephone and followed with a written report.
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Section 16.0 - County-Owned Motor Vehicles
Section 16.1 - General Requirements
The Department Head shall authorize the use of a County-owned motor vehicle. County-owned, leased,
or rented motor vehicles are to be used only on official County business. The operator shall be
responsible for maintaining the good appearance of the motor vehicle and is to adhere to careful driving
practices and observe traffic laws and regulations at all times. Purchase of gas, oil and other items or
emergency repairs to motor vehicles are to be made in accordance with applicable regulations.
16.1.1 Contact in case of a Non Accident Emergency - During Normal Business Hours:
Questions about the applicable regulations and County procedures for the purchase of
gas, oil, other items or emergency repairs for any County-owned motor vehicle should be
directed to the employees' supervisor, if during working hours.
16.1.2 Contact in case of a Non Accident Emergency - After Normal Business Hours: If
questions arise after nonnal business hours or on weekends the employee should contact
JeffCom Dispatch for the number of the authorized "after hour" contact person.
16.1.3 Accident Reports: (see Section 16.3) Blank accident report forms are to be kept in the
glove compartment of the motor vehicle for the employees' use.
Section 16.2 - Motor Vehicle Operator's License
Operators shall have a valid Washington State driver's license in their possession while operating a
County-owned or operated motor vehicle. Employees who operate County-owned or operated motor
vehicles' shall complete a Defensive Driving course every 3 (three)years.
Section 16.3 - Report of Accidents - County-Owned Vehicles
All traffic accidents, regardless of how slight, are to be reported by the operator within 24 (twenty four)
hours to the Department Head and the proper law enforcement agency as required by law (See
Resolution No. 85-93 and the Jefferson County Safety Manual). Accidents that involve injuries are to be
reported by telephone and followed with a written report.
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APPENDIX 'E'
Alcohol and Drug Free Workplace Policy and Procedures
Section 1.0 - Policy Statement
The maintenance of an alcohol and drug free workplace is essential to employees' safety and welfare.
In recognition of this, Jefferson County supports the requirements of the State of Washington and the
United States Drug Free Workplace Act of 1988.
In accordance with these guidelines:
1. Dlegal use, possession, distribution or dispensing of alcoholic beverages during working hours is
prohibited.
2. Being intoxicated during working hours is prohibited.
3. Possession, distribution, dispensing, transfer or manufacture of illegal drugs is prohibited.
(prescription or non-prescription drugs are permitted in the workplace when taken in
accordance with a lawful prescription or consistent with standard dosage recommendations.)
Any employee reporting to work under the influence of drugs, alcohol or in an otherwise unfit
condition, may be subject to suspension without pay, referral for testing, tennination or other action as
deemed appropriate by the employee's Departmental Director.
Section 1.1 - County Responsibility
It is the responsibility of the County through management and supervisory personnel to fairly administer
this policy.
Section 1.2 - Employee Responsibility
It is the employee's responsibility to insure that they do not indulge in the illegal or inappropriate use of
any substance that could affect their performance.
1.2.1 Use of Prescribed or "Over the Counter" Drugs: Any employee who uses a prescribed
or over-the-counter drug that may cause adverse side effects ( e.g., drowsiness or
impaired reflexes or reaction time) shall inform their Departmental Director that they are
taking such medication and of the possible effects of the drug on their performance and
the expected duration of use. If the drug use could cause production or safety problems,
the Departmental Director may grant the employee sick leave or temporarily assign the
worker different duties.
1.2.2 Conviction for Violating a Drug Statute: Each employee has the responsibility to
report to their Departmental Director the facts and circumstances leading up to a
conviction for violating any criminal drug statute. Reporting must take place within 5
(five) days from the date of conviction.
Section 2.0 - Def"mitions
The following definitions will be used for the purposes of these policies and procedures.
Commercial Driver's License (CDL): A specific type of driver's license issued by the State of
Washington in order to drive a commercial vehicle which is a vehicle with a gross vehicle weight over
26,000 pounds, or is designed to transport 16 or more persons (including the driver), or is used to
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Departmental Director: An elected official, manager or supervisor directly in charge of a specific
department (e.g., the County Treasurer is the Departmental Director of the Treasurer's Office; the Public
Works Director is the Departmental Director of the Public Works Department)
Employee Assistance Program (EAP): A benefit for employees to help with work stress, relationship
problems, anger management, coping with change, family/parenting issues, anxiety or depression,
alcohol or drug dependencies, and grief or bereavement issues.
Reasonable Suspicion: Includes, but is not limited to, physical signs of alcohol or drug use such as
delayed motor skills, alcohol on the breath, etc.; perfonnance issues, including but not limited to,
frequently missed deadlines, frequent mistakes, decreased productivity, significant variations in
productivity from day to day; inability to concentrate; frequent tardiness or absences for implausible
reasons; long meal, coffee, or bathroom breaks; disruptive behavior toward fellow employees;
withdrawal from interaction with fellow employees; or overreaction to constructive criticism.
Section 3.0 - Education and Training
The County will afford employees an opportunity to deal with drug and alcohol related problems. The
EAP provides infonnation regarding the hazards of drug and alcohol abuse and the treatment of drug
and alcohol related problems. Any County employee may seek advice, infonnation and assistance
voluntarily. Medical confidentiality will be maintained consistent with this policy.
The County also provides periodic training on the effects of alcohol and drug abuse in the workplace.
Part of the training involves becoming aware of the contents of this document and actively participating
in training sessions.
Section 4.0 - Required Alcohol and/or Drug Testing
Section 4.1 - Employees Required to Have a Commercial Driver's License (CDL)
Employees required by their job description to have a Commercial Driver's License as part of their
employment with the County are covered by Resolution No. 120-95 adopted December 11, 1995 for
drug testing.
Section 4.2 - All Other Employees
Employees may be required to undergo substance abuse evaluation if there is reasonable suspicion (see
definition), the employee may have a substance abuse problem or the employee is involved in an
altercation, accident, near-miss accident or other incident.
Failure of the employee to report for an evaluation is an act of insubordination and is subject to
immediate disciplinary action. Based on the evidence produced from the evaluation, the employee may
be required, as a condition of continued employment, to participate in a comprehensive substance abuse
treatment program. Regular satisfactory reports from the agency will be required as a condition of
continued employment.
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4.2.1 Reasonable Suspicion: In the event, there is reasonable suspicion that substance abuse is
a factor in an employee's performance; the matter shall be brought to the attention of the
employee's Departmental Director. Reasonable suspicion includes, but is not limited to:
· Physical signs of alcohol or drug use such as delayed motor skills
· Alcohol on the breath, etc
· Performance issues including but not limited to rrequently missed deadlines
and/or rrequent mistakes
· Decreased productivity, significant variations in productivity rrom day to day
· Inability to concentrate; rrequent tardiness or absences for implausible reasons
· Long meal, coffee, or bathroom breaks
· Disruptive behavior toward fellow employees
· Withdrawal rrom interaction with fellow employees
· Overreaction to constructive criticism
The Departmental Director will investigate the allegation and may require the employee
to be evaluated for substance abuse by referring the individual to the EAP.
4.2.2 Altercations, Accidents and Other Incidents: When an altercation, accident, near-miss
accident or other incident occurs, the Departmental Director may direct an employee
involved to a designated medical facility for a chemical dependency evaluation as part of
the investigation of the incident.
Failure to report an injury in the workplace may result in disciplinary action.
Section 5.0 - Alcohol or Drug Conviction
An employee convicted of an alcohol or drug related offense might be required, as a condition of
continued employment, to satisfactorily participate in a substance abuse assistance, rehabilitation or
education program.
If participation in a program is a requirement of continued employment, satisfactory reports rrom the
agency must be received on a regular basis.
Section 6.0 - Confidentiality
The confidentiality of all complaints and reported violations of the provisions of this policy will be
strictly maintained, except as required by public disclosure laws, court order or as required in ordinary
personnel actions.
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Appendix 'F'
Anti-Harassment Policy and Procedures
Section 1.0 - Policy
It is the policy of Jefferson County to provide a business and work environment for all of its employees
and customers that is harmonious and free from intimidation. To this end, the County will not tolerate
any form or degree of discrimination or harassment of any kind. Through enforcement of this policy
and by education of its employees, the County will seek to prevent, correct and discipline behavior that
violates this policy.
All employees, regardless of their position, are covered by and expected to comply with this policy, and
to take appropriate measures to ensure that prohibited conduct does not occur. Appropriate disciplinary
action will be taken against any employee who violates this policy. Based upon the seriousness of the
offense, disciplinary action may include verbal or written reprimand, suspension, or tennination of
employment.
Section 2.0 - Det1nitions
The following definitions will be used for the purposes of these policies and procedures.
Complainant: The individual bringing a complaint
County Equal Opportunity Board (CEOB): Composed of3 (three) County management personnel
appointed by the County Administrator
Departmental Director: An elected official, manager or supervisor directly in charge of a specific
department (e.g., the County Treasurer is the Departmental Director of the Treasurer's Office; the Public
Works Director is the Departmental Director of the Public Works Department)
Employee Assistance Program (EAP): A benefit for employees to help with work stress, relationship
problems, anger management, coping with change, family/parenting issues, anxiety or depression,
alcohol or drug dependencies, and grief or bereavement issues
Human Resource Manager (HRM): A position appointed or designated by the Board of County
Commissioners to handle personnel, staffing and other related matters
Personnel File: Refers to both the employee's employment personnel file and the employee's
departmental personnel file
Respondent: The individual named in a complaint allegedly causing harm
Section 3.0 - Prohibited Conduct Under This Policy
Section 3.1 - Discrimination
It is a violation of this policy to discriminate in the provision of employment opportunities, benefits or
privileges, to create discriminatory work conditions, or to use discriminatory evaluative standards in
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employment if the discriminatory treatment is based in whole or in part on the person's race, creed,
religion, color, national origin, sex, marital status, political affiliation, or the presence of any sensory,
mental, or physical disability or the use of a trained dog guide or service animal by a disabled person, or
any other characteristic protected by law.
Discrimination of this kind is also strictly prohibited by a variety of federal, state and local laws,
including Title VII of the Civil Rights Act 1964; the Age Discrimination Act of 1975; the Americans
With Disabilities Act of 1990; and Washington State Statutes RCW 49.60,49.12 and 49.44, RCW
70.84, and WAC 162.30, 162.16, 162.12 and 162.22. This policy is intended to comply with the
prohibitions stated in these anti-discrimination laws.
Discrimination in violation of this policy will be subject to severe disciplinary actions up to and
including tennination.
Section 3.2 - Harassment
Harassment, including sexual harassment, is prohibited by federal and state laws. This policy prohibits
harassment of any kind, and the County will take swift appropriate action to address any violations of
this policy. The definition of harassment is verbal or physical conduct designed to threaten, intimidate or
coerce; also, verbal taunting (including racial and ethnic slurs) that, in the employee's opinion, impair
their ability to perfonn their job.
Examples of harassment are:
Verbal: Comments which are not flattering regarding a person's nationality, origin, race, color,
religion, gender, sexual orientation, age, body, disability, or appearance; contemptuous
words or phrases used to describe a person; slurs; negative stereotyping.
Non-verbal: Distribution, display or discussion of any written or graphic material that ridicules,
denigrates, insults, belittles, or shows hostility or aversion toward an individual, or group
because of national origin, race, color, religion, age, gender, sexual orientation,
pregnancy, appearance disability, marital, or other protected status.
Section 3.3 - Sexual Harassment
Sexual harassment in any fonn is prohibited under this policy. Sexual harassment is a form of
discrimination and is unlawful under Title VII of the Civil Rights Act of 1964. According to the Equal
Employment Opportunity Commission (EEOC), sexual harassment is defined as "unwelcome sexual
advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature... when...
submission to or rejection of such conduct is used as the basis for employment decisions... or such
conduct has the purpose or effect of... creating an intimidating, hostile. or offensive working
environment. "
Sexual harassment includes unsolicited and unwelcome sexual advances, requests for sexual favors, or
other verbal or physical conduct of a sexual nature, when such conduct:
1. Is made explicitly or implicitly a term or condition of employment
2. Is used as a basis for an employment decision
3. Unreasonably interferes with an employee's work performance or creates an intimidating, hostile
or otherwise offensive environment.
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Sexual harassment does not refer to behavior or occasional compliments of a socially acceptable nature.
It refers to behavior that is unwelcome, that is personally offensive, and that lowers morale and
therefore interferes with work effectiveness. Sexual harassment may take different forms.
Examples of conduct that may constitute sexual harassment are:
Verba1: Sexual innuendoes, suggestive comments, jokes of a sexual nature, sexual propositions,
lewd remarks, threats; requests for any type of sexual favor (this includes repeated,
unwelcome requests for dates); verbal abuse or "kidding" which is oriented toward a
prohibitive form of harassment, including that which is sexually oriented and considered
unwelcome
Non-verbal: The distribution, display, or discussion of any written or graphic material,
including calendars, posters and cartoons that are sexually suggestive or show hostility
toward an individual or group because of sex; suggestive or insulting sounds; leering;
staring; whistling; obscene gestures; content in letters and notes, facsimiles or e-mail that
is sexual in nature
Physical: Unwelcome, unwanted physical contact, including but not limited to, touching,
tickling, pinching, patting, brushing up against, hugging, cornering, kissing, fondling;
forced sexual intercourse or assault.
Normal, courteous, mutually respectful, pleasant, non-coercive interactions between employees,
including men and women, that are acceptable to and welcomed by both parties, are not considered
harassment, including sexual harassment. There are 2 (two) types of sexual harassment:
3.3.1 Quid pro quo harassment, where submission to harassment is used as the basis for
employment decisions. Employee benefits such as raises, promotions, better working
hours, etc., are directly linked to compliance with sexual advances. Therefore, only
someone in a supervisory capacity (with the authority to grant such benefits) can engage
in quid pro quo harassment.
Example: A supervisor promising an employee a raise if
she goes on a date with him; A manager telling an
employee she will fire him ifhe does not have sex with her.
3.3.2 Hostile work environment, where the harassment creates an offensive and unpleasant
working environment. Hostile work environment can be created by anyone in the work
environment, whether it be supervisors, other employees or customers. Hostile
environment harassment consists of verbiage of a sexual nature, unwelcome sexual
materials or even unwelcome physical contact as a regular part of the work environment.
Cartoons or posters of a sexual nature, vulgar or lewd comments or jokes, or unwanted
touching or fondling all fall into this category.
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Section 3.4 - Consensual Sexual Relationships
The County strongly discourages romantic or sexual relationships between management or other
supervisory employees and a member of their staff because such relationships tend to create
compromising conflicts of interest or the appearance of such conflicts. In addition, such a relationship
may give rise to the perception by others that there is favoritism or bias in employment decisions
affecting the staff employee. Moreover, given the uneven balance of power within such relationships,
consent by the staff member is suspect and may be viewed by others or later by the staff member
themselves as having been given as the result of coercion or intimidation. The atmosphere created by
such appearances of bias, favoritism, intimidation, coercion, or exploitation undermines the spirit of
trust and mutual respect that is essential to a healthy work environment. If there is such a relationship,
the parties need to be aware that one or both employees may be moved to a different department, or
other actions may be taken.
3.4.1 Burden of Proof: As in all cases, the burden of proving sexual harassment rests with the
accuser. But when charges of harassment are brought by the subordinate employee
during or subsequent to such a relationship, and the supervisor claims that the
relationship was consented to by the employee, the burden will be on the supervisor to
prove that the relationship was consensual and voluntary.
3.4.2 Relationships between Staff: If any County employee enters into a consensual
relationship that is romantic or sexual in nature with a member of their staff, or if one of
the parties is in a supervisory capacity in the same department in which the other party
works, the parties must notify the HRM. Although the parties may feel that what they do
during non-working hours is their business and not the business of the County, because
of potential issues regarding "quid pro quo" harassment, this is a mandatory requirement.
This requirement does not apply to employees who do not work in the same department,
or to parties who do not supervise or otherwise manage responsibilities over the other.
Once the relationship is made known to the HRM, the HRM will review the situation in
light of all the facts (the reporting relationship between the parties, affect on co-workers,
job titles of the parties, etc.), ançl will determine whether one or both parties need to be
moved to another job or department. If it is determined that one party must be moved,
and there are jobs in other departments available for both, the parties may decide who
will be the one to apply for a new position. If the parties cannot amicably come to a
decision, or the party is not chosen for the position to which he or she applied, the parties
will contact the HRM, who will decide which party should be moved. That decision will
be based on which move will be least disruptive to the organization as a whole.
If it is determined that one or both parties must be moved, but no other jobs are available
for either party, the parties will be given the option of terminating their relationship or
reslgnmg.
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Section 4.0 - Retaliation
No hardship, no loss of benefit, and no penalty may be imposed on an employee as punishment for:
1. Filing or responding to a bona fide complaint of discrimination or harassment
2. Appearing as a witness in the investigation of a complaint
3. Serving as an investigator
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Retaliation or attempted retaliation is a violation of this policy and anyone who does so will be subject
to severe sanctions up to and including termination.
Section 5.0 - The Complaint Process
Any person electing to utilize this complaint procedure will be treated courteously, the problem handled
swiftly and as confidentially as feasible in light of the need to take appropriate corrective action. The
registering of a complaint will in no way be used against the employee, nor will it have an adverse
impact on the individual's employment status. While reporting such incidents would be a difficult
personal experience, allowing harassment activities to continue will most certainly lead to less desirable
outcomes. For that reason, employees are strongly urged to utilize this procedure. However, filing
groundless and malicious complaints is an abuse of this policy, is prohibited, and may result in
disciplinary action up to and including immediate termination.
Section S.l - Responsibilities
Employees: All County employees must share the responsibility of understanding and
preventing discrimination and harassment, but ultimately, no satisfactory investigation or
resolution of complaints can occur without the initiative and continued cooperation of the
injured person. An individual who believes they have been discriminated against or
harassed has the primary obligation of informing their Departmental Director or the
HRM of the act of discrimination, harassment or retaliation, recounting specific actions
or occurrences whenever possible.
Departmental Directors: Departmental Directors have the special responsibility to act
promptly to eliminate any discrimination or harassment that may exist in their areas of
responsibilities. If a Departmental Director knows that discrimination, harassment or
retaliation is occurring, or receives information that discrimination, harassment or
retaliation might be occurring, they must take immediate action to address the problem.
Such action should include, but is not limited to, speaking directly with the injured
person, developing a specific account of the actions, omissions or occurrences that are
alleged to be discriminatory, consulting with the HRM, and taking corrective or
disciplinary action.
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If the alleged discrimination, harassment or retaliation is not within their area of
responsibility or oversight, the Departmental Director must notify the HRM who must
then take prompt steps to address the allegation.
Any County employee with supervisory and/or hiring responsibilities who is found to
have engaged in conduct prohibited under this policy is subject to disciplinary action,
including removal ITom their supervisory and/or hiring responsibilities.
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Human Resource Manager: Human Resource Manager has the primary responsibility of
implementing this policy. In particular, the HRM will respond to inquiries and
complaints from management and employees regarding discrimination, sexual
harassment, other harassment, or retaliation; maintain records of these inquiries and
complaints as well as their resolution; and keep the County Administrator and the Board
of County Commissioners advised of them. The HRM and other designated staff will also
provide information and education to the employees and management on recognizing,
understanding and combating unlawful discrimination and harassment.
Section 5.2 - Confidentiality Before Filing a Complaint
It is the goal of the County to create a safe environment in which individuals are not afraid to discuss
concerns and complaints, or to seek general information about discrimination, harassment, and
retaliation. The County recognizes that individuals may be concerned about the confidentiality of
information they share and will strive to preserve confidentiality to the fullest extent possible.
5.2.1 Contact the EAP: The EAP provides confidential counseling services to County
employees. Individuals wishing to discuss an incident of possible discrimination,
harassment or retaliation confidentially, or persons seeking information and advice
without committing to future action are encouraged to contact the EAP. The role of the
EAP in such cases will be limited to personal counseling and treatment of the person who
is then a client.
5.2.2 General Information: Discussions for the purpose of obtaining general information or
advice from responsible administrators or managers (such as the HRM or legal counsel)
may remain confidential. No action will be taken when individuals wish only to make an
inquiry as long as they do not disclose any identifying information about themselves or
the person accused (e.g., names, department, position).
5.2.3 No Guarantee of Confidentiality: The anonymity described above cannot always be
maintained if the individual wishes to have the County take some corrective or
disciplinary action in a particular case. Moreover, the County may be legally obligated
to take action once an incident of discrimination, harassment or retaliation haS been
reported. Confidentiality cannot be guaranteed in such a case.
Section 5.3 - Confidentiality During the Complaint Process
Once an individual discloses identifying information and such information is sufficiently complete and
specific to state a claim of discrimination, harassment or retaliation, they will be considered to have
filed a complaint with the County.
5.3.1 The County will take prompt responsive action upon receipt of a complaint unless the
complainant expressly requests that no action be taken and the County determines in the
exercise of its sole discretion (based upon legal advice) that federal, state or local laws do
not mandate action.
5.3.2 While the confidentiality of the information received, the privacy of the individuals
involved, and the wishes of the complaining person regarding action by the office cannot
be guaranteed in every instance, they will be protected to as great a degree as is legally
possible. The expressed wishes of the complaining person for confidentiality will be
considered in the context of the County's legal obligation to act upon the charge and the
right of the charged party to obtain information. In most cases, however, confidentiality
will be strictly maintained by the County and those involved in the investigation.
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5.3.3 During the investigation, any notes or documents written by or received by the person(s)
conducting the investigation will be kept confidential to the extent possible under any
existing state or federal law.
Section 5.4 - Complaint Procedure
The following complaint procedure will be followed in order to address a complaint regarding,
harassment, discrimination or retaliation:
5.4.1 The person experiencing the harassment, whenever possible should clearly inform the
person doing the harassing (hereinafter referred to as the harasser) that their behavior is
inappropriate, offensive, unwelcome and should immediately cease.
5.4.2 What an individual should do if they are a victim of sexual harassment:
a. If you are the recipient of any unwelcome gesture or remark of a sexual
nature, do not remain silent.
b. Make it clear to the harasser that you find such conduct offensive and
unwelcome.
c. State clearly that you want the offensive conduct to stop at once.
d. Consider going to the supervisor or manager of the person harassing you,
the employer cannot solve the problem ifhe or she is not aware of it. You
may also go to the Supervisor or Manager of the person harassing you, if
you find it uncomfortable to confront the individual engaging in the
offensive conduct.
e. If the conduct does not stop after you speak with the harasser or after you
have gone to the harasser's supervisor or manager, you should then notifY
your supervisor or manager.
f. Review the complaint procedure set forth in this document. If you decide
to file a complaint, please contact the HRM and fill out the complaint
form. (See Forms section of this manual.)
g. You may wish to keep a written log of all incidents of harassment, noting
the date and time, place and persons involved, and any witnesses to the
event.
5.4.3 The individual who feels harassed, discriminated or retaliated against (hereafter referred
to as the complainant) may initiate the complaint process by reporting the incident to the
first non-involved Departmental Director within their department or by filing a written
and signed complaint with the HRM. The complaint must include the exact nature of the
harassment, the date(s) of the occurrence(s), the individuals involved and the names of
any witnesses. When a Departmental Director is a subject of the complaint, the
employee may inform the Clerk of the Board, the HRM or the County Administrator. If
a Departmental Director becomes aware that harassment or discrimination is occurring,
either :£rom personal observation or as a result of an employee coming forward, the
Departmental Director should immediately report it to the HRM.
5.4.4 Upon receiving the complaint, or being advised by a Departmental Director that a
violation of this policy may be occurring, the HRM will notifY the Board of County
Commissioners and review the complaint with the Prosecuting Attorney's office.
5.4.5 Within 5 (five) working days of receiving the complaint, the HRM will:
a. Provide a copy of the complaint to the person(s) charged (hereafter
referred to as the respondent)
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b. Initiate the investigation to determine whether there is a reasonable basis
for believing that the alleged violation of this policy occurred. The
investigator should be capable of objective evaluation of the facts and the
persons involved, and be perceived by the individuals involved as
someone who is fair and objective.
5.4.6 During the investigation, the HRM together with legal counselor other management
employees will interview the complainant, the respondent and any witnesses to determine
whether the conduct occurred.
5.4.7 Within 15 (fifteen) business days of the complaint being filed (or the matter being
referred to the HRM), the investigator will conclude the investigation and submit a report
of their findings to the HRM or the Board of County Commissioners, with copies to the
appropriate Departmental Director, complainant and respondent.
5.4.8 If it is detennined that harassment or discrimination in violation of the County's policy
has occurred, the HRM will recommend that appropriate disciplinary action be taken by
the County. The appropriate action will depend on the following factors:
a. The severity, frequency and pervasiveness of the conduct
b. Prior complaints made by the complainant
c. Prior complaints made against the respondent
d. The quality of the evidence (first hand knowledge, credible corroboration
etc.)
5.4.9 If the investigation is inconclusive or it is detennined that there has been no harassment
or discrimination in violation of this policy, but some potentially problematic conduct is
revealed, preventative action may be taken.
5.4.10 Within 5 (five) days after the investigation is concluded, the Departmental Director or the
HRM will meet with the complainant and the respondent separately, in order to notify
them in person of the findings of the investigation and to infonn them of the action being
recommended.
5.4.11 The complainant and the respondent may submit statements to the Departmental Director
or HRM challenging the factual basis of the findings. Any such statement must be
submitted no later than 5 (five) working days after the meeting described in 5.4.10.
5.4.12 The Department Director will review the original decision with the HRM. The HRM will
render a written decision within 5 (five) days from the date the statements referenced in
5.4.11 were submitted. Written copies of the decision are provided to the complainant,
the respondent and the Clerk of the Board.
5.4.13 Either the complainant or the respondent may make written appeal within 5 ( five) days
from the date the parties were provided the copies of the first appeal decision to the
County Equal Opportunity Board (CEOB).
5.4.14 Within 10 (ten) days from the date the CEOB receives the appeal, the CEOB will review
the investigative report and any statements submitted by the complainant or respondent,
discuss results of the investigation with the HRM and other management staff as may be
appropriate, and decide what action, if any, will be taken. The HRM will report the
CEOB's decision to the complainant, the respondent and the Departmental Director. The
CEOB's decision will be in writing and will include a finding of fact and a statement for
or against disciplinary action. If disciplinary action is to be taken, the type of action will
be stated.
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Section 5.5 - Alternative Legal Remedies
Nothing in this policy shall prevent the complainant or the respondent ITom pursuing formal legal
remedies or resolution through state or federal agencies or the courts.
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APPENDIX 'G'
Violence in the Workplace Policy and Procedures
Section 1.0 - Policy Statement
Jefferson County provides a safe workplace for all employees. The County does not tolerate any type of
workplace violence committed by or against public officials or employees. Public officials and
employees are prohibited :&om making threats or engaging in violent activities.
In order to ensure the safety of Jefferson County employees, every effort will be made to create and
maintain a safe workplace. In addition, all illegal activities on County property and/or against County
employees will be prosecuted to the full extent of the law. Non-employees engaged in violent acts on
County property will be reported to the proper authorities and fully prosecuted.
Workplace violence is not limited to homicides or physical assaults. It also includes more subtle
behaviors such as stalking, threatening words or conduct, harassment, and other threatening conduct.
The following list of behaviors, while not inclusive, provides examples of prohibited conduct:
· Causing physical injury to another person
· Making threatening remarks
· Aggressive or hostile behavior that creates a reasonable fear of injury to another person or
subjects another individual to emotional distress
· Intentionally damaging employer property or property of another employee
· Committing acts motivated by, or related to, any type of harassment (refer to the County's Anti-
Harassment Policy and Procedures Manual - Appendix 'F') or domestic violence
Any employee or public official determined to be in violation of this policy will be subject to
appropriate disciplinary action up to and including immediate termination.
Section 2.0 -- Def'mitions
The following definitions will be used for the purposes of these policies and procedures.
Departmental Director: An elected official, manager or supervisor directly in charge of a specific
department (e.g., the County Treasurer is the Departmental Director of the Treasurer's Office; the Public
Works Director is the Departmental Director of the Public Works Department.)
Employee Assistance Program (EAP): A benefit for employees to help with work stress, relationship
problems, anger management, coping with change, family/parenting issues, anxiety or depression,
alcohol or drug dependencies, and grief or bereavement issues.
Human Resource Manager (HRM): A position appointed or designated by the Board of County
Commissioners to handle personnel, staffing and other related matters.
Personnel File: Refers to both the employee's employment personnel file and the employee's
departmental personnel file.
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Section 3.0 - Reporting Procedures
Any potentially dangerous situations must be reported immediately to the Departmental Director or the
HRM. All reports will be investigated. Reports or incidents warranting confidentiality will be handled
appropriately and infonnation will be disclosed to others only on a need-to-know basis. All parties
involved in a situation will be counseled and the results of investigations will be discussed with them.
Employees should report all incidents of violence even if there were no injuries. The HRM uses this
infonnation in determining if all preventative measures are being taken and where any improvements
need to be made.
Section 4.0 - Risk Reduction Measures
Section 4.1 - Hiring
Pre-employment background investigations and any other available measures will be taken to reduce the
risk of hiring individuals with a history of violent behavior.
Section 4.2 - Safety
The County conducts periodic inspections of its facilities to evaluate and determine any vulnerability to
workplace violence or hazards. Any necessary corrective action will be taken to reduce all risks.
Section 4.3 - Individual Situations
While not all employees are skilled at identifying potentially dangerous situations, the County does
expect employees to exercise good judgment and to infonn the Departmental Director if any employee
exhibits behavior that could be a sign of a potentially dangerous situation. Such behavior can include:
1. Inordinate discussion of using weapons in a violent or threatening manner
2. Preoccupation with scenarios of weapons or violence
3. Displaying overt signs of extreme stress, resentment, hostility or anger
4. Making threatening remarks
5. Sudden or significant deterioration of performance
6. Displaying irrational or inappropriate behavior
Section 4.4 - Employees at Risk
Because of the nature of their jobs, certain employees may be more at risk for becoming victims of
violence. Specific training will be conducted for those individuals or departments.
Section 4.5 - Training
All employees will receive training in recognizing and handling potentially violent situations.
Attendance is required and an understanding of the seriousness of workplace violence is essential in
helping prevent harm or injury to fellow employees and the public.
Section 5.0 - Dangerous or Emergency Situations
An employee who is con:&onted by or encounters an armed or dangerous person should not attempt to
challenge or disarm the individual. Following are standard strategies for coping with violent
individuals:
· Give the potentially violent person enough physical space
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· Avoid glaring or staring, which may be seen as a challenge
· Speak softly
· Listen carefully; don't be judgmental
· Observe the individual's body language
· Avoid touching a potentially violent person
· Have a code or signal that informs others of potential violence
· Mentally design a safety plan
If the employee is able to use the panic button or emergency intercom system without endangering their
own safety or the safety of fellow employees or other non-employees, the employee must do so
immediately. Otherwise, cooperate and follow the instructions given.
Section 6.0 - Enforcement
Threats, threatening conduct, or any other acts of aggression or violence in the workplace will not be
tolerated. Any employee determined to have committed such acts will be subject to disciplinary action,
up to and including termination. Non-employees engaged in violent acts at County facilities will be
reported to the proper authorities and fully prosecuted.
Section 7.0 - Counseling
The EAP is a vital source of counseling for individuals who have been the victims of or have witnessed
violence. The County will provide opportunities for post-trauma counseling. The County may also use
the EAP to assist in counseling employees who may be vulnerable to committing violent acts.
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APPENDIX 'H'
Whistle Blower Protection Policy and Procedures
Section 1.0 - Policy Statement
County employees have the right and are encouraged to report any alleged improper government action
by a County employee or official.
The County agrees that any employee having information regarding the wrongdoing of an employee or
official shall not be discharged, expelled or otherwise discriminated against for opposing practices
forbidden under this policy.
The identity of a reporting employee shall be confidential except as required to properly evaluate,
investigate or otherwise process the reported inappropriate action.
Section 2.0 - Def"mitions
The following definitions will be used for the purposes of these policies and procedures.
Complainant: The individual bringing a complaint
Departmental Director: An elected official, manager or supervisor directly in charge of a specific
department (e.g., the County Treasurer is the Departmental Director of the Treasurer's Office; the Public
Works Director is the Departmental Director of the Public Works Department)
Grievance Panel: The County Commissioners
Human Resource Manager (HRM): A position appointed or designated by the Board of County
Commissioners to handle personnel, staffing and other related matters
Personnel File: Refers to both the employee's employment personnel file and the employee's
departmental personnel file
Respondent: The individual named in a complaint allegedly causing harm
Section 3.0 - Protected Employees
Employees are covered by this policy under the following criteria:
3.1.1 The employee(s) who reports violations or suspected violations of federal or state statutes
or regulations that are designed to protect the public interest. To be entitled to
whistleblower protection on this basis, the employee must show the following:
a. The employee or a person acting on behalf of the employee reported a violation or
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suspected violation
b. The employee or the employee's agent reported the violation or suspected
violation to a governmental body, law enforcement official or to the County
c. The employee acted in good faith in reporting the violation or suspected violation
3.1.2 The employee(s) requested by a public body or office to participate in an investigation,
hearing or inquiry
3.1.3 The employee(s) refuse to follow orders they believe to be unlawful. To be entitled to
whistleblower protection on this basis, the employee must show the following:
a. The employee was ordered by a County official, Departmental Director or other
County employee to perform the action
b. The employee believed the action to be prohibited by a law or regulation
c. The employee had an objective basis in fact to support that belief
d. The employee refused the order
e The employee informed the County official, Departmental Director or other
County employee that the refusal to obey the order was based on the belief that
the order was unlawful
3.1.4 Employees who report a situation in which the quality of health care services provided by
the Department of Health and Human Services violates a federal or State law or a
professionally recognized standard and places the public at risk. To be entitled to
whistleblower protection on this basis, the employee must show the following:
a. The employee reported a situation in which the quality of health care services
provided by the Department of Health and Human Services violated either a state
or federal law or a professionally recognized national clinical or ethical standard
b The employee acted in good faith in making the report
c The employee in good faith believed the violation potentially placed the public at
risk
3.1.5 Employees who in good faith file complaints about safety and health hazards in the
workplace. The following acts protect employees against retaliation for their disclosure
to the County or to the appropriate federal agency of safety and health hazards and those
who participate in formal government proceedings in connection with health and safety
hazards:
a. Clean Air Act
b. Comprehensive Environmental Response, Compensation and Liability Act
c. Energy Reorganization Act of 1974
d. Safe Drinking Water Act
e. Solid Waste Disposal Act
f. Toxic Substances Control Act
g. Federal Waste Water Pollution Control Act
Section 4.0 - Filing a Complaint
If an employee is represented by a union contract, they may seek representation through the Union. The
Union will follow reporting procedures according to the collective bargaining agreement with the
County, or in the absence of Whistle Blower protection procedures within the agreement, the procedures
outlined in this document.
Appendix 'H' - WhistIeblower Protection Policy & Procedures
Page 97 of 99
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Jefferson County Personnel Administration Manual
Section 4.1 - Who to File the Complaint With
4.1.1 Employee: An employee suspecting wrongdoing on the part of any County Official or
employee shall report such conduct to their Departmental Director. The report must be
made in writing and must include the specific relief requested within thirty (30) days
after the alleged violation occurred.
4.1.2 If the suspected conduct involves the employee's Departmental Director, then the report
will be made to the Chair of the Board of County Commissioners.
4.1.3 If the Chair of the Board of County Commissioners is suspected of wrongdoing the report
will be made to any other Commissioner or the County Prosecuting Attorney.
4.1.4 If the wrongdoing involves a County Commissioner acting with the County Prosecuting
Attorney, the report shall be made to the County Auditor.
Section 4.2 - Investigation
Investigations shall be conducted by persons who are not responsible for law enforcement or criminal
prosecution within the County organizational structure and who are familiar with proper investigation
procedures.
In order to maintain the integrity of any investigations into the suspected conduct, no reports are to be
made to any party except as provided above. Failure to protect the integrity of a future investigation
will result in discipline for failure to follow proper procedures as outlined herein.
Investigations will be conducted promptly and documented. The investigator should be capable of
objectively evaluating the facts and the persons involved and be perceived by the involved employees as
someone who is fair and objective. The employee filing the complaint will be informed of the results of
the investigation and the any proposed action.
Section 4.3 - No Discrimination or Reprisals
Employees who follow the procedures outlined in this document shall suffer no discrimination or
reprisals for reporting suspected conduct regardless of the results of any subsequent investigation. Any
discrimination or reprisal suffered by an employee for reports made pursuant to this policy shall be
allowed as a grievance.
Appendix 'H' - Whistleblower Protection Policy & Procedures
Page 98 of 99
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Section 5.0 - Time Lines for Complaints
The County must respond to the employee's complaint and request( s) for relief within thirty (30) days of
receipt of the complaint. Grievances filed with the County shall be adjudicated by the Chair of the
Board of County Commissioners (unless the grievance is against a Commissioner in which case the
grievance process shall be pursuant to the last paragraph of this section)
The employee may request a hearing to establish that a retaliatory action occurred and to request
appropriate relief. The request must be submitted within fifteen (15) days after the County's response or
from the last day of the 3D-day period. The grievance shall be heard by the three (3) Commissioners
acting as a Grievance Panel in closed session convened for personnel matters or otherwise required by
law.
Once the panel is convened it shall have full access to County resources, including use of the County
Prosecutor or County consultants, for the purpose of a full, unbiased investigation and resolution of the
grievance. The decision of the Commissioners acting as a Grievance Panel shall be the final County
review.
Any employee who remains aggrieved after a hearing by the County Grievance Panel shall so notify the
Chair of the Board of County Commissioners who shall then make application with the State Office of
Administrative Hearings, in accordance with SSB 6.321.PL Section 4(5), for a final hearing and
decision on the grievance.
Appendix 'H' - Whistleblower Protection Policy & Procedures
Page 99 of 99
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INDEX
Ability. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39, ~ 86
Absence ................................................... 1, 19, 22-24, 26, 45, ~ ~ 97
Accident . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47, ºº' .8l, 83, 84
Accounting. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 18, n, 73, 77-79
Accrual. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ., 19-22, ~ 37, 62
Actions... . . . . ......... .. .. . . . . . .... J.,~, ll-13, 16, 31, 40, 43, 58, 61, ~ 66, Q.8., ~.8Q, 88, 89
ADA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28, 72
Administrative Directives ............................................................. 14
Advance ............................................. J., 24, 25, 32, 44, 57, fil, 73-]2, 77-79
Advanced Travel ................................................................ 77, 78
Affinnative Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2" ll, 12, 57
Airline ........................................................................... 73
Alcohol. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,,2, 27, 47, 48, ºº' 82-85, 93
Altercations ................................................................'....... 84
Alternate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20, 2.1, 45
Alternative .......................................................... 2, 20, 2.1, ~ §2, 92
Anniversary Date .......................................................... b ~, ~, 41, 43
Announcement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2, Q, 34, 35, 59
Anti-Harassment ........................................................... 2., ~ 48, 93
Appeal .....................................................................:!.l, 70, 92
Appearance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50, 55, 63, 81, 86, 88
Applicant ....................................................................J2., 58, 59
Application. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .~, 24, 32, 34, 35, 41, ~ 59, 66, 99
Appointee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . J.l
Assignment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30, 39, 58
Attendance ............................................................... ~ 46, 7.!ì., 94
Authority ............................................................. 2, Q, ,8., ll, n, 87
Background ..................................................................~, 35, 94
Badge ......................................................................... 49, 50
Benefits ....................... 1,~, L l8., 21-23, 26, 27, M, 37, 38,:!.l, 1J., 52, 58, Q2., 66, 85, 87
Bereavement Leave ............................................................ Q, 19, 23
Blood Borne Pathogens ........................................................... 28, 47
Breaks. . . . . . . . . . ~ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ~ ~ 66, ~ 84
Bulletin Boards. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Bus .............................................................................. 73
Career Ladder . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2" 41
Cash Handling ..................................................................... 28
Cash Out. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19, 44
Casual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2" 38, 40
CDL .......................................................................... 82, 83
Cellular. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52, 53
Certificate. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Civil Service. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ill 34, J.2., 40
Claim..... . ............ .............................................. ~ ~ 77-79, 90
Classification .............................. 2" J., ~, 1, ,8., ll, .l8., 30, J.l, 39, 41-43, 45, il. ~ 68
Clerk Hire. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2" 38
COBRA ............................................................. J.,,8., 18, 27, 37, 42
Collective Bargaining. . . . . . . . . . . . . . . . . . . . . . 10, U, 21, 23, 25, 30, 32, 38, 39, 41, 42, 50, 54, 70, 97
Jefferson County Personnel Administration Manual
Commercial ......................................................... 2, il, 73-1!l., 82, 83
Community. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .2" il, 29, 59
Comp Time. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ~ ~ 27, 32, 37
Compensation. . . . . . . . . . . . . . . . . . . . . . . . . . . .2,-2,11, 12, 19-22., 24-2.122,lQ. n,.ll, 52, ~ 62, 97
Complaint. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. ~, 12, 57, 59, 61, g 85, 89-92, 96-98
Conduct ...........2".B., ill 11, 48, 49, 54, ~ 61, 65-67, Q2, 11 72, 80, 85-87,,82, 91-93, ~ 21., 98
Confidential ...................................................... ~ ~ 50, .6..L ß 90, 96
Confidentiality .......................................................~, 13, 83, M. 90, 94
Conflict. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ~ 10, 14,.ll, ~4, 55, 62-64
Consolidation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Contents ................. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2. ~ 56, 83
Contract ............................................... 2. .B., 2, 10, 38, 1Q, .ll, 61, 62, 1Q, 97
Converting ........................................................................ 23
Conviction ..................................................................... 48, 82
Counseling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48, 90, 95
County Administrator. . .. .. . 14, 21, 23-~ 28, 29, 30, 31, 32, M. 38-40, ß ~ 46, 57, 58, ºº' ß 67,
69, l1:., 'll.12 77, ~ 90, 91
County Commissioners ...... 1,2" 1,-L 10,11, 14, 20,.N, n, 34-36, 38, 39, 43, il. 54, 57-60, 62, 64,
65, 12. ~ ~ 90-93, 2.Q, 98, 99
County Property. . . . . . . . . . . . . .'. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44,49, 66-68, 93
CPR ...........................................................;................. 28
Credit Card . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52, 73
Criteria ................. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .l8., 29, J5., 43, il. ~ 74, 96
Cross Training ..................................................................1l, 43
Curtailment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Daily . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11, ~ 72, 77
Dangerous . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . :!2, 66, 94
Default ........................................................................... 79
Defensive Driving ............................................................... 28, .B.l
Demotion ....................................................................... ~ 42
Departmental Director .... ~~, 1, 11.1l. 14, 19-29,30, n, ~ 34-36, 38-11, 45-54, R 59-~ 67-69,
71-73,75, 77-80, 82-85,,82, 91-.21. 96-98
Direct Deposit .................................................................. 32, 44
Direct Payment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Directives .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Disabilities ................. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ~, 11, 12, 55, 58, l1:., 86
Discharge ................................................................ 46, 65, 66, 69
Disciplinary .............. ¿, 1" 11-il, 17, 42, ~ 46, 53, .6..L 65, 66, 68-70, 83-~ 89, 90, 22., ~ 95
Disclosure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2, 13, 63, 84, 97
Discretion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2" il, 29, 52, 63, 75, 90
Discrimination. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .B..11, 12,12, 47, 48, 57, 58, 85, 86, 89-92, 98
Diskettes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2, 53
Distribution ........................................................... 34, ß 82, 86, 87
Diversity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
DOL ............................................................................. 35
Draw . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¿, n, 32, 44
Drug ........................................................ 2".B., 2, 27, 47, 48, 82-85, 93
EAP .............................................................. 27, 83-85, 90, 93, 95
Education ....................................................... 35, º' 55, 58, 83-85, 90
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Jefferson County Personnel Administration Manual
Elected Official .......................................... J, 57, 59,61, 65, 71, 83, 85, 93, 96
Eligibility ........ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1, 18, 24, ~ 44, 46
Emergency ........................................ ,2, 22, 24, 25, 39, 40, 50-52, 54, ID-, 94, 95
Employment. . .. ,2,1,,2, ~-2, 11-ll, 12, 16,11, l8., 19, ll, 22, 24, 26, 27, 30, 34, 35, 38-40, 42-44, 45-
,ll, 53, 57-60, 62-68, 70, 83-~ 93, 94, 96
Enforcement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22, 29, 44, 45, 47, 50, 80, ID-, 85, 95, 96, 98
Environment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 12,45, 47, 48, 55, 57, 58, 85-88, 90
Ethics ............................................................... 2" 2, 16, ,ll, 61-63
Evaluation ...................................... .11, 22, 23, 26, 35, 40, 41, 47, 59, 83, M, 91
Exempt.. .. .. . . . . . .. . . .. . . .. . . . . . .. . . . . . . .. . . . . . . . 1-~,~, 2, 21, 30, 32, 37, 38, 46, 50, ~ 69
Expenses... . . . . . . ..... .. . . . . . . . .. ... .. .. . .. . . . . . ... . . .., .. ... .... 2, 29, n, 71-74, 77-80
E-mail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2, ~ 87
Family Member ...............................................................~, 2J, 61
Final ................................. . . . . . . . . . . . . . . 20, n, 2Q, .ll, 36, 44, 60, ~ 69, 98, 99
Fire Extinguisher ................................................................... 28
Firearms ..................................................................... 2, 50, 66
First Aid ...... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Fitness .................................................................. n, ~ 26, 35
FLSA .......................................................... J,~,~, 21, 32, 38, 46, 69
FMLA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ~,.ß., 20, 24-27, 41
Forms ..................................................,2, 12,.ll, 39, 47, 59, 77,.ß.l, 87, 91
Gift . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ~, 61
Grade ....................................................................~, 30, 41, 43
Grievance ... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ~, 59, 60, 96, 98, 99
Guidelines ...................................................... 16, 23, 29, 52, ~ 61, 82
Harassment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ,2, 28, 48, QQ., 85-93
Health. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ,2, J,~,,2,.ß., ll, l8., 22, 24-27, 37, 42, 43, ß ~ 72, 97
Health Insurance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ~, .ß., l8., 26, 2l, 42, 55
High Cost Area. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71, 74, 75
HIP AA ....................................................................~,.ß., l8., 28
Hiring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .'. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ll, J5., 36, 89, 94
History ......................................................................... 1, 94
Holiday. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20, 21, 31, 38
Hours of Operation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . U, 45
ID Badges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Identification ................................................................ 18, 44, 49
lllness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22-24, 72
Immediate Discharge ................................. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69.
Immigration .....................................................................~, 46
Incapacitating . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
Incident. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47, 67,68, 83, 84, 90, 91
Inclement ...................................................................... 54, 72
Individual. . . . . . . . . . . . . . . . . . . . . .. 10-12, 15, 29, ¿Q, 46, 48, 51, 57, 60-62, 84-87, 89-2l, 2J, 94, 96
Information. . . .. 1, J,~, 12, 13, 17, l8., 27, 29, 30, J5., 39, 41, 46, 47, ~ n, 53, 56, 59, 61, 63, 68, 73,
78, 83, ~ 90, 94, 96
Initiated. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1:,.ß., 34, 37, 39-42
Initiation Fee ...................................................................... 37
Insubordination. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ~, 66, 83
Insurance .............................................~, & 18, 22, 23, 26, 27, 42, 53, 55, 80
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Jefferson County Personnel Administration Manual
Interest ......................................... 1,~, 28, 34, 43, 49, ,ll, 56, 62-65, 73, 88, 96
Internet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2" 53
Interview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44, 59, 67, 91
Intranet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2" 53
Investigation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 12, ß ~ 60, 67, Q8., 70, 84, 89-92, 96, 98
Itinerary .......................................................................... 72
Job Description. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ,4-.2, 12,28,30, 35, 51, 59, 83
Jury Duty ......................................................................... 24
Knowledge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12,29, 35, ~ 61, §1, 92
Leave Without Pay . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24, 25, 27
Legal. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47, ~ 64, 69, 90-92
LEOFF ..................................................................... 22, 22., 44
Lodging ....................................................................... 71-79
Manager. . . . . . . . . . . . . . . . . . . . . . . . . . .. J.,~, 11, 35, 51, 57-59, 61-65,11, 83, ~ 87, ~ 91, 93, 96
Mandatory ..................................................................ll, n, 88
Meals ................................................................... M, 73-75, 78
MeIIlbership ......................... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29, 65
Military Leave ................................................................... 2., 24
Motor Vehicle ............................................................... 66, 79-81
Municipal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2" 50
Nepotism ......................................................................... 51
Non-disciplinary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . J" 42
Non-exeIIlpt ...............................................................~, 32, 38, 69
Non-regular ..................................................................~, 39, 40
Non-reimbursable. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74, 80
Non-standard .................................................................... 2, 21
Notice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2, 25, 26, 36, 40, 42, 44, 56, 69
Obligation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2, 10, 79, ~ 90
Office Equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Official. . . . . . 1,,4,.2, 12, U, 49, 2Q, 56, 57, 59, 61, 62, 65, Q1, 1111:., 74, 75, 79-£L ~ 85, 93, 96, 97
OJT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Operator's License .................................................................. 80
Opportunity ............................ 2,,4,11, 12, li, 2.2, ~ 57-60, 62, Q2., 72, 83, 85, 86, 92
Oral . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . J2, Q8., 69
Ordinance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2, 10
Organization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2,.u, 29,.ll, 39, 42, 43, 57, 61, 88
Orientation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12, 15, 39, 57, 58, 86
Out of State Travel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28, 72, 77
Outside. . .. . . . . . . . . . . . . . . . . . . . . . .. . . .. . .. . . . . . . ,4,.2,1,2" 24, J.4, 37, 41, 48, 51-53, 59, 63, 72
Overtime. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-~, 19, 21, 32, 38, 46, 67
Parking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56, 79
Pay ............ ,4-.2, la, 20-22, 24, 25, 27-29, .ll-33, 41-44, 45, 46, 48, 54, 55, 66, 67, 69, 73,]!l, 82
Performance Review ................................................................. 2
Personal .............. 1,,2, 16, 17, 20,24,25,27, 29, 43, 2Q, 52-55, 61-63, 65, Q1, 72, 79-M, 89-.21
Personal Equipment ....... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Personnel File. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . J",4,.2, 12, 32, 40, 62, 65, 68, 69, ~ 93, 96
PlaceIIlent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . J" 24, 22, 41, 42
Positions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. ~, 11, 30, .ll, 34-36, 38-42, 51, 55, 59
Potential ................................................~, 28, 35, 36, 40, 59, 63, 68, 88, 95
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Jefferson County Personnel Administration Manual
Precedence ...................................................................... Q, 10
Privately Owned . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80
Professional ........................................................ J,,~, Q, 11, 29, 38, 48
Prohibited .. .. . . .. .. . .. .. . . . . . . . . . . . . . .. . . . . .. . .. . . . . 48, 50, 67, 74, 75, ~ 85, ~ 89, 2J, 97
Promotion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . Q,1, 12, ll, 28, ~ 37, 39, 41, ~ 66
Proof. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53, 80, 88
Property .................................................. 12, 44, 49, 54, Ql, M, 66-68, 93
Protected . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86, 90, 96
Provisional ............................................... . . . . . . . . . . . . . . . b .Q, 35, 39, 40
PTO .........................................................................2., 20, 21
Public Employee .............................................................. Q, 62, 66
Public Official ............................................................ J" ~, Q, 62, 93
Quasi-employee .................................................................. Q, 71
Reclassification ....................................................... J,,1, 34, 37, 41-43
Recruitment. . ... '......... . . .... . . ... .. . . . . .. .. ... .. ... . . . .. ........ .. ~-1, 11. ~ 37, 59
References ........................................................................ 35
Regular. . . . . . .. . . . . .. .. . . .. .. . . .. . . . . . .. 2.,~, 1, 19-24,29, ll, 38-41, 44, & 55, ºº' 83, 84, 87
Reimbursement ........................................................ 28, 2..2., 52, 71-80
Resignation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43, 44, 63
Respondent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62, ~ .2.l, .2.2., 96
Responsibility. . . . . . . . . . . . . . J,,~, Q,,8., 10,11,11, 27, 29, 31, 35, 37, 54, 56, 58, 65, 74, 75, 80, 82, 89
Retaliation ............................................................... 48, 89-91, 97
Retire .......................................................................... 1, 44
Retirement ...................................................... .1,1.8., 22, 27, 29, 43, 44
Return. . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . .. .. . . . . . . . . . 22, 23, ~ 26, 35, 40, 41, 44, 72, 73, 78
Review. . . .. .. ... . . ...... ... . 2.,~, 1,,8.,11, 34, 37,40,43, 48, 49, 52, 60, 68-70, 77, 88, 91, 92, 98
Revision ...................................... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . II
RIF ............................................................................ 1, 43
Risk ........................................................ 22, 26, 48, 49, 57, 59, 94, 97
Risk Reduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94
Rules. . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . .. . . . . . .. 2., J",8., 10, ll, 17, 19, 39, 50, 54-2Q, 63,65-69
Safety.. .. . . . .. . . . . . .. .. . . .. .. . . . . . . . . .. . . . . .. Q,.8.,.2., 47, 49, 54, 56, 66,12., 81, 82, 93, ~ 97
Salary. . . . . .. .. . . . . . .. . . . . .. .. . .. . . . . . . .. .. . . . . . . .. . . . . 2.,~, 1, 31, 34, 41-43, 52, 55, Ql, 73
Schedule. . . . . .. . . . . . .. . . . . . . . . .. . .. . . . . . . . . . .. .. . .1, 19, 21, ~ J.Q, 38, 43, 45, 46, 11. 75, 78
Selection. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Q, 11, ll, 34, 35, J..2., 59
Seniority. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 19, 38-43
Separation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . J" 1, 1.8., 43, 44
Sexual Harassment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66, 86-88, 90, 91
Sick Leave ............................................ Q,.2., 1.2.-23, 25, 27, 38, 41, 43, 44, 82
Sick Leave Bank . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2., 23
Situations ................................................................ 51, 62, 72, 94
Smoking. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..2., 55, 67
Software . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Staffing Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1, J.Q, 43
Standards ................................ 2., ~-Q,,8., 10, ll, 17, 30, 32, 38, 46, 61, 62, 65, 67, 85
Status .............~, Q, 12,]2, 19-23, 26, 27, 29, ll, 38-41, 48, 50, 55, 57, 58, 71, 73-75, 79, 86, 89
Statutes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10, 63, 86, 96
Suggestions ....................................................................... 54
Supenñsor ... ................ J"46, 52, 57, 59,§L 62, 64-67, 72, 77,.8.l,83,85,87,88,91,93,96
Jefferson County Personnel Administration Manual
Support. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11, 22, 23, 26, 68,18., 97
Suspension .......................................................... .. . . . 48, 69, g 85
Task .....................................................................~, 39, 57, 58
Technical ..................................................................... .11, 29
Telecommunications ................................................................ 52
Telephones.... ...... . . .... . .. ... .. .. . ...... .. . . ... ... . . .......... . .. .. ... .. . .. .... 52
Temporary ................................................... 2,2,1, 23, 24,11., 38-41, 49
Tenure ........................................................................... 10
Termination ................................ .1, l8., 20, 45, 48, ~ .Qß., 69, g 85, 86, 89, 93, 95
Testing ................................................................ 2, 35, 48, 82, 83
Time. . . . 2-~, 2-2., ll, ,lli-21., 11., 32, 34, 35, 37, 38,40-42, 44, 45, 46,.52, ~ 55, 61, 66-69,11, 82,91,
98
Time Lines ........................................................................ 98
Time l,oss . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21., 54
Train . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . 73
Training ..................1, ll, 12, 24,21., 28, 3.Q, 35, 36, 40, 1l., Ð., 47, 49, 53, & 75,18.,.8J, 94
Transfer ............................................... 2,~, B., .u, 34, 37, 39-42, 51, §.l, 82
Travel Expense. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12., 77-80
Travel Status. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1l, 73-12., 79
Travelers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
Trial Period. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,.8., 19, 37, 39-1l., 69
Types of Appointment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . §., 38
UFCW ...........................................................................il
Unexpended ....................................................................... 78
Uniforms ...................................................................... 44, 55
Union Dues. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Unpaid Leave... .. . . . .. . .... ... . . .. ... ..... . . . . . . . .. . . .. ...... . . .. .. . . . ... . ~, 19-21 27
Vacancy ...................................................................~, 2, ª 41
Vacation. . . . .. ... . . . . .. .. . .. . .... . .. . ...... .. . . " . . . .. .. 2, 19-21 25-27, 38, 39, 41, 43,54
Value ....................................................................~, 61-.Q.J., 66
Vehicles ........................................................... ~ 55, 56, §.§., 79-.8.l
Vendor ........................................................................ 63, 73
Verification .................................................................... 22, 46
Violence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2, 48, 49, 93-95
Voice Mail ...................................................................... 2, 53
Volunteer Activity .......................,............ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
WAC ........................................................................8., ~ 86
Wage .............................................................~,~, B., 30, 34, 37, 41
Weather .................................................................... 53, 54, 72
Whistleblower ............................................................... ~ .2.Q, 97
WISHA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2, .8.
Work Environment. .. . . ... ... . . . .. . . . .. ..... . . . . ... . . . ... . .. .. .. ... . . 45, 48, ~ 85, 87, 88
Workday. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2, L 20, 45, 46, 71
W orlanen's Compensation .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Workweek ........................................................~,.8., 21, 32, 38, 45, 46
Written. . . . . . . . . . . . . . . . . . . . . . . .,J.,~, 11, ll, 24, ~ 42, 44, 46, n, 54, 61, 65-69,~, 85-87,90-92
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PAYROLL. STATUS. CHANGE" FORM
PAYROLL DEPARTMENT - Please enter the following change(s) in your records to take effect:
.200_
UNION posmON? (check one) 0 YES D NO
RETlREMENTEUGIBLE? (check one) DYES D NO
(if YES-check one) D UFCW or D TEAMSTER'S
EMPLOYEE:
Fund Number:
~ Budget Account No:
PIR#
POSITION:
DEPARTMENT:
5.5.#
GRADE:
STEP:
HOURS PER WEEK:
Fill in ALL Applicable Spaces
FROM: TO:
Position
Grade
Step
Next Review Date
Pay Rate
REASONS FOR CHANGE(S) Check ALL Applicable Boxes:
OHIRED LJSTEP INCREASE o RESIGNATION
ORE-HIRED LJUNION SCALE L:J RETIREMENT
OPROMOTION LJ,-RIAL PERIOD COMPLETE o LAYOFF
ODEMOTlON LJLENGTH OF SERVICE INCREASE o DISCHARGE
OCHG.lN HOURS LJ,-RANSFER OFAMIL Y MED. LEAVE
OTHER:
LEAVE OF ABSENCE:
FROM: TO:
EXPLAIN:
TRAINING ANb/OR PERFORMANCE EVALUATION CERTIFIEb: YESD NoD
CHANGE REQUESTEb BY:
(Elected OfficallDepartment Head) (Date)
rent (Less than 12 months old) Performance Evaluation on File: YESO NOD
Cur
COUNTY ADMINISTRATOR:
Approved 0
DisapprovedO
BY:
David Goldsmith
County Administrator
DATE
DATE:
ompleted copy to Department
CJ
JEFFERSON COUNTY
Advance Travel I Out of State Travel REQUEST FORM
r---------------------·----
, '
Date of Request: :
~Jßxel ß.x-p-en&e$_ªreXeçU.lJ~$ted_ {Q(:_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _, _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _,
J ~ : i
~------_____________________________________________~L______________________________~
Name of Employee requesting Department
,---------------------------------------------------------------------,
Purpose of Trip: : '
----------------------------------------------------------------------~
Destination: :
,
r--------------------------___________________________---------------------
,
,
,
J f ~------------------------
Employee will leave on: ~ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _: Employee will return on: ~ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
~--------------------
EXPENSE WORKSHEET
Est. amount for lodging
Est. amount for food
Est. amount for mileage
Total est. travel expenses
Number of Days
~- - - - - - - - - ..
,
,
Check all that apply
L.I Out of State Travel
t ·.,'1 Advance Travel
---------,..
I
I
,
,
,
,
1-_________
,-------_.....
, '
, '
"-_______ _f
t·o______~
: :Amount needed from Advance Travel
, ,
- DO NOT include mUeage amount In Advance Travel request.
..--------...
~- - - - - - - .... - -
,
,
,
Reimbursement will be on an ACTUAL
expense basis. Receipts REQUIRED.
I hereby state that all the above statements are true and correct.
Applicant Signature:
Unused Advanced
Travel funds must be
remitted to ADVANCE
TRAVEL (Treasurer's
Office) within 10 days
of return.
Itemized travel expense
voucher returned for all
reimbursable items
legally expended,
accompanied by
unexpended portion, if
any, as prescribed by
RCW 42.24 (as amended
and added to Chapter
116, Laws of 1965 by the
1969 Legislature)
~ - - - - - - - - - - - - - -t
, ,
, ,
, ,
1:..._------------'"'
Department Head Signature
Date
OUT OF STATE TRAVEL APPROVAL
County Administrator
Date
r··....··..··..·..··..·-·-···-··..·····..·....····....··..···..·····.....................-......................................................................................................-............................--....-.....................-.-..........:
: :
, .
: :
, .
Advanced Travel Check #
Date Disbursed:
Amount Disbursed:
Amount Returned:
Paid by County
Signed Adv. Travel Custodian
.................................................................................................................................................. .....................................................................................................................................
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Jefferson County
Travel Expense Voucher - Daily or Weekly
Employee:
Insurance Provider:
Orignation City:
Depart Date:
Depart Time:
Reason for Travel:
Date:
Policy #:
Destination City:
Refum Date:
Return Time:
Date:
MEALS:
Breakfas
Lunch
Dinner
Total
Total Meals
Lodging
***Miles @ $0.375/Mile
Other Expenses
TOTAL EXPENSE
Received ttom Advance Travel
Return to Advance Travel
To Employee
APPROVED:
I hereby certify under penalty of perjury that this is a
and correct claim for necessary expenses
ncurred by me during the course of Official County
siness, and that no payment has been received by
e on account thereof.
Elected Official/Deparbnent Head or Designee
Date
Employee Signature
Date
*** If being reimbursed for mileage, employee must provide name of auto insurance carrier and policy number
JEFFERSON COUNTY
Travel Expense Voucher - Mileage Only
Employee:
Month of Travel:
Employee Auto Insurance Provider:
Date:
Policy #:
Total Miles
x 0.375 ¡mile = $
Total Mileage
Reimbursement
SIGNED:
Employee
APPROVED:
Elected Official/Department Head or Designee
DATE:
HARASSMENT COMPLAINT FORM
Directions: If you believe that you have been unlawfully harassed. please fill out this form and
return it to your supervisor and/or the Human Resource Manager. If more space is necessary,
please continue your comments on the back of this form.
Name:
Dept.:
Job Title:
Date of Complaint:
Individuals who allegedly committed harassment:
1.
2.
3.
Describe the nature of your complaint. Include dates and as much detail as possible:
Identify all employees or others with knowledge of the conduct about which you are
complaining:
Did employees listed personally observe or overhear the alleged conduct? If yes, please
indicate the dates of observed/overheard behavior.
056.05954 P 1 of 4
Copyright 1995 Council on Education in Management
Are there documents which contain information supporting the occurrences described above?
Is there any physical evidence that supports your complaint? If so, please describe or attach a
copy.
Have you missed any work time as a result of the alleged harassment?
If yes, please indicate dates of absences.
Have you received any counseling or received medical treatment as a result of this alleged
harassment? If yes, indicate dates of counseling/treatment.
Have you previously complained about this or related acts of sexual harassment to a
supervisor or official? If so, please identify the individual to whom you complained, the date of
the complaint and the resolution of your complaint.
What is your requested remedy in this complaint?
056.05954 P 2 of 4
Copyright 1995 Council on Education in Management
Are there any other individuals you want the company to contact regarding your complaint? If
so, who do you wish contacted, and why?
Acknowledgment
To investigate your complaint, it will be necessary to interview you, the alleged harasser(s),
and any witnesses with knowledge of the allegations or defenses. The County will notify all
persons involved in the investigation that it is confidential and that unauthorized disclosures of
information concerning the investigation could result in disciplinary action, up to and including
termination of employment.
The information provided in this complaint is true and correct to the best of my knowledge. I
am willing to cooperate fully in the investigation of my complaint and provide whatever
evidence the County deems relevant.
Signature
Date
056.05954 P 3 of 4
Copyright 1995 Council on Education in Management
Witness Statement
Name:
Dept:
Length of time you have known the complainant:
Please provide facts, dates and events related to the complaint of harassment.
List other information or identify persons who also may have knowledge of the facts related to
this complaint.
I, affirm that the information I have provided is true and
correct to the best of my knowledge. I acknowledge that this investigation is confidential and
that I am not to disclose information obtained by me during the course of this investigation. I
understand that unauthorized disclosures could result in disciplinary action, up to and including
termination of employment.
Signature
Date
056.05954 P 4 of 4
Copyright 1995 Council on Education in Management
r
OVERTIME AGREEMENT
BE1WEEN
JEFFERSON COUNTY
AND
ITS' EMPLOYEES
This agreement by and, between JeffersonCoun!1 ("Employer") and the below named'
employee C'Employee") is for the p~se of establ.JSb1ng the acceptability of compensated
time off in Heu of additional pay at time and one~baH for overtime hours worked as defined
by the Fair Labor Sµmdards Act ("FLSA ") or for time worked beyond ~e standard work
week but less than forty hours. .
It is agreed that Employee will not receive extn.l pay over ~d above the normal mon!hJy
wage, (or normal hourly wage), ("wage") when Employee works hours which FlSA requires
, ~ be paid at ~e and one-halt E~loyee will receive fi!ne' off with pay cr~dit ("Comp
Tune") for all hours which would be eligIble for FI.SA overtim~ at the rate of time and one
h~ in addition to Employees normal wage. likewise, Comp Time will be received for
hours worked beyond tñe standard work week, but less than forty bours, at the rate of
straight time. . '
Comp Tune will be accrued by the Employer for the future use by Employee at mutually
agreeable times and days. Comp ,Tnne used by Emp.oyee will be deducted from the ac-
crued Comp Time account of Employee as the time off is used.
Employer reserves the right to re~e Employee to use Comp Time in accordance with
Co~ty Policy as adopted from time to' time, to be in compliance with law or other
legItimate reason.
Employer reserves the right to, in accordance with County Policy, convert all or part of
Employee's Comp Time account to cash and yay over to Employee such amount and
~educing amount of Comp Time owed by an equfva1ent amount.
=c~oyer may, at j~ o~~on, pay ,for overtime or work beyond a standard work week in
m accordance With law.
Employee by the signature below agrees to the forgoing arrangement and accepts Camp
Tnne on an ongoing basis and until Employee revokes this agreement, in writing. Other
la~l arrangements may be made by the Employee and Employer provided same is ûi
wntmg. .
EmpJoyee name printed
Date
Employee sIgnature
INCIDENT REPORT FORM
This form is to be completed for all incidents. Any incident that results in an injury to a person(s) must
complete the reverse side of this form. The reverse should also be used where there is property damage.
Please complete, fax (360) 385-9382 aftn: Risk Manager, or deliver within twenty-four hours to County
Risk Manager.
INCIDENT DETAILS
Date of incident:
Time: '
AM PM _Time of incident _Time of discovery
Name of employee completing form:
Were you directly involved in the incident _ Yes _ No
Department:
Division:
Did the incident occur during your regular shift? _Yes _ No.
Were you performing that job at the time of the incident? _Yes _No If no, please explain:
location of incident:
Please describe what happened:
Witnesses:
Name
Address
Phone #
Attach all witness statements to this form
WITNESS STATEMENT(S) ATTACHED TO THIS FORM? _Yes _ No If yes, how many? _
Was safety equipment in use at the time of the incident? _Yes _No _N/ A if yes, what type(s):
Was there any safety equipment that should have been in use that was not? _Yes _No. If yes, please
give details:
Did this incident result in injury(ies)? _Yes _No.
Did this incident result in property damage _Yes _No.
If this incident resulted in injury or property damage or both then please complete the reverse of this form.
Supervisor's signature:
Date supervisor received this form:
Date signed and forwarded: