1986-01641-Ordinance No. 86-011 Recorded 1/22/1986REV
86- 1641
LEG COUNSEL
BEFORE THE BOARD OF COUNTY COMMISSIONERS OF DESCHUTES COUNTY, OREGON
An Ordinance Amending the VOL 70 FACE 368
Personnel Rules Adopted in
Section 1 of Ordinance No. * ,�
81-053, Repealing Ordinance
No. 82-030 and Ordinance No.
83-023, and Declaring an
*AN2..
Emergency.
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ORDINANCE NO. 86-011 fes/
THE BOARD OF COUNTY COMMISSIONERS OF DESCHUTES COUNTY,
OREGON, ORDAINS as follows:
Section 1. That the Personnel Rules adopted in Section 1 of
Ordinance No. 81-053 are amended by the substitution of the
Personnel Rules marked Exhibit "A", attached hereto and by this
reference incorporated herein.
Section 2. Ordinance No. 82-030 and Ordinance No. 83-023
are hereby repealed.
Section 3. This Ordinance being necessary for the immediate
preservation of public peace, health and safety, an emergency is
declared to exist, and this Ordinance takes effect on its
passage.
DATED this day of �jj , , 1986.
BOARD OF COUNTY COMMISSIONERS
OF DF)CHUTES ,AUNTY, OP
ON
ATTEST:
/i.Z'1LcJ ce- 2b'J h -�
Record ng Secretary
1 - ORDINANCE NO. 86-011
ISTOW PRANTE, Chairman
A. U E, Commissi
DIM MAUDLIN, Cdinmissioner
r
~.� Exhibit "A"
VOL 70 FACE 309
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SECTION 0.0 — DEFINITIONS
A Class is two or more class descriptions grouped by an occupation, discipline, or type of work.
Classes of Positions are two or more .lob Titles grouped by an occupation, discipline, or type of work.
A Class Description is a written statement of the nature of the work to be performed, indicating duties
and responsibilities, representative examples of work and general minimum recruiting qualifications. This
is popularly referred to as a "Joh Description." The class description may also be referred to by class title.
A Class Title is the name assigned to a class description.
Immediate Family refers to an employee's spouse and children, as defined for coverage under the
County's group medical plan.
A Lead Worker is an employee delegated limited supervisory duties, by his/her Department Head.
Limited supervisory duties include distribution of work assignments, maintaining a balanced work load
among a group of employees, reviewing completed work, and maintenance of records of work production
and attendance by employees. Only persons NOT exempt from overtime and compensatory time off are
eligible to be designated as a "Lead Worker."
A Pay Range is the number assigned to a class description on the salary schedule.
A Pay Step is one of the seven standard levels of pay within a Pay Range.
A Permanent Full -Time Employee is a person who has been hired by the County to work at least thirty-
two (32) hours per week on a year-round basis (minus approved leave as outlined in the Personnel Rules).
A Permanent Part -Time Employee is a person who has been hired by the County to work at least one-
half (%2) of the established "full-time" work schedule of that particular department. The hours worked
must be on a regular, year-round basis (minus approved leave as outlined in the Personnel Rules).
A Limited Part -Time Employee is a person who has been hired by the County to work less than one-half
('/z) of the established "full-time" work schedule of that particular department. The hours worked must be
on a regular, year-round basis.
A Temporary Full -Time Employee is a person who has been hired by the County to work at least thirty-
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two (32) hours per week (not to exceed 18 months).
A Temporary Part -Time Employee is a person who has been hired by the County to work less than
thirty-two (32) hours per week, and not on a regular and year-round basis.
A Personnel Specialist is the person charged by the Board with responsibility for all personnel
management coordination.
The Board is the Board of County Commissioners of Deschutes County, Oregon.
A Non Exempt Employee is subject to the provisions of the Fair Labor Standards Act.
RULE 1 -PURPOSE
SECTION 1.1 The purpose of these rules is to establish uniform personnel policies and procedures to
improve the quality of personnel administration in the following areas:
1.11 Recruiting, selecting and advancing employees on the basis of their ability, experience, knowledge
and skills. (If County employees clearly exhibit sufficient skills to fill newly created or vacated
positions, those positions may be awarded to an existing County employee without having to
advertise the position outside the County structure.)
1.12 Providing equitable and adequate compensation.
1.13 Training employees, as needed, to assure high performance and consistent operating
improvement.
1.14 Retaining employees on the basis of performance.
1.15 Assuring the fair treatment of applicants and employees in selection, promotion, training and all
other aspects of personnel administration without regard to political affiliation, race, color,
national origin, sex, religious creed and mental and physical handicaps (provided reasonable
accommodation can be made) and with proper regard for their privacy and constitutional rights
as citizens.
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1.16 Assuring that employees are protected against political coercion and are prohibited using
their official authority for the purpose of interfering with or affecting the result of an election or a
nomination for office.
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SECTION 1.2 APPLICATION OF THESE RULES.
The Personnel Rules shall apply to classified employees, which shall include all positions now existing or
hereafter created in the County classified service and not specifically exempted by the Personnel Rules.
These rules shall not apply to employees elected by popular vote and persons appointed to fill vacancies
in elected offices.
SECTION 1.3 ADOPTION, AMENDMENT AND ADMINISTRATION OF RULES.
1.31 Adoption of Personnel Rules. Rules relating to the administration of County personnel are
adopted by Resolution of the Board. Rules adopted by the Board become effective upon
adoption and are available in all departments.
1.32 Amendment of Rules. A written request for a change in rules may be submitted at any time by
any Department Head or employee to the Board. After necessary study, the Board will rule.
1.33 Administration of Rules. It is the responsibility of the Personnel Office to administer their rules,
make recommendations to revise the rules and administer the day -today needs of the personnel
system. These responsibilities include the classification plan and pay plan.
SECTION 1.4 -EMPLOYEE ORIENTATION
1.4 Orientation Procedure: Responsibilities
• Personnel Specialist. During the first month of employment, orientation sessions will be held for
all new employees! The Personnel Specialist shall advise employees on all general conditions of
employment, such as: Personnel Rules, fringe benefits, hours of work, pay, and their privileges
and responsbilities. Each employee shall also receive a copy of the employee handbook and any
other pertinent literature concerning employment.
• Supervisor. The supervisor shall orient each new employee to the conditions related to his job
and work site. Such orientation shall include introductions to fellow workers, Personnel Rules,
work standards, safety regulations, break periods, supplies, etc. The supervisor is to assure that
all pertinent items on the orientation checklist are covered.
• Employee. The employee is responsible for reading and abiding by all written County
Personnel Rules, as well as all other rules, regulations and standards brought to his/her
attention. The County is not able to guarantee or promise employment for any specified length
of time. Periodically it may be in the best interests of the County to terminate employees either
on an individual basis or on the basis of a reduction of the work force. The County reserves the
right to make these decisions at its sole discretion. Accordingly, employees must realize that
their employment may be terminated at any time at the option of the County.
RULE 2 -CLASSIFICATION PLAN
SECTION 2.1 PURPOSE AND NATURE OF POSITION CLASSIFICATION PLAN
A position classification plan as adopted and amended by the Board is part of these rules.
2.11 Purpose of the Classification Plan. The classification plan is an administrative tool of wide
usefulness and value. It provides a system of standardized titles and common job language that is
critical to the effective administration of personnel activities, such as:
• manpower planning.
• establishing job performance standards;
• establishing fair and equitable pay:
• developing training programs;
• developing valid selection and recruitment programs; and
• establishing appropriate career lines.
2.12 The classification plan consists of positions in the County service defined by class specification
and identified by the class titles. The classification plan shall be developed and maintained so that
all positions substantially similar (with respect to duties, responsibilities, authority and character
of work) are included within the same class, and that the same schedules of compensation apply
with equity to all positions in the same class.
2.13 Copies of this plan and class specifications are available in the offices of the Board, individual
Departments and the Personnel Office, and are available for inspection during business hours.
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2.14 The classification plan includes the class descriptions for the various positions. Class descriptions
refer to a particular position, not to the individual filling the position, and are used in all
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personnel, budget and financial records.
2.15 Each position is allocated to its appropriate class on the basis of the duties and responsibilities of
the position.
2.16 Each class description is a concise, written descriptive title and a written description of the duties
and responsibilities of the position. Class descriptions take into consideration the general
requirements of the job, and are merely descriptive and explanatory of the work to be performed.
They need not include all the duties, and are not intended to replace specific job descriptions or
work assignments assigned by the employee's Department Head.
2.17 When a class description does not sufficiently describe the work to be performed, a Department
Head may compile a work assignment relating to specific job-related criteria. Such work
assignments shall be kept on file by the Department Head and filed with the Personnel Office. An
employee's evaluation shall be made on the basis of the performance of the duties and
responsibilities included in this document, the class description and the work assignment.
SECTION 2.2 MAINTENANCE OF CLASSIFICATION PLAN.
2.21 Responsibility of the Personnel Office. The Personnel Office has the responsibility to periodically
review the classification plan at his/her own initiative, or at the request of a Department Head,
employee or other interested party. The purpose of such review shall be:
• to ascertain whether or not the plan accurately reflects actual conditions;
• to determine the accuracy of the class descriptions; and
• to assure that positions are properly classified. As appropriate, the Personnel Specialist shall
recommend amendments to the classification plan to the Board.
2.22 Procedure and Requirements for Amendment of the Plan. The following procedure is to be
followed in the preparation of a new class description.
• In coordination with the Department Head, the Personnel Office shall investigate the duties
of the position as well as the required experience and training for the position.
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• The Personnel Office shall review the existing class plan and recommend the allocation of the
position to an existing class or create a new class if the position cannot be allocated to an
existing class.
• The Board may request the Personnel Office to assist the Department Official in making a
study of a department's staffing pattern and work flow and to make recommendations to the
Board concerning improvement of the department's operations.
• Class descriptions may be reclassified whenever the duties of the position change materially,
provided the reclassification can be accomplished within the limitations of the current budget.
2.23 Approval to Create a New Class Description. The Board is to be notified in writing by a
Department Head who wishes to create a new class description. The Board will then direct the
Personnel Office to study the request in accordance with these rules and make recommendations
for approval or disapproval. No person can be hired to fill the position until the Board renders an
affirmative decision. Recruitment, selection and compensation for the position will be in accord-
ance with these rules.
2.24 Approval to Fill a Vacant Position. All vacant positions shall be filled subject to the process set
out in Rule 4. The Department Head is responsible for selecting the successful applicant subject
to the restrictions of Rule 4, the availability of funds, and the authorization of the position by the
Board. The formal job offer will be made by the Department Head after authorization is received
from the Board of Commissioners.
RULE 3 -PAY PLAN
SECTION 3.1 PURPOSE AND NATURE OF THE PAY PLAN.
3.11 Purpose of the Pay Plan. The pay plan shall include the schedule of pay ranges, consisting of
minimum and maximum rates of pay for all classes or positions in the classified service. The
objective of the pay plan is to provide a competitive salary structure with which to recruit and to
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retain an adequate pool of competent employees.
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3.12 Standards for Development of the Pay Plan. The development of the pay plan must be directly
linked to the classification plan, and shall be based on the principle of equal pay for equal work.
Pay ranges within the pay plan are to be determined with due regard to such factors as;
• uniformity of pay for each class;
• the relative difficulty and responsibility of work;
• the recruiting experience of the County;
• the prevailing rates of pay in both public service and private industry;
• cost of living factors:
• the financial policies of the County; and
• other pertinent economic considerations.
SECTION 3.2 DEVELOPMENT AND ADMINISTRATION OF THE PAY PLAN.
The Personnel Office is responsible for the development of the pay plan. At least every three years the
Personnel Office surveys public and private employers to compare similar classes in the private labor
markets. The Personnel Office adjusts the ranges to meet labor market conditions and presents the
revised pay plan to the Board for its consideration and adoption. The Personnel Office is also responsible
for the uniform administration of the pay plan.
SECTION 3.3 PAY RATES -GENERAL.
3.31 Rate of Pay. Each employee in the classified service is paid at one of the steps in the approved
range for the class. No employee can receive base pay beyond the established maximum step for
the range. Full-time employees are paid the monthly rate. Part-time employees and intermittent
employees are compensated on an hourly basis equivalent to the hourly rate established for
regular full-time employees.
3.31A Longevity Pay. County employees who have worked continuously for the County are eligible to
receive an additional $20 per month for each five (5) years of continuous service worked.
(Temporary lay-offs will not jeopardize the accrual of this benefit to the employee.) The Personnel
Office is charged with the authority for adding Longevity Pay to the employee's base pay when all
requirements have been met. (Permanent part-time employees working �/2 time or more receive a
pro -rated amount.)
3.32 Entrance Pay Rate. The entrance pay rate for employees new to a position is based on their
experience and the pay range prescribed for their job title. A Department Head, subject to a
technical review by the Personnel Office, may recommend appointment above the entrance pay
rate if the applicant meets more than the minimum job requirements. Approval of appointments
above the entrance pay rate shall be granted only in recognition of exceptional qualifications and
experience possessed by the candidate that pertain to that job title and are needed at present in
that position. In no instance can an appointment be made if equally qualified applicants are
available at a lower starting rate. An employee may receive the entrance pay rate below the
minimum rate prescribed for the class to which he is appointed if he does not have all the skills
necessary to fill the position, but is capable of gaining these skills within a reasonable period.
3.33 Pay Period. Normal pay periods for County employees are from the first of the month through
the last day of the same month, with payment for that period to be made on the last working day
of the month, unless the last day falls on a holiday or a weekend, in which case it shall be on the
preceding work day. Any person beginning employment by the 25th of the month shall receive
their first payment at the end of the month.
3.34 Budgeting for Salary Increases. When submitting the department budget to the Board, each
department shall indicate the amount of money which they anticipate later requesting to be given
in salary increases. At that time, the Board shall determine what amount of money shall be placed
in the "proposed" departmental budgets to be reserved for salary increases.
3.35 Termination Pay. Any person voluntarily leaving County employment in good standing, with
proper notice to the Department Head will receive their last pay check for all salary, vacation and
compensation time due them within 48 hours of termination. If an employee is dismissed for
cause, he will be paid within 24 hours of dismissal.
3.36 Holiday Pay. Work performed on holidays which fall within the regular work schedule shall be
considered as overtime work, and the employees who work on such holidays will be granted time
off or compensation pay on the basis of time -and -one-half for the hours worked in addition to
is
their regular holiday pay. If the holiday falls on Sunday, employees not required to work on the
holiday receive the succeeding Monday as a paid holiday. If the holiday falls on a Saturday,
employees not required to work on the holiday receive the preceding Friday as a paid holiday.
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3.37 Seniority and Layoff.
• Seniority is determined by the length of an employee's continuous permanent full-time service
with a County department.
• An employee loses all seniority in the event of:
• voluntary termination,
• discharge for cause,
• a lay-off period greater than thirteen (13) months,
• failure to report to work at the termination of an extended leave of absence,
• acceptance of employment without permission while on a leave of absence,
• retirement.
• An employee shall not lose seniority with the department if the employee transfers from one
division to another within the individual department. Nor shall the employee lose vacation and
sick leave credits upon such transfer.
• Layoff shall be in the inverse order of seniority within each classification, with the exception
that a senior employee may be laid off before a junior employee when the junior employee is
performing the job in question in a substantially better manner, taking into consideration job
performance, experience and training, and other relevant factors.
• Employees should be recalled in the inverse order of layoff. An employee's failure to respond to
a recall notice constitutes a waiver of that employee's recall rights.
• When recalling employees from layoff, notice of recall from a layoff longer than five (5) days
shall be by certified mail (return receipt requested) sent to the employee at his last known
address. For layoff periods of less than five (5) days, a personal visit by a County representative
or a personal telephone call from the County will suffice.
• An employee who is promoted to a higher class shall, upon completion of his probationary
period, be given seniority in that class from the date of promotion.
3.38 Overtime.
• Overtime is that time a full time non exempt employee is authorized and directed to work in
excess of his regularly scheduled hours.
• Overtime is to be computed to the nearest half hour.
• Overtime is paid at a rate of time -and -one-half (I %) times the regular rate of pay converted to
an hourly rate.
• Exemptions to Overtime and Compensatory Time Off. The positions that are exempt from over-
time pay and compensatory time off are determined each year by order of the Board of County
Commissioners.
• Compensatory time off for approved overtime worked must be taken within 180 days of the
date the overtime is earned. In no event shall compensatory time off accrue beyond a maximum
of 40 hours without explicit Board approval.
3.39 Exchange Time. Exchange time may be granted by the Department Head if the employee files a
request. Exchange time will be on a one-for-one (1 for 1) ratio. Exchange time shall only be
authorized for special circumstances, and not incorporated into routine schedules.
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SECTION 3.4 PAY CHANGES, NOT PERFORMANCE BASED.
3.41 Cost of Living Increases. At the beginning of each fiscal year the Board will determine what cost
of living increase, if any, shall be applied to the County's Pay Plan. Increases are contingent upon
the availability of funds and are subject to comparison with the national Consumer Price Index.
3.42 Reclassifications. When a position is reclassified, the incumbent will be placed at the appropriate
step in the range: for that class recommended by the Personnel Office. If the position is reclassified
upward, the incumbent will be raised to the minimum salary for the class or placed on a new step
in the range. If the incumbent's previous pay is more than the maximum for the range, it shall
remain the same until a new maximum is established.
3.43 Transfers. When an employee is transferred from one class to another within a common pay
range, he shall continue to receive the same pay.
3.44 Results of Pay Surveys on Classification and Incumbents. If the Personnel Specialist, after
surveying pay data, recommends that a class be assigned to a higher pay range, incumbents who
are below the minimum of the new range shall be raised to the new minimum of the range. The
incumbents are also eligible for a cost of living increase in addition.
SECTION 3.5 PAY CHANGES, PERFORMANCE BASED.
3.51 Completion of Trial Service Period. If an employee satisfactorily completes the six month Trial
Service Period, he is eligible for a one-step increase if authorized by the Department Head and
the Board.
3.52 Compensation During Temporary Assignment.
• An employee who is temporarily assigned to a position with a higher pay range than his/her
usual position for a period of thirty (30) days or -more will be paid at the first step of the higher
pay range or will be granted a step pay increase (5%), whichever is higher, for the entire period
worked in the temporary assignment. An employee who is temporarily assigned to a position
with a lower pay range, for any period, shall not receive a reduction in pay. No temporary
assignment shall exceed six (6) months.
• "Lead Worker" compensation shall be paid to any employee (who is eligible for compensation
for overtime work) if that employee is designated as a "lead worker" by his/ her Department
Head, with the approval of the Board. Such compensation shall be 5%-10%n of the employee's
normal salary, so long as the funds are budgeted and available in the department's budget.
3.53 Promotion. When an employee is promoted from one class description to a class description
having a higher pay range, he/she shall receive an increase of not less than one pay step, or 5%. If
the employee's current pay rate is below the minimum for the higher class, his/her pay shall be
increased to at least the minimum rate for the higher class. if the employee's current rate of pay
falls within the range of the higher class, his/her pay shall be adjusted to the step and the range
for the higher class which is at least equal to 5% above his/her current pay, so long as this does
not exceed the pay range of the class.
3.54 Demotion. When an employee is demoted for cause to a class with a lower pay range, he/she
shall be placed in a step within the lower range which provides at least a 5% reduction in pay.
When an employee is demoted for administrative purposes through no fault of the employee,
his/her pay shall be reduced to the maximum rate in the lower pay range, or he/she shall
continue at his/ her current rate of pay, whichever is lower.
3.55 Merit Step/Pay Increases. In addition to cost of living increases and if funds are available,
employees are eligible for merit increases, provided their performance has exceeded per-
formance standards established by the Board and Department Officials. Employees are eligible
for consideration for merit increases on or after their anniversary date (the date when the
employee is taken off probation from his existing classification). In order for an employee to
receive a merit increase, his/her Department Head must complete an evaluation of the employee
with a recommendation for the increase. Employees who are at the top step in their range are not
eligible for merit increases. Authorized increases will be determined by Board of County Commis-
sioners' policy.
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3.56 Merit Step/Pay Increases for Public Works Employees. In addition to cost of living increases,
and if funds are available, employees are eligible for merit increases, provided their performance
has met or exceeded performance standards established by the Board and Department Officials.
Employees are eligible for consideration of merit increases on February 1 st of each year, if they
have completed their probationary period prior to November 1 of the preceding year. In order for
an employee to receive a merit increase, his/her Department Head must complete an evaluation
of the employee with a recommendation for the increase. Employees who are at the top step of
their range are not eligible for merit increases. Authorized increases will be determined by Board
of County Commissioners' policy.
RULE 4 -RECRUITMENT AND SELECTION
SECTION 4.1 RECRUITMENT AND SELECTION POLICY
It is the policy of Deschutes County to recruit and select the most qualified people for positions in the
County service. Recruitment and selection shall be conducted to ensure open competition, provide equal
employment opportunity, and to prohibit discrimination because of race, politics, religion, color, sex, age,
marital status, national origin, mental or physical handicap (provided reasonable accommodations can be
made). (Promotion from within the ranks of existing County employees is permitted if the existing
County employee clearly meets all requirements of the position. This alternative voids the need for
external advertisement of the vacant position.)
SECTION 4.1A RECRUITMENT SEARCHES
For all Department Head positions the Personnel Office will conduct, minimally, a statewide search and,
where necessary, a national search.
SECTION 4.2 RECRUITMENT PROGRAM
The Personnel Office shall develop and conduct an active recruitment program designed to meet current
and projected manpower needs. Recruitment will be tailored to the needs of various classes of positions
and will be directed to all sources likely to yield qualified candidates.
4.21 Job Announcements. In order to attract an adequate number of candidates for present or
anticipated vacancies and to permit successful competition with other employers, the Personnel
Office will issue job announcements and otherwise publicize vacancies through such media
deemed appropriate. In addition, the Personnel Office will distribute announcements to County
employees and post them on the County "Job Board" near the Board's offices. Promotion of job
vacancies shall be conducted for a sufficient period of time to ensure a reasonable opportunity for
people to apply and be considered for the advertised position.
4.22 Application Forms. All applications for employment are to be made on forms prescribed by the
Personnel Office and approved by the Board. Such forms shall require background information
to include training, experience, and all other pertinent information. All applications must be
signed, and the Personnel Office may require proof of statements as appropriate. Application
forms shall not elicit any information concerning race, politics, religion, color, sex, age, marital
status, or national origin. Such data may be obtained separately for research purposes only.
4.23 Rejection of Applications. The Personnel Office may reject any application which does not meet
the minimum qualifications established for the position. Applications may also be rejected if the
applicant:
• Has falsified the application;
• Is physically, mentally or otherwise unable to perform the duties of the position;
• Has been convicted of a crime which renders the applicant unsuitable for the position applied
for:
• Has an unsatisfactory employment record demonstrating unsuitability for the position applied
for;
• Is a member of an organization which advocates the overthrow of the government of the
tJnited States by force or violence,
• Is found by thePersonnelOffice to be clearly unsuitable for the position applied for;
• Does not sign and date application;
• Does not complete application as specified on the application form.
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SECTION 4.3 SELECTION PROGRAM
The selection process shall be fair, objective and efficient. it is designed to match the best candidates with
the position by paying special attention to the candidate's proven work ability and to the candidate's
likely capacity to grow professionally in the position. Current County employees who apply for an open
position will be given the same consideration as non -County employees.
4.31 Open Competitive Selection. The Personnel Office is responsible for determining the selection
criteria to be used to select the best qualified candidates for each class. Selection devices may
include work samples and performance tests, written tests, individual physical examinations,
background and reference inquiries. In the development of selection devices, the Personnel Office
will confer with Department Heads, consultants or others skilled in or familiar with minimum job
requirements.
4.32 Initial Screening. Upon request, the Personnel Office will screen all applicants and recommend to
the Department Head, selection committee or the Board, those applicants who possess the
requirements for the position.
4.33 Selection Committee. When hiring people to fill supervisory and management positions, it is
highly desirable to form a selection committee to review the applications and recommend to the
Board the top three candidates. The selection committee should be composed of the immediate
supervisor to the position (if other than the Board), the Personnel Office, and experts in the
discipline concerned.
4.34 Selecting Successful Applicant. The Department Head in the department where the vacancy exists
is responsible for interviewing and selecting the successful applicant, but the final hiring authority
rests with the Board. Final approval by the Board is not required if the following conditions are
met:
• The department receives prior approval from the Board to fill the vacancy. In order to comply
with this requirement, there must be an established position and available funds.
• The applicant selected by the Department Head meets or exceeds the qualifications which are
established for the vacant position.
• The department follows the procedure for filling the vacant position (see Rule 4).
RULE 5 -ORIGINAL APPOINTMENT AND TRIAL SERVICE
SECTION 5.1 APPOINTMENTS
All employees shall be employed in accordance with these rules. Any appointment made in violation of
these rules is null and void.
SECTION 5.2 TRIAL SERVICE
5.21 Length of Trial Service Period. Every person appointed to a position in the classified service shall
serve a trial service period of at least six (6) months.
5.22 Extension of Trial Service Period. The usual six-month trial service period may be extended by
the Department Head (or the Board if the employee is a Department Head) on a month-to-
month basis, not to exceed a total trial service period of twelve (12) months.
5.23 Evaluation During Trial Service Period. Each employee shall be evaluated twice during trial
service, once after two (2) months of work and again dust prior to the completion of six (6)
months. The employee must be evaluated "Meets Standards" or better in order to achieve perma-
nent status (see also Rule 6). An employee who was started on Step "A" of their pay range shall
automatically advance to Step "B" upon satisfactory completion of his trial service period.
5.24 Responsibility of Evaluators. The employee's immediate supervisor is responsible for completing
the performance evaluation reports on the trial service employee. The supervisor's evaluation shall
be reviewed by the Department Head and copies given to the employee and the Personnel
Specialist. The Department Head is responsible for seeing that these reports are completed in a
timely and proper fashion. Should a Department Head fail to perform a performance evaluation
in the designated month, resulting in either a trial service pay increase or an extension of the
probationary period, the employee in question shall be terminated.
5.25 Responsibility of Personnel Specialist. The Personnel Specialist is responsible for notifying
Department Heads of the deadline for filing the six-month performance reviews. Failure of the
Department Head to comply with this notice will result in disciplinary action by the Board of
Commissioners.
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SECTION 6.3 RESPONSIBILITY FOR PERFORMANCE EVALUATION
• 6.31 Immediate Supervisor. The employee's immediate supervisor is responsible for completing a
performance evaluation report at the time prescribed.
6.32 Joint Responsibilities. The immediate supervisor is to discuss the performance evaluation with the
employee before the report is made part of the employee's permanent record.
6.33 Personnel Specialist. The Personnel Specialist is responsible for the overall administration of the
employee performance evaluation program. The Personnel Specialist shall advise and assist
employees, immediate supervisors and Department Heads to ensure that performance evaluation
procedures are handled in accordance with the provisions in this section. The Personnel Specialist
is responsible for designing and revising the necessary forms and instructions.
SECTION 6.4 UNSATISFACTORY EVALUATION
Employees who receive an unsatisfactory evaluation are not eligible to receive a salary step increase.
SECTION 6.5 PERFORMANCE EVALUATION APPEAL PROCEDURE
Employee performance evaluation reports are limited to Step I and Step II of the Grievance Procedure.
Deleterious reports shall be removed from the employee's file if a grievance on the report is decided (by
the Department Head) in favor of the employee.
RULE 7—WORK RULES AND DISCIPLINARY ACTION
SECTION 7.1 PURPOSE
The orderly and efficient operation of the County government requires that certain work rules be
followed. Work rules covering personal standards of conduct, as well as standard operating procedures,
are necessary to protect the health and safety of all employees, maintain uninterrupted service, and to
inform employees of the conduct expected of them.
• SECTION 7.2 WORK RULES
The following work rules, and those in other sections of these Personnel Rules, apply to all County
employees. These rules are not all-inclusive, and the County may establish additional rules by Board
action to ensure the effective operation of County government.
7.21 Reporting Time. According to Departmental directives, employees must be at their designated
work space on time and ready to work. Employees shall remain at their work area, at work, until
the scheduled quitting time, unless permission to leave is granted by their supervisor. An
employee must immediately report to his supervisor his inability to report to work and the reason.
Failure to report to work or to notify one's office of the reason for an absence of twenty-four (24)
hours or more shall be considered an implied resignation.
7.22 Hours of Work.
• Office hours are established by the Board. Department Heads shall have personnel available to
serve the public at all times during working hours, unless the Board specifically changes the
hours due to a shortage of staff. Department Heads may establish flexible work schedules
provided other sections of these rules are complied with.
• If employees do not take advantage of established lunch hours and rest periods, they are not
allowed to deduct the unused time from their work schedules.
• Lunch periods and breaks are the employee's own personal time. In the event of an emergency
in which an employee's supervisor requests the employee to work a portion or all of his lunch
period, the amount of time worked will be considered overtime. However, in the event time is
available closely after the designated lunch period, the employee will be allowed to take a lunch
break. It is anticipated that these special situations will arise only on a limited basis.
7.23 Rest Periods. A rest period (not to exceed fifteen [15] minutes) is permitted all permanent, full-
time employees during each regular half shift. Department Heads will ensure that the total rest
period does not exceed thirty (30) minutes per full shift.
7.24 Lunch Periods. Lunch periods should be taken as close to the middle of the full shift as possible,
• in consideration of the efficient operation of the department.
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7.25 Personal Business.
• County premises, or any premises on which an employee conducts County business, cannot be
used to conduct personal business during working hours.
• Employees may not use County telephones during working hours for personal calls over one
minute in duration. Personal long distance calls cannot be charged to County phones; however,
personnel requested to work overtime are allowed to place a call within the County to notify
others of extended hours.
• Employees may not engage in solicitation or distribution of non -County literature or partisan
political activity while on County time or County premises. However, in regard to the County
Library, the County Librarian will determine what material will be allowed for display and/or
distribution.
• All County personnel must conduct County business in accordance with the Government Ethics
Laws (ORS Chapter 244) and the Deschutes County Personnel Rules. When and if these two
are in conflict, whichever is the most restrictive takes precedence.
• No County personnel is allowed to serve the County (e.g., to receive payment from the County
unrelated to their County job) in any private business capacity without specific written
authorization from the Board. Such authorization shall only be given in instances where the
competitive bidding process is used and clearly shows that all local businesses capable of
competing were notified and had the opportunity to compete.
• No County employee shall engage in non -County employment which, in the interpretation of
the Board, has the potential of having a detrimental impact on his/her County position or
could take unfair advantage of others due to his/her County position.
7.26 Safety. Employees shall follow all safety regulations (see Section 8.3), including the wearing of
safety articles and the use of protective equipment. Employees must immediately report accidents
or injuries to their supervisors. Employees may not litter work areas.
7.27 Courtesy. Employees are expected to deal with the public in a courteous and professional manner.
7.28 County Property. Employees shall be responsible for and not misuse or abuse County property.
County property may not be used for the employee's personal benefit. County property, records
or other materials may not be removed from the premises without written permission, except as
required for the performance of an employee's job.
7.29 Parking. Employees shall not park in areas which are identified by restrictive parking signs.
7.210 General Employee Conduct.
• Employees must not restrict, interrupt or interfere with the work of others.
• Employees are not to neglect their duties and responsibilities, nor to refuse to perform assigned
work, nor perform work in such a manner so as to hinder the effective performance of County
functions.
• Employees shall not engage in immoral conduct, fighting, horseplay, abrasive language, or
consume alcoholic beverages while on duty or on County premises.
• See also Section 8.4 and other pertinent sections.
7.211 Records. Employees must notify their supervisor when there is a change in their personal data.
Employees shall not falsify records, reports, or claims of illness or injury.
7.212 Relatives in County Service.
• Two members of an immediate family may not be employed under the same supervisor. Neither
may two members of an immediate family be employed at the same time, regardless of the
administrative department, if such employment will result in an employee supervising a member
of his immediate family.
• The provisions of this section shall apply to promotions, demotions, transfers, reinstatements
and new appointments. The provisions of this section shall not be retroactive.
• Married couples who are both in the County's employ may not both receive primary health and
dental insurance; however, each County employee is entitled to life and disability insurance.
(This section is at all times subject to the agreements in force between the County and the
insurance carriers.)
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SECTION 7.3 RESPONSIBILITIES
7.31 Supervisors and Department Heads. Supervisors and Department Heads will require employees
to read Section 7.2, and Department Heads have primary responsibility for enforcing those
provisions and all others in these Personnel Rules.
7.32 Board of Commissioners. The Board shall take all action necessary to ensure that the provisions
of Rule 7 are enforced.
7.33 Personnel Specialist. The Personnel Specialist is responsible for the overall administration of the
work rules, including the recommendation of revisions, deletions or the adoption of new rules.
The Personnel Specialist is also responsible for advising Department Heads on the proper
implementation of work rules and for reporting suspected or confirmed major or repeated
violations to the Board.
SECTION 7.4 DISCIPLINE OR DISCHARGE
In addition to action arising from violation of the work rules described in Section 7.2, employees may
have disciplinary action taken against them for inefficiency, incompetence, insubordination, indolence,
dishonesty, malfeasance, or insobriety. Performance related problems will generally be handled by
constructive criticism rather than progressive discipline.
7.41 Forms of Discipline. Disciplinary action may take the form of an oral reprimand, a written
reprimand, suspension, demotion and/or dismissal from County service. The form of disciplinary
action depends on the severity of the offense, as well as the number and frequency of previous
acts of misconduct.
• Oral Reprimands. An oral reprimand is the least severe of the County's disciplinary actions.
• Written Reprimands. Written reprimands are prepared and delivered by the supervisor or
Department Head.
• Suspension. Employees may also be suspended without pay for periods not exceeding thirty
(30) days.
• Demotions. The employee's Department Head may demote an employee to a lower class
description and/or reduce the employee's salary to a lower step in the pay plan.
7.42 Dismissals.
• Discharge of Permanent Employees. Employees may be dismissed from the County service for
cause as determined by a Department Head or the Board. Dismissed employees shall not be
eligible for rehire in another County department.
• Discharge During Trial Service. An employee may be discharged during trial service for any
good and sufficient reason as determined by the Department Head or the Board.
7.43 Responsibilities of all County Employees.
• It is the duty of all County employees to comply with and to assist in carrying out the
provisions of the County's work rules. Such discipline shall be in accordance with procedures
established by the Personnel Rules and Regulations.
• Every supervisor or Department Head must discuss improper or inadequate performance with
the employee seeking to correct the deficiencies and to avoid the need to exercise disciplinary
action.
7.44 Written Notice. A written reprimand (or notice) is to be given to each employee for each
significant violation and disciplinary action. The notice shall be given to the employee at or before
the time such action is taken. A copy of the notice, signed by the employee, is sent to the
Personnel Specialist for inclusion in the employee's personnel file as evidence of delivery.
7.45 Appeal of Disciplinary Action. All employees have the right to appeal disciplinary action taken
against them within five (5) working days after notice of such action is delivered. Appeals shall be
made in accordance with the grievance procedure.
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RULE 8 -COUNTY PERSONNEL BENEFITS AND PRACTICES
• SECTION 8.1 HOLIDAYS
The following days, fixed by Oregon Revised Statutes, are paid holidays for all permanent full-time
employees in the County Service. Permanent part-time employees will receive a pro -rata share of the
holiday pay if their normally scheduled work time falls on the recognized holiday.
8.11 • New Year's Day (January 1).
• Lincoln's Birthday (First Monday in February).
• Washington's Birthday (Third Monday in February).
• Memorial Day (Last Monday in May).
• Independence Day (July 4).
• Labor Day (First Monday in September).
• Veteran's Day (November 11).
• Thanksgiving Day (Fourth Thursday in November).
• Christmas Day (December 25).
• Floating Holiday at Board's discretion.
8.12 Exceptions. Whenever a holiday falls on Sunday, the following Monday shall be considered a
holiday. If a holiday falls on Saturday, the preceding Friday shall be a holiday in that year.
Holidays which occur during paid vacation or sick leave shall not be charged against vacation or
sick leave. In order to qualify for holiday pay, employees must work the days before and after the
holiday or be on authorized leave of absence with pay.
SECTION 8.2 TRAVEL EXPENSE
8.21 Mode of Transportation. Travel on official business shall be via public carrier or County -owned
vehicle whenever possible.
8.22 Mileage Allowance. A mileage allowance will only be authorized and paid on trips that have prior
approval of the Department Head or the Board. If authorization is granted to use a private
vehicle when a County vehicle is not available, mileage shall be paid at the rate of $.25 per mile.
• However, if a County vehicle is available, but a request is approved to use a private vehicle,
mileage will be paid only on a one-way basis ('/z mileage). The rate paid for mileage
reimbursement is reviewed and adjusted annually by the Board.
8.23 Subsistence Allowance. A subsistence allowance is paid to County employees who are away from
the County on official County business. This reimbursement is calculated when the employee
returns actual receipts for meals, lodging and other necessary expenses. Employees are expected
to be frugal in making such expenditures. Expenditures considered unnecessarily indulgent may
be denied reimbursement.
8.24 Use of Public Vehicles. Only County employees on official County business may ride in County
vehicles, unless otherwise authorized by the Board. County vehicles are not to be used for
transportation to and from work. County vehicles are not to be used for personal business or
pleasure. (See also Section 3.36.) Exceptions to any portion of this section may be granted by the
Board.
SECTION 8.3 SAFETY
8.31 Employee Responsibilities. Department Heads, supervisors and employees must guard the safety
of themselves, fellow employees and the public.
832 Accident Reporting. When accidents occur on County property or in the course of conducting
County business, the employee should contact his supervisor immediately, and the supervisor will
complete an accident report form. The Personnel Office is to be notified of all accidents involving
County employees and County equipment as soon as possible and not later than the next work
day.
SECTION 8A LEGAL LIABILITY
8.41 Employee Responsibilities. County employees must abide by all laws and regulations which
govern the performance of their duties, and shall perform their duties as reasonable, prudent
people. Employees who are reasonably cautious and prudent in the performance of their duties
. are not negligent, and therefore neither legally nor morally liable for accidents or injuries which
may occur.
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8.42 Employee Liability. If an employee is negligent in the performance of duties and responsibilities,
and if an accident results from such negligent performance of duties and responsibilities, the
employee may be held personally and legally liable.
SECTION 8.5 HEALTH AND WELFARE
8.51 Insurance. Permanent full-time employees and their immediate families will receive County -paid
health and dental insurance coverage starting on the first day of the month following completion
of thirty (30) days of employment with the County. Coverage for elected officials will begin
January 1 of the year the official begins serving his or her term.
8.51A Married Couples Who Both Work for the County. Coverage will not he duplicated. One spouse
or the other should be covered as the primary recipient. (Additional coverage is extended to the
second spouse via spousal rights contained in the policy.) This clause effective 8/l/85.
8.51B The County will provide insurance benefits to County employees who have worked for the
County for 30 years or more up to age 65 in accordance with its annually negotiated insurance
benefit program.
8.52 Insurance for Permanent Part -Time Employees. Permanent part-time employees will receive
health and dental insurance coverage on the first day of the month following completion of thirty
(30) days of employment with the County.
8.53 Temporary Part -Time, Temporary Full -Time, Limited Part -Time and Grant -Funded Employees.
Employees in these categories do not receive health or insurance benefits.
8.54 Retirement. The County shall be a participant in the Public Employees Retirement System
(PERS) or its equivalent. After the employee has satisfactorily completed his six month
probationary period and holds a position requiring that the employee works in excess of 600
hours per year, the County shall make contributions to PERS in accordance with levels
established for the employee's position.
RULE 9 -LEAVES OF ABSENCE
SECTION 9.1 LEAVES OF ABSENCE, GENERAL
9.11 Authorization For Leave. Leaves of absence will be granted only after the employee has
submitted a written request for a leave and received a written approval from the employee's
supervisor. (Copies of all such requests are to be retained in the employee's file in the Department
office.) It is the responsibility of the Department Head to submit the Department's payroll
voucher to the Data Processing Department indicating which employees are on leave, and each
employee's leave status (i.e. paid or non -paid leave). A copy of this voucher is to be sent to the
Personnel Specialist.
9.12 Accumulation While on Leave. Vacation and sick leave credit shall continue to accrue to those
employees who are on leave with pay.
9.13 Leave Computation. For the accumulation of leave credit and the granting of leave, computation
shall be made in hourly units. Deductions shall not be made from leave accumulations for
regularly assigned days off, or County holidays occurring during a period of leave with pay if the
employee returns to work on the first day thereafter, or has been granted additional leave.
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SECTION 9.2 VACATION LEAVE
9.21 Eligibility. Permanent full-time and permanent part-time employees can use their accrued
vacation leave as soon as it is accrued after receiving authorization from their Department Heads.
9.22 Maximum accrual. The maximum accrual for vacation leave shall be equal to a total of two years
vacation leave credit. Leave accrued in excess of the above is forfeited unless prior approval for
an extension is granted, in writing, by the Board.
9.23 Accrual Provisions. Vacation shall be accrued according to the following two schedules:
Management Personnel (Class numbers determined to be management personnel will be estab-
lished each July 1, by Board of County Commissioners).
Years of Service
Days of Vacation
Accrual Rate
From 0-5 Years
144 Hours
12 Hrs./ Month
15 Hrs./Month
After 5 Years
180 Hours
Non -Management Personnel (those not listed above):
Years of Service
Days of Vacation
Accrual Rate
1-5 Years
96 Hours
8 Hrs./Month
5-10 Years
120 Hours
10 Hrs./Month
12 Hrs./Month
10-15 Years
144 Hours
168 Hours
14 Hrs./Month
15-20 Years
20+ Years
180 Hours
15 Hrs./Month
Vacation leave accrues while an employee is on leave with pay, but not while on leave without
pay. No employee can be granted leave without pay until after vacation leave that has accrued to
his credit is exhausted.
9.24 Employee Transfers. When an employee is transferred or appointed to another department, his
vacation credit and sick leave will be assumed by the new department.
9.25 Payment Upon Separation. An employee who terminates during the initial six months of his
employment is not entitled to cash compensation in lieu of vacation leave. In case of death,
compensation for accrued vacation leave will be paid to the employee's estate. Employees with
accrued and unused vacation leave are not entitled to payment for such leave upon separation
unless they qualify for the "Separation Bonus" (see Rule 11.41).
9.25A Employees whose position is converted from Permanent Part -Time status to Temporary Full -
Time status will accrue vacation benefits at the Full -Time rate for the duration of their
assignment.
9.25B Vacation accrual for permanent part-time personnel is computed on the basis of the percentage of
hours worked each month.
9.26 Vacation Scheduling. Department Heads should establish staffing schedules to provide vacation
leave for employees annually, and employees are to take vacation leave at the time scheduled. A
record of vacation time taken shall be kept on file in the department and in the employee's per-
manent Personnel File in the personnel office. Such schedules may be amended to meet work
emergencies. In establishing regular schedules, Department Heads should give due consideration
to the desires of individual employees while weighing the work requirements of the department.
Earned compensatory time cannot be taken in conjunction with vacation leave unless prior
approval is specifically granted by the Department Head. Department Heads shall advise the
board as to when they intend to take vacations. Whenever possible, seniority shall prevail where
there is a conflict between two or more employees wanting the same time off for vacation
purposes.
9.27 Mandatory Vacation. At least once each year, all permanent employees must be allowed to take
five (5) vacation days consecutively if accrued.
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SECTION 9.3 SICK LEAVE WITH PAY
9.31 Eligibility. Sick leave is earned by each permanent full-time employee in the classified service.
Employees are eligible for sick leave with pay immediately upon accrual. Permanent part-time
employees earn sick leave in direct proportion to the number of hours they work in a ratio with
permanent full-time employees.
9.32 Maximum Accrual. Employees accumulate sick leave at the rate of eight (8) hours for each full
month of continuous service. Accumulation of sick leave is not limited. However, when the
employee retires from County service, he will be compensated for one-half (�/2) the accumulated
portion of sick leave above 960 hours. The other one-half is credited to his retirement account.
9.33 Authorized Usage. Sick leave shall be used only for the following:
• When an employee is physically unable to perform duties because of illness or injury. The
employee shall notify the immediate supervisor as soon as possible prior to the beginning of the
shift. At the request of the immediate supervisor or other superior, the employee will obtain
certification from an attending physician, documenting the nature and period of illness.
• Medical or dental care.
• Exposure to contagious disease under circumstances by which the health of fellow employees or
the public would be endangered.
• Illness or death of an employee's mother, father, spouse, sister, brother, children, grandparents,
or other close relative. Up to three (3) working days in succession per occurrence may be used
for these purposes. The Board may grant additional days if special circumstances exist.
• Leave for childbearing is treated as a medical condition and is covered by sick leave with pay.
9.34 Employee Transfer. See Section 9.24.
9.35 Payment on Separation. Sick leave is provided by the County as insurance against the loss of
income due to illness. No compensation for accrued sick leave shall be allowed for any employee
upon separation. (See Rule 9.32.)
9.36 Absence Paid by State Industrial Accident Commission. Salary paid for a sick leave period also
covered by workers' compensation shall be equal to the difference between the workers'
compensation award and the employee's regular salary rate. In such instances, prorated charges
will be made against the employee's accrued sick leave.
9.37 Employees requiring sick leave, in excess of their earned sick leave, shall be required to use up
earned vacation time first and then formally apply for an extended medical leave.
SECTION 9.4 SICK LEAVE WITHOUT PAY
9.41 Extension of Sick Leave. Upon written application of an employee, sick leave without pay may be
granted by the Department Head subject to final authorization by the Board for a reasonable
period of disability after earned sick leave has been exhausted. In no instance shall such leave
without pay exceed six months.
SECTION 9.5 MILITARY LEAVE
9.51 Military Leave With Pay. An employee who has served with the County for at least six months
and who is a member of the National Guard or the reserve of any branch of the U.S. military, is
entitled to military leave not to exceed fifteen (15) calendar days per year. Such leave will be
granted without loss of time, pay or other leave and without impairment of merit ratings or other
rights or benefits.
Military leave with pay may be granted only to personnel with certified orders and shall not be
paid if the employee does not return to his position immediately following the end of the
approved duty period. Leave with pay will not be extended to those employees entering the
military service for extended and indefinite periods of time.
Department Heads are required to report employees on leave to the Personnel Department on
payroll time and leave sheets. Copies of military orders are also to be entered in the Personnel
File. (ref. ORS 408.290)
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9.52 Military Leave of Absence Without Pay. An employee filling a permanent full-time position is
entitled to a military leave of absence without pay during an approved period of service with the
armed forces of the United States. The employee shall, upon honorable discharge from such
service, be returned to a position in the same class as the last held position, at the salary rate
prevailing for such class, without loss of seniority or employment rights. If it is established that
the employee is not physically or mentally qualified to perform the duties of his former class
position by reason of such service, the employee shall be reinstated in other work that he is able
to perform at the nearest appropriate level of pay of the former class. Such employees shall make
application for reinstatement within ninety (90) days and shall report for duty within six (6)
months following separation from active duty. Failure to comply may terminate military leave
status. Where an employee voluntarily re -enlists, or extends his period of military service, his
military leave shall be deemed cancelled (ref. ORS 408.240).
SECTION 9.6 OTHER LEAVES OF ABSENCE WITH PAY
9.61 Jury Duty. Employees performing jury duty shall receive regular pay for the period of duty.
Employees shall pay to the County any compensation (excluding mileage) received as a result of
jury duty.
9.62 Witness Duty. Employees are to receive regular pay for appearances before a court, legislative
committee, judicial or quasi-judicial body as witnesses in response to a subpoena or other
direction. Employees shall return to the County any compensation (excluding mileage) received as
a result of such duty. This applies only when such appearance is necessary because of the
employee's position with the County.
9.63 Official Business. Employees will receive regular pay for attendance in court in connection with an
employee's officially assigned duties, including the time required going to and from court or other
authorized duties in connection with County business.
9.64 Disaster Leave. Regular salary will be paid to those employees who are unable to report for their
regular duties because of natural disasters beyond their control; or because they are needed to
work for the safety of their families or to prevent property damage; or to help with rescue work to
save life and property, this policy is to he effective only when the County has been declared a
disaster area by order of the Governor of the State of Oregon or upon the approval of the Board.
9.65 Educational Leave. Must meet the criteria outlined in Section 9.72 and will be granted on a case-
by-case basis.
9.66 Special Leave. Special leave is a provision created to accommodate natural disasters and life-
threatening situations. If there is a building emergency, a bomb threat, or a natural disaster,
special leave may be granted to County employees by Board decree. Such leave does not affect an
employee's earned vacation time or sick leave.
SECTION 9.7 OTHER LEAVES OF ABSENCE WITHOUT PAY
9.71 Special Leave. An employee's Department Head may grant a leave of absence without pay not to
exceed 30 calendar days. Leaves of absence without pay for periods in excess of 30 days must be
approved by the Board.
9.72 Educational Leave of Absence.
• After completing one year of continuous service, a permanent full-time employee, upon written
request, may be granted a leave of absence without pay by the Board (with departmental
approval), for the purpose of upgrading his professional ability through enrollment in
educational courses related to his employment at an accredited school. The period of such leave
of absence may not exceed one year, but may be renewed or extended upon request of the
employee and approved by the Board. One year's leave of absence with requested extensions for
educational purposes may not be provided more than. once in any three-year period.
• Employees may be granted time off with pay for educational purposes for reasonable lengths of
time to attend conferences, seminars, briefing sessions, training programs and other programs
of similar nature if they are intended to improve or upgrade the employee's skill and
professional ability. Attendance at such programs must be approved by the employee's
Department Head.
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RULE 10 -GRIEVANCE PROCEDURE
SECTION 10.1 POLICY
The County will promptly consider and respond to employee grievances relating to employment
conditions and relationships. Furthermore, the County prefers to correct the causes of grievances
informally and encourages both supervisors and employees to resolve problems as they arise.
SECTION 10.2 GRIEVANCE PROCEDURE
The following steps are to be followed in submitting and processing a formal grievance:
10.21 STEP I. The aggrieved employee or group of employees should verbally present the grievance to
the immediate supervisor within five (5) working days of the occurrence of the problem or within
five days of the time the employee becomes aware of the problems. The supervisor shall give his
oral reply within five (5) working days of the date of presentation of the grievance, not including
the date of presentation.
10.22 STEP II. If the grievance is not fully settled in Step I, it shall, in detail, be reduced to writing,
dated, signed by the aggrieved employee or group of employees, and presented by the aggrieved
party to the Department Head within five (5) working days after the supervisor's oral reply is
given (not including the day the answer is given). The Department Head shall reply in writing to
the grievance within five (5) working days of the date of the presentation of the written grievance
(not including the day of presentation).
10.23 STEP III. If the grievance is not settled in Step II, the written grievance is to be presented by the
aggrieved party, along with all pertinent correspondence, records and information, to the Board
within seven (7) working days after the Department Head's response is given. The Board may
meet with the aggrieved employee or group of employees, the immediate supervisor, and the
Department Head. The Board shall reply to the grievance in writing within seven (7) working
days after the date of presentation of the written grievance. If the grievance relates to the
discipline or discharge of an employee, the Board shall hold a hearing before issuing a reply. If an
employee being considered for discipline or discharge so chooses, the County's Employee Council
(if such exists) shall be allowed to take part in the hearing before the Board, and allowed to make
comments and recommendations to the Board. No appeal of a discharge shall be final until the
hearing is held and the reply issued (when a grievance relates to a discipline or discharge of an
employee). The decision of the Board shall be final and binding.
SECTION 10.3 -TIME LIMITS
If the grievance procedures established by this Section are not initiated within the time limits, the
grievance shall be considered not to have existed.
SECTION 10.4 -COUNTY LIABILITY
If the County fails to meet or answer any grievance within the time prescribed for such action, the
grievance shall automatically advance to the next step.
SECTION 10.5—EXTENSION OF TIME LIMITS
The time limits for the initiation and completion of the steps of the grievance procedure may be extended
by mutual consent of the parties involved. Mutual consent should be indicated in writing, and signed by
all parties involved.
SECTION 10.6—PROHIBITED PRACTICES
No employee can be disciplined or discriminated against in any way because of the employee's use of the
grievance procedure.
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RULE 11 -SEPARATION FROM COUNTY SERVICE
• SECTION 11.1—LAYOFFS
If there are changes in the duties of the organization, abolition of positions, lack of work, or shortage of
funds, the Board may lay off employees. However, the Board shall first make every reasonable effort to
integrate those employees into another department by transfer. When layoffs are required, Department
Heads and the Board shall base layoff decisions on each employee's job skill level and value to the
County, and shall also give consideration to seniority in the County service when the employees'
qualifications and abilities are relatively equal. Whenever feasible, departments and the Board will lay off
part-time employees first, probationary employees next, and full-time employees last.
SECTION 11.2—REASSIGNMENT OF DUTIES
Duties performed by employees who have been laid off may be reassigned to other employees who hold
positions in appropriate classes.
SECTION 11.3 -REHIRING OF LAYOFFS
Once Board approval has been given to rehire, Department Heads and the Board shall rehire employees
in the inverse order of lay off; employees laid off last shall be called back first, providing the procedure
will guarantee the effective operation of the unit. This procedure shall be employed up to one year from
the time the lay-off occurs.
SECTION 11.4 -RESIGNATIONS
In order to resign in good standing, an employee must give the Department Head or the Board at least
fourteen (14) calendar days written notice. Employees excluded from overtime coverage will give thirty
(30) calendar days written notice. The Board may agree to a shorter period of notice if a request is
submitted in writing outlining a suitable explanation.
11.41 Separation Bonus. In the event an employee separates from County service in good standing
• (retirement or resignation with proper notice) he is entitled to receive payment for any
accumulated vacation time or comp time. This separation bonus does not apply to probationary
employees.
SECTION 11.5 -EXIT INTERVIEW
11.51 Purpose. The purpose of the exit interview is threefold:
• The exit interview can further good public relations by helping to correct misinformation or
mollify negative attitudes.
• The exit interview can further good employee relations by letting the employee know that the
County is interested in his/her future plans. The interviewer can also provide information and
assistance to the departing employee.
• The exit interview is an excellent management tool to gain insight into the effectiveness of
County personnel and managerial practices; to determine where personnel policies and
procedures are in need of review or revision, and to determine where supervisory or managerial
practices need modification or improvement.
11.52 Conducting the Exit Interview. Unless waived by the Board, an exit interview is to be conducted
with every employee who is separating from County employment, regardless of his length of
service, his position, or the circumstances of his separation.
11.53 Responsibility of Personnel Office. The Personnel Office is responsible for conducting all exit
interviews. The Personnel Office shall assure that each employee is interviewed and shall also
analyze the results of each interview to determine how they may relate to current personnel
policies and procedures.
11.54 Timing of Interview. Department Heads are responsible for notifying the Personnel Office as soon
as they learn that one of their employees is leaving. The Personnel Office will then schedule a time
and place for the interview, which will normally fall on the employee's last work day.
11.55 Forms and Records. Results of exit interviews are to be recorded on forms prescribed by the
Personnel Office. The record of the interview becomes a part of the employee's permanent
Personnel File.
• 11.56 Follow -Up Letter. The Personnel Office will send a follow-up letter to the separated employee
immediately after the date of separation. The purpose will be to elicit information from employees
who are afraid or unwilling to discuss aspects of their employment during the exit interview.
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RULE 12 -PERSONNEL RECORDS MANAGEMENT
• I SECTION 12.1—PURPOSE
The development and maintenance of an effective personnel transaction procedure and personnel records
management system is essential to a sound personnel program. The primary purpose of these systems and
procedures are to:
• Establish and maintain clear lines of authority for the processing of personnel information and
management of personnel records.
• Establish and maintain uniform, easily accessible and complete employment records of all
County employees.
• Establish and maintain clear and efficient procedures for processing all transactions that affect
each employee.
SECTION 12.2 -RESPONSIBILITY AND AUTHORITY
12.21 Personnel Specialist. The Personnel Specialist shall:
• Have overall responsibility for establishing, maintaining and coordinating personnel -related
activities and records management systems and procedures for all County employees.
• Establish and maintain a central personnel file to include all transactions, records and other
pertinent employment information for each County employee.
• Establish and maintain personnel transaction forms and procedures.
• Establish and maintain position complement control records and procedures.
• Advise and assist Department Heads in all County personnel transactions and records manage-
ment systems and procedures.
12.22 Department Heads.
• Initiate and process personnel transactions affecting their employees, using forms prescribed by
the Personnel Office.
• Maintain a written record of contacts with employees as they deem appropriate, or as required
by these rules. Copies of such records are to be forwarded to the Personnel Office for
• inclusion in the central personnel file.
12.23 Data Processing Unit. The Data Processing Unit shall convert data from personnel transactions
to electronic data processing records. The conversion system is to be developed by the Data
Processing Unit in close cooperation with the Personnel Office to provide management with
current personnel and position summaries, statistics and other pertinent data.
12.24 Employees. All employees are responsible for notifying their supervisor or the Personnel Office of
any changes which affect their personal status. Employees shall also receive a copy of all
personnel transactions which affect their employment or personal status.
RULE 13 -EMPLOYEE DEVELOPMENT
SECTION 13.1—PURPOSE
The purpose of the employee development program is to foster and promote the training and
development of employees in order to:
• Improve the quality of personal services rendered to the County by employees.
• Equip employees for career advancement within the County service.
• Provide a reservoir of occupational skills necessary to meet current and future employment
needs.
As a means of accomplishing these objectives there are a number of methods which can be utilized:
• Tuition Reimbursement. Dependent upon available funds, the County will reimburse
permanent employees one-half the expense for qualified courses which are taken at COCC.
Prior approval must be obtained from the employee's department head and the Personnel
Officer.
• Scheduled Training. The Personnel Office will attempt to schedule throughout the year
appropriate training classes which will be open for participation by interested employees.
• Departmental Training. Each department is encouraged to take into account departmental
training needs — and in tum budget funds to make available such program to individual
employees.
The Personnel Officer is open to suggestions from all employees regarding ways to enhance the employee
development activities.
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SECTION 13.2 -DEVELOPMENT AND ADMINISTRATION: RESPONSIBILITIES
13.21 Personnel Specialist. The Personnel Specialist has the overall responsibility for the development,
administration and coordination of the employee development program. In this capacity, the
Personnel Specialist shall:
• Assist the Department Heads in development, implementation and budgeting of employee
development programs to meet the current and future needs of their departments, and to
increase employee efficiency.
• Conduct or coordinate employee development programs to meet the common needs of all
departments.
• Maintain a file of current information and materials on job requirements, training opportunities,
employee development manuals and other employee development literature.
• Maintain a record of all training conducted and ensure that authorized employee development
programs are properly administered.
• Prepare certificates of recognition for employees who satisfactorily complete employee
development programs, and ensure that a record is maintained in the employee's Personnel File.
• Assure that all employees receive equal consideration for appropriate training opportunities.
• Assure that employee Personnel Files are updated upon successful completion of any employee
development activities, to ensure maximum consideration for placements, transfers and
promotion.
13.22 Department Heads. Department Heads shall provide active leadership in developing the
employees under their supervision. In this capacity, they shall:
• Cooperate closely with the Personnel Specialist in determining the current and future
employee development needs of the department.
• Participate with the Personnel Specialist in developing and implementing employee
development programs.
• Attempt to budget sufficient funds to participate in needed career development programs.
• Assess the effectiveness of completed career development programs and make recommendations
for improvement where appropriate.
• Assure that employees are provided with sufficient time to participate in career development
programs.
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