HomeMy WebLinkAbout010421_ra01Regular Agenda
JEFFERSON COUNTY
BOARD OF COUNTY COMMISSIONERS
AGENDA REQUEST
TO: Board of County Commissioners
FROM: Philip Morley, County Administrator
Andy Rowlson, Human Resources Manager
DATE: January 4, 2021
SUBJECT: Discussion and Possible Approval of a Resolution re: Updating the
Jefferson County Personnel Administration Manual
STATEMENT OF ISSUE:
Jefferson County's Personnel Administration Manual is being updated to reflect changes in the law, amend
County policies, clarify language and correct typographical and grammatical errors.
ANALYSIS:
Updates are being proposed to the Jefferson County Personnel Administration Manual to:
Correct typographical and grammatical errors
Clarify language
Clarify mandatory training
Amend the Anti -Harassment Policy and Procedures.
The proposed updated manual has been provided to the unions and all County employees.
FISCAL IMPACT:
N/A
RECOMMENDATION:
Approve the Resolution adopting the updated Personnel Administration Manual.
REVIEWED BY:
3/ y ,0
Philip Morley ounty Administrator Date
JEFFERSON COUNTY
STATE OF WASHINGTON
In the Matter of Updating )
the Jefferson County Personnel ) RESOLUTION NO.
Administration Manual 1
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 ensure that all employees know
what is expected of them; and,
WHEREAS, it is in the best interest of County employees to keep the personnel
administration manual as up to date as possible with federal and state statues enacted since
adoption of the current personnel administration manual, and to have it reflect current practices;
and,
NOW, THEREFORE, BE IT RESOLVED, by the Jefferson County Board of County
Commissioners, Jefferson County, Washington that the attached updated Jefferson County
Personnel Administration Manual is hereby adopted for use by all Jefferson County departments
and offices.
BE IT FURTHER RESOLVED, that this Resolution repeals and replaces Resolution
No. 25-19.
BE IT FINALLY RESOLVED, that this Resolution becomes effective on January 4,
2021.
APPROVED AND ADOPTED this
SEAL:
ATTEST:
day of January, 2021.
JEFFERSON COUNTY
BOARD OF COMMISSIONERS
Kate Dean, Chair
Greg Brotherton, Member
Carolyn Gallaway, CMC Heidi Eisenhour, Member
Clerk of the Board
JEFFERSON COUNTY
ONeill
4
n
PERSONNEL
ADMINISTRATION
MANUAL Adopted
XXXX
TABLE OF CONTENTS
Chapter1 - Subject................................................................................................................................6
Section1.0 - Introduction..........................................................................................................6
Section 2.0 - Terms and Definitions.........................................................................................7
Section3.0 - Affected Parties..................................................................................................14
Section 4.0 - References..........................................................................................................14
Chapter 2 - Program Administration...................................................................................................17
Section1.0 - Purpose..............................................................................................................17
Section2.0 - Scope..................................................................................................................17
Section3.0 - Authority............................................................................................................18
Section 4.0 - Equal Employment Opportunity........................................................................19
Section5.0 - Personnel Files...................................................................................................19
Section 6.0 - Collective Bargaining.......................................................................................20
Section 7.0 - Management Rights...........................................................................................20
Section 8.0 - Administrative Directives..................................................................................21
Chapter 3 - Equal Opportunity and Affirmative Action.....................................................................22
Section 1.0 - Declaration of Policy.........................................................................................22
Chapter4 - Code of Ethics..................................................................................................................23
Section 1.0 - Declaration of Policy.........................................................................................23
Chapter5 - Standards of Conduct.......................................................................................................24
Section1.0 - Rules of Conduct...............................................................................................24
Chapter6 - Employee Benefits...........................................................................................................25
Section 1.0 - Health Insurance................................................................................................25
Section2.0 - Vacation.............................................................................................................26
Section3.0 - Personal Time Off..............................................................................................28
Section4.0 - Holidays.............................................................................................................32
Section5.0 - Sick Leave..........................................................................................................34
Section 6.0 - Leaves of Absence.............................................................................................38
Section 7.0 - Injuries/Illnesses................................................................................................41
Section 8.0 - Employee Assistance Program..........................................................................42
Section9.0 - Training..............................................................................................................42
Section10.0 Retirement ........................................................................................................44
Section 11.0 Other Pre -Tax Programs..................................................................................44
Section 12.0 Reimbursement for Job -Related Travel Expenses...........................................44
Section 13.0 Membership in Professional and Technical Societies.....................................44
Section 14.0 Professional and Technical Registration..........................................................45
Section 15.0 Community Service Organizations..................................................................45
Chapter 7 - Job Classification System................................................................................................46
Section1.0 - Purpose..............................................................................................................46
Section2.0 - Analysis.............................................................................................................46
Page 2 of 127
Chapter8 - Compensation Plan ..........................................................................................................47
Section 1.0 - Salary Administration Policy.............................................................................47
Section 2.0 - Pay Administration............................................................................................47
Section 3.0 - Payment of Salary and Wages...........................................................................47
Section4.0 - Overtime............................................................................................................48
Section 5.0 - FLSA Exempt Personnel...................................................................................48
Section6.0 - Travel Time.......................................................................................................49
Chapter 9 - Recruitment and Selection...............................................................................................50
Section 1.0 - Job Announcement............................................................................................50
Section2.0 - Application........................................................................................................50
Section3.0 - Eligibility...........................................................................................................51
Section4.0 - Selection............................................................................................................51
Promotion/Reclassification/Transfer Matrix...........................................................................53
Chapter10 - Employee Status.............................................................................................................54
Section1.0 - Appointment......................................................................................................54
Section2.0 - Orientation.........................................................................................................55
Section3.0 - Seniority.............................................................................................................55
Section4.0 - Trial Period........................................................................................................56
Section 5.0 - Performance Evaluation.....................................................................................56
Section6.0 - Promotion..........................................................................................................57
Section 7.0 - Employee -Initiated Transfers.............................................................................58
Section 8.0 - Employer -Initiated Transfer...............................................................................58
Section9.0 - Demotions..........................................................................................................58
Section 10.0 Reduction in Force/Consolidation/ Reorganization.........................................58
Section 11.0 Reclassification................................................................................................59
Section 12.0 Separation from County Employment.............................................................60
Chapter11 - General Policies.............................................................................................................62
Section1.0 - Attendance.........................................................................................................62
Section2.0 - Time Reporting..................................................................................................63
Section 3.0 - Immigration Law Compliance...........................................................................63
Section4.0 - Safety.................................................................................................................64
Section 5.0 - Alcohol and Drug Free Workplace....................................................................65
Section 6.0 - Anti -Harassment Policy.....................................................................................65
Section 7.0 - Violence in the Workplace................................................................................66
Section 8.0 - Employee Identification Badges........................................................................66
Section9.0 - Firearms.............................................................................................................67
Section 10.0 Whistleblower Protection................................................................................67
Section 11.0 Personal Data Changes....................................................................................68
Section12.0 Job Descriptions...............................................................................................68
Section13.0 Nepotism Policy...............................................................................................68
Section 14.0 Outside Employment.......................................................................................68
Section 15.0 Volunteer Activities of Employees..................................................................69
Section 16.0 Use of Office and Telecommunications Equipment and Services ..................69
Page 3 of 127
Section 17.0 Emergency Closures and Inclement Weather..................................................71
Section 18.0 Department Rules............................................................................................71
Section19.0 Suggestions...................................................................................................... 72
Section 20.0 Personal Appearance and Dress.......................................................................72
Section 21.0 Health and Fitness............................................................................................72
Section 22.0 Breastfeeding...................................................................................................73
Section23.0 Smoking...........................................................................................................74
Section 24.0 Bulletin Boards................................................................................................75
Section 25.0 Employee Parking............................................................................................75
APPENDIX `A' - Equal Employment Opportunity/Affirmative Action Policy and Procedures .......76
Section 1.0 Affirmative Action Statement...........................................................................76
Section2.0 Definitions.........................................................................................................76
Section 3.0 Equal Employment Opportunity Statement....................................................... 77
Section 4.0 Assignment of Responsibility............................................................................77
Section 5.0 Employment Process.........................................................................................78
Section 6.0 Complaint Process............................................................................................78
Section7.0 Evaluations.......................................................................................................79
Section 8.0 Individual Acts...................................................................................................79
APPENDIX `B' - Code of Ethics Policy and Procedures...................................................................80
Section1.0 - Policy................................................................................................................80
Section2.0 - Definitions.........................................................................................................80
Section 3.0 - Affected Parties..................................................................................................81
Section 4.0 - Conflicts of Interest Defined, Generally............................................................81
APPENDIX `C' - Standards of Conduct Policy & Procedures...........................................................84
Section1.0 - Policy.................................................................................................................84
Section2.0 - Definitions.........................................................................................................84
Section 3.0 - Immediate Discharge......................................................................................... 85
Section 4.0 - Other Disciplinary Actions...............................................................................86
Section5.0 - Investigation.......................................................................................................87
Section 6.0 - Disciplinary Action ............................
Section7.0 - Appeal Process...................................................................................................89
APPENDIX `D' - Travel &Transportation Policy & Procedures.......................................................91
Section1.0 - Introduction........................................................................................................91
Section2.0 - Definitions........................................................................................................91
Section 3.0 - Affected Parties.................................................................................................92
Section4.0 - General...............................................................................................................92
Section 5.0 - Reimbursement Method....................................................................................93
Section 6.0 - Direct Payment to Vendors Supplying Meals or Lodging................................93
Section 7.0 - Basis for Reimbursement..................................................................................94
Section 8.0 - Reimbursable Meal Expenses...........................................................................95
Section 9.0 - Lodging Reimbursement..................................................................................97
Section 10.0 - Forms Used for Travel.....................................................................................98
Section 11.0 - Travel Expense Reimbursement Claims.........................................................98
Page 4 of 127
Section 12.0 Advanced Travel Funds.................................................................................99
Section 13.0 Reimbursable Transportation Expenses.......................................................100
Section 14.0 Non -Reimbursable Expenses.......................................................................101
Section 15.0 Use of Privately Owned Motor......................................................................101
Section 16.0 County -Owned Motor Vehicles....................................................................102
APPENDIX `E' — Alcohol & Drug Free Workplace Policy & Procedures.......................................104
Section 1.0 — Policy Statement..............................................................................................104
Section2.0 — Definitions.......................................................................................................104
Section 3.0 — Education and Training....................................................................................105
Section 4.0 — Required Alcohol and/or Drug Testing...........................................................105
Section 5.0 — Alcohol or Drug Conviction............................................................................106
Section6.0 — Confidentiality.................................................................................................106
APPENDIX `F' — Anti —Harassment Policy and Procedures.............................................................107
Section1.0 — Policy...............................................................................................................107
Section2.0 — Definitions.......................................................................................................107
Section 3.0 — Prohibited Conduct Under This Policy...........................................................108
Section4.0 — Retaliation........................................................................................................110
Section 5.0 — The Complaint Process.................................................................................... III
APPENDIX `G' — Violence in the Workplace Policy & Procedures................................................116
Section1.0 — Policy Statement..............................................................................................116
Section2.0 — Definitions.......................................................................................................116
Section 3.0 — Reporting Procedures......................................................................................117
Section 4.0 — Risk Reduction Measures................................................................................117
Section 5.0 — Dangerous or Emergency Situations................................................................117
Section6.0 — Enforcement....................................................................................................118
Section7.0 — Counseling.......................................................................................................118
APPENDIX `H' — Whistle Blower Protection Policy & Procedures.................................................119
Section 1.0 — Policy Statement..............................................................................................119
Section2.0 — Definitions-.......................:............................................................................... I I
Section 3.0 — Right to Report Improper Governmental Action............................................121
Section4.0 — Filing a Complaint...........................................................................................121
Section 5.0 — County's Response to a Complaint..................................................................122
Section 6.0 — Rights of Complainant Who Claims Retaliatory Action Occurred .................123
Section 7.0 — Rights of Respondents.....................................................................................125
Page 5 of 127
Jefferson Countv Personnel Administration Manual
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: Chapter 1
Page 6 of 127
Jefferson Countv 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.
A project to strengthen the clock tower, repair the clock faces and mechanism, install sidewalks
around the Courthouse block, re -pave the back parking lot, and formal landscaping was completed at
the Courthouse in 2007. The landscaping included moving the flag pole to a new paved gathering
area on the northeast side ofthe building (near the Cass Street entrance) and installing seating in an
area on the southeast side ofthe front of the building.
Section 1.3 — Other County Facilities
In addition to the Courthouse, Jefferson County owns and/or operates approximately 32 public
buildings including, but not limited to, 7 office buildings, 5 community centers, the County Jail and
Sheriff s Offices, the medical facilities at the Health Department, a building at the Castle Hill Center
for the Public Works 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 at the end of this manual illustrates the organization of the major subdivisions of Jefferson
County government.
Section 2.0 —Terms and Definitions
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.
Accrual: The amount of time earned and then added to an employee's sick leave, vacation or PTO
bank based on their length of eligible employment with Jefferson County
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 ofemployment. Appointments may be trial, regular,
temporary, provisional, or emergency (see Chapter 10, Section 1.2 Classes of Appointment)
Adopted: Chapter 1
Page 7 of 127
Jefferson County Personnel Administration Manual
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 ofthe Board: A position that is appointed by and serves as the clerk to the Board of County
Commissioner's
Clerk Hire: A person who is hired to work on an intermittent or as needed basis for a limited number
of hours per year (may also be known as Casual Labor)
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, normally at the employee's own expense
Compensatory Time in Lieu ofCompensation (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
RC W 42.17.310
Conflict ofInterest: 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
County Administrator: A position appointed by the Board of County Commissioners to handle
County administration.
Date ofHire: 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 performance
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 performance
Departmental Director: An elected official, manager, or supervisor directly in charge of a specific
Adopted: Chapter 1
Page 8 of 127
Jefferson Countv Personnel Administration Manual
department (e.g., the County Treasurer is the Departmental Director ofthe 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 performance, written disciplinary
actions, written commendations and other pertinent information
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 20`" 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 or appointed by the County who is compensated with a r.,.,,.heel,
by payment of wages where federal, state, and/or local taxes are withheld. Independent contractors
are not employees
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 or by the Board's designee 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
Adopted: Chapter 1
Page 9 of 127
Jefferson County Personnel Administration Manual
overtime wages. Exempt employees are usually salaried employees whose employment duties meet
the federal test in one ofthe following categories: administrative, professional, or executive
FMLA (Family and Medical Leave Act of1993): 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)
Grade: A group of positions sufficiently similar in duties, responsibilities and authority, and
minimum qualifications to permit combining them under a single pay level, and to permit the
application of common standards for compensation
Grievance: An alleged breach by the County of any express term of a labor agreement, or any
complaint against the County or County personnel in violation of a specific policy or procedure
Grievance Panel: The three (3) County Commissioners hearing a grievance filed under the Whistle
Blower procedure (see Chapter 11 and Appendix H)
Health Insurance Portability and Accountability Act 1996 (HIPAA): A federal Act to improve the
efficiency of the nation's health care system and protect the security and confidentiality of health
information
Human Resources Manager (HRM): A position appointed or designated by the Board of County
Commissioners or by the Board's designee to handle personnel, staffing and other related matters
In -House Recruitment: An announcement of a vacancy to all appropriate, 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
Adopted: Chapter 1
Page 10 of 127
Jefferson Countv Personnel Administration Manual
possible appointment to a new or vacant position within the department. May or may not include an
announcement to determine 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 perform 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
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
Open Enrollment Period: The period during the first week of December each year when an employee
may elect to join the PTO System to become effective January of the next year. Only applies to
Exempt, non -represented employees who were eligible, but did not enroll in the PTO System upon
implementation
Order ofPrecedence: Used when determining 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.,
Adopted: Chapter 1
Page 11 of 127
Jefferson County Personnel Administration Manual
vacation, sick leave, bereavement leave or approved Comp Time) as compensation for their fully
scheduled workday, they are considered to be on pay status.
Personal Time OffLeave: See PTO
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 ofthe selection process to fill the position (see Chapter 10, Section 1.1 Types of
Appointment)
Provisional Offer ofEmployment: An offer of employment made before the County completes a
background check
PTO Bank: The amount of accrued PTO an employee has to a specific maximum (See Maximum
PTO Bank in Chapter 6, Section 3.4)
PTO Minimum Increment: The smallest amount of PTO that an employee can take at one time
Public Official: Any person holding a position by election, whether paid or unpaid, including
members of any board, committee or commission thereof
Quasi -employee: A person acting on behalf of the county, whether paid or unpaid, with 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., volunteers, 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
Adopted: Chapter 1
Page 12 of 127
Jefferson Countv Personnel Administration Manual
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
Standard Paid Leave Accrual System: The system identified in the Jefferson County Personnel
Policy Manual for accrual of vacation, sick leave and floating holiday benefits before the
establishment of the PTO accrual system
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 or
designee. 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 ofemployment with the County
Trial Appointment: Appointment to County service or a new position for a specific amount of time
called the Trial Period
Trial Period: (may also be referred to as the Probation Period) A time during which the County can
judge the performance 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
Adopted: Chapter 1
Page 13 of 127
Jefferson County Personnel Administration Manual
be employer or employee initiated
Union Exempt Employee: May also refer to employees not included in a Union bargaining unit, who
may or 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. (i.e. seven
7) 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 - Americans with Disabilities Act
ADEA - Age Discrimination in Employment Act
COBRA - Federal Consolidated Omnibus Budget Reconciliation Act of 1985
Drug Free Workplace Act of 1988
HIPAA - Health Insurance Portability and Accountability Act (1996)
IRCA - Immigration Recovery and Control Act
FMLA - Family and Medical Leave Act of 1993
FLSA - Fair Labor Standards Act
Adopted: Chapter 1
Page 14 of 127
Jefferson Countv Personnel Administration Manual
Section 4.2 — Revised Code of Washington (RCW) Titles
7.80 Civil Infractions
9.41.050 Carrying Firearms
9.41.060 Exceptions to Restrictions on Carrying Firearms
9.41.070 Concealed Pistol License
36.17.040 Payment of Salaries of Officers and Employees
38.40.060 Military Leave for Public Employees
41.06.250 Political Activities
42.56 Public Disclosure
42.56.310 Certain Personal and Other Records Exempt
42.23 Code of Ethics for Municipal Officers - Contract Interests
42.24.115 Municipal Corporations and Political Subdivisions -- Charge Cards for Officers' and
Employees' Travel Expenses
42.52 Ethics in Public Service
49.12 Industrial Welfare
49.12. 265 thru 49.12.295 Family Care Act
49.44.120 Labor Regulations - Requiring Lie Detector Tests
49.46 Paid Sick Leave
49.76 Leave for Victims of Domestic Violence, Sexual Assault, and Stalking
49.77 Leave for Spouses of Military Personnel
49.78 Family Leave Act
70.160 Washington Clean Indoor Air Act
50A Family and Medical Leave
Section 4.3 — Washington Administrative Code
248-152 Prohibition of Smoking Tobacco in Certain Places
296-128 Paid Sick Leave
296-130 Family Care Act
296-135 Leave for Victims of Domestic Violence, Sexual Assault, and Stalking
Section 4.4 — Jefferson County
Resolutions No. 85-93, 129-97 & 67-99
Jefferson County Loss Control and Countywide Safety Manual
Resolution No. 79-94 Authorizing Donation by County Employees of Accrued Sick Leave and
Establishment of a Sick Leave Bank
Resolution No. 64-95 Computer Diskettes from Outside Being Used on County Computers
Resolution No. 35-96 Establishing a Key Policy for the Offices and Buildings of Jefferson County
Resolution No. 40-96 Policy Governing Expenditures of Public Funds for Food and Beverages by
County Departments
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
Adopted: Chapter 1
Page 15 of 127
Jefferson County Personnel Administration Manual
Resolution No. 81-03 Establishing a Paid Time Off (PTO) System and Offering that Alternative to
Non -Represented Employees
Resolution No. 13-04 Adopting a Policy Regarding Privacy of Health Information under the Health
Insurance Portability and Accountability Act of 1996 (HIPAA)
Resolution No. 25-05 Reimbursement to Certain County Officials for Use of Personal Vehicles
Resolution No. 18-06 ADA Grievance
Resolution No. 64-08 Use of Credit Cards on Behalf of Jefferson County
Resolution No. 36 11 Risk Management Poliey
Resolution No. 01-14 Position Budgeting Guidelines
Resolution No. 37-14 Allowing Employees to Receive up to Two (2) Unpaid Holidays Per Calendar
Year for a Reason of Faith or Conscience; or an Organized Activity
Conducted Under the Auspices of a Religious Denomination, Church, or
Religious Organization
Resolution No. 37-15 Granting Longevity Pay and an Additional Floating Holiday, and Amending
the Floating Holiday Accrual Schedule for FLSA and Union Exempt
Employees
Resolution No. 21-18 Jefferson County Public Records Act Compliance Policy
Resolution No. 37-18 Adopting an Updated Drug and Alcohol Testing Policy and Procedures
Manual for Employees who hold a Commercial Driver's License as a
Condition of Employment
Resolution No. 43-18 Amending Longevity Pay for FLSA Exempt and Union Exempt Employees
Ordinance No. 09-0806-18 An Ordinance Repealing and Replacing the Existing Resolution 87-86
Regarding Indemnification and Tort Representation of Jefferson County
Employees and Officers and Amending the Existing Jefferson County Risk
Management Policy in Resolution 36-11 and Chapter 2.05 JCC Indemnity of
Employee Legal Defense Costs — Claims for Damages
Resolution No. 54-19 Risk Management Policy
Adopted: Chapter 1
Page 16 of 127
Jefferson County Personnel Administration Manual
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: Chapter 2
Page 17 of 127
Jefferson County Personnel Administration Manual
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.
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:
1. Employee selection pursuant to the selection process
2. Performance evaluation
3. Retention of individual employment personnel files, which includes: employee evaluations,
written employee communications, letters of support for and documentation of disciplinary
actions
4. Initiation ofpersonnel actions
5. Training and professional development
6. Discipline
7. Complaints about or between employees
Section 3.2 — Human Resources Manager Responsibilities
The Human Resources Manager (HRM) shall be responsible for insuring that the following type of
activities are properly administered by the County:
1. The recruitment process
2. Affirmative Action Plan reporting
3. 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
4. Classification and compensation plans
5. Labor relations
6. Comprehensive review, advice, monitoring and technical assistance for personnel actions
7. Coordination of interdepartmental training programs
8. 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 Resources Manager may
utilize the services of other County employees or consultants in fulfilling the responsibilities for
program administration.
Adopted: Chapter 2
Page 18 of 127
Jefferson County Personnel Administration Manual
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 ofthe 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 information will
be maintained in a separate medical file.
Only employment related information 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 forms 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 information shall be kept in the employee's departmental
personnel file.
Adopted: Chapter 2
Page 19 of 127
Jefferson County Personnel Administration Manual
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 requir-ed to-Mqyjoin one of the unions listed below depending upon the
department/division to which they are assigned.
United Food and Commercial Workers (UFC99 Local 21:
Auditor Public Health
Assessor Juvenile Services
Clerk (Superior Court) Pafks and Recreation (division of Public Works)
District Court Prosecuting Attorney
Community Development Sheriffs Office Cook
WSU Extension Treasurer
Central Services — Custodians
International Brotherhood of Teamsters, Local Union No. 589:
Central Services — Information Services, Facilities Maintenance, and ER&R/Fleet Services
Public Works
Sheriffs Office Command Staff, Deputies, and Administrative Staff
Fraternal Order of Police (FOP):
Sheriffs Office Uniformed Support Services (includes Corrections/Civil/Animal Control)
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 general legislative 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
Adopted: Chapter 2
Page 20 of 127
Jefferson County Personnel Administration Manual
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
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: Chapter 2
Page 21 of 127
Jefferson County Personnel Administration Manual
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 ofany 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 ofa 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: Chapter 3
Page 22 of 127
Jefferson County Personnel Administration Manual
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. Belief by 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 of Chapter 42.23 RCW and 2 C.F.R 200. 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 ofEthics 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: Chapter 4
Page 23 of 127
Jefferson County Personnel Administration Manual
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 information 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 ofConduct Policy and Procedure Manual that is Appendix: C of
this manual.
Adopted: Chapter 5
Page 24 of 127
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
become 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 (HIPAA) 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 from their
previous employer. If an employee cannot get a certificate of credible coverage from 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 from 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: Chapter 6
Page 25 of 127
Jefferson County Personnel Administration Manual
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 Years
of Service (see
Chapter 10, Section 3.0)
Completed
Months of
Service
Rate of Accrual per
Straight Time Hour of
Compensation
Maximum Hours
Earned
Maximum Days
Earned
0-3 0 thru 36 0.0385 Hours 80.0 Hours 10 Days
4-5 37 thru 60 0.0462 Hours 96.0 Hours 12 Days
6-10 61 thru 120 0.0577 Hours 120.0 Hours 15 Days
11 - 15 121 thru 180 1 0.0615 Hours 128.0 Hours 16 Days
16+ 181+ 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 or their designee(s) and
scheduled in accordance with departmental rules. Vacation preferences among employees shall be
resolved by a combination of anticipated workload and seniority.
2.1.1 Additional Non -Accruable Vacation Days for Exempt/Non-represented Employees:
In addition to the accrual chart in 2.1 above the following non -accruable vacation
days will be available to Exempt/non-represented employees who were eligible; to join
the PTO system when it was implemented but chose not to join at that time or at any
subsequent "open enrollment" as follows:
Completed Months of
Employment
Completed Years of
Employment
Non -Accruable PTO Days Per Calendar
Year (based on FTE)
0thru 36 0-3 1 37
thru 120 4 - 10 2 121+
10+ 3 The
additional days available pursuant to this section shall be treated as floating holidays for the purpose
of accruals (i.e. shall not be carried forward from one year to the next or be payable upon termination.)
Adopted:
Chapter 6 Page
26 of 127
Jefferson County Personnel Administration Manual
Section 2.2 — Vacation or PTO During an Employees' Trial Period
An employee on trial appointment status shall not be entitled to use any form of paid vacation (or
PTO) leave during their 6 (six) month trial period, or any extended trial period. This does not
however preclude a Department Head from allowing a new employee to take a pre -scheduled
vacation or use additional days granted, if this arrangement was negotiated and agreed to by the
County Administrator as part of the terms of their hire and approved prior to their hire date. Use of
PTO during any trial period may be granted for a documented medical condition.
Unpaid leave may be taken if approved by the Departmental Director. Employees on trial
appointment status shall accrue vacation or PTO 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 or PTO credit.
A Departmental Director, with the approval of the County Administrator, may negotiate with a
candidate for hire, to provide additional vacation or PTO days or allow a new hire to take a pre -
scheduled vacation at a time before their trial period expires. The results of all such negotiations
shall be put in writing and require pre -approval by the County Administrator. In no case will a new
hire be granted more than five (5) additional days ofvacation or PTO.
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 leave, e.g., personal
leave, FMLA leave, Worker's Compensation, etc.
Section 2.4 — Accumulated Vacation
Carryover of accumulated vacation time shall riot exceed 10 (ten) days at the beginning of any
calendar year. Accumulated vacation time not exceeding the 10-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 10-day (ten) limitation may submit a request to the Board
of County Commissioners or designee to be paid for the excess days. The request must be
accompanied by a recommendation from the Departmental Director.
An employee may submit a written request to their Departmental Director for approval to carry over
five (5) days of vacation in excess ofthe authorized 10 (ten) day maximum, due to circumstances
beyond their control or when planning a significant vacation and/or event. Employee requests to
carry over more than five (5) days of vacation in excess of the authorized 10 (ten) day maximum,
must be approved by the employee's Departmental Director and submitted in writing to the County
Administrator for approval. The request must be submitted in writing as early as possible to the
Adopted: Chapter 6
Page 27 of 127
Jefferson County Personnel Administration Manual
projected vacation date and any approved carry over of vacation must be used within the first six
months of the following calendar year or within the timeframe as determined by the County
Administrator. Any approved carry over of vacation which is not used within the authorized
timeframe shall be forfeited.
Section 2.5 — Termination
Upon termination, an employee shall be paid for vacation accrued as ofthe 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 established an alternate system for accrual of vacation and sick leave generally known as
personal time off or PTO. This system has been adopted for all non -represented, exempt staff hired
after January 1, 2004. (See Resolution No. 81-03 Establishing a Paid Time OffSystem and Offering
that Alternative System to Non -Represented Employees)
In accordance with the Washington State Paid Sick Leave Law, effective January 1, 2018 all
employees covered by the FLSA shall accrue at least one hour of paid sick leave for every 40 hours
worked. State Paid Sick Leave accrual year is January 1 to December 31. Employees covered by the
FLSA shall accrue State paid sick leave concurrently as part of and within the County PTO.
Section 3.1— Personal Time Off (PTO)
The personal leave benefit system is an alternative leave accrual system for exempt, non -represented
employees to use for vacation, illness or injury, and personal business. It combines the standard paid
leave accrual system (i.e. vacation, sick leave and floating holidays) into one flexible, personal time -
off system. Employees will be eligible to earn and use PTO as described in this policy.
Section 3.2 — Purpose
The PTO system is established to provide greater flexibility to employees in managing their time off
benefits, to allow greater accumulation ofpaid time off, and to reduce employer exposure to ultimate
benefit utilization.
Section 3.3 — Affected Parties
All regular full time and part time County employees who are eligible to accrue paid leave because
they have voluntarily, through their own action if offered, or through the action of their bargaining
representative if negotiated, agreed to enroll in this alternative personal time off benefit (PTO)
system.
Section 3.4 — Accrual
The amount of PTO an employee receives each year increases with the length of their employment as
Adopted: Chapter 6
Page 28 of 127
Jefferson County Personnel Administration Manual
shown in the following schedule:
Completed
Months of
Employment
Completed
Years of
Employment
PTO Yearly
Accrual
Maximum
Hours /(days)
Maximum hours earned
per straight time hour
of employment. (PTO is
earned hourly and
posted monthly.)
PTO Bank
Maximum
Hours/(days)
0 thru 36 0-3 152/(19) 0.0731 240/(30)
37 thru 60 4-5 168/(21) 0.0808 280/ (35)
61 thru 120 6 - 10 192/(24) 0.0923 320/(40)
121 thru 180 11 - 15 208/(26) 0.1000 360/(45)
181 thru 240 16 - 20 232/(29) 0.1115 400/(50)
241 thru 300 21 - 25 Same Same 440/(55)
301+ 25+ Same Same 480/(60)
Calculated based on a standard scheduled work week of 40 hours, maximum 2,080
hours yearly.
Section 3.5 — Procedures
The following procedures will be used in implementing the system for those employees who enroll
in the PTO system.
3.5.1 - PTO Use and Minimum Increment
PTO shall be used for all authorized leave provisions pursuant to Chapter 6 Sections
2.0 and 5.0 of this Manual. The minimum increment of PTO use is four (4) hours for
all FLSA exempt personnel.
3.5.2 - PTO Use During an Employee's Trial Period and Scheduling Use of PTO
No PTO may be used until successful completion of the trial period, except for a
documented medical condition. PTO shall be scheduled pursuant to the sick/vacation
leave provisions (See also Section 2.2) of this Policy.
3.5.3 - PTO Banking and Cash Out
The employee may bank and carry forward any accrued PTO up to the Maximum
PTO Bank (see the schedule in the table in Section 3.4). Upon separation of
employment for any reason, the employee will be cashed out for unused PTO not to
exceed the PTO maximum pursuant to the table in Section 3.4, except that in the
event an employee's accrued PTO balance exceeds the Maximum PTO Bank due to
extenuating circumstances, an employee may submit to their Department Director a
written request to be cashed out for the excess PTO, with a statement documenting
the extenuating circumstances. If all or a portion of the request is recommended for
approval by the Director, the request and the Director's written recommendation will
then be submitted to the County Administrator for possible approval. In no event shall
the PTO cash out exceed the sum of the PTO Bank Maximum plus the PTO Yearly
Accrual Maximum, both as listed in the table in Section 3.4. Scheduled time off
approved by the Department Head prior to submission of the required notice of
resignation or retirement (See Chapter 10, Section 12.4 and 12.5) will be honored.
3.5.4 - PTO Bank
Accrued PTO shall be credited to the employee's PTO bank up to the maximum
Adopted: Chapter 6
Page 29 of 127
Jefferson County Personnel Administration Manual
allowed. Unless the employee has requested in writing and received approval to carry
over excess accrued PTO pursuant to Section 3.5.5, any accrued PTO which exceeds
this authorized bank limit will be credited to the employee's Catastrophic Sick Leave
Bank (see also Section 3.5.6). When the employee uses accrued PTO and brings the
available amount below the maximum cap pursuant to the table in Section 3.4, accrual
to the PTO bank will begin again.
3.5.5 - PTO Carry Over
An employee may submit a written request to their Departmental Director for
approval to carry over five (5) days of PTO in excess of the authorized bank limit, due
to circumstances beyond their control or when planning a significant vacation and/or
event. Employee requests to carry over more than five (5) days of PTO in excess of
the authorized bank limit, must be approved by the employee's Departmental Director
and submitted in writing to the County Administrator for approval. The request must
be submitted in writing as early as possible to the projected vacation date and any
approved carry over of PTO must be used within the first six months of the following
calendar year or within the timeframe as determined by the County Administrator.
Any approved carry over of PTO which is not used within the authorized timeframe
shall be credited to the employee's Catastrophic Sick Leave Bank (see also Section
3.5.6).
3.5.6- Catastrophic Sick Leave Bank
An employee's Catastrophic Sick Leave Bank shall only be accessible to the employee
accruing the bank, and access shall only be allowed when all other paid leave,
compensatory time or other Employer provided financial benefits are exhausted.
1. Maximum Accrual - The maximum accrual in the catastrophic sick leave bank
is 960 hours (120 days.)
2. County Sick Leave Bank - Days accrued in the catastrophic sick leave bank
may be donated to the County sick leave bank per Resolution 79-94.
3. Separation from Employment: Upon separation from employment any accrual
left in the employee's catastrophic sick leave bank is forfeited.
3.5.7 - PTO Cash Out
PTO is paid at the employee's base pay rate (computed as an hourly rate) at the time
of use or cash out, consistent with Section 3.5.3 - PTO Banking and Cash Out, above.
3.5.8 - PTO Use During Illness or Injury or Workplace Injury
The use of PTO due to illness, injury or workplace injury shall follow the sick leave
provisions of Chapter 6, Section 5.0.
3.5.9 - Conversion from Standard Paid Leave Accrual System to PTO
When an employee elects to enroll in the PTO System their paid leave balances will
be handled as follows:
1. Unused Sick Leave: Any sick leave an employee accrued under the standard
sick leave system before enrolling in the PTO system will be banked in a
separate account for the employee's benefit and may be used and/or cashed out
under the sick leave provisions of Chapter 6, Section 5.0. The employee will
use the S/L designation on their time sheet if the time is to be taken from their
sick leave bank.
2. Unused Vacation Leave: Any vacation leave an employee accrued under the
Adopted: Chapter 6
Page 30 of 127
Jefferson County Personnel Administration Manual
standard system will be converted to PTO when the employee chooses to enter
the PTO system.
3. Unused FloatingHolidays: Any unused floating holiday for an employee will be
retained as a non -accruing floating holiday. 3.
5.10 - PTO Choice for Current Employees PTO
is offered as an alternate to the standard paid leave accrual system. Once an employee
chooses to enter into the PTO system the employee will not be authorized to
return to the standard paid leave accrual/use system unless the PTO system is no longer
offered. 3.
5.11 - Open Enrollment Period Exempt,
non -represented employees who are eligible but chose not to enroll in the PTO
System upon implementation will have an opportunity to make that choice during
an open enrollment period the first week of December each year for implementation
the following January. 3.
5.12 - Leave Accruals from the Standard Paid Leave Accrual System Once
an employee enrolls in PTO any accrued leave over the limits established in the standard
paid leave accrual system will be included in the amount rolled into their PTO
bank. 3.
5.13 - PTO for New Employees The
PTO system shall be applied to all non -represented employees hired. Section
3.6 — Responsibilities Employees
under the PTO System will be responsible for managing the use of their PTO accrual to ensure
that they have paid leave time available for all appropriate time off uses. Employees will need to
be mindful of their PTO balance to assure that they have a balance available to cover traditional sick
leave uses including their own illness/injury, medical or dental care, as well as the same uses for their
dependents and certain family members (see Section 5.0 for eligible family members.) Section
3.7 — Provisions of Chapter 6, Section 5.0 and 6.5 Apply All
of the provisions of the currently adopted Chapter 6, Section 5.0 and Section 6.5 or any future version
of these sections that is adopted by the County regarding the use of accrued sick leave and Family
Medical Leave, shall apply to the use of PTO when it is used for illness, injury or medical reasons.
3.
7.1 - PTO Designated as Family Medical Leave (FMLA): Employees
and their Supervisors must identify and report in a timely manner the nature
of the use of any PTO hours to be designated as FMLA for a qualified illness, injury,
maternity leave, or other qualified use. 3.
7.2 - Time Sheets: The
designation of 202 will be used for time to be used from a PTO Bank and the designation
of 242 will be used for time that is eligible to be Family Medical Leave FMLA)
on County time sheets. Section
3.8 — Catastrophic Sick Leave Bank Balances When
an employee's accrued PTO hours reach the maximum allowed, further accrual will be credited
to the employee's Catastrophic Sick Leave Bank at the end of each year, unless carry over Adopted:
Chapter 6 Page
31 of 127
Jefferson County Personnel Administration Manual
has been granted pursuant to Section 3.5.5. The Payroll Services Manager in the Auditor's Office will
be responsible for oversight of the accrual, use, and tracking all individual employee Catastrophic
Sick Leave Bank balances.
Section 3.9 — Additional "Non -Accruable" PTO Days
In addition to the accrual chart in Section 3.4 the following non -accruable PTO days will be
available to employees on the PTO System as follows:
Completed Months of
Em to ment
Completed Years of
Employment
Non -Accruable PTO Days Per
Calendar Year based on FTE
0thru36 0-3 1
37 thru 120 4-9 2
121+ 1 10+ 1 3
The additional days available pursuant to this section shall be treated as floating holidays for the
purpose of accruals (i.e. shall not be carried forward from one year to the next or be payable upon
termination.)
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 one (1) floating holiday as shown below:
Holiday Date Holiday Date
New Year's Day January I Labor Day 1 st Monday in September
Martin Luther
King, Jr's Birthday
3rd Monday in January Veteran's Day November 11
President's Day 3rd Monday in February hanksgiving Day 4th Thursday in November
Memorial Day Last Monday in May Day after
hanksgiving Day
Friday after Thanksgiving
Independence Day July 4 Christmas Day December 25
eFloating Holiday rate to be selected by mutual agreement of the employee d
their Departmental Director Section
4.1 — Holiday Pay During a Declared Emergency Budget Reduction: When
an emergency budget reduction which includes voluntary furloughs for employees for a specific
amount of time, is declared and implemented by the Board of County Commissioners through
the appropriate budget process the requirement in Section 4.0 that an employee must be on pay
status the scheduled workday immediately preceding and immediately following the holiday will be
modified as provided below. 4.
1.1 An Employee who has voluntarily agreed, and been approved, to take a specified number
of furlough days (days without pay) may, with the approval of their Departmental
Director, take a furlough day before OR after a recognized holiday and Adopted:
Chapter 6 Page
32 of 127
Jefferson County Personnel Administration Manual
receive their regular holiday pay. Holiday pay will not be paid if the employee takes a
furlough day before AND after the regularly paid holiday, however.
Section 4.2 — 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 4.3 — 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 t/2 (one -and -one-
half) 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 4.4 — Holidays and Non-standard Workweeks
4.4.1 Continuous Operations:
County services that operate 24 (twenty-four) hours a day and seven (7) days a week
may implement alternative holiday observance and compensation systems, with
approval of the County Administrator.
4.4.2 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 4.5 — Holiday Benefits for Employees on Alternate Work Schedules
The holiday benefit consists of up to 8 hours of pay per holiday.
4.5.1 Hourly Employees:
An hourly employee whose normal day off falls on an officially observed holiday
shall receive another day off, with pay, during the same workweek in which the
holiday occurs.
4.5.2 Hourly employees on Compressed Work Week:
An hourly employee on a full-time compressed workweek schedule will receive 8
hours ofholiday 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.
4.5.3 Part Time Employees:
Part-time employees receive holiday pay pro -rated based on their work schedule.
Adopted: Chapter 6
Page 33 of 127
Jefferson County Personnel Administration Manual
Section 4.6 — Holidays of Faith and Conscience
Under Washington law all employees of Jefferson County are entitled to receive up to two (2) unpaid
holidays per calendar year for "a reason of faith or conscience or an organized activity conducted
under the auspices of a religious denomination, church, or religious organization."
Note that a partial day off will count as a full day toward an employee's yearly allotment of two (2)
days. Note also that the law provides for unpaid leave, and there is no provision for substituting paid
time off. Employees who wish to be compensated for the time off, must follow the policies for using
accrued vacation leave or compensatory time or other paid time off.
Employees seeking to take a day off or partial day off under this law, must submit a written request
using the "Unpaid Holiday Leave Request Form" located in P:\Public\Forms\Personnel Forms\, to
their Department Director, with a copy to the Human Resources Manager, at least two weeks in
advance. Untimely requests will only be considered if the employee can demonstrate that timely
notice was not possible under the circumstances.
The request must include the following information:
1. Name of employee making the request, and
2. Date of request, and
3. The dates of the day(s) off or partial day(s) off being requested (Note that a partial day off
will count as a full day toward an employee's yearly allotment of two (2) days), and
4. A sufficient description of the reason for the leave so that the Departmental Director can
determine if it qualifies for leave under the terms of the law, and
5. If the request is untimely, a written explanation of why it was not possible to submit the
request in a timely manner
A request may be denied if.
1. It was not submitted in a timely manner, or
2. The reason for the requested leave does not qualify for leave under the terms of the law, or
3. The employee has already exhausted their allotment of two (2) days off under the law, or
4. The employee occupies a public safety position, such as police, fire, or dispatch, and granting
the leave would result in the shift falling below necessary staffing levels, or
5. Granting the request would cause an undue hardship as defined by the Office of Financial
Management.
Section 5.0 — Sick Leave
Section 5.1— Accruals
In accordance with the Washington State Paid Sick Leave Law, effective January 1, 2018 all
employees covered by the FLSA shall accrue at least one hour of paid sick leave for every 40 hours
worked. State Paid Sick Leave accrual year is January 1 to December 31. State paid sick leave will
be accrued concurrently as part of and within the County paid sick leave.
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
Adopted: Chapter 6
Page 34 of 127
Jefferson County Personnel Administration Manual
thousand nine hundred twenty) hours and accrual continues while an employee is on paid leave
status (e.g., vacation, authorized holiday, or sick leave) When an employee is on unpaid leave status,
they do 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 two (2) 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. Illness 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 State law, an employee may use any or all of their choice of sick leave or
other paid time off to care for:
a. A child, including a biological, adopted, or foster child, stepchild, or a child to whom the
employee stands in loco parentis, is a legal guardian, or is a de facto parent, regardless of
age or dependency status;
b. A biological, adoptive, de facto, or foster parent, stepparent, or legal guardian of an
employee or the employee's spouse or registered domestic partner, or a person who stood
in loco parentis when the employee was a minor child;
c. A spouse;
d. A registered domestic partner;
e. A grandparent
f. A grandchild; or
g. A sibling.
5. An absence resulting from an employee's mental or physical illness, injury, or health
condition; to accommodate the employee's need for medical diagnosis, care, or treatment of a
mental or physical illness, injury, or health condition; or an employee's need for preventive
medical care;
6. To allow an employee to provide care for a family member with a mental or physical illness,
injury, or health condition; care of a family member who needs medical diagnosis, care, or
treatment of a mental or physical illness, injury, or health condition; or care for a family
member who needs preventive medical care;
7. When an employee's place of business has been closed by order of a public official for any
health -related reason, or when an employee's child's school or place of care has been closed
for such a reason;
8. An absence that qualifies for leave under the Domestic Violence Leave Act, Chapter 49.76
RCW as follows:
a. Seeking legal or law enforcement assistance or remedies to ensure the health and safety of
employee's and their family members including, but not limited to, preparing for, or
participating in, any civil or criminal legal proceeding related to or derived from domestic
violence, sexual assault or stalking.
b. Seeking treatment by a health care provider for physical or mental injuries caused by
domestic violence, sexual assault, or stalking.
Adopted: Chapter 6
Page 35 of 127
Jefferson County Personnel Administration Manual
c. Attending health care treatment for a victim who is the employee's family member.
d. Obtaining, or assisting the employee's family member(s) in obtaining, services from: a
domestic violence shelter; a rape crisis center; or a social services program for relief from
domestic violence, sexual assault or stalking.
e. To obtain, or assist a family member in obtaining, mental health counseling related to an
incident of domestic violence, sexual assault or stalking in which the employee or the
employee's family member was a victim of domestic violence, sexual assault or stalking.
f. Participating in safety planning, temporarily or permanently relocate, or take other actions
to increase the safety of the employee or employee's family members from future
domestic violence, sexual assault, or stalking.
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 Medical Certification:
The County may require that the employee provide a medical certification to support a
request for sick leave use that goes beyond five (5) consecutive working days.
Employees have the right to assert that the verification requirement results in an
unreasonable burden or expense on the employee. The County may also require that a
second medical opinion be obtained. This evaluation is at the County's expense and
must be obtained from a health care provider who is not employed by the County. In
the event ofconflicting 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 Fitnessfor Duty:
The County may require that an employee provide a medical certification of fitness
for duty to return to work after a medical leave 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 — Sick Leave Use and Carryover
Part-time, non -union represented employees:
l . Are eligible to use accrued sick leave 90 calendar days after starting their employment.
2. May carryover up to 40 hours of unused paid sick leave to the following year. Any unused
sick leave over 40 hours will be forfeited.
3. Upon separation from employment, there will be no financial cashout or other reimbursement
to the employee for accrued, unused paid sick leave at the time of separation.
4. If rehired within 12 months of separation, any accrued, unused paid sick leave will be
reinstated to the employee's paid sick leave balance. If an employee is rehired within 12
months of separation, the employee will not be required to wait another 90 days to use the
accrued paid sick leave if the employee met that requirement during the previous period of
employment. If an employee did not meet the 90-day requirement for the use of paid sick
leave prior to separation, the previous period of time the employee worked for Jefferson
Adopted: Chapter 6
Page 36 of 127
Jefferson County Personnel Administration Manual
County will count toward the 90 days for purposes of determining the employee's eligibility
to use paid sick leave.
Regular employees and Regular Part -Time employees:
1. Are eligible to use accrued paid sick leave upon accrual.
2. May carryover unused paid sick leave to the following year in accordance with this policy
and Collective Bargaining Agreements.
3. Upon separation from employment, reimbursement for accrued, unused sick leave may be
made pursuant to Chapter 10, Section 12.3.
4. Ifrehired within 12 months of separation, any accrued, unused paid sick leave that was not
paid out at separation will be reinstated to the employee's paid sick leave balance. If an
employee is rehired within 12 months of separation, the employee will be able to use their
accrued paid sick leave upon accrual.
Section 5.5 — 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 may be required to submit claims to the LEOFF Disability Board
rather than be awarded sick leave benefits, and LEOFF II employees may be subject to different
regulations regarding use of sick leave when they are receiving Workers Compensation benefits.
Section 5.6 — 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 one (1) year. See also Temporary
Promotions, Chapter 10, Section 6.2.
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 from 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
Adopted: Chapter 6
Page 37 of 127
Jefferson County Personnel Administration Manual
otherwise stipulated, each request must be approved by the Departmental Director and the County
Administrator after an evaluation ofthe 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 three (3) days for travel
over 500 (five hundred) miles one way from the employee's home, but shall not exceed five (5) paid
days unless approved by the County Administrator. For purposes of this section, a day is the
employee's normal weekly straight time hours divided by five (5) resulting in the number of
compensable hours in any 24 (twenty-four) hour period.
Section 6.2 — Jury Duty or Subpoenaed Witness
If an employee is called for jury duty or is subpoenaed as a witness (in an action where the County is
a party and the employee is not a Plaintiff), 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. If less than two (2) hours 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.
Section 6.4 — Leave for Spouses of Military Personnel
Leave for spouses of military personnel will be granted in accordance with RCW 49.77. Leave will
be granted upon the employee providing notice to the employer within five (5) business days of
receiving official notice of an impending call or order to active duty or of a leave from deployment,
Section 6.5 — Leave for Victims of Domestic Violence, Sexual Assault and Stalking
Leave for victims of domestic violence, sexual assault, and stalking will be granted in accordance
with RCW 49.76 and WAC 296-135. Leave will be granted upon the employee providing
verification that:
1. The employee or employee's family member is a victim of domestic violence, sexual assault,
or stalking; and
2. The leave taken was for one of the purposes described in RCW 49.76.030 or that the safety
accommodation requested under RCW 49.76.115 is for the purpose of protecting the
employee from domestic violence, sexual assault, or stalking.
Section 6.6 — Personal Leave Without Pay
On a case -by -case basis, an employee may apply for leave without pay. Departmental Directors may
Adopted: Chapter 6
Page 38 of 127
Jefferson County Personnel Administration Manual
grant requests for unpaid personal leave not to exceed five (5) working days. The County
Administrator may, based on the recommendation of the Departmental Director, grant personal leave
that exceeds five (5) working days but may not exceed one (1) year. The employee's request must be
in writing, signed by the employee and submitted at least two (2) 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 6.7 — 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.
6.7.1 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 fifty) hours over the 12 (twelve)
months previous to the request for such leave. FMLA leave is granted for any of the
following reasons:
l . 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 perform the
essential functions of their job.
6.7.2 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.
6.7.3 Length ofAllowable 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 12-month period shall be established as
the 12-month period measured forward from the first date an employee takes FMLA
leave. The next 12-month period would begin the first time FMLA leave is taken after
completion of the prior 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.
6.7.4 Intermittent Leave:
Under some circumstances, FMLA leave may be taken intermittently (taking leave in
blocks oftime) 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. If FMLA 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 from the Departmental Director.
Adopted: Chapter 6
Page 39 of 127
Jefferson County Personnel Administration Manual
6.7.5 Requests 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 ofwork coverage,
and the provisions of a collective bargaining agreement or the County's general policy
on leave without pay.
6.7.6 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.
6.7.7 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 two (2) weeks of accrued vacation and three (3) weeks of
accrued sick leave, the unpaid FMLA leave is authorized for seven (7) weeks.)
6.7.8 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.
6.7.9 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 ofthe employees' fitness to return to duty after medical leave. Taking
leave, or reinstatement after leave, may be denied if these requirements are not met:
1. The employee must give at least 30 days' advance notice oftheir 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. Ifthe employee does not give the County 30 days'
advance notice, and ifthe need for the leave and the approximate date of the leave
were clearly foreseeable by the employee, the 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 from a health
Adopted: Chapter 6
Page 40 of 127
Jefferson County Personnel Administration Manual
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.
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.
6.7.10 Periodic Reporting:
If the employee takes leave for more than two (2) weeks, they are required to report to
their Departmental Director at least every two (2) weeks on their status and intent to
return to work.
6.7.11 Continuation ofBenefits:
When an employee uses paid leave for FMLA leave, the employee's share of
premiums must be paid by the method normally 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.
6.7.12 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 of leave
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 from the employee any health insurance premiums paid for by the County for
the employee's insurance coverage during their leave of absence.
Section 7.0 — Injuries/Illnesses
Section 7.1 — On -the -Job Injuries/Illnesses
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 from 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
Adopted: Chapter 6
Page 41 of 127
Jefferson County Personnel Administration Manual
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 from 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 from 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, seven (7) 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. I1" 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: Chapter 6
Page 42 of 127
Jefferson County Personnel Administration Manual
Type of Training Who is Required to Take How Often
Defensive Driving All employees who drive a County vehicle, or are Upon hire and refresher every 3 years.
paid mileage by the County for driving their own
vehicle on County business.
Blood Borne Potential Occupational Exposure (identified on Upon hire and annually thereafter.
Pathogens job description)
Little or No Exposure Notified of Blood Borne Pathogens Policy
upon hire and refresher every 2 years.
Workplace All Employees As presented.
Hazards "Right to
Know"
Anti -Harassment All Employees Upon hire and refresher every 2 years.
Notified of County Anti -Harassment Policy
upon hire.
Equity, Diversity_ All Employees Upon hire and refresher every 2 years.
and
Inclusion/ADA
Public Records Elected Officials, Department Directors, Records Within 90 days of assuming duties of office.
Act Officers and All Employees who are responsible
for responding to Public Records Requests or who Refresher at intervals no longer than 4 years
use or have access to County computers, May be more frequent).
computer networks, internet, electronic mail, and
communication equipment.
Open Public Members of Governing Bodies (Board of County Within 90 days of assuming duties of office.
Meetings Act Commissioners/Advisory Boards/All Employees Refresher at intervals no longer than 4 yearswhoprovidesupporttoAdvisoryBoards. May be more frequent).
Records Elected Officials, Department Directors, Records Within 90 days of assuming duties of office.
Management and Officers and All Employees who use or have
Refresher at intervals no longer than 4 yearsRetentionaccesstoCountycomputers, computer networks,
electronic mail, and communication equipment. May be more frequent).
Cash Handling All employees who handle cash Every 2 years.
Fire Extinguisher All employees As presented or every 3 years.
HIPAA All employees Notified of HIPAA 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.
Adopted: Chapter 6
Page 43 of 127
Jefferson County Personnel Administration Manual
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 from 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.
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. Washington State Public Safety Employees Retirement System (PSERS)
3. Law Enforcement Officers and Fire Fighters Retirement System (LEOFF)
4. 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
Adopted: Chapter 6
Page 44 of 127
Jefferson County Personnel Administration Manual
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: Chapter 6
Page 45 of 127
Jefferson County Personnel Administration Manual
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 performance
4. Establishing directions of career advancement
5. Providing a means of analyzing organizational relationships of positions
6. Assisting in determining 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 ofCounty 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 information on the
procedures for reclassifications.
Adopted: Chapter 7
Page 46 of 127
Jefferson County Personnel Administration Manual
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 shall be completed by the Departmental Director and appropriately routed. The
form is available in the following directory: P:\Public\Forms\Personnel Forms\.
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 ofpay 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 151h 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 51h (fifth) or the 20th (twentieth) or the day
before the holiday if the holiday falls during the week.
Adopted: Chapter 8
Page 47 of 127
Jefferson County Personnel Administration Manual
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 201h (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. Clerk Hires shall not receive draw checks.
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 ofovertime must have a valid
Compensatory Time Agreement on file in their departmental personnel file. Overtime, whether taken
as overtime pay or 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 Comp Time Records
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 ofthe
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
Adopted: Chapter 8
Page 48 of 127
Jefferson County Personnel Administration Manual
record time off in increments of less than 4 hours.
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: Chapter 8
Page 49 of 127
Jefferson County Personnel Administration Manual
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 performed, a
summary of the qualifications required, a time and place to apply and the selection process to be
used, when appropriate.
Section 1.1 — 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 believes 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 determines 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 1.2 — Recruitment In -House
Job announcements subject to in-house posting will be distributed to each department for posting
internally for four (4) 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.
Section 1.3 — 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 form, 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.
Adopted: Chapter 9
Page 50 of 127
Jefferson County Personnel Administration Manual
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 six (6) months for
consideration by other County departments if similar positions are advertised.
Section 2.3 — Applications Only Accepted for Advertised Positions
The Cler-k of the Beafd Human Resources Manager 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 ofjob 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 from a variety of sources including performance
evaluations, performance related documentation and references from current or past supervisors and
co-workers.
Section 4.2 — Provisional Offer of Employment
4.2.1 Starting Pay Rate:
Vacant positions are typically hired at step 1 of the current grade of the position. Department
Directors have authority to offer a starting step up to 5% above step 1, provided there is
adequate funding in their departmental budget. If a Department Director proposes to hire at a
starting step that is more than 5% above step 1, it has significant budget impacts, and is
subject to County Administrator approval prior to making an offer to the candidate (See
Resolution No. 01-14). Except as previously noted, internal employee transfers or
promotions, shall be handled pursuant to the policies outlined in Chapter 10, Employee
Status.
Adopted: Chapter 9
Page 51 of 127
Jefferson County Personnel Administration Manual
Prior to appointment, but after a provisional offer of employment, applicants are required to submit
to a background check.
4.2.2 Background Checks:
A criminal background check will be conducted. A DOL (Washington State Department of
Licensing) Abstract of Complete Driving Record shall be submitted to the Human Resources
Manager. The Driver's License Offices will issue this Abstract for a fee, which is the
responsibility of the applicant.
4.2.3 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.
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.
Section 4.5 — Promotion/Reclassification/Transfer Matrix
See below:
Adopted: Chapter 9
Page 52 of 127
m O
O
rL- O NdOa) m O) C oN JJ O)O 3 mmmQQLmT
C N
a) C U U Q D O O L O U 01 n m m O
a; O` m
C m w f° U nNN T ma) T c TmN3m0 LU c
a) 7
8
7
C `
U n
T ,
T
o
c m n
a) T m Oa) 2 a) N
O) OC-:: O
o a) o
C N
0 O
O
Q
Oy
C
U
nLmU,
m
C a) p mcO m3 m'
C p cm
NOgU) O U OQ N NnTU)d 52L)— Tc Q
m o
U
a N0 CO 3 O
CD
c cTa O
m Q
D
c° -0 a) F
U O O N p O .T- N O a) O y co
S
S O=
wt7) O N o mo
c
cn c) m N m
N
U)= n nm 7-0 a)
Q) N
O
C m
N L
m a) a) Y LO) "O N O Z
C
a) Ca) LQ 0 c m N N Q U O O m> m n fn mN mE
N N m oN ma) L 2O 3 N Una) rmamc0) o ch S
Q
o 0m N g t
M
t
M
a)
dm N W g 271 O N a
w m m o tT m o 0) N Zn
a)
a) O
t
oT
m
c
mO... OG
n 51 a
vo
i2OUNQma) m a m mo 0
a) 0- a) O g 7N
On
U
U 2
m o
T
N N m
0 O ono3a)
L.
a) o) a) a) o) can) 0 a o) a) mctsm
m rOeLmU
ummNO)Q
m
N
aC 0m N OmqCCU6-5O Lm N co cn O
O O Z OQQ O; UaCWU
C
Op-
T L(
J1
U00
C a)
cu r In
Z O
O
a)
a Ca) j- x O ma mn 0) O rn
rn O a)
LU N 2 c co c- O } a)a) Oa) OQU
O O U=m
OO m O L
RL aaO(N)
O
o
o
o
O o- Cl o0
L Q n
nc 2mo3 u ai
m
N m
C
m
Nm a) a a
C 3 3 Ca) y c c 3
O
c
N
m L` cdi a c
um
2 co c mm cc c
0 m y a 0 rn m
O
3
a
a in a c c y a a) L U m
m E 0 0 m m m U a aUia
i m mo O uc c
3
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 Employee: 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 Employee: An employee working in a position that is authorized and scheduled to be
filled at a rate of less 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 two (2) 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 may or
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.
County Administrator: A position appointed by the Board of County Commissioners to handle
County administration.
Temporary Employee: An employee, who works for a fixed period generally not to exceed four (4)
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.
Exempt Employee: An employee who holds an administrative, professional or executive position
which is defined as exempt from overtime under the Fair Labor Standards Act.
Union Exempt: Employees not included in a Union bargaining unit, who may or may not also be
FLSA exempt.
Non -Exempt Employee: An employee who is not employed in an exempt administrative, professional
or executive position as defined by the Fair Labor Standards Act.
Adopted:
Chapter 10
Page 54 of 127
Jefferson County Personnel Administration Manual
Regular Employee: 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.
Non -Regular Employee: A non -regular employee is an employee not appointed or designated as a
regular employee.
Section 1.2 — Classes of Appointment
Trial Appointment: 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 Appointment: 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.
Temporary Appointment: Positions with duration of four (4) months or less.
Provisional Appointment: Appointment to a position pending the submission of required
documentation. Such appointment shall not exceed two (2) weeks in duration, unless an extension
due to extenuating circumstances is approved by the County Administrator. Positions subject to Civil
Service Rules may be appointed provisionally to County service pending the results of the selection
process to fill such a position. Such appointments shall not exceed four (4) months unless approved
by the Civil Service Commission (See Civil Service Rules.)
Emergency 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.
Adopted:
Page 55 of 127
Chapter 10
Jefferson County Personnel Administration Manual
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.
Section 3.3 — Trial Period Employees
During their trial period, an employee has no seniority status. At the end ofthe trial period, seniority
will be credited from the date of most recent appointment.
Section 3.4 — Regular Part Time Employees
Regular part-time employees shall accrue seniority after two (2) 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 one (1) 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. In the event extenuating circumstances interrupt the trial period or
result in unsatisfactory completion, the Departmental Director may extend the trial period for rap to
an additional six (6) months with concurrence of the County Administrator. Employees may be
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 — Performance Reviews During Trial Period
Performance of an employee will be evaluated in writing by their Departmental Director at least once
every three (3) months during the six (6) 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. Ifthe 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.
Adopted:
Chapter 10
Page 56 of 127
Jefferson County Personnel Administration Manual
Departmental Directors will use the performance evaluation process to identify training needs and
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 from County service.
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/Reclassification/Transfer 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 commensurate to their
knowledge, skills and qualifications that results in at least a one (1) percent increase to their base
wage rate. If a Department Director proposes placement at a starting step that is more than 5% above
step 1, it has significant budget impacts and is subject to County Administrator approval prior to
making an offer to the employee (See Resolution No. 01-14). An employee promoted within the
Department will serve a six (6) 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 one (1) 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 one (1) 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.
Adopted:
Page 57 of 127
Chapter 10
Jefferson County Personnel Administration Manual
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.)
Vacant positions are typically hired at Step 1 ofthe current grade of the position. Department
Directors have authority to offer a starting step up to 5% above step 1, provided there is adequate
funding in their departmental budget. If a Department Director proposes to hire at a starting step that
is more than 5% above step 1, it has significant budget impacts, and is subject to County
Administrator approval prior to making an offer to the employee candidate (See Resolution No. 01-
14). While the employee retains seniority/longevity 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 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. Ifthe
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 may or
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 performance. 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 one (1) 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 performance. When an employee is demoted for performance 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 five (5) percent.
Section 10.0 — Reduction in Force/Consolidation/ Reorganization
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,
Adopted:
Page 58 of 127
Chapter 10
Jefferson County Personnel Administration Manual
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 performance
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 two (2) weeks' notice of layoff, 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 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
2 (one-half) of one (1) percent. Ifa Departmental Director proposes placement at a starting step that
is more than 5% above step 1, it has significant budget impacts and is subject to County
Administrator approval prior to making an offer to the employee (See Resolution No. 01-14). 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
Adopted:
Chapter 10
Page 59 of 127
Jefferson County Personnel Administration Manual
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:
l . 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:
l . 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.
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 communication
devices and 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.
Adopted:
Page 60 of 127
Chapter 10
Jefferson County Personnel Administration Manual
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 from 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 one (1) hour of pay
at their regular rate of pay for each four (4) 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 ofthe 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 from 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 Gleek of the Beafd Human Resources Manager of the
employee's retirement and the NN ho shall insure that the employee has an opportunity for an
exit interview.
Adopted:
Page 61 of 127
Chapter 10
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 one (1) hour of their 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 (twenty-four) hour period required of an employee to
fulfill the job requirements as defined by the job classification and duties. A workweek is a period of
seven (7) 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 firefighting services.
Section 1.2 — Hours of Operation
The County's normal 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 of 8:00 a.m. to 5:00 p.m. with one (1) hour for lunch.
Section 1.4 — Alternate Work Schedules
Due to the nature of the work, some departments may have different schedules, as determined 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 normal
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
Adopted: Chapter I 1
Page 62 of 127
Jefferson County Personnel Administration Manual
in less than 5 (five) work days.
1. 4/10 workweek - a work schedule which allows employees to work 40 straight
time hours per workweek in four (4) 10 (ten) hour days.
2. 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 two (2) 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 four (4) hour shift.
Employees working less than the standard workday are entitled to a 30 (thirty) minute lunch break
for every five (5) hours of work. Breaks for all personnel should be taken in areas so designated by
Departmental Directors and/or departmental directive. Consistent with Departmental operation
needs, managers are encouraged to allow employees to flex schedules to fit physical activities into
their work day during regular employee break times. Employees are encouraged to incorporate
physical activity into their work day.
Physical Activity in the work place is encouraged providing it does not have a negative impact upon
public service and does not impede Jefferson County from accomplishing its mission in an efficient
and cost effective manner.
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 from 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 from work of less than four (4) hours.
Section 3.0 — Immigration Law Compliance
The Immigration Recovery and Control Act (IRCA) makes it unlawful to knowingly hire, recruit,
Adopted: Chapter 11
Page 63 of 127
Jefferson County Personnel Administration Manual
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 three (3) working; days
after hire or, in cases of an employee hired for three (3) 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 I-9). An otherwise eligible
employee unable to locate documents may be given up to 90 (ninety) additional days to provide such
documents if the employee presents a receipt for application for obtaining the document within three
3) business days of the first date of employment.
The I-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, I-9 documents will be retained in separate files in the
Auditor's office and not as a part of an employee's personnel file.
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 Risk Manager who shall ensure that the
employee seeks and is provided appropriate medical attention and that all necessary forms are
completed. Ifa County vehicle or mobile equipment is involved in the accident, the law enforcement
agency, Departmental Director, Risk Manager and Fleet Services Division 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
Adopted: Chapter 11
Page 64 of 127
Jefferson County Personnel Administration 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.
1. 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.
2. 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.
3. 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.
4. 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.
5. 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
As a condition of employment, Beach employee is responsible for complying with this Section 6.0
and the Jefferson County aAnti-hHarassment pPolicy and Procedures Manual that is Appendix F of
this manual, as a ,.endifien of o,,,ployr,.,o„* welt as related state and federal law.
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.
Appropriate disciplinary action will be taken against any employee who violates the Jefferson
County Anti -Harassment Policy. Based upon the seriousness of the offense, disciplinary action may
include verbal or written reprimand, suspension, or termination of employment.
Section 6.1— Work Environment
Jefferson County is committed to a work environment in which all individuals are treated with
respect and dignity. Jefferson County is committed to a professional atmosphere that promotes equal
employment opportunities, without discriminatory practices, or unlawful harassment. In keeping
Adopted: Chapter 11
Page 65 of 127
Jefferson County Personnel Administration Manual
with this commitment, Jefferson County does not tolerate any form of unlawful harassment Of.
unlawful discrimination or inappropriate conduct defined in the policy against County employees.
County customers or the public by anyone, including Elected Officials. 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 harassment. ar-unlawful discrimination or
inappropriate behavior of employees, the public, or persons who do business with the County.
Section 6.2 - Reporting
The County encourages reporting of all reasonably perceived incidents of discrimination, of
harassment or inappropriate conduct. 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, volunteer.i
interns, vendors, consultants, and/or customers, .,,hethef rela4e' to eoHdtiet eflgaged :,i by fe!!E%W
Conduct prohibited by these policies is unacceptable whether or not the conduct occurs on County
property, whether or not incidents occur during working hours and whether or not the incidents occur
in person, by social media or other communication means. In addition, individuals covered by these
policies also are subject to these policies if they engage in prohibited conduct with any member of
the public in the workplace a*dor in any work rela4e' setting outside the workplace setting, such as
during business trips, business meetings and business -related or County sponsored social events.
Section 7.0 — Violence in the Workplace
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- Reporting 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 an effort to ensure the safety of Jefferson County employees, it is a County objective to create and
maintain a safe workplace. All illegal activities on County property and/or against County employees
may be prosecuted to the full extent of the law. Non -employees engaged in violent acts on County
Adopted: Chapter 11
Page 66 of 127
Jefferson County Personnel Administration Manual
property will be reported to the proper authorities and may be fully prosecuted.
Section 8.0 — Employee Identification Badges
The County is concerned 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 ID 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 of ID Badges
Employees are required to wear their County ID 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 ID badge can be used as
identification when traveling on County business to secure the "government rate" which represents a
savings to the County.
Section 8.2 — Exceptions to Wearing ID Badges
Exceptions will be made to this requirement when wearing the ID badge would cause a safety risk.
In such circumstances, employees are still required to have their ID badge on their person for display
if necessary. Departmental Directors must pre -approve all exceptions to this policy.
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 Sheriffs
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 9.41.300 and Jefferson County Resolution No. 78-99, weapons are prohibited
throughout the entire Jefferson County Courthouse. Except as noted in RCW 9.41.300, any person,
including County employees, who has a weapon (including a licensed concealed weapon) must,
before entering the Courthouse, secure their weapon in the lock box located near the East side
entrance to 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.
Adopted: Chapter 11
Page 67 of 127
Jefferson County Personnel Administration Manual
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 information 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. 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 Resources 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 from 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 from 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:
l . Will not be conducted during the employee's hours of employment with the County
Adopted: Chapter 11
Page 68 of 127
Jefferson County Personnel Administration Manual
2. Will not distract from 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 ofa 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 from 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.
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:
1. The work is performed for the County, a department of the County, or an event sponsored by
the County; or
2. The work involves performance of the same type of duties that the employee normally
performs in their regular position with the County; or
3. 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
Adopted: Chapter 11
Page 69 of 127
Jefferson County Personnel Administration Manual
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.
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:
I . If you receive a call while driving, let voice -mail answer it and/or find a safe area to stop and
call back
2. Never dial while the vehicle is moving
3. Never use the cell phone in heavy traffic or bad weather
4. Use speed dialing as much as possible
5. Use a hands -free phone if possible
6. Never look up phone numbers while driving
7. Never have stressful conversations while driving
8. Keep your eyes on the road while on the phone
Section 16.3 —Memory Devices, Files and Software
Due to the susceptible nature of networked personal computers to malware and viruses, all
employees shall comply with the following procedures:
1 Any portable storage device or media brought into the work place, whether from the outside
or from other parties, must be scanned for malware and viruses prior to use on any personal
computer owned by the County.
2. Any files downloaded from the Internet should be downloaded to a portable storage device or
media and scanned for viruses before the file is accessed on a County computer. If it is not
feasible to download directly to a portable storage device or media, then the hard drive on
which the file was placed should be scanned immediately following the download.
Section 16.4 — Computers, Internet/Intranet Access, E-Mail, and Voice Mail
Adopted: Chapter 1 I
Page 70 of 127
Jefferson County Personnel Administration Manual
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.
1. A valid Washington State Driver's License
2. Proof of valid insurance coverage
3. Acceptable Driving Record
4. Certification of completion of the County's Defensive Driver's Training Course or a
comparable course approved by the County
The County reserves the right to restrict an employee's use of a County vehicle based on their
driving record.
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 ofthe 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 two (2) days of such curtailment of operations, nor shall employees be
required to use vacation or compensatory time for the first two (2) day period, unless the employee
Adopted: Chapter 11
Page 71 of 127
Jefferson County Personnel Administration Manual
had already scheduled the time as vacation or compensatory time off. 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 ofthat 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.
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 theirjob 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
Adopted: Chapter 11
Page 72 of 127
Jefferson County Personnel Administration Manual
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 ofthis manual.
Section 21.1— Physical Activity Encouraged
Jefferson County recognizes the role of physical activity in the maintenance of good health and
wellbeing. Jefferson County encourages a workplace culture where regular physical activity is
valued.
Physical activity includes any bodily movement that expends energy, including, but not limited to
activities such as walking, taking stairs, using public transit and active transportation. The benefits of
physical activity include increased energy levels, weight management, stress relief, productivity and
social connectedness.
Jefferson County encourages a physically active working environment through a variety of means,
which may include: promoting local physical activity opportunities, encouraging commuting via
public transit and active transportation, encouraging the use of stairs, posting announcements of
employee health insurance incentive events and gym membership flyers, and other means.
Consistent with Departmental operation needs, managers are encouraged to allow employees to flex
schedules to fit physical activities into their work day during regular employee break times.
Employees are encouraged to incorporate physical activity into work day, identify walking paths and
promote them with signs and route maps, consider participation in walking meetings,
Initiate/develop social support among colleagues for walking two or three times per week at set times
for 30 minutes each, spend less time sitting, change positions, stand for some tasks, walk more.
Physical activity in the work place is encouraged providing it does not have a negative impact upon
public service and does not impede Jefferson County from accomplishing its mission in an efficient
and cost effective manner.
This policy shall not be construed as creating a term, condition, or privilege of employment, and
Jefferson County retains sole discretion to modify or revoke this policy in whole or in part at any
time. Jefferson County is not responsible for damage to personally owned clothing or equipment.
Section 22.0 — Breastfeeding
22.1— Breastfeeding support in the workplace
In 2010, the Fair Labor Standards Act was amended to include protection for breastfeeding
employees. It states that employers shall provide breastfeeding employees with "reasonable break
time" and a private, non -bathroom place free from intrusion to express breastmilk during the
workday, up until the child's first birthday. Jefferson County is committed to being a breastfeeding —
friendly workplace by creating an environment that makes it comfortable and easy for mothers to
continue breastfeeding when they return to work after delivering their baby.
Adopted: Chapter 11
Page 73 of 127
Jefferson County Personnel Administration Manual
22.2 — Schedule Flexibility
With their managers' approval, female employees, who are breastfeeding their infants age 0 through
12 months, may be granted the ability to return to work with a schedule that meets the needs ofthe
employer and allows flexibility to continue breastfeeding. Staff can use scheduled breaks and lunch
to pump and breastfeed. Any additional time other than scheduled break time may be approved by
the supervisor.
22.3 — Private Space
Jefferson County will provide a room for nursing mothers to breastfeed their infant or express milk.
This space is shielded from view and free from intrusion, provides a place to sit and a flat surface,
other than the floor, to place breast pump and a sink with running water close by for hand washing
and rinsing out breast pump parts. The room shall have a door that can be locked. Ifa breakroom
refrigerator/freezer is available, staff is allowed to store breastmilk in a breakroom
refrigerator/freezer in clearly marked containers. Alternate arrangements for suitable private space
will be made for employees that are assigned to work in the field or away from County facilities.
22.4 — Lactation Support
If interested, employees may schedule an appointment, during their personal time, with a
knowledgeable and experienced member of the Jefferson County Public Health maternal -child health
team. This person who has specialized skills in breastfeeding management and care, will work upon
employee request to arrange a consult. This consult by phone or set appointment time is to address
questions or concerns regarding meeting employee breastfeeding goals.
This policy shall not be construed as creating a term, condition, or privilege of employment, and
Jefferson County retains sole discretion to modify or revoke this policy in whole or in part at any
time.
According to RCW 49.60.030 and 49.60.215 Breastfeeding mothers are protected under state anti-
discrimination law, and can breastfeed their children in public places such as restaurants, pools,
theaters, government buildings, museums, libraries, busses, or parks. No one, including business
owners or employees can tell a mother to leave, go to the restroom, or cover the child.
Section 23.0 — Smoking
Jefferson County endorses a smoke free, tobacco -free workplace, which supports our Jefferson
County Health priority of preventing and mitigating the impact of chronic disease. Employers have
the responsibility to provide a safe and healthful work environment for their employees and to
comply with the Smoking in Public Places (formerly Washing Clean Indoor Air Act) Chapter 70.160
RCW and the Jefferson County Board of Health Ordinance 04-0216-06, Smoking in Public Places).
It is the policy of Jefferson County to discourage tobacco use.
23.1 — Definitions
Tobacco: Tobacco includes all tobacco products, i.e. chewing tobacco, cigarettes, cigars, hookahs,
pipes, snuff, etc.
Battery -powered vaporizer: Battery powered vaporizers include e-cigarettes and vapor pens
Adopted: Chapter 11
Page 74 of 127
Jefferson County Personnel Administration Manual
vapes" and "mods") that heat liquid nicotine (aka e-liquid, ajuice, or smoke juice) to a temperature
that causes the liquid to vaporize; the vapor is then inhaled in the same fashion as tobacco smoke.
Smoking of any substance whether it be by heat inducement or battery powered vaporization
including electronic or e-cigarettes) will not be allowed inside Jefferson County workplaces, its
vehicles or at its service sites. Smoking is prohibited within 25 feet of Jefferson County site
entrances or windows that open. This policy does not preclude the use of tobacco or battery —powered
vaporizers during rest or lunch periods in accordance with WAC 296-126.
1. All Jefferson County buildings, outside areas within 25 feet of Jefferson County building
entrances and windows that open, service sites, and Jefferson County owned vehicles are
designated tobacco -free and battery powered vaporizer free areas.
2. All meetings sponsored by Jefferson County are smoke -free, tobacco -free and battery —
powered vaporizer free.
3. Jefferson County may provide employees who wish to stop tobacco use, various incentives
and support as approved by Jefferson County. Such support may include: participation in
health insurance tobacco cessation programs, free use of Jefferson County space for
participation in tobacco cessation classes or support groups, and self-help materials.
Section 24.0 — Bulletin Boards
There are bulletin boards located in each County facility which are to be used as follows.
Section 24.1— 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 24.2 — 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 bylaw, 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 25.0 — 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 front of the Courthouse or in
the parking lot on the east side (Cass Street) of the Courthouse to allow ample parking for visitors.
Adopted: Chapter 11
Page 75 of 127
Jefferson County Personnel Administration Manual
APPENDIX 'A'— Equal Employment
Opportunity/Affirmative Action Policy and Procedures
Section 1.0 — Affirmative 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 ofemployment practices,
employee treatment and public contact.
Section 2.0 — Definitions
The following definitions will be used for the purposes of these policies and procedures.
Clerk ofthe Board: An appointed position in the office of the Board of County Commissioners.
Complainant: An individual that brings a complaint.
County Administrator: A position appointed by the Board of County Commissioners to handle
County administration.
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
or by the Board's designee.
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 or by the Board's designee assigned the specific task of assisting all departments in
implementing the Equal Employment Opportunity Program.
Adopted: Appendix A — Equal Employment Opportunity/
Affirmative Action Policy & Procedures
Page 76 of 127
Jefferson County Personnel Administration Manual
Human Resources Manager (HRM): A position appointed or designated by the Board of County
Commissioners or by the Board's designee to handle personnel, staffing and other related matters.
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 ofthe 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 Resources 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, or any protected
class.
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
Adopted: Appendix A — Equal Employment Opportunity/
Affirmative Action Policy & Procedures
Page 77 of 127
Jefferson County Personnel Administration Manual
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 Resources Manager. Announcements for positions
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 determined by an Elected Official and consistent with law.
Announcements ofjob openings will be placed only with those employment agencies that strictly
adhere to equal employment practices.
Section 5.2 — Selection
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 from the employee -supervisor and County -community
relationships:
Section 6.1 — Reporting the Grievance
The employee, applicant, or citizen (complainant) shall bring their grievance regarding unlawful
harassment or discrimination in an employment decision 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.
Adopted: Appendix A — Equal Employment Opportunity/
Affirmative Action Policy & Procedures
Page 78 of 127
Jefferson County Personnel Administration Manual
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 to the
Board of County Commissioners or to the Board's designee 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 from the complainant, County employees and the Departmental
Director. The Equal Opportunity Advisor shall forward these statements, along with their own
investigation report and recommendations, to the Board of County Commissioners or the Board's
designee for resolution.
Section 6.4 — CEOB
The Board of County Commissioners or the Board's designee 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 ofthe Equal Employment
Opportunity program. The Board of County Commissioners or Board's designee 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 from 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.
Adopted: Appendix A — Equal Employment Opportunity/
Affirmative Action Policy & Procedures
Page 79 of 127
Jefferson County Personnel Administration Manual
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
ofconduct 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 ofthis 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. Independent, 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 — Definitions
The following definitions will be used for the purposes ofthese 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
County Administrator: A position appointed by the Board of County Commissioners to handle
County administration.
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: AU person employed or appointed by the County who is compensated by payment of
wages where federal, state, and/or local taxes are withheld. Independent contractors are not
employees
Adopted: Appendix B — Code of Ethics
Policy & Procedures
Page 80 of 127
Jefferson County Personnel Administration Manual
Family member: Includes 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 from one person or entity to another made
without cost and does not result in any kind of legally 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 local laws governing campaign finances
Human Resources Manager (HRM): A position appointed or designated by the Board of County
Commissioners or by the Board's designee 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 of less 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 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 where 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 of less 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.)
Adopted: Appendix B — Code of Ethics
Policy & Procedures
Page 81 of 127
Jefferson County Personnel Administration Manual
Section 4.0 — Conflicts of Interest Defined, 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 Resources Manager.
Jefferson County recognizes that different organizations have different codes ofethics. 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.
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 o£
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 Resources
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:
1. Accepts non -nominal (greater than $25 in value) gifts from vendors, potential vendors or any
third -party who does business with the County;
2. Accepts ANY form of remuneration or non -business related entertainment from a third -party
who does business with the County;
3. Sells to third parties any information, products, or materials acquired from the County;
4. Engages in outside business activities in such a way or to such an extent that the outside
Adopted: Appendix B — Code of Ethics
Policy & Procedures
Page 82 of 127
Jefferson County Personnel Administration Manual
business activities adversely affect the County or the employees' job performance;
5. 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.)
6. 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;
7. 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.
Jefferson County has the sole discretion to:
determine whether such a conflict of interest exists; and
determine the course of action to be taken to remove or end the conflict.
Employees are encouraged to seek assistance from their supervisor or Departmental Director with
any legal or ethical concerns. However, Jefferson County realizes this may not always be possible.
As a result, employees may contact the Human Resources Manager to report anything that they
cannot discuss with their supervisor or Departmental Director.
Section 4.2 — Political Activities
Employees shall comply with provisions of RCW 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 $100.00 (one
hundred) per month or to public officers exempt from prohibition of RCW 42.23.
Adopted: Appendix B — Code of Ethics
Policy & Procedures
Page 83 of 127
Jefferson County Personnel Administration Manual
APPENDIX `C' — Standards of Conduct Policy & 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 — Definitions
The following definitions will be used for the purposes of these policies and procedures.
Conflicts ofInterest: Engaging in any acts prohibited by RCW 42.23.030, RCW 42.23.070 or 2 CFR
Section 200.318(c), as they now exist or may be amended in the future, including but not limited to:
1. Holding or seeking to hold a beneficial interest, directly or indirectly, in any contract which
may be made by, through or under the supervision of the person, in whole or in part, who
holds or seeks to hold a beneficial interest in violation of RCW 43.23.030, as it now exists or
may be amended.
2. Holding or seeking to hold a beneficial interest, directly or indirectly, in any contract made
for the benefit of the person's office in violation of RCW 43.23.030, as it now exists or may
be amended.
3. Accepting, directly or indirectly, any compensation, gratuity, favor, reward or anything of
monetary value in connection with any contract from any person beneficially interested in the
contract which may be made by, through or under the supervision of the person from any
other person beneficially interested in violation of RCW 43.23.030, as it now exists or may
be amended, unless otherwise authorized by law.
4. Using a position at the County to secure special privileges or exemptions for himself, herself,
or others.
5. Directly or indirectly, giving or receiving or agreeing to receive any compensation, gift,
reward, or gratuity from a source except the County, for a matter connected with or related to
the person's services for the County, unless otherwise provided for by law.
6. Accepting employment or engaging in business or professional activity that the person might
reasonably expect would require or induce the person by reason of the person's official
Adopted: Appendix C — Standards of Conduct
Policy & Procedures
Page 84 of 127
Jefferson County Personnel Administration Manual
position to disclose confidential information acquired by reason of the person's official
position.
7. Disclosing confidential information gained by reason of the person's position, or using such
information for the person's personal gain or benefit.
8. For purposes of this section, an indirect beneficial interest includes an interest by any
member of the person's immediate family, the person's partner, or an organization which
employs or is about to employ the person, any member of the person's immediate family, or
the person's partner.
County Administrator: A position appointed by the Board of County Commissioners to handle
County administration.
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 form, 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 Resources Manager, and 3) the Clerk or Deputy Clerk of the
Board.
Human Resources Manager (HRM): A position appointed or designated by the Board of County
Commissioners or by the Board's designee 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:
1. Theft, misappropriation or removal of County property or the property of other employees,
clients, customers and citizens
2. Acknowledged, intentional or repeated falsification of any application for employment or any
report, record, time sheet or County record
3. Soliciting and/or accepting payment, gifts, or any item of value for services performed during
the regular work day, whether or not the services are performed on behalf of the County and
whether or not County vehicles or equipment are used
4. 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
Adopted: Appendix C — Standards of Conduct
Policy & Procedures
Page 85 of 127
Jefferson County Personnel Administration Manual
5. 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 performed for the County (except when such possession is pursuant to the
employee's employment duties)
6. Engaging in any Conflict of Interest as defined in Section 2.1.
7. Serious or repeated disorderly conduct, horseplay or insubordination. This include, 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
d. Threatening, intimidating, coercing or interfering with the work routine of supervisors
or other employees
e. Physical confrontation and/or deliberate attempts to cause bodily harm
f. Sleeping during working hours (except regularly scheduled breaks if not in public
view)
g. Unauthorized possession of firearms, explosives or any dangerous weapons while
performing County work
h. Participating in a work stoppage or slowdown
i. Recklessness resulting in an accident while on duty, whether on County property or
while driving a County vehicle
j. Racial or sexual harassment directed toward another person, including but not limited
to demands for sexual favors in exchange for employment, retention ofjob,
promotion or other employment benefits
Section 4.0 — Other Disciplinary Actions
There are certain types of actions that should not occur, but normally 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 normally receive a written or verbal warning, be suspended without pay or 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:
1. Ignoring safety rules or common safety practices
2. Engaging in disorderly conduct, horseplay, insubordination, or conduct that would be of
detriment to the image of the public employee
3. Using uncivil, insulting, vile or obscene language
4. Failure to report occupational injuries or accidents, including motor vehicle accidents,
promptly to the employee's supervisor
5. 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
6. 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
7. Failure to exercise the care and attention to one's work required by the circumstances
8. Smoking in restricted or prohibited areas, whether on County property or otherwise
9. Accepting employment or engaging in business for profit with another employer without
written authorization from the Departmental Director or County Administrator (for appointed
Adopted: Appendix C — Standards of Conduct
Policy & Procedures
Page 86 of 127
Jefferson County Personnel Administration Manual
managers)
10. Acting in any manner inconsistent with rules of conduct necessary to the welfare ofthe
citizens, the County or its' employees
11. Un-excused or excessive absences or tardiness
12. 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
13. Loafing or spending unnecessary time away from the job
14. Unauthorized possession or use of any County property, equipment or materials
15. Carrying an unauthorized passenger in a County vehicle
16. Contributing to unsanitary or unsafe conditions
17. Use of County property or time for personal financial gain or financial gain of another person
Section 5.0 — Investigation
As soon as a Departmental Director becomes aware of a possible violation 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. 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 violation 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. The investigator should conduct interviews
with all witnesses as soon as possible after the event and detailed notes should be taken. The
interviewer may obtain signed statements from the witnesses.
The investigation should determine the following:
1. Whether or not the incident occurred.
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.
A simplified version of the above process may be followed.
Adopted: Appendix C — Standards of Conduct
Policy & Procedures
Page 87 of 127
Jefferson County Personnel Administration Manual
Section 6.0 — Disciplinary Action
Once an investigation has been conducted and it has been determined that a violation has occurred,
one or more ofthe 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 form. The
employee's name, job classification and department should be identified on the form. In describing
the nature of the misconduct, the following information should be provided:
1. The date and time of the violation.
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 form and must be told exactly what
action will be taken should another violation occur. The employee should be asked to sign the
disciplinary form. Ifthe employee refuses to sign, the Departmental Director should attempt to have
the employee sign a notation that they refused to sign the disciplinary action form. 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 Warning
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.
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 — Suspension/Final Warning
A suspension may be given for serious violations 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:
Adopted: Appendix C — Standards of Conduct
Policy & Procedures
Page 88 of 127
Jefferson County Personnel Administration Manual
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 believes 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 or designee, 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 of legal counsel or consultants as required.
6.4.2 Not a Public Meeting:
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.
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 County Administrator or designee. The
County Administrator or designee will review the investigation notes and the employee's
employment and departmental personnel files to ensure that the disciplinary action is fair and
Adopted: Appendix C — Standards of Conduct
Policy & Procedures
Page 89 of 127
Jefferson County Personnel Administration Manual
consistent within five (5) business days of receipt ofthe appeal.
If the employee is subject to a collective bargaining agreement, the employee shall follow the process
as outlined in their union contract.
Adopted: Appendix C — Standards of Conduct
Policy & Procedures
Page 90 of 127
Jefferson County Personnel Administration Manual
APPENDIX `D'- Travel &Transportation Policy & 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 — Definitions
The following definitions will be used for the purposes of these policies and procedures.
County Administrator: A position appointed by the Board of County Commissioners to handle
County administration.
Departmental Director: Elected Official, Department Head or authorized designee acting as the
manager for that department.
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 capacity as if they were
an employee of the County.
Single Day Meal Reimbursement: The reimbursement for meals for an employee when the travel
does not include an overnight stay.
Three Hour Rule: An employee has been in travel status for three (3) hours beyond his/her regularly
scheduled work day. The three hours may be any combination of time before and/or after the
scheduled working hours on the day in question. (See 8.2.2)
Travel Status: An employee is considered to be on Travel Status when they leave their home or
official workstation, whichever is closer to their destination, for a destination outside Jefferson
County on official County business.
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. For purposes of travel expense reimbursement, traveling to the
West End is considered travel "outside" the County.
Adopted: Appendix D — Travel and Transportation
Policy & Procedures
Page 91 of 127
Jefferson County Personnel Administration Manual
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 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 County 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 County 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 Illness 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.
Adopted: Appendix D — Travel and Transportation
Policy & Procedures
Page 92 of 127
Jefferson County Personnel Administration Manual
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 Director 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
Travel expenses may be paid with a credit card issued to a County Department (See also Resolution
64-08 regarding County credit cards.) Employees using County credit 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
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 10 (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, County Treasurer or County Auditor (Auditing Officer).
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:
1. A list of employees and their respective departments.
2. An invoice from the vendor detailing the number of meals served and price per meal.
3. The details of the lodging information including date(s) of occupancy, room number, room
rate and name(s) of persons occupying the room.
4. Payments to vendors for lodging expenses may not exceed the limits stated in Sections 8.3
and 9.1.
Adopted: Appendix D — Travel and Transportation
Policy & Procedures
Page 93 of 127
Jefferson County Personnel Administration Manual
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 are 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 eligible for reimbursement shall be reimbursed from actual receipts or on a per
diem basis as follows.
Section 7.1— Lodging
The reimbursement for lodging expenses incurred on official County business shall be on an actual
expense basis ONLY.
Section 7.2 — Meals
The reimbursement for meals incurred while an employee is on Travel Status for official County
business may be made on the basis of one of the following methods to be determined by the
Employee's Departmental Director when the travel request is submitted:
Adopted:
7.2.1 ACTUAL EXPENSE Basis
Actual Expense Basis (except if the meals have been prepaid according to Section
6.2.3). Detailed receipts listing all of the items purchased must be obtained for each
meal that may qualify for reimbursement. Reimbursement for meal costs based on
actual expense shall not exceed the limits listed in the Washington State Office of
Financial Management (OFM) Per Diem "Meal Rates" table which includes the basic
cost of the meal, and any applicable sales tax and any customary tip or gratuity.,
provided such tip or gratuity does not exceed 15% (fifteen) percent of the cost of the
meal.
7.2.2 PER DIEM Basis
A Per Diem basis with the approval of the employee's Departmental Director. The
Washington State Office of Financial Management (OFM) Per Diem "Meal Rates"
table shall serve as the meal cost reimbursement schedule which includes the basic
cost of the meal, and any applicable sales tax and any customary tip or gratuity.,
provided such tip or gratuity does not exceed 15% (fifteen) percent of the cost of the
meal.
Appendix D — Travel and Transportation
Policy & Procedures
Page 94 of 127
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:
1. The employee does not incur expenses for lodging and/or meals.
2. The County furnishes them directly.
3. The County furnishes them through the payment of the registration or conference fees.
4. An employee does not incur lodging expenses at a commercial facility.
5. Reimbursement for spouses, guests or other persons not authorized to receive reimbursement
under this policy or State regulations.
6. 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. The following two criteria must be
met for an employee to receive meal reimbursement:
8.2.1 Single Day Travel:
Meal reimbursements for single day travel are considered taxable fringe benefits by
the IRS subject to all employment taxes and will be included in annual taxable gross
wages. Employees are required to complete the "Single Day Meal Reimbursement"
form and attach detailed receipts for submittal to the Jefferson County Auditor's
Office. The form is available in the following directory: P:\Public\Forms\Travel
Forms\.
8.2.2 Three -Hour Rule:
An employee may be reimbursed for meal expenses only after they have been in travel
status for three (3) hours beyond his/her regularly scheduled work day. The three
hours may be any combination of time before and/or after the scheduled working
hours on the day in question. For example, an employee working an 8 hour day must
be traveling 11 hours to meet this rule while an employee working a 10 hour day must
be traveling 13 hours. The traveler may not stop for a meal just to meet the three-hour
rule.
8.2.3 Travel Status During Entire Meal Period
Travelers must be on travel status during the entire meal period(s) in order to qualify
for reimbursement of the cost of a specific meal or meals.
Adopted: Appendix D — Travel and Transportation
Policy & Procedures
Page 95 of 127
Jefferson County Personnel Administration Manual
8.2.3.1 Alternate Work Day Meal Periods:
For employees scheduled to work up to 9 hours per day, the meal periods are
as follows:
Breakfast - 6 a. m. to 8 a. m.
Lunch - Noon to 2 p.m.
Dinner - 6 p.m. to 8 p.m.
8.2.3.2 For employees scheduled to work over 9 hours per daYthe following
will be used to determine the meal period:
Breakfast - 2 hours prior to the start of the scheduled workday;
Lunch - 4 to 6 hours after the start of the scheduled workday;
Dinner - 2 hours after the end of the scheduled workday.
8.2.4 Reasonable Cost
The reasonable cost of the employee's own meal may be reimbursed if the cost of each
meal does not exceed the limits listed in the Washington State Office of Financial
Management (OFM) Per Diem "Meal Rates" table.
8.2.5 More than One Employee on a Claim
Reimbursement may be claimed by one person for several employees eating together,
as long as all the names are listed on the reimbursement claim.
8.2.6 Per Day Reimbursement
If an employee is being reimbursed on a Per Diem basis and is eligible to receive
reimbursement for all 3 (three) meals in a day, the per meal limits do not apply as
long as the reimbursement for all 3 meals does not exceed the "Total Meal Allowance
Per Day" as listed in the Washington State Office of Financial Management (OFM)
Per Diem "Meal Rates" table.
8.2.7 Excess Amounts Not Reimbursed
Any amount paid for meals in excess of those amounts listed in the Washington State
Office of Financial Management (OFM) Per Diem "Meal Rates" table will not be
reimbursed.
Section 8.3 — Meal Cost Reimbursement Schedule
For employees who meet all of the qualifications for meal reimbursement, the Washington State
Office of Financial Management (OFM) Per Diem "Meal Rates" table will serve as the meal cost
reimbursement schedule which includes the basic cost of the meal, and any applicable sales tax and
any customary tip or gratuity (see also Section 13.2.(6)).
Adopted:
REIMBURSEMENT FOR ALCOHOLIC BEVERAGES IS PROHIBITED.
8.3.1 Reimbursement for Out -of -State Meals
For determining out-of-state reimbursement/Per Diem rates, refer to the General
Appendix D — Travel and Transportation
Policy & Procedures
Page 96 of 127
Jefferson County Personnel Administration Manual
Services Administration (GSA) website.
8.3.2 Grant Reimbursed Meals
When the County will be reimbursed for an employees' meal expense through a grant
which uses a different reimbursement schedule, the County will honor that rate if the
employee submits documentation from the grant contract that details the amount to be
reimbursed for each meal.
Section 8.4 — 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 official 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 is 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 approval by the
Departmental Director is required for any quoted commercial lodging rate that exceeds $175.00 (one
hundred seventy-five 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 REQUIRED FOR ALL LODGING
F,XPF.NSES.
Section 10.0 — Forms Used for Travel
The following forms 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
Adopted: Appendix D — Travel and Transportation
Policy & Procedures
Page 97 of 127
Jefferson County Personnel Administration Manual
arrangements for travel out of the State of Washington.
Section 10.1— Advance Travel/Out of State Travel Request Form
This form serves as a request for an Advance Travel check or Out of State travel reimbursement
approval. Employees may obtain forms from their supervisor. A computerized version of this form is
available in the following directory: P:\Public\Forms\Travel Forms\. The form is an Excel
spreadsheet and will automatically calculate.
10.1.1 Out of State Travel Requests: The employee must submit the completed form 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 form
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 or the employee's Departmental Director. Clerk Hires shall not
receive advance travel, except as authorized and approved by the County
Administrator.
Section 10.2 — Travel Expense Reimbursement Forms
Forms identified below are to be used by employees to submit an accounting of their authorized
travel expenses for which they are seeking reimbursement. Instructions for submitting a claim for
reimbursement of travel expenses are included in this section. Following are 4 (four) 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.
4. Submitting expenses incurred on a single -day (no overnight stay required).
Employees may obtain forms from their supervisor or use a computerized version of these forms,
which are available in the following directory: P:\Public\Forms\Travel Forms\. The forms are in
Excel spreadsheet or PDF "fill-in" 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 Forms (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 employee's return from travel.
Adopted: Appendix D — Travel and Transportation
Policy & Procedures
Page 98 of 127
Jefferson County Personnel Administration Manual
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 three (3) 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,
l . 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 (if being reimbursed on the
actual expense basis) 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 from 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 15
fifteen) 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
Adopted: Appendix D — Travel and Transportation
Policy & Procedures
Page 99 of 127
Jefferson County Personnel Administration Manual
become immediately due and payable. In order to protect the County for any losses from 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 from the employee's pay, up to the amount of such travel
advance.
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 from 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 of lodging, 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 five (5) minutes) 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 limits stated in Sections 8.3 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
Adopted: Appendix D — Travel and Transportation
Policy & Procedures
Page 100 of 127
Jefferson County Personnel Administration Manual
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. Such costs are 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.
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. Laundry and valet service, entertainment expenses, radio or television rental and other items
of a similar nature.
2. Taxi fares, motor vehicle rental, and other transportation costs to or from places of
entertainment and other similar facilities.
3. Costs of personal trip insurance and medical and hospital services.
4. Personal telephone calls of an employee, except as stated in Section 13.2 (5) Miscellaneous
Travel Expenses.
Section 15.0 — Use of Privately -Owned Motor Vehicle
Section 15.1— General Requirements
The Departmental Director shall obtain a copy of their employees' current, valid "Proof of
Insurance" before authorizing the use of a privately -owned motor vehicle in the conduct of official
County business.
The Departmental Director for any one 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 valid and current Proof of
Personal Insurance in their possession while operating a privately -owned motor vehicle when
conducting official County business. The County recommends and encourages employees using their
personal vehicle for County business to be fully insured for example to purchase and maintain
Adopted: Appendix D — Travel and Transportation
Policy & Procedures
Page 101 of 127
Jefferson County Personnel Administration Manual
Under -insured and Uninsured Motorist coverage. It is also recommended that employees advise their
insurance carrier that they use their personal automobile for 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.
Accidents involving personal injuries are to be reported by telephone and followed with a written
report.
Section 16.0 — County -Owned Motor Vehicles
Section 16.1— General Requirements
The Departmental Director 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. Employees and
quasi -employees who are authorized to take part in the specific official County business that
necessitated the use of the vehicle, are allowed to accompany the employee in a County -owned,
leased, or rented vehicle. Non -county employees may travel as passengers in County -owned, leased,
or rented motor vehicles as long as they are directly engaged in activities which are associated with
official County business, and only as authorized by the employee's Departmental Director.
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 normal 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
privately -owned or County -owned or operated motor vehicle. Employees who operate County -owned
or operated motor vehicles and who use privately -owned motor vehicles to conduct official County
business shall complete a Defensive Driving course every three (3) years.
Adopted: Appendix D — Travel and Transportation
Policy & Procedures
Page 102 of 127
Jefferson County Personnel Administration Manual
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 Departmental Director and the proper law enforcement agency as required by law.
Accidents that involve injuries are to be reported by telephone and followed with a written report.
Adopted: Appendix D — Travel and Transportation
Policy & Procedures
Page 103 of 127
Jefferson County Personnel Administration Manual
APPENDIX `E' - Alcohol & Drug Free Workplace Policy &
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. Illegal 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, termination or other action
as deemed appropriate by the employee's Departmental Director.
Section 1.1 — County Responsibility
It is the responsibility ofthe County through management and supervisory personnel to fairly
administer this policy.
Section 1.2 — Employee Responsibility
It is the employee's responsibility to ensure 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 — Definitions
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 oil'
Washington in order to drive a commercial vehicle which is a vehicle with a gross vehicle weight
Adopted: Appendix E — Alcohol & Drug Free Workplace
Policy & Procedures
Page 104 of 127
Jefferson County Personnel Administration Manual
over 26,000 pounds, or is designed to transport 16 or more persons (including the driver), or is used
to transport hazardous materials.
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.; performance 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 information regarding the hazards of drug and alcohol abuse and the treatment of
drug and alcohol related problems. Any County employee may seek advice, information 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 theirjob description to have a Commercial Driver's License as part of their
employment with the County are covered by Resolution No. 37-18 adopted August 13, 2018 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.
Adopted: Appendix E — Alcohol & Drug Free Workplace
Policy & Procedures
Page 105 of 127
Jefferson County Personnel Administration Manual
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:
1. Physical signs of alcohol or drug use such as delayed motor skills
2. Alcohol on the breath, etc.
3. Performance issues including but not limited to frequently missed deadlines
and/or frequent mistakes
4. Decreased productivity, significant variations in productivity from day to day
5. Inability to concentrate; frequent tardiness or absences for implausible reasons
6. Long meal, coffee, or bathroom breaks
7. Disruptive behavior toward fellow employees
8. Withdrawal from interaction with fellow employees
9. 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 from 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, labor and employment laws, court
order or as required in ordinary personnel actions.
Adopted: Appendix E — Alcohol & Drug Free Workplace
Policy & Procedures
Page 106 of 127
Jefferson County Personnel Administration Manual
APPENDIX `F'
Anti —Harassment Policy and Procedures
Section 1.0 — Policy
It is the geal- oplic - of Jefferson County to provide a business and work environment for all of its
employees and customers that is reasonably harmonious and free from intimidation. To this end, the
County will not tolerate any form of unlawful discrimination, or unlawful harassment -.-Or other
inappropriate conduct as defined in this Anti -Harassment Policy and Procedures (this policy).
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 termination of employment.
The County cannot assure employees they will like their supervisors or fellow employees. This
policy only addresses unlawful conduct.
Section 2.0 — Definitions
The definitions in RCW 49.60.040 are incorporated by reference into this policy. -The following -
additional definitions will be used for the purposes of these „olieies and pr-eeed r-esthis policy.
Complainant: The individual bringing a complaint
County Administrator: A position appointed by the Board of County Commissioners to handle
County administration.
County Equal Opportunity Board (CEOB): A Board Gcomposed of three (3).County management
personnel appointed as needed 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 County funded 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 Resources Manager (HRM): A position appointed or designated by the Board of County
Commissioners or by the Board's designee to handle personnel, staffing and other related matters
Personnel File: Refers to both the employee's employment personnel file and the employee's
Adopted: Appendix F — Anti -Harassment
Policy & Procedures
Page 107 of 127
Jefferson County Personnel Administration Manual
departmental personnel file
Respondent: The individual named in a complaint allegedly causing harm
Section 3.0 — Prohibited or Discouraged Conduct Under This Policy
Section 3.1— Discrimination
It is a violation of this policy to unlawfully discriminate in the provision of employment
opportunities, benefits or privileges, to create unlawful working conditions, or to use unlawful
discriminatory evaluative standards in employment if the discriminatory treatment is based in whole
or in part on the person's status in a protected class, including, but not limited to race, creed, religion,
color, national origin, sex, sexual orientation, marital status, political affiliation, citizenship or
immigration status, honorably discharged veteran or military status, 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_
with a disability is recognized as and declared to be a civil right.
This policy is intended to comply with all prohibitions stated in federal, state or local anti-
discrimination laws.
Employee conduct in violation of this policy may be subject to severe disciplinary actions up to and
including termination.
Section 3.2 — Unlawful Harassment - Prohibited
Unlawful harassment, including unlawful sexual harassment, is prohibited by this policy, federal and
state laws. , and the County will take swift
apflrep i Ite-aetion to address any vielattefisef this peliey. The definitionof Unlawful harassment is
vefWthe use of words or physical conduct designed to unlawfully threaten, intimidate or coerce;
unlawful verbal taunting (including racial and ethnic slurs) that, for a reasonable person, impair their
ability to perform their job. Examples of unlawful harassment are:
VerbalUse of Words: Unlawful comments which are not flattering regarding a person's
nationality, origin, race, color, religion, gender, sexual orientation, age, body, -
disability, or appearance
Unlawful contemptuous words or phrases used to describe a person; slurs; negative
stereotyping and relating to a person's status in a protected class.
loii ver Physical Conduct: Unlawful 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.
This policy prohibits unlawful harassment of any kind, and the County will take swift appropriate
action to address any violations of this policy.
Adopted: Appendix F — Anti -Harassment
Policy & Procedures
Page 108 of 127
Jefferson County Personnel Administration Manual
Section 3.3 — Unlawful Sexual Harassment - Prohibited
Unlawful sexual harassment in any form is prohibited under this policy, and federal and state laws.
Unlawful Sexual hfiarassment is a form of discrimination and is unlawful under Title VII of the
Civil Rights Act of 1964. ^ ^ ,.a; g to the Equal Employment Op eAu ity Co (EEOC)
Unlawful sexual harassment :s a "includes 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 o£—. creating an unlawfully intimidating, hostile, or offensive working environment."
Unlawful asexual harassment also 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..-: or
3. Unreasonably interferes with an employee's work performance or creates an intimidating,
hostile or otherwise offensive environment.
Unlawful asexual harassment does not refer to behavior or occasional compliments of a socially
acceptable nature. it o Unlawful sexual harassment is behavior that is unwelcome, that is
personally offensive, and that lowers morale and therefore interferes with work effectiveness.
Unlawful Ssexual harassment may take different forms. Examples of conduct that may constitute
unlawful sexual harassment are:
Ver-balUse of Words: 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 ver- Distribution, Display or Discussion of Written or Graphic Material: 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,
hiding men and women. that are acceptable to and welcomed by both parties, are not considered
harassment, including sexual harassment. Thefe are *.,.e (2) types of sexual harassment:
3.3.1 Quid PPro q_Quo hHarassment Prohibited
Quid pro quo sexual harassment, where submission to harassment is used as the basis
Adopted: Appendix F — Anti -Harassment
Policy & Procedures
Page 109 of 127
Jefferson County Personnel Administration Manual
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 sexual 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 if he does not have sex with her.
3.3.2 Hostile wWork eEnvironment Sexual Harassment Prohibited
Hostile work environment sexual harassment is: where the harassment creates an
offensive and unpleasant working environment. Hostile work environment sexual
harassment can be created by anyone in the work environment, whether it be
supervisors, other employees or customers. Hostile work environment sexual
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.
While any number of behaviors might create a hostile work environment, M conduct
or actions that create an environment in which an employee dreads going to work is
generally seen to create such a setting. The individual causing a hostile work
environment may be an employee, a supervisor, a volunteer, or even an independent
contractor. While a supervisor might not be the original sources of a hostile work
environment, he or she is responsible to not allow one to exist or persist.
Section 3.4 — Inappropriate Conduct
Inappropriate conduct is conduct that, while not rising to the level of unlawful discrimination or
harassment, communicates a hostile, derogatory or negative message about persons based on
protected status. Inappropriate conduct can be either verbal or nonverbal and includes slights, insults
and other conduct that a reasonable person would find offensive. Such conduct is prohibited by this
policy.
Section 3.45 — 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.
3.45.1 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
Adopted: Appendix F — Anti -Harassment
Policy & Procedures
Page 110 of 127
Jefferson County Personnel Administration Manual
relationship was consented to by the employee, the burden will be on the supervisor to
prove that the relationship was consensual and voluntary.
3.45.2 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 the potential issues regarding -"quid pro quo"_ harassment,
necessitates this i-sto be 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, effect on co-workers, job titles of the parties,
etc.), and 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 resigning.
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: or
3. Serving as an investigator_
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 as swiftly and as confidentially as feasible in light of the need to take appropriate corrective
action. The registering of a complaint will not be used against the employee, nor will it have an
adverse impact on the individual's employment status. While reporting such incidents may 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 5.1— Responsibilities
Adopted: Appendix F — Anti -Harassment
Policy & Procedures
Page 111 of 127
Jefferson County Personnel Administration Manual
5.1.1 Employees:
All County employees must share the responsibility of understanding and preventing
unlawful discrimination and unlawful 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. If an
employee is not sure an act violates this policy, the act must none -the -less be reported.
5.1.2 Departmental Directors:
Departmental Directors have the special responsibility to act promptly to eliminate
any unlawful discrimination or unlawful 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. Such action should
include, but is not limited to, making an immediate report to the HRM and, if
requested, 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.
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.
5-4-45.1.3 Human Resources Manager:
The Human Resources Manager has the primary responsibility of implementing and
administering 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 — Supervisors Who Violate this Policy Are Subject to Disciplinary Action
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 from their
supervisory and/or hiring responsibilities.
Adopted: Appendix F — Anti -Harassment
Policy & Procedures
Page 112 of 127
Jefferson County Personnel Administration Manual
Section 5.3 — ReportinE Harassment by a Person Who is Not a County Employee
The County's ability to discipline a non -employee violation of this policy (e.g. vendor, contractor, member of
the public public official or client) may be limited by the degree ofcontrol, if any, that the County has over
the alleged violator of this policy. Nevertheless any employee who, during the course of his/her employment,
alleges discrimination, harassment or inappropriate behavior on the part of an outside source may use the
same reporting process.
Section 5.24 — Confidentiality Before Filing a Complaint
It is the goal ofthe 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.
5.24.1 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.
5.24.2 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).
5.24.3 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 —actin once an incident of discrimination, harassment or retaliation has been
reported. Confidentiality cannot be guaranteed in such a case.
Section 5.35 — 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.
5.35.1 Prompt Responsive Action
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, that this policy or applicable laws do not mandate
action.
5.35.2 No Guarantee of Confidentialith,
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 reasonably possible. The expressed wishes ofthe complaining person for
confidentiality will be considered in the context of the County's legal obligation to act
Adopted: Appendix F — Anti -Harassment
Policy & Procedures
Page 113 of 127
Jefferson County Personnel Administration Manual
upon the charge and the right of the charged party to obtain information. In most
cases, however, confidentiality will be maintained by the County and those involved
in the investigation.
5.35.3 Investigation Documents Confidential During Investigation
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 5.46 — Complaint Procedure
The following complaint procedure will be followed in order to address a complaint regarding
unlawful harassment, discrimination or retaliation:
Adopted:
5.46.1 Tell the Person Doing the Harassment to Stop Immediately
The person experiencing the harassment, whenever possible should clearly inform the
person doing the harassing (hereafter referred to as the alleged harasser) that their
behavior is inappropriate, offensive, unwelcome and should immediately cease.
5.46.2 What to Do If You Are a Target of Unlawful Sexual Harassment
What an individual should do if they are a target of unlawful sexual harassment:
1. If you are the recipient of any unwelcome gesture or remark of a sexual nature,
do not remain silent.
2. Make it clear to the alleged harasser that you find such conduct offensive and
unwelcome.
3. State clearly that you want the offensive conduct to stop at once.
4. If you find it uncomfortable to confront the individual engaPina in the
offensive conduct, Econsider going to the -fir supervisor or manager. The
employer supervisor or manager cannot solve the problem if he or she is not
aware of it.
5. 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.
6. If the conduct does not stop after you speak with the alleged harasser or after
you have gone to the alleged harasser's supervisor or manager, you should then
notify your supervisor or manager.
7. 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
available in P:\Public\Forms\Personnel Forms\ or from the HRM)_
8. 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._
However. you should never let the conduct persist.
5.46.3 Initiate the Complaint Process
The individual who believes they are a target of harassment, discrimination or
retaliation (hereafter referred to as the complainant) may initiate the complaint
Appendix F — Anti -Harassment
Policy & Procedures
Page 114 of 127
Jefferson County Personnel Administration Manual
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 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 from personal observation or as a result of an employee coming
forward, the Departmental Director should immediately report it to the HRM.
5.46.4 HRM Gives Notice to the Board of County Commissioners or Designee
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 or designee and review the complaint with the Prosecuting Attorney's
office and/or outside legal counsel appointed by the Washington Counties Risk Pool.
5.46.5 Other Duties of the HRM Within 10 Business Days
Within 10 (ten) business days of receiving the complaint, the HRM will:
l . Inform the person(s) accused (hereafter referred to as the respondent) ofthe
complaint.
2. Initiate the investigation to determine whether there is a reasonable basis for
believing that the alleged violation of this policy occurred.
3. Select an investigator. 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.
5.46.6 Duties of the Investigator
During the investigation, the investigator will interview the complainant, the
respondent and any witnesses to determine what conduct occurred.
5.46.7 HRM's Progress Report
Within 15 (fifteen) business days of the complaint being filed (or the matter being
referred to the HRM), the HRM will provide a general progress report to the
complainant with an estimate of the completion date. As promptly as a thorough
investigation allows, the investigator will conclude the investigation and submit a
report of their findings to the HRM or the Board of County Commissioners or
designee and/or outside legal counsel.
5.46.8 HRM's Recommendation of Appropriate Action
If it is determined that unlawful conduct in violation ofthe County's policy has
occurred, the HRM will recommend that appropriate action be taken by the County.
The appropriate action will depend on the following factors:
1. The severity, frequency and pervasiveness of the conduct:
Adopted: Appendix F — Anti -Harassment
Policy & Procedures
Page 115 of 127
Jefferson County Personnel Administration Manual
2. Prior complaints made by the complainant:
3. Prior complaints made against the respondent: and
4. The quality of the evidence (first-hand knowledge, credible corroboration
etc.).
5.46.9 Inconclusive Results of Investigation
If the investigation is inconclusive or it is determined that there has been no unlawful
conduct in violation of this policy, but some potentially problematic conduct is
revealed, appropriate action may be taken.
5.46.10 HRM's Duties After the Investigation is Complete
Within five (5) business days or as promptly as circumstances allow after the
investigation is concluded, the Departmental Director or the FIRM will meet with the
complainant and the respondent separately, in order to notify them in person of the
findings of the investigation and to inform them of the action being recommended.
5.46.11 Complainant May Challenge the Findings of the Investigation
The complainant and the respondent may submit statements to the Departmental
Director or HRM challenging the findings. Any such statement must be submitted no
later than five (5) business days after the meeting described in Section 5.46.10.
5.46.12 Review of the Decision with the Department Director
The Department Director will review the original decision with the HRM. The FIRM
will render a written decision as promptly as circumstances allow from the date the
statements referenced in Section 5.46.11 were submitted. Written copies of the
decision are provided to the complainant, the respondent and the Clerk of the Board.
5.46.13 Appeal Rights
Either the complainant or the respondent may make written appeal within five (5)
business days from the date the parties were provided the copies of the first appeal
decision to the County Equal Opportunity Board (CEOB).
5.46.14 CEOB Review
Within 10 (ten) business 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 recommended, the type of action will be stated.
Section 5.a7 — Alternative Legal Remedies
Nothing in this policy shall prevent the complainant or the respondent from pursuing formal legal
remedies or resolution through state or federal agencies or the courts.
Adopted: Appendix F — Anti -Harassment
Policy & Procedures
Page 116 of 127
Jefferson County Personnel Administration Manual
APPENDIX `G'
Violence in the Workplace Policy & Procedures
Section 1.0 — Policy Statement
Jefferson County policy is to provide 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 from making threats or engaging in violent
activities.
In effort to ensure the safety of Jefferson County employees, it is a County objective to create and
maintain a safe workplace. All illegal activities on County property and/or against County employees
will be prosecuted to the full extent ofthe 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 and threatening conduct.
The following list of behaviors, while not inclusive, provides examples of prohibited conduct:
1. Causing physical injury to another person
2. Making threatening remarks
3. Aggressive or hostile behavior that creates a reasonable fear of injury to another person or
subjects another individual to emotional distress
4. Intentionally damaging employer property or property of another employee
5. 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 — Definitions
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 Resources Manager (HRM): A position appointed or designated by the Board of County
Commissioners or by the Board's designee 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.
Adopted: Appendix G — Violence in the Workplace
Policy & Procedures
Page 117 of 127
Jefferson County Personnel Administration Manual
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 information 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
information 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 inform the Departmental Director if any
employee exhibits behavior that could be a sign of a potentially dangerous situation. Such behavior
can include:
l . 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 5.0 — Dangerous or Emergency Situations
An employee who is confronted by or encounters an armed or dangerous person should not attempt
Adopted: Appendix G — Violence in the Workplace
Policy & Procedures
Page 118 of 127
Jefferson County Personnel Administration Manual
to challenge or disarm the individual. Following are standard strategies for coping with violent
individuals:
1. Give the potentially violent person enough physical space
2. Avoid glaring or staring, which may be seen as a challenge
3. Speak softly
4. Listen carefully; don't be judgmental
5. Observe the individual's body language
6. Avoid touching a potentially violent person
7. Have a code or signal that informs others of potential violence
8. 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. If safe to do so, employees
should call 911.
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 may be 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.
Adopted: Appendix G — Violence in the Workplace
Policy & Procedures
Page 119 of 127
Jefferson County Personnel Administration Manual
APPENDIX `H' - Whistle Blower Protection Policy &
Procedures
Section 1.0 — Policy Statement
It is the policy of the County that County employees should be encouraged to disclose, to the extent
not expressly prohibited by law, improper governmental actions of County officials and employees.
The purpose of this policy is to meet the requirements of RCW 42.41.030(2) and protect County
employees who make good -faith reports to appropriate governmental bodies and to provide remedies
for such individuals who are subjected to retaliation for having made such reports.1
Section 2.0 — Definitions
The following definitions will be used for the purposes of this policy.
Appropriate Persons: Pursuant to Section 4, the persons within the County to whom to report
improper governmental actions, as required by RCW 42.42.030(3).
Complainant: An employee complaining about improper governmental action.
County: Jefferson County, Washington.
County Administrator: A position appointed by the Board of County Commissioners to handle
County administration.
Departmental Director: An elected official, manager or supervisor directly in charge of a specific
department (e.g., the elected County Treasurer is the Departmental Director of the Treasurer's
Office; the Public Works Director is the appointed Departmental Director of the Public Works
Department).
Emergency: Emergency as used in this policy has the same meaning as in RCW 42.41.020(4).. On
the date of the adoption of this policy, the definition of emergency in RCW 42.41.020(4) was:
Emergency' means a circumstance that if not immediately changed may cause damage to persons
or property."
Human Resources Manager (HRM): A position appointed or designated by the Board of County
Commissioners or by the Board's designee to handle personnel, staffing and other related matters.
Improper Governmental Action: Improper governmental action as used in this policy has the same
meaning as in RCW 42.41.020(1). On the date of the adoption of this policy, the definition of
improper governmental action in RCW 42.41.020(1) was:
This section was crafted from RCW 42.41.010 and RCW 42.41.030.
Adopted: Appendix H — Whistle Blower Protection
Policy & Procedures
Page 120 of 127
Jefferson County Personnel Administration Manual
a) "Improper governmental action" means any action by a local government officer
or employee:
i) That is undertaken in the performance of the officer's or employee's
official duties, whether or not the action is within the scope of the employee's
employment; and
ii) That is in violation of any federal, state, or local law or rule, is an abuse of
authority, is of substantial and specific danger to the public health or safety, or
is a gross waste of public funds.
b) "Improper governmental action" does not include personnel actions including but
not limited to employee grievances, complaints, appointments, promotions, transfers,
assignments, reassignments, reinstatements, restorations, reemployments,
performance evaluations, reductions in pay, dismissals, suspensions, demotions,
violations of the local government collective bargaining and civil service laws,
alleged labor agreement violations, reprimands, or any action that may be taken under
chapter 41.08, 41.12, 41.14, 41.56, 41.59, or 53.18 RCW or RCW 54.04.170 and
54.04.180.
Policy: This Whistle Blower Protection Policy & Procedures.
Prosecuting Attorney: The County Prosecuting Attorney.2
RCW.• The Revised Code of Washington as it now exists or may be amended in the future.
Respondent: An individual named in a complaint about improper governmental action.
Retaliatory Action: Retaliatory action as used in this policy has the same meaning as in RCW
42.41.020(3). On the date of the adoption of this policy, the definition of retaliatory action in RCW
42.41.020(3) was:
Retaliatory action" means: (a) Any adverse change in a local government employee's
employment status, or the terms and conditions of employment including denial of
adequate staff to perform duties, frequent staff changes, frequent and undesirable
office changes, refusal to assign meaningful work, unwarranted and unsubstantiated
letters of reprimand or unsatisfactory performance evaluations, demotion, transfer,
reassignment, reduction in pay, denial of promotion, suspension, dismissal, or any
other disciplinary action; or (b) hostile actions by another employee towards a local
government employee that were encouraged by a supervisor or senior manager or
official.
2 RCW 42.42.030(3) requires that the list of persons to whom a report can be made "shall include the county prosecuting
attorney."
Adopted: Appendix H — Whistle Blower Protection
Policy & Procedures
Page 121 of 127
Jefferson County Personnel Administration Manual
Section 3.0 — Right to Report Improper Governmental Action - Policies and
Procedures
Section 3.1— Right to Report Improper Governmental Action
Every County employee has the right to report to the Appropriate Persons information concerning an
alleged improper governmental action.3
Section 3.2 — Posting and Providing Employees a Summary of this Policy
The County shall permanently post a summary of the procedures for reporting information on an
alleged improper governmental action and the procedures for protection against retaliatory actions
described in this policy in a place where all employees will have reasonable access to it. A copy of
the summary shall be made available to any employee upon request.4
Section 3.3 — Written Complaint Requirement
Except in the case ofan emergency, before a complainant provides information of an improper
governmental action to a person or an entity who is not a public official or an Appropriate Person,
the complainant shall submit a written complaint pursuant to Section 4 of this policy.'
Section 3.4 — Good Faith Attempt to Follow this Policy Required to Receive Protections
A complainant who fails to make a good faith attempt to follow this policy shall not receive the
protections of this policy or of Chapter 42.41. RCW.6
Section 3.5 — Confidentiality of the Identity of the Complainant
The identity of a complainant shall be kept confidential to the extent possible under the law, unless
the complainant authorizes the disclosure of his or her identity in writing.'
Section 4.0 — Filing a Complaint
Section 4.1— Union Representation
If a complainant is part of a union bargaining unit, they may seek representation through their 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 collective bargaining
agreement, the procedures in this policy.
Section 4.2 — Requirements for a Complaint
The complaint about alleged improper government action must be made in writing and must include
the specific relief requested within thirty (30) days after the alleged improper government action
occurred.
s This is from RCW 42.41.030(1).
This is from RCW 42.41.030(4).
s This is from RCW 42.41.030(5).
b This is from RCW 42.41.030(5).
This is from RCW 42.41.030(7).
Adopted: Appendix H — Whistle Blower Protection
Policy & Procedures
Page 122 of 127
Jefferson County Personnel Administration Manual
Section 4.3 — Who to File the Complaint With
4.3.1 An employee reporting alleged improper government action on the part of any other
employee shall report such conduct to their Departmental Director or the Prosecuting
Attorney, except as provided in Sections 4.3.2, 4.3.3, 4.3.4, or 4.3.5.
4.3.2 An employee reporting alleged improper government action on the part of the
employee's Departmental Director, then the complaint shall be to the County
Administrator, the HRM or the Prosecuting Attorney.
4.3.3 An employee reporting alleged improper government action on the part of County
Administrator or the HRM, the report will be made to the Chair of the Board of
County Commissioners or the Prosecuting Attorney.
4.3.4 An employee reporting alleged improper government action on the part of the Chair
of the Board of County Commissioners the report shall be made to any other
Commissioner or the Prosecuting Attorney.
4.3.5 An employee reporting alleged improper government action on the part of a County
Commissioner acting with the County Prosecuting Attorney, the report shall be made
to the County Administrator or the HRM.
Section 4.4 — Forwarding the Complaint to the HRM
Unless the complaint is about the HRM, all complaints shall be forwarded to the HRM. If a
complaint is about the HRM, the complaint shall be forwarded to the Prosecuting Attorney.
Section 5.0 — County's Response to a Complaint
Section 5.1 — The HRM Coordinates the County's Response and Any Investigation
Unless the complaint is about the HRM, the HRM shall coordinate the County's response and any
investigation conducted. If a complaint is about the HRM, the Prosecuting Attorney shall coordinate
the County's response and any investigation. The person coordinating the County's response shall
determine whether any investigation is required.
Adopted:
Section 5.2 — Investigation
5.2.1 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.
5.2.2 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.
Appendix H — Whistle Blower Protection
Policy & Procedures
Page 123 of 127
Jefferson County Personnel Administration Manual
5.2.3 Investigations will be conducted promptly and documented. The investigator should
be capable of objectively evaluating the facts and the persons involved. The
complainant will be informed of the results of the investigation and any proposed
action.
5.2.4 The complainant will be informed of the County's response to the complaint and any
proposed action.
Section 5.3 — Deadline for the County's Response to the Complaint
The County must respond to the complaint within a reasonable time, considering all the
circumstances including but not limited to the complexity of the issues raised in the complaint, the
number of potential witnesses involved, and the need for coordination with the County's risk pool or
insurer.
Section 6.0 — Rights of Complainant Who Claims Retaliatory Action Occurred
A complainant claiming there was a retaliatory action has the rights contained in RCW 42.41.040.
The rights in current RCW 42.41.040 are summarized in this Section 6. If RCW 42.41.040 is revised
by the legislature, the revised provisions shall apply.
Section 6.1 — No Discrimination or Reprisals
It is unlawful for any local government official or employee to take retaliatory action against a local
government employee because the employee provided information in good faith in accordance with
the provisions of this chapter that an improper governmental action occurred.$ Any retaliatory action
taken against a complainant for complaints made pursuant to this policy shall be allowed as a
grievance under an applicable union contract. The County does not tolerate retaliation against a
whistleblower or a witness in an investigation.
Section 6.2 — Written Notice of the Retaliatory Action Required
6.2.1 In order to seek relief under this section, a complainant shall provide a written notice
of the charge of retaliatory action to the HRM that: (a) Specifies the alleged
retaliatory action; and, (b) Specifies the relief requested.9
6.2.2 The charge shall be delivered to the local government no later than thirty (30) days
after the occurrence of the alleged retaliatory action.10
Section 6.3 — Deadline for Responding to Written Notice of the Retaliatory Action
The County has thirty (30) days to respond to the charge of retaliatory action and request for relief."
Section 6.4 — Hearing Request by the Complainant after County's Response
This is from RCW 42.41.040(1).
This is from RCW 42.41.040(2).
10 This is from RCW 42.41.040(3).
This is from RCW 42.41.040(3).
Adopted: Appendix H — Whistle Blower Protection
Policy & Procedures
Page 124 of 127
Jefferson County Personnel Administration Manual
6.4.1 Upon receipt of the earlier of response of the County or after the deadline in Section
6_3, the complainant may request a hearing to establish that a retaliatory action
occurred and to obtain appropriate relief as defined in this section.12
6.4.2 The request for a hearing by the complainant shall be delivered to the HRM within the
earlier of fifteen (15) days of delivery of the response from the County or the deadline
in Section 6.3.13
Section 6.5 — Application by the County to the State Office of Administrative Hearings for an
Adjudicative Proceeding
Within five (5) working days of receipt of the request for hearing, the County shall apply to the state
office of administrative hearings for an adjudicative proceeding before an administrative law judge.
Except as otherwise provided in this section, the proceedings shall comply with RCW 34.05.410
through 34.05.598.14
Section 6.6 — Rules for an Adjudicative Proceeding
The rules for an adjudicative proceeding are contained in RCW 42.41.040. The rules in effect on the
adoption of this policy are as follows:
6.6.1 Burden of Proof. The complainant, as the initiating party, must prove his or her claim
by a preponderance of the evidence.15
6.6.2 Final Decision Consisting of Findings of Fact, Conclusions of Law and Judgment.
The administrative law judge shall issue a final decision consisting of findings of fact,
conclusions of law, and judgment no later than forty-five days after the date the
request for hearing was delivered to the County.16
6.6.3 Authority to Grant Extensions. The administrative law judge may grant specific
extensions of time beyond this period of time for rendering a decision at the request of
either party upon a showing of good cause, or upon his or her own motion.17
6.6.4 Relief that May Be Granted. Relief that may be granted by the administrative law
judge consists of reinstatement, with or without back pay, and such injunctive relief as
may be found to be necessary in order to return the complainant to the position he or
she held before the retaliatory action and to prevent any recurrence of retaliatory
12 This is from RCW 42.41.040(4).
13 This is from RCW 42.41.040(4).
14 This is from RCW 42.41.040(5).
This is from RCW 42.41.040(6).
16 This is from RCW 42.41.040(6).
17 This is from RCW 42.41.040(6).
Adopted: Appendix H — Whistle Blower Protection
Policy & Procedures
Page 125 of 127
Jefferson County Personnel Administration Manual
action. The administrative law judge may award costs and reasonable attorneys,' fees
to the prevailing party.18
6.6.5 Civil Penalty. If a determination is made that retaliatory action has been taken against
the complainant, the administrative law judge may, in addition to any other remedy,
impose a civil penalty personally upon the retaliator of up to three thousand dollars
payable by each person found to have retaliated against the complainant and
recommend to the local government that any person found to have retaliated against
the complainant be suspended with or without pay or dismissed. All penalties
recovered shall be paid to the local government administrative hearings account
created in RCW 42.41.060.19
6.6.6 Judicial Review. The final decision of the administrative law judge is subject to
judicial review under the arbitrary and capricious standard. Relief ordered by the
administrative law judge may be enforced by petition to superior court.20
Section 7.0 — Rights of Respondents
Section 7.1— Information to Provide About the Investigation and Admonishments
Within five (5) business days of receiving the whistleblower complaint or as promptly as
circumstances allow, whichever is earlier, the HRM will advise a respondent of the following:
7.1.1 That a whistleblower complaint has been made against the respondent;
7.1.2 That a whistleblower investigation is being conducted pursuant to this policy, while
providing the respondent a copy of this policy and the complaint;
7.1.3 The requirement in State law and this policy that prohibits any county employee,
including the respondent, from retaliatory action against the complainant or any
witness participating in the investigation;
7.1.4 That the respondent is not to discuss the complaint with the complainant;
7.1.5 That the respondent is not to take any action to disrupt or impede the investigation of
the complainant;
7.1.6 That an investigator may be contacting the respondent to request an interview;
7.1.7 That the respondent may request a defense pursuant to Chapter 2.05 JCC; and,
18 This is from RCW 42.41.040(7).
19 This is from RCW 42.41.040(8).
2° This is from RCW 42.41.040(9).
Adopted: Appendix H — Whistle Blower Protection
Policy & Procedures
Page 126 of 127
Jefferson County Personnel Administration Manual
7.1.8 That the respondent may wish to obtain legal counsel at their sole expense.
Section 7.2 — Participation in the Investigation
The respondent may refuse to be interviewed by the investigator in order to protect the respondent's
rights against self-incrimination guaranteed in the United States Constitution and the Constitution of
the State of Washington.
Section 7.3 — Request for Defense and Payment for the Respondent's Legal Counsel
The respondent may request a defense pursuant to Chapter 2.05 JCC.
Adopted: Appendix H — Whistle Blower Protection
Policy & Procedures
Page 127 of 127