HIGHLANDS COUNTY BOARD OF COUNTY COMMISSIONERS

Transcription

1 HIGHLANDS COUNTY BOARD OF COUNTY COMMISSIONERS Last Updated 9/15/2009 This manual sets forth policies which concern all Board employees. It has been and continues to be our practice to follow these policies and treat employees fairly. From time to time, there will be revisions to this manual and employees will be notified of these changes. It is necessary for us to make clear that this manual is not part of a contract and no employee has any contractual or property right to the matters set forth in this manual. All employment is at will. Employees are free to voluntarily sever employment with the County at any time and for any reason. The Board retains the right to terminate employment at any time and for any reason or no reason as it deems necessary.

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3 TABLE OF CONTENTS CHAPTER 1 PERSONNEL RULES AND REGULATIONS MANUAL CHAPTER 2 PAY PLAN CHAPTER 3 RECRUITING AND HIRING CHAPTER 4 APPLICANTS FOR EMPLOYMENT CHAPTER 5 APPLICATION REGISTERS CHAPTER 6 CERTIFICATION OF ELIGIBLES CHAPTER 7 APPOINTMENT AND SEPARATION CHAPTER 8 HOURS OF WORK, ATTENDANCE AND LEAVE CHAPTER 9 PERFORMANCE EVALUATION CHAPTER 10 DISCIPLINE, GRIEVANCE AND APPEALS CHAPTER 11 PERSONNEL RECORDS AND REPORTS CHAPTER 12 POLITICAL ACTIVITIES AND UNLAWFUL ACTS CHAPTER 13 EQUAL EMPLOYMENT OPPORTUNITY CHAPTER 14 EMERGENCY MEDICAL SERVICE (EMS) PAY AND BENEFITS CHAPTER 15 FIRE SERVICE PAY AND BENEFITS APPENDICES... 1 APPENDIX ONE CLASSIFICATION PLAN... 1 APPENDIX TWO POSITION, CLASSIFICATION, PAYGRADE... 3 APPENDIX THREE SCHEDULE OF PAY ENTITLEMENTS... 7 APPENDIX FOUR PERFORMANCE EVALUATION... 9 APPENDIX FIVE TIME SHEET APPENDIX SIX FAMILY AND MEDICAL LEAVE APPENDIX SEVEN TUITION ASSISTANCE REQUEST APPENDIX EIGHT EXIT INTERVIEW APPENDIX NINE SECONDARY EMPLOYMENT APPENDIX TEN JOB DESCRIPTIONS APPENDIX ELEVEN SICK LEAVE POOL APPLICATION APPENDIX ELEVEN GRIEVANCE REPORT APPENDIX THIRTEEN EMPLOYEE WARNING REPORT APPENDIX FOURTEEN PRIDE PROGRAM i

4 HIGHLANDS COUNTY BOARD OF COUNTY COMMISSIONERS Chapter 1. MANUAL PERSONNEL RULES AND REGULATIONS 1.01 SCOPE AND PURPOSE. This manual sets forth rules and regulations for administering uniform personnel polices approved by the Board of County Commissioners of Highlands County (Board) and is applicable for all positions, procedures, and personnel under the direct supervision of the Board. Changes, additions, deletions and/or exceptions to this manual are not authorized and may not be made without the written approval of the Board. The rules and guidelines contained herein do not reflect or represent every conceivable situation, but those most often encountered. Misconduct or situations not described will be handled as warranted by the circumstances. Penalties or disciplinary action may be modified by extenuating circumstances. A. Employment At-Will. This manual establishes policies concerning the employment of persons by the Board. It has been and continues to be our practice to follow these policies and treat employees fairly. From time to time, there will be revisions to this manual and employees will be notified of these changes. It is necessary to make clear that this manual is not part of a contract and no employee has any contractual or property right to the matters set forth in this manual. Employment with the Board is voluntarily entered into and all employees are free to resign at any time with or without notice and with or without cause. Similarly, the Board is free to conclude any employment relationship with an employee at any time, with or without cause. All employees serve at the will and pleasure of the County. Accordingly, there is no promise that an employee s employment will continue for a set period of time or that the employment will be terminated only under particular circumstances. B. Conflict with Statutes. In the event any provision of this manual is or becomes in conflict with any federal, state, or local law, such provision is, to the extent that it is in conflict, hereby automatically amended to conform to such law. The remainder of this manual shall remain in full force and effect, unless and until modified by the Board CLASSIFICATION PLAN. The Human Resources Department shall establish and maintain a uniform classification plan consisting of: 1. All positions approved by the Board of County Commissioners. 2. Class specifications (job descriptions) for all positions approved by the Board. 3. The allocation of each position to its proper wage category. 4. Rules for administering the plan including initial and reclassification. 1-1

5 A. A class shall be established for each definable kind of work, level of difficulty and degree of responsibility. Each class shall be periodically re-evaluated per management, Board request or on a schedule established by the Human Resources Department. B. Each class shall be defined by a class specification number, assigned the appropriate pay grade and numerical position code. C. Positions will not be allocated to a class which has not been approved as part of the classification plan ADMINISTRATION. The Human Resources Department shall be responsible for the overall coordination, review and control of the classification plan and its administration. A. Actions to effect initial classification and/or reclassification of any position shall not be taken by another department to fill a position or effect other personnel changes without the approval of the Human Resources Department. B. To the extent feasible, actions that may result in new positions will be processed as part of the normal budget cycle. Classification of new positions or reclassification of existing positions which require immediate action and which significantly impact either the County organization or individual employees may be considered as an exception to policy. C. The Human Resources Department shall conduct periodic evaluations of each position to assure that the classification plan is current and uniform CATEGORY AND CLASS SPECIFICATIONS. A. Category specifications are identical to those used by the Equal Employment Opportunity Commission. These categories are: 1. Officials and Administrators 5. Protective Service Non-Sworn 2. Professionals 6. Administrative Support 3. Technicians 7. Skilled Craft Workers 4. Protective Service-Sworn 8. Service/Maintenance B. Class specifications (job descriptions) define the kind of work and level of responsibility normally assigned to employees performing a job. While exact duties and responsibilities of positions under a specific job title may differ, all positions so designated shall be sufficiently similar as to kind of work, level of difficulty or responsibility and qualification requirements to warrant like treatment for personnel purposes (See Appendix One). C. Class specifications shall contain the seven parts listed below. Each part must contain the minimum amount of information required to distinguish each characteristic: 1-2

6 1. Job Title - The official title given that will best describe the job specification. 2. Position, Purpose, and Objectives - The specific reason the position is established and the overall objectives to be achieved by the employee that holds the position. 3. Essential Job Functions - Specific statements as to the kind of work and level of responsibility the job specification encompasses, but not restrictive to the duties that may be required. 4. Knowledge, Skills, and Abilities - Statements specifying the knowledge level, special abilities, and skills necessary to do the job. This section will also contain a description of the physical abilities required of the position based on the normal and recurring physical demands of the job. Physical ability requirements must be based on the essential functions performed by the job. 5. Supervisory Responsibility - A statement of the number and rank of personnel supervised by the holder of the position, if any. 6. Working Conditions - A description of the usual and occasional location and environment in which the holder of the position is required to operate. 7. Minimum Qualifications - Statement of the kinds and amounts of training, education, experience and/or other qualifications that is normally required of applicants for the job specification. D. The Essential Job Functions section of the job description shall be used as the primary basis for determining the proper allocation of all positions. E. Job descriptions will be maintained on a current basis by the Human Resources Department in Appendix Ten of the Rules NEW POSITIONS. Only the Board may authorize establishing new regular or temporary positions with benefits. Each new position authorized must be properly classified by Human Resources Department prior to posting, hire, or internal transfer RECLASSIFICATION. A position may be reclassified from either a higher or lower classification as a result of significant changes in assigned duties and responsibilities. A. Reclassifications cannot be effected for situations involving the assignment of new duties and responsibilities which in effect create a new position. 1-3

7 B. Reclassifications will not be approved for artificial changes in duties and responsibilities solely for the purpose of gaining a change in the current authorized grade level. C. All reclassifications must be reviewed by the Human Resources Department and approved by the Board prior to implementation LEAD WORKERS. When two or more positions in the same or similar class are located in the same work unit, one position may be assigned lead worker duties provided: A. The position is assigned duties and responsibilities of a limited supervisory nature in addition to normal assignments of the position. B. The supervisory responsibilities do not justify reclassification of the position. C. Authority. Lead worker duties may not be assigned to a position unless the position has been approved as a lead worker position by the Board. D. Pay. Employees assigned lead-worker responsibilities will normally be awarded not more than a pay increase of 10 percent above the employee's current bi-weekly salary. Such salary increase may exceed the maximum of the current pay grade authorization if necessary to accomplish the purpose of this section JOB TITLES. Official job titles and codes shall be used on all personnel payroll records and in the preparation of operating budgets NUMBERING SYSTEM. The Human Resources Department shall develop and maintain a position numbering system that will precede the job title and identify each individual position. (See Appendix Two for position numbers and approved job titles.) 1.10 PERSONNEL ACTIONS REQUIRING BOARD APPROVAL. It is the responsibility of the Human Resources Director to prepare documentation in such a manner as to permit timely and efficient action when presented to the Board. Personnel actions will be provided to the County Administrator for scheduling of meetings of the Board. 1-4

8 Chapter 2. PAY PLAN 2.01 SCOPE. This chapter sets forth the rules and regulations for the administration of an equitable pay plan for all positions in departments under the supervision of the Board of County Commissioners of Highlands County SCHEDULE OF PAY ENTITLEMENTS. This pay plan shall consist of the official Schedule of Pay Entitlements which shall be revised annually, or more often, with cost of living or other adjustments if deemed appropriate and authorized by the Board. (See Appendix Three) A. The Schedule of Pay Entitlements shall portray all pay grades currently established and approved by the Board and consists of the annualized low and high salaries, low and high bi-weekly salaries, and the hourly low and high pay rates of every pay grade. NOTE: Longevity Pay applies only to persons hired prior to October 1, 1985 and who have had no subsequent break in service of 24 hours or longer. The Schedule of Pay Entitlements does not include or provide for longevity pay. B. All Board positions shall be assigned to a pay grade in Appendix Three. All positions in the same class shall be assigned the same pay grade regardless of division or individual assignment. C. Maximum Salary/Wage Limit. No employee shall be authorized a bi-weekly salary in excess of the maximum approved for their pay grade except when authorized for lead worker pay. Pay grades may not be adjusted solely for the purpose of gaining salary increases which would exceed the pay grade to which assigned. D. Pay Plan Review. The Human Resources Department shall conduct periodic studies of all pay grade assignments to insure plan equity and provide information necessary to recommend changes to maintain a competitive pay plan 2.03 METHOD OF PAYMENT. All employees will be paid in accordance with the rates established in the official Schedule of Pay Entitlements and in compliance with applicable law. Employees shall be paid by electronic transfer or check in accordance with the schedule established by the Board and the Finance Office of the Clerk of Courts. Electronic direct deposit pay method is mandatory for all regular employees hired after April 1,

9 2.04 PAY RATES A. Starting Salary/Wage. An employee given an original appointment per Chapter 7 shall be paid at the minimum rate approved for the class to which appointed, unless: 1. The employee possesses training, knowledge, and/or experience substantially above the minimum required by the job specification and it has been determined that the employee is exceptionally well qualified for the position. In such cases, the employee will be paid a starting rate commensurate with his/her level of qualifications provided for the particular pay range and job specification. The starting salary shall be included in the Personnel Requisition and required County Administrator approval 2. As an incentive for new employees to complete probation and matriculate as a regular employee with an evaluation of good or higher, up to a 5 percent end of probation pay raise may be authorized on a case by case basis by the County Administrator. B. Pay Adjustment After Leave Without Pay. An employee who has been authorized a leave of absence without pay shall upon return from such leave, be granted any adjustments made in the pay range during such period. Any adjustments made will be effective the first day following return from leave without pay status. C. Trainee Pay. An employee who does not posses the minimum training and experience required for the position to which he/she is to be appointed, may be paid at a trainee rate below the minimum pay range for the class providing. 1. There are no other applicants fully qualified for the position he/she is to be appointed. 2. An employee in trainee status per Section 7.03 shall be paid during the training period per the schedule formulated by Human Resources Department and the department head for whom the trainee works. 3. The reduced minimum starting salary should not be less than the Federal or State of Florida minimum wage. 2-2

10 2.05 PAY RAISES A. General Guidelines. All employees in good standing shall be eligible to receive general and/or cost of living salary increases as approved by the Board. An employee in good standing includes those regular employees of the Board who are in regular active pay status on the date the salary increase is effective except those who are currently undergoing disciplinary action to include a specific probationary period for disciplinary reasons. Personnel in this category may be awarded the salary increase following the period of disciplinary action and recommendation in the form of written certification that the employee has returned to good standing status. Such pay increases will not be retroactive to the initial cost the salary increases was approved. Such increase will be effective on the first day of the pay period following the return of the employee to good standing status and with approval of the Human Resources Department. B. Performance-based Merit Raise. Merit increases may be approved by the Board with a specified effective date. All employees in good standing shall be eligible to receive a percentage of the maximum rate of merit increases approved by the Board based on the recommendation of their supervisor with the following exceptions: 1. Employees on initial probation on the specified date shall be ineligible. 2. Employees under disciplinary action or specific probation of any kind on the specified date shall be ineligible. 3. Merit raises shall be awarded in increments of full percentage points except where an employee s raise brings pay to the cap for their pay grade, in which case less than full percentage point increments are authorized. C. Special Salary Adjustment. The County Administrator may approve a special salary adjustment for any employee if unusual or special conditions exist which justify such adjustment. The authority is limited to key personnel and only under a situation of urgent business necessity. D. Pay on Promotion. When promoted, an employee s salary shall be increased to at least the minimum rate for the position to which the employee is being promoted, unless the employee is to undergo a training period which shall be specified as to the length of time required. In this case the employee shall be paid 10 percent less than the minimum rate for the duration of the training period provided this is not less than the rate the employee was previously earning. E. Promotion to Higher Pay Grade or Class. Employees promoted to a higher pay grade in a different classification who are currently receiving pay equal to or greater than the entry level rate for the new grade will be advanced in salary by 5-10 percent of the current rate as recommended by the Personnel Screening Committee and as authorized by the County Administrator. 2-3

11 F. Reclassification (Upgrade). Incumbents of reclassified or upgraded positions are eligible for a pay increase to at least the minimum for the new pay grade or 5 percent above current salary if already within the range of the new pay grade. G. Maximum Rate of Pay. A salary increase may not place the employee s salary above the maximum rate of pay authorized for the assigned pay grade except when the employee is assigned to an approved Lead-worker position. H. Less Than Satisfactory Performance. An employee whose annual performance evaluation is considered to be less than required (below satisfactory) shall not be eligible to receive a general cost of living, or merit salary increase. I. Longevity Pay Computation. Employees in good standing prior to October 1, 1985 will receive a 2 percent increase in salary effective the first day following the anniversary date of completion of 5, 10, 15, 20, and 25 years continuous service as an employee of the Highlands County Board of County Commissioners. The total longevity salary increase will not exceed 2 percent of the employee s current salary for 5 years of service, 4 percent for 10 years, 6 percent for 15 years, 8 percent for over 20 years and 10 percent for 25 years of continuous service. Longevity increases will be automatic and not require individual approval by the Board of County Commissioners INVOLUNTARY DEMOTION. When a regular status employee is demoted for unsatisfactory performance, failure to meet minimum qualifications after appointment, or any other reason, the employees shall have a salary reduction to a rate established by the Human Resources Director in conjunction with the department head and the County Administrator which is deemed to be fair and proper under the individual circumstances of each demotion REASSIGNMENT. An employee given a reassignment appointment in accordance with Section 7.08 will not be granted a pay increase as a result of being reassigned. When an employee with regular status is reassigned for unsatisfactory performance, failure to meet minimum qualifications after appointment, or any other reason, the employee will receive no less than the minimum, and not more than the maximum rate of pay for the class in which the employer is reassigned REDUCTION IN PAY. A reduction in pay is defined as official action taken, disciplinary or administrative, that reduces the current rate of pay for an employee. A. Reductions in pay do not require the approval of the Board however; any employee with regular status shall have the right to appeal a reduction in pay to the County Administrator. B. Reductions in pay for disciplinary actions and appeals will be processed in accordance with Chapter 10 of this regulation. 2-4

12 2.09 DOWNWARD PAY ADJUSTMENTS. When a position is reassigned to a lower pay grade, or when the maximum rate for the position is decreased, the pay of an employee shall not be changed as a result of this action. If the employee s salary exceeds the maximum of the new pay range, the employee s salary shall remain unchanged for a period of 5 years from the effective rate of the downward pay adjustment, unless: A. Subsequent pay adjustments for the position establish the maximum of the pay range above the employee s rate or pay; or B. The employee is subsequently promoted and the rate of pay is below the maximum for the position in which the employee is promoted. C. Upon expiration of the 5 year period, the employee s pay shall be reduced to the maximum of the pay range for the lower cases PART-TIME EMPLOYMENT PAY. An employee who is paid on a bi-weekly basis and fills an established position on a part-time basis or who is employed or separated during a pay period shall have their pay determined per the following formula: A. Amount to be paid equals the employee s hourly rate times the number of hours actually worked during the pay period. B. When it is necessary to determine the employee s hourly rate of pay, divide the weekly rate of pay by 40 for weekly pay schedules or the bi-weekly rate by 80 for those on a biweekly pay schedule. At no time shall part-time or hourly employees be paid less than the effective Federal or State of Florida minimum wage or in violation of the Fair Labor Standards Act POSITION OVERLAP. No position shall be filled by more than the equivalent of one full-time employee, except as provided for in this section. Overlap is defined as a condition in which two employees are placed in the same position for any of the following reasons: A. For the purpose of training one employee to take-over the duties of another employee. B. For the purpose of performing duties of an employee placed on leave with or without pay due to the employee s personal illness, injury, disability or other absence. C. Overlap shall not occur in any position without County Administrator approval and may not exceed 30 calendar days unless a longer period is specifically authorized. 2-5

13 2.12 OVERTIME. Overtime shall be paid per Chapter 8, 14 and 15 of these rules and in accordance with applicable federal and state law EXTENSION OF MEDICAL BENEFITS A. COBRA (P.L and F.S ) Employees terminating employment with the Board may elect to continue health care coverage by paying the established rates. When an employee is terminated or hours are reduced, extended coverage will be made available for a period of not less than 18 months. In the case of divorce, separation or death, the extension period of 36 months will be made available. In the case of retirement, retirees and their eligible dependants shall be offered the same health and hospitalization insurance coverage as is offered to active employees at a cost not to exceed the active employee rate. The cost of retiree coverage shall be paid by the retiree or retiree s eligible dependent(s) except as noted below. B. Election of Coverage. Employees, beneficiaries and other eligible dependents must request election of continued health insurance coverage within 60 days following the occurrence of a qualifying event or notification that extended health coverage is available. The Human Resources Department shall provide written notice of a qualifying event or eligibility date to eligible persons in this category within the timeframes established by law. Eligible persons requesting coverage must contact the Human Resources Department to arrange payment for coverage PAY CHANGES. All actions affecting pay changes will be processed by the Human Resources Department. Requests for pay changes will be closely reviewed by the Human Resources Department to insure conformance with procedures and proper authorization BUDGET LIMITATION. All provisions of this section relating to the payment of salaries are contingent upon funds being available. Any deviation from paying employees in accordance with these rules and regulations because of budgetary limitations must be approved by the Board HOURLY RATE A. Hourly rates of pay are computed on the basis of 2,080 work hours annually for all fulltime employees not exempted by the provisions of the Fair Labor Standards Act. Hours rate= Annual Salary 2,080 Hours B. For employees working less than full-time and who are considered part-time regular employees, the hourly wage will be computed in the same manner per paragraph A above. 2-6

14 C. Part-time employees working either in a regularly scheduled work week or less in Other Personnel Services (OPS) status shall have their hourly wage determined by the Human Resources Department prior to the first day of employment EFFECTIVE DATE. The effective date of all salary changes provided for in this section shall be the effective date specified by the Human Resources Department. The effective date for all special pay increases will be established by the Board. Where possible, pay changes will be made at the start of a pay period CORRECTION A. A payroll correction may be made by the Human Resources Department to provide the pay adjustment to be effective on the date of eligibility if processed within two pay periods following the pay period in which the employee was to have received the adjustment. B. If corrective action is not taken within the time set forth above, the Human Resources Department may request authorization to make the necessary payroll correction from the County Administrator EMERGENCY OR DISASTER PAY. The following procedures apply during any state of local emergency declared by the Board of County Commissioners pursuant to Section , Florida Statutes. A. Disaster Essential Employees 1. County personnel in either the exempt or non-exempt pay plans who are designated as disaster essential employees by their department director and who are assigned to work during emergencies will be compensated for all time worked. These employees will receive full regular pay for hours worked during the emergency. 2. It is the department s responsibility to verify any emergency hours worked and approve all payments. 3. For non-exempt personnel, overtime pay for hours worked during the emergency should be calculated in the same manner as overtime pay is calculated during non-emergency work weeks where the employee works more than 40 hours. 4. For exempt personnel not entitled to overtime compensation, employees will be paid emergency pay at their straight time hourly rate for all hours worked in excess of 50 in any work week during the emergency, in addition to their normal salary. The total dollar 2-7

15 amount to be paid is to be recorded as instructed by the Payroll Office. B. Non-Disaster Essential Employees: 1. When County operations are closed down before the start of a scheduled work day, employees will receive full pay for the workday. 2. When County operations are closed down during a scheduled workday, employees who report to work and are subsequently released by the County Administrator will receive full pay for the workday. 3. Employees already on official leave will not receive any additional paid time off and will be paid according to their original leave request Special Pay Situations A. CALL BACK PAY: 1. Employees who have completed their regular day s work period and who are called back to work shall receive two (2) hours call back pay at the applicable straight time rate if they are not assigned a minimum of two (2) hours work. 2. All hours worked over the forty (40) hours work week will be at time and one-half rate. B. STANDBY PAY: Employees placed on twenty-four (24) hour standby after normal duty hours shall earn two (2) hours pay at straight time for every day that they are on standby, plus pay for all hours actually worked. Updated 9/16/ VIOLATION OF THE PAY RULES If a violation of any part of this chapter occurs, the Human Resources Director shall determine corrective action to be taken and direct corrective action accordingly. The Human Resources Department will then correct the violation. 2-8

16 Chapter 3. RECRUITING AND HIRING 3.01 SCOPE. This section sets forth rules and regulations for recruiting applicants for vacancies and newly established positions under the Highlands County Board of County Commissioners POLICY A. Recruiting Action. Active recruitment for all authorized regular positions, available or anticipated available will be conducted by the Human Resources Department in cooperation with other departments, cost centers and agencies. B. Vacancies. Anticipated vacancies are those authorized regular positions being vacated within 45 days. Anticipated vacancies may not be forecast or advertised based on pending disciplinary action or requested changes in the manning level. A vacancy may be anticipated when the employee occupying the position has submitted a written resignation, been approved for transfer to another position within the County organization, or has applied for and been approved for retirement within 45 days. C. New Position Recruitment. A new position under the Board may only be recruited after it has been approved and funded by the Board. Recruitment action shall not occur more than 45 days before the established effective hire date. D. Recruitment Scope. Recruitment actions and/or announcements shall be designed to reach all segments of the County population. Announcements will be displayed in the reception area of the office of the Board and will be made available by the Human Resources Department upon request. Job postings will be provided to each department, public and private employment agencies and/or automated employment services. Job postings will be provided to each department, public and private employment agencies and/or automated employment services. If it is determined by the Human Resources Director that sufficient numbers of qualified applicants may be found through internal recruitment of current employees, then, with the approval of the County Administrator, no external posting to the general public will be done. Internal postings will include the phrase, Open only to current employees of the Highlands County Board of County Commissioners. Updated E. Basis for Recruitment. Applicants for all positions shall be recruited on the basis of minimum training and experience requirements established for that position without regard to race, color, sex, age, marital status, religion, creed, national origin, disability, or political opinions and/or affiliations, or any other characteristic protected under applicable law. 3-1

17 F. Recruiting Language. All recruitment literature shall contain the title of the employer "Highlands County Board of Commissioners" and the phrase "An Equal Opportunity, Veterans Preference and Drug-Free Workplace Employer". G. Tobacco Cessation. To reduce costs to the employer-provided health insurance program, the County officially discourages employee use of tobacco products. To this end, tobacco cessation programs may be funded by the Commission in order to achieve this goal PRIVATE EMPLOYMENT AGENCIES. The use of private employment agencies is permissible provided: A. Use of the private employment agency will provide a comparative business advantage over direct hire of personnel. B. The private employment agency must provide the Human Resources Department written certification of compliance with Federal Civil Rights Act, Americans with Disabilities Act, Age Discrimination in Employment Act, pertinent guidelines of the Equal Employment Opportunity Commission and state law. C. Human Resources Department direct recruitment cannot produce personnel for hire in sufficient time to serve the need for the personnel. D. Fees or charges for services rendered shall be reasonable per the market JOB POSTING. Posting shall be dated per the date issued by the Human Resources Department. All postings shall be placed on department bulletin boards for the information of Board employees. Announcements may be posted electronically. A. Employee Bids. All regular employees may bid for any posted job by submitting a BID form and an updated job application. Temporary employees may apply for posted jobs by completing a regular application form. 1. Bids must be submitted in sufficient time to allow processing through the proper chain of command to arrive in the Human Resources Office no later than 6:00 P.M. on the closing date of the job announcement. Bids received after this date and time may not be accepted. 2. Bids which would result in lateral moves within the same classification will not be considered without the approval of the employee's present supervisor. Bids which would result in a demotion must be approved by the Human Resources Department. 3. New Job Probation. All employees who successfully bid on a job posting shall undergo a 6 month probationary period in the new job. 3-2

18 4. Vacated Position Forfeit. All employees who successfully bid on a job posting automatically forfeit the option to return to the position they vacated. B. Job openings filled by transfers or reassignment shall not be subject to job postings when such movement is lateral with no change in grade or pay. C. Reclassifications due to changes in job requirements are not subject to job postings. D. In order to reach all segments of the population, paper or electronic copies of each job posting may be sent to the local State of Florida employment agency, local organizations, and leaders in the minority community of Highlands County ADVERTISING. To insure a supply of qualified applicants and promote community relations with all segments of the County's population, job postings may be advertised in local media, and posted electronically as a general rule, under the following conditions: A. All regular positions in Pay Grade 9 and above. B. All regular positions in Pay Grades 6 thru 8 not advertised within the prior 90 days. C. All regular and temporary vacancies, without regard to pay grade, when there are insufficient active applicants to afford a high quality pool of applicants for consideration. D. New regular positions without regard to pay grade (if not filled by reassignment). E. The following situations do not require job postings in external media. 1. Vacancies in Pay Grade 6-8 for which a posting was published for a similar position within 90 days of the effective date of the vacancy and for which wellqualified current applicants exist. 2. Part-time and/or temporary postings when there are sufficient applications onhand to support a quality hiring decision. 3. When disciplinary action results in reassigning an employee from a higher position to a vacancy in a lower pay grade. 4. When a vacancy is being filled by an existing employee through lateral transfer (reassignment) without change in pay grade. 5. When a vacancy is filled by a former employee returning from Workers' Compensation absence or a qualified person presently on the laid-off register. 6. When applicants have been listed as eligible for hire by a Personnel Screening Committee within 120 days of the effective date of the vacancy and prior choices have declined employment or have been terminated within 90 days of hire. 3-3

19 F. Advertisements may be placed outside the county when local advertising fails to produce sufficient applicant s experience, professional or technical qualifications for the job exceed likely availability from local sources, or when directed by the County Administrator to fulfill special recruiting requirements. 3-4

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21 Chapter 4. APPLICANTS FOR EMPLOYMENT 4.01 SCOPE. This section sets forth the rules and regulations for accepting applications for employment under the Board of County Commissioners of Highlands County POLICY. Applicants for employment shall be accepted on a continuous basis whether or not there are vacancies in the work force. All applicants will be accorded uniform and equal treatment in all phases of the examination procedure. Applicants may not be accepted or rejected because of the race, color, sex, marital status, age, religion, creed, national origin, disability, or political opinions and/or affiliations of the applicant, or any other factor or characteristic protected by law. Reasonable accommodations may be made for disabled applicants to insure equal access to the examination and evaluation process. A. Application Assembly. It is the sole responsibility of the applicant, whether a current or former employee, or applying from outside the County organization, to assemble and deliver any and all materials that comprise their application for employment. Human Resources staff is not required to perform word processing, copying services, procure or update materials or transcripts, etc. in order to assemble applications. B. Compliance with Laws, Rules, and Regulations. Staff shall ensure that all positions are filled in a manner consistent with the intent and purpose of this section and other applicable state and federal rules, regulations and law. C. Promotion. Each manager should encourage qualified employees to prepare for and seek promotion when opportunities arise. D. Nepotism. Per Section , Florida Statutes, no appointing official shall appoint, employ, promote, advance, or advocate for appointment, employment, promotion, or advancement, in or to a position in Highlands County Government in which the appointing official is serving or over which the appointing official exercises jurisdiction or control any individual who is a relative of the appointing official. An individual may not be appointed, employed, promoted, or advanced in or to a position in Highlands County Government, if such appointment, employment, promotion, or advancement has been advocated by an appointing official, serving in or exercising jurisdiction or control over the organizational unit, who is a relative of the individual. For the purposes of this section relative is defined as: father, mother, son, daughter, brother, sister, granddaughter, grandson, uncle, aunt, first cousin, nephew, niece, husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, brother-in-law, sister-in-law, stepfather, stepmother, stepson, stepdaughter, stepbrother, stepsister, half-brother or half sister. 4-1

22 1. Any individual appointed, employed, promoted, or advanced in violation of this section is not entitled to pay, or money may not be paid to an individual so appointed, employed, promoted or advanced. 2. No employees shall serve in a position in an organizational unit which is under the line authority of a relative as defined in this section. 3. Should two employees of the Board of County Commissioners marry or become relatives within the definition of this section and become subject to the provisions of this section, one employee shall be re-assigned to another organizational unit if an opening at or below the employee's class exists, or the employee may resign from employment with Highlands County. In determining which employee shall be reassigned to another organizational unit or resign, either party may volunteer or the choice may be made by the affected department head, director, or Administrator based on the needs of the employer. Action to eliminate the conflict with the requirements of this section shall be accomplished within 60 days from the date the employees become subject to these provisions PROCEDURES A. Receipt. The Human Resources Department is responsible for accepting applications for employment in person from the applicant, the U.S. mail, courier, fax, or electronically. Applications delivered to other departments are required to transmit them to Human Resources Department as soon as possible after receipt. B. Forms. Applications will be submitted on the "Application for Employment" form or in a format prescribed by the Human Resources Department. Current regular Board employees may make application by completing the "Employee Position Bid Form" and an updated Application for Employment. Applicants requesting special assistance due to disability will receive equal consideration and be afforded reasonable accommodation throughout the application and examination process. C. Signature Required. Applications must be signed by the applicant attesting to the truth of all statements contained on the application. Falsification of an application may be cause for disqualification of an applicant or the dismissal of the employee. Applications received without the applicant's signature, whether intentional or accidental, will be rejected. D. Application Rejection. An application may be rejected by the Human Resources Department if the applicant: 1. Has been convicted of a felony, or first degree misdemeanor which directly relates to the position sought, regardless of when discovered. 4-2

23 2. Has made false statements or omissions of any fact or practical deception in the Employment Application form or process, regardless of when discovered. 3. Whether or not an applicant will be rejected under items 1 and 2 above depends on the specific facts, including the nature of the offense, relevance to employment, passage of time since the incident occurred, evidence of rehabilitation or other mitigating factors. 4. Does not meet the minimum training, education, or experience requirements established for the position. 5. It is evident that the applicant is physically or mentally unable to perform the essential functions of the job even with reasonable accommodation. 6. Has falsified the application through either commission or omission. 7. Has failed to complete the application and/or sign it. 8. Has an unsatisfactory employment record as shown by written factual evidence (employment application itself or references). In such cases, former employers and references may be contacted to gain additional information. 9. Does not reply to mail inquiry within ten days, or does not return a telephone or electronic inquiry within two days. 10. Fails to accept appointment within two days of the offer, or to report for duty within the time prescribed in the offer. 11. Or, for other legitimate business reasons. E. Application Status. Applicants not selected for examination or interview will be so informed upon inquiry. Applicants examined or interviewed will be advised by mail or telephone of their status following examination. F. Not Hired. Applications of persons not hired will be maintained on file for 2 years after the application deadline. G. File. The Human Resources Department shall maintain the original application as part of the personnel file for all persons hired. H. Appeal. If an application is rejected, the applicant may appeal such action to the Human Resources Director, the Assistant County Administrator, or the County Administrator. 4-3

24 4.04 EXAMINATIONS. The Human Resources Department shall designate each position as either competitive or non-competitive prior to posting. Examinations may be required when necessary to determine each applicant s skills, knowledge and fitness for employment. A. All appointments will be made on the basis of merit and fitness to be determined as far as practical and possible by competitive examination, which may include, but not be restricted to any or all of the following: written test, oral test, performance test, physical or fitness test, evaluation of training and experience, length of time in present classification and any other applicable criteria which will fairly measure the relative abilities of individuals competing in examinations. B. In all tests, the minimum performance by which eligibility is achieved may be established by the Human Resources Department. Candidates may be required to attain at least minimum performance on each part of the test in order to be placed on the opencompetitive register. C. Reasonable accommodations will be provided in the examination process when requested by disabled job applicants COMPETITIVE CLASSES (ALL REGULAR POSITIONS). The Human Resources Department will designate the type of examination to be given to each competitive position. A. Applicants for competitive positions will be examined by one or more of the following methods: 1. Assembled Examinations. An examination may include written, skills, or oral examinations. 2. Unassembled Examinations. An unassembled examination shall consist of a rating of the training and experience shown in the application materials. 3. Performance Examinations. An examination determines manual skills and abilities. 4. Personal interview. An in-person or telephonic interview by a Personnel Screening Committee will determine abilities and qualifications. 5. Commission Interview before the Board of Commissioners. B. Personnel Screening Committee. Examinations for competitive classes shall be conducted by the Human Resources Department, directors, department heads and/or supervisions and any other person designated to administer such examinations. 4-4

25 C. Unassembled Examination Method. When this method is used, the Human Resources Department shall establish a method for evaluating the currency, quality and quantity of each applicant's training and experience. (See Section 4.06B). D. Veterans Preference. Veterans' preference will be awarded per Chapter 295, Florida Statutes. E. Public Information and Records Retention. Following an examination, the Human Resources Department will make available, upon request, the results of each individual's examination in accordance with Chapter 119, Florida Statutes. The Human Resources Department shall maintain a file of examination records for two years NON-COMPLIANCE CLASSES (TEMPORARY) A. Applicants for non-competitive positions shall meet the minimum training and experience requirements established for those positions. B. Human Resources Department shall establish selection standards for non-competitive classes to ensure employment of persons best-qualified to perform the required duties. C. Other Personnel Services (OPS) positions are intended to fulfill short-term or sporadic needs of the County, except professionals, who are to be used on a fill-in status only. Employment of non-professional personnel in the Other Personnel Services (OPS) category in the same position for periods longer than 6 calendar months is not authorized CONDITIONAL OFFER OF EMPLOYMENT AND PROCESSING. After tentative selection and before final processing, an applicant shall be required to: A. Take a physical examination performed and evaluated by a designated physician. B. Take a physical agility test (all job classes engaged in physical labor). C. Present a valid Social Security card. D. Present proof of: 1. Education, if required by the position. 2. Date of birth 3. Authorization to work in the U.S. 4. Separation from the U.S. Armed Forces, if appropriate E. Sign a waiver and authorization to conduct a criminal, work and personal reference background investigation. F. Complete drug and/or alcohol test as directed. G. Present a valid Florida Driver's License, if required by the position. H. Sign a loyalty oath. I. Complete bonding and fingerprinting requirements for the positions, if any. 4-5

26 4.08 PHYSICAL EXAMINATION A. When physical examination is required for specified positions the applicant shall present to the designated physician and undergo a physical examination by a physician. B. Using the job description, the physician shall conduct the examination and identify all medical conditions which may have an effect on the prospective employee's ability to perform the essential job functions of the identified position. C. If medical restrictions/limitations are identified; the Human Resources Director shall review the report and determine: 1. If reasonable accommodations can be made available for the selected candidate. 2. If the prospective employee shall be required to submit additional medical information from his/her personal physician. 3. If the offer of employment must be withdrawn. D. An applicant who fails to pass the physical examination may request reconsideration by submitting additional medical information per the following: 1. Written request for reconsideration must be made to the Human Resources Director within 10 working days of notice of examination failure. 2. Upon receipt of a request for reconsideration, the Human Resources Department shall review it with the authorized physician who made the initial assessment, if necessary, additional medical examinations may be authorized at County expense. E. The applicant shall not be considered a County employee until completion of the medical examination process and acceptance of an unqualified offer of employment HIRE. Final appointment to the position is contingent on successful completion of all required elements of the pre-employment physical, physical agility test, and background investigation. Rejection of a candidate at this step will be based on a reason that is jobrelated and consistent with business necessity. 4-6

27 Chapter 5. APPLICATION REGISTERS 5.01 SCOPE. This chapter sets forth the rules and regulations for establishing and maintaining applicant registers for employment POLICY. Registers containing applications for all competitive and non-competitive positions currently vacant or not, shall be maintained by the Human Resources Department. When a register for a position or class does not contain sufficient available qualified applicants, the Human Resources Department may select applicants from another class and register who display appropriate minimum qualifications for that class for consideration. Applicants who do not possess the minimum qualifications for a position will not be included in the competitive register system ESTABLISHMENT AND USE OF REGISTERS A. The following registers shall be maintained by the Human Resources Department. 1. Open Competitive Register. A register to be used for the selection of personnel to be considered for original appointment. 2. Open Non-Competitive Register. A register to be used for the selection of personnel to be considered for temporary appointment to employment. 3. Lay-Off Register. A register to be used for the re-employment of former employees who were laid off for reasons beyond their control. Personnel who have been on extended absence due to Workers' Compensation and/or administrative leave without pay may be included on the lay-off register when it has been certified that they are able and available to return to the active work force. B. Expiration. An applicant's eligibility to remain in a register expires as follows: Open-Competitive Open Non-Competitive Lay-Off Register 6 months active, 2 years inactive 6 months active, 2 years inactive 2 years active 5.04 REMOVAL FROM REGISTERS. The Human Resources Department may remove a 5-1

28 person's name from a register for any of the following reasons: A. Upon Appointment. When the person has been appointed to a position. B. No Contact. If the person's current mailing address and telephone listing cannot be determined and/or contact with the person cannot be established, and/or the applicant does not reply to mail inquiry within ten days or does not return a telephone or electronic inquiry within two days. C. Missed interview. When the person fails to appear for interview, special testing or other actions required to determine and verify qualifications. D. Declination of Appointment. When a person fails to accept appointment within the period of time stipulated to respond, fails to respond for duty within the time prescribed in the offer, or otherwise indicates consideration for employment is no longer desired. E. Register Elimination. When the register is abolished. In those cases where the individual is qualified for a position on a different register, they may be included on that particular register. F. Unqualified for Appointment. When an applicant has been interviewed and found to be ineligible for appointment. Individuals will not be removed for non-selection by a Personnel Screening Committee. G. Legitimate Business Reason. For other legitimate business reasons. 5-2

29 Chapter 6. CERTIFICATION OF ELIGIBLES 6.01 SCOPE. This chapter sets forth the rules and regulations for issuing a listing of names from registers established in accordance with Chapter 5 of this regulation POLICY A. Each listing of persons form an open competitive of eligibles for appointment shall be entitled a "Certificate of Eligibles". B. Additions and deletions from the "Certification of Eligibles" listings may be made only by the County Administrator PROCEDURE A. Order of Qualification. When issuing a certification of eligibles to be used with or as the personnel requisition, a minimum of 3 names will be issued, if available, in order of numeric qualification. B. Geographic Location Tie-Breaker. When qualifications are equal, geographical location of the applicant's home in relationship to the job site may be used as a consideration for breaking the tie. Geographical location will not serve to eliminate an applicant who is more qualified than others being certified. C. Exception. When proximity to work location is essential due to required response time for reporting to the work site on an unscheduled basis, the names of eligibles may be certified on the basis of area residency. D. County Residency Policy. It is not the policy of the Board to exclude employment opportunities from qualified applicants who reside outside the geographical limits of Highlands County and who are unwilling to relocate to the Highlands County area. It is, however, the policy of the Board to present an offer of employment to qualified applicants who reside within the geographical limits of Highlands County or are willing to relocate therein, prior to other applicants of equal qualification. 6-1

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31 Chapter 7. APPOINTMENT AND SEPARATION 7.01 SCOPE. This section sets forth the rules and regulations for making appointments to and separations from employment under the Board of County Commissioners of Highlands County POLICY. Appointments shall only be made to positions established in accordance with the provisions of Chapter 1 of these rules and regulations. A. Appointment Types. An established position must be filled by one of the following types of appointments and the employee paid in accordance with the provisions of Chapter 2 of these rules and regulations: 1. Original 4. Demotion 2. Reinstatement 5. Reassignment 3. Promotion 6. Trainee B. Appointment Status Indicators. Upon appointment of an employee to an established position, one or more of the following status indicators will be awarded 1. Probationary (7.03.C.1) 4. Trainee (7.03.C.4) 2. Substitute (7.03.C.2) 5. Out-of-Class (7.03.C.5) 3. Temporary (7.03.C.3.) 6. Regular (7.04) C. Regular Status. An employee does not attain regular status in any class until officially appointed in accordance with the provisions of this chapter and has satisfactorily completed the required probationary period for that class. Regular status is attained by an employee under the provisions of Section 7.04 D. Disabled Persons. Disabled persons shall be given equal consideration for appointments to positions for which they are otherwise qualified, with or without reasonable accommodation. E. Discrimination Prohibited in Appointing Separating. No person may be appointed to, or separated for a position because of race, color, age, marital status, sex, religion, creed, national origin, or political opinions or affiliations, or any other characteristic or factor protected by applicable law. Every effort shall be made to protect the rights and privacy of all applicants and each employee s right to public information. F. Minimum Training and Experience Requirements. Any person appointed to a 7-1

32 position under the Board of County Commissioners of Highlands County must meet the minimum training and experience requirements established in the class specifications for the class to which appointed, unless: 1. Temporary or Out-of-Class. The employee is appointed with Temporary or Out-of-Class status per Section 7.03.C.3 or 7.03.C Equivalent Qualifications. The Human Resources Department determines the applicant s qualifications are equivalent to the required minimum training and experience requirements established for the class. 3. Trainee Status. The Human Resources Department and Department Head determines if the individual does not yet meet the minimum training requirements and appointment to trainee status is appropriate. In this case, the employee should be able to complete the training requirement within 6 months of appointment ORIGINAL APPOINTMENTS A. Laid-Off Employee Preference. No original appointment shall be made to a class for which a laid-off register exists until all former employees whose names appear on the layoff register have been considered for re-employment. B. Exceptions. Except for reinstatement, promotion, demotion, or reassignment appointments, appointments made in accordance with the provisions of this chapter to established positions shall be considered original appointments. C. Status. Upon original appointment to a class, an employee shall be given status in that class in accordance with the following: 1. Probationary Status-An employee appointed to fill an established position on a regular full-time or part-time basis shall be given probationary status when: a. Appointment to a position in a competitive class is made from the available names of eligibles selected and approved for original appointment. b. Appointment to a position in a non-competitive class is made after determining the applicant meets the minimum training and experience requirements. 2. Substitute Status-An employee appointed to fill an established position on a fulltime or part-time basis for a specified period to replace an employee who has been granted a leave of absence or for a position purposely gapped by management shall be given substitute status when: a. The employee is appointed to a competitive class in accordance with the 7-2

33 provisions of Section 7.03C.1.a. b. The employee is appointed to a non-competitive class in accordance with the provisions of Section 7.03C.1.b. 3. Temporary Status-An employee appointed to fill an established position on a full-time or part-time basis for an unspecified period to replace an employee granted a leave of absence or for a position purposely granted by management shall be given temporary status when: a. The employee is appointed to a competitive class in accordance with the provisions of Section 7.03C.1.a. b. The employee is appointed to a non-competitive class in accordance with the provisions of Section 7.03C.1.b. 4. Trainee Status-An employee appointed to fill an established position on a regular full-time or part-time basis shall be given trainee status when: a. The employee does not meet the minimum training and experience requirements for that class, and; b. The employee is participating in accordance with an established training schedule or program approved by the Human Resources Department. c. Upon the completion of the training, or 6 months of continuous employment, whichever comes later, the employee shall be given status in accordance with Section Out-of-Class Status-An employee appointed or assigned to fill an established position on a full-time or part-time basis for a specified period, not to exceed 12 calendar months, shall be given out-of-class status when: a. Qualified applicants are not available for the position, or; b. When the County Administrator approves a department request to temporarily fill the position with a person from a lower job class but who meets the minimum training and experience requirements for the higher class in the same or related series. c. Pay for employees in out-of-class status may exceed the maximum limit for their original pay grade while assigned this status. D. Termination of New Employees. A new employee without regular status in any class may be terminated at any time without the right to appeal. E. Termination of Employee without Regular Status. Employees without regular status 7-3

34 in their current position and who do not have regular status in a classification directly related to the current position may be terminated at any time without the right to appeal. F. Appeal Rights of Employees with Regular Status in Related Class. Employees who do not have regular status in their current position, but have been awarded regular status in a class directly related to the current classification, may be terminated at any time, however, they have the right to appeal such termination per the procedures in Chapter REGULAR STATUS A. Attainment. Employees appointed per these rules may attain regular status after completing 6 months of service in the class and such service is documented as satisfactory in a post-probation performance evaluation approved by their department head. B. Initial Probation and Extension. All new employees shall normally serve an initial probation period of 6 months. This period may be extended up to 3 additional months when requested by the department head and approved by the Human Resources Department. Initial probation shall not exceed 9 months from the date of hire of any new employee. C. Reduction of Probation Period. The initial probation period may be reduced to less than 6 months for an employee performing in a satisfactory manner with County Administrator approval. D. Leave Without Pay Effect on Probation. When an employee who has not attained regular status in a class is granted a leave of absence without pay in excess of 5 workdays during any pay period, the time spent on such leave shall not count toward the completion of the employee s probationary period for that class. E. Part-Time Employee Probation. Part-time employees shall attain regular status in the same manner as full-time employees REINSTATEMENT. A Board of County Commissioners employee who held regular status in any class prior to separation may be given a reinstatement appointment provided: A. The employee was separated from employment in good standing, and; B. Reinstatement is within 2 years from the date the employee separated, and; C. The appointment is made to a position in the same class or to a position in a lower class within the same series, unless reinstatement to a position in another class is approved by the Human Resources Department. D. Limitations. If an employee who held regular status is not given a reinstatement 7-4

35 appointment within 2 years from the date separated, the employee shall be given an original appointment, if re-employed by the Board. (In accordance with Section 7.03) E. Laid-off Employees. Whenever possible, vacancies shall be filled by reinstatement of former employees who have been laid-off in accordance with Section PROMOTION. An employee shall be given a promotion appointment when moved from a position in one class to a position in another class having a greater degree of responsibility and a higher maximum salary. All promotions are subject to County Administrator approval. A. Eligibility. Employees with or without regular status in a class may be promoted to a position in a competitive or non-competitive class for which the employee meets the minimum training and experience requirements. B. Promotion with Regular Status. When promoted an employee shall be given a probationary, substitute, temporary, trainee, or out-of-class appointment per Section 7.03 C. Promotion without Regular Status. An employee without regular status in any class shall be given an original appointment Section D. Probation. A promoted employee shall serve a probationary period of 6 months in the higher class; however, this period may be extended for a maximum of 3 months by the department head with concurrence of the Human Resources Department. The probation period may be reduced to less than 6 months for an employee performing in a satisfactory manner with County Administrator approval. E. Leave Accrual After Promotion. Employees with regular status in any class prior to promotion continue to accrue annual and sick leave in the same manner in effect prior to promotion. Employees without regular status prior to promotion shall accrue annual and sick leave 6 months after the date of original hire so long as satisfactory progress is documented for such employees in the class to which the employee has been promoted. F. Demotion during Probation. A promoted employee may be demoted to the class from which promoted anytime prior to attaining regular status in the higher class without having the right to appeal the demotion DEMOTION. An employee shall be given a demotion appointment when moved from a position in one class to a position in another class having a lesser degree of responsibility and a lower maximum salary. A. Voluntary Demotion. With the approval of the County Administrator, an employee with 7-5

36 regular status may be demoted in class, with or without examination, to a position in a competitive or non-competitive class for which the employee meet the minimum training and experience requirements providing the demotion is voluntarily and the employee signs a statement to that effect. B. Involuntary Demotion. Involuntary demotions of regular employees require County Administrator approval. An employee with regular status in any class shall be given a demotion appointment in the lower class in the same manner prescribed for original appointments in Section 7.03 and may appeal the action through the Grievance Procedure outlined in Section 10. C. Status. Demoted employees shall be given probationary, temporary, trainee or out-ofclass status in the manner prescribed in Section 7.03; however, if the employee previously held regular status in the class to which demoted, the demotion shall be with regular status. D. Demotion of Non-Regular Employees. An employee who has not attained regular status in any class and is given a demotion appointment to a lower class shall not have the right to appeal the demotion REASSIGNMENT. An employee shall be given a reassignment appointment when moved from a position in one class to a different position in the same class or a different class having the same degree of responsibilities and the same maximum salary. A. If an employee who has not attained regular status in any class is given a reassignment appointment, the employee shall be appointed in accordance with Section B. An employee with regular status who is given a reassignment appointment to a different position in the same class shall retain regular status upon appointment to the new position (Lateral transfer). C. An employee with regular status who is given a reassignment appointment to a different position in a different class shall be given probationary status in the new class after the Human Resources Department has determined that the employee meets the minimum training and experience requirements for that class. The Human Resources Department may require a qualifying examination if the employee has not previously passed an appropriate examination. D. An employee reassigned from one position to another position of equal grade and similar classification for which the individual is qualified, shall not have the right to appeal such action EMERGENCY HIRE. In order to expedite the hiring of personnel in an emergency, 7-6

37 the County Administrator may approve the hiring of employees in Pay Grades 1-12 inclusive SEPARATION A. Resignation. An employee who resigns should present the reasons therefore in writing to his/her department head, who shall in turn, immediately forward such resignation to the Human Resources Department. Verbal resignations may also be accepted by the Department Head when expressed. An employee who submits a written resignation or verbally resigns shall not have the right to appeal such resignation. B. Abandonment of Position. An employee who is absent without authorized leave for 3 consecutive workdays shall be deemed to have abandoned the position and resigned. An employee with regular status separated for abandonment of position shall be notified in writing by certified mail, return receipt requested, and include a statement of the employee s right to file a grievance seeking a ruling as to whether circumstances leading to such a notice in fact constitute abandonment of position. Such petition shall be made by the employee in writing within 5 working days from the receipt of the letter advising the employee of his or her terminations. C. Termination during Probation. An employee terminated per Section 7.03D has no right to appeal. D. Administrative Separation. When circumstances warrant, employees may be administratively separated from service by the Human Resources Department. Such separation may occur upon notice that an employee has exhausted FMLA leave entitlement and expressed intent not to return to work, is currently in FMLA status and has expressed the intent not to return to work, the employee is unable to perform the essential functions of their job with or without reasonable accommodation, the employee is incapable of performing their job with or without accommodation due to permanent medical impairment, or for the convenience of the government. An administrative separation is non-disciplinary in nature. E. Running for Public Office. An employee contemplating running for public office shall comply with the requirements of Florida Statute An employee shall be considered to be running for public office upon payment of the required qualifying fee, signing the oath of candidacy, or making the required financial disclosure before the appropriate qualifying officer. Persons in this situation may: (1) take an unpaid leave of absence upon becoming a candidate, or (2) submit an irrevocable resignation with a future effective date so long as it conforms to the requirements of the Statute. F. Dismissal. A dismissal is defined as disciplinary action taken to separate an employee from employment. 1. Authority. In accordance with the County s at will employment policy, a 7-7

38 director/department head may dismiss any employee for any reason. Illustrative reasons for dismissal may include, but are not limited to, any of the reasons set forth in Appendix Seven. 2. Dismissal for Sexual or Other Unlawful Harassment. Sexual or other unlawful harassment may be grounds for immediate dismissal. When appropriate, an employee suspected of sexual or unlawful harassment, may be placed on Administrative Leave pending the findings of a complete investigation (See Section 8.13J). 3. Appeal. An employee who has regular status may appeal a dismissal through the Grievance Procedure outlined in Section An employee exercising the right to appeal a dismissal shall submit such appeal in writing within 72 hours of such action LAY-OFF. A lay-off is defined as a termination of employment due to the abolishment of positions due to shortage of funds or work, or a material change in the duties or organization of a department. A. Authority. The director/department head shall determine the positions to be abolished in his or her department and shall seek Board approval before taking action. B. Considerations. The director/department head in determining the priority of lay-off for individual employees may be guided by a variety of considerations including job performance, relative skill levels, versatility and attendance. Seniority may be a factor in the supervisor s consideration, but the principle of last hired, first fired will not always govern in instances of lay-off. Rather, the director/department head should determine layoff priority based upon the best interest of the County. C. Lay-off Notification. After Board approval, the director/department head shall notify Human Resources Department of intended actions prior to notifying those employees designated or lay-off. D. Regular Employees. No regular status employee in an affected class shall be laid-off while a probationary employee continues to serve in that class in the affected department. E. Reassignment Request. Within 7 calendar days after receiving written notice of layoff, regular status employees shall have the right to request reassignment, including demotion to another position within the department affected in lieu of lay-off provided: 1. The petitioner has either previously held the requested position, or he/she is qualified to hold the position in the judgment of the department head. 2. Such reassignment shall not cause lay-off of another regular status employee who possesses an earlier date of original employment than that of the petitioner. 3. The granting of such reassignment shall not, in the opinion of the department head, 7-8

39 seriously disrupt or be significantly detrimental to the smooth and efficient operation of the department. Judgments made in this category shall be subject to review by the County Administrator who shall make the final decision. F. Appeal Procedure. An employee who has regular status shall have the right to appeal the lay-off through the Grievance Procedure provided such an appeal is based upon the grounds that the lay-off was not in accordance with the provisions of this section. G. Priority Consideration of Laid-off Employees. The Human Resources Director shall place the names of employees who have been laid-off on the lay-off register as required in Section 5.03A.3. The names of employees on this register shall be considered first for employment for an appropriate opening, no original appointment shall be made until all of the employees on the lay-off register have been given priority consideration. H. Lay-off Not Disciplinary. A lay-off shall not be considered a disciplinary action. 7-9

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41 Chapter 8. HOURS OF WORK, ATTENDANCE, AND LEAVE 8.01 SCOPE. This section sets forth the rules and regulations governing attendance and leave for Board employees POLICY. Departments are to perform work during the time of day and week that will provide the best level of service to the people of the county. When the operational and service needs of the County require a schedule differed from the normal work week departments are authorized to change or adjust any work schedule with County Administrator approval. A. Department Work Week. No department shall operate on less than a 40 hour work week, except as provided in Section 8.18 for holidays and other situations. B. Work Day. The work day for each full-time hourly employee shall be 8, 10, or 24 hours as prescribed by the department. C. Work Week. Unless otherwise instructed by the Human Resources, the work week for full-time hourly employees shall be 40 hours during a given 7 calendar day period. D. Exempt Employees. Employees exempt from the Fair Labor Standards Act (FLSA) may be required to work in excess of the department s scheduled hours without additional compensation. Accordingly, managers and individual supervisors shall use good judgment when requiring exempt employees to work beyond scheduled hours. E. Training Time Meetings and Conferences. When beneficial to the Board, an employee may be assigned to attend meetings and conferences that continue to the effectiveness of the organization. Generally, training time, meetings, and conference work shall be posted to the Hours Worked Time Sheet as hours worked. Exceptions to this will be in accordance with the Fair Labor Standards Act, 29 CFR Sections and through F. Excessive Absenteeism/Tardiness. Excessive or habitual absenteeism or tardiness shall be considered sufficient cause for dismissal SCHEDULED HOURS. The County Administrator, or designee, shall establish the scheduled hours of work for employees with their units. To be full time positions, such hours shall not be less than the minimum hours of a normal work week, and shall as far as practical, be uniform for employees in the same unit assigned the same duties. A. Departments shall furnish Human Resources Department with their work schedule. B. Full-time employees shall be required to be present on their assigned jobs for the total hours in the established workday and work week. C. Part-time employees shall be required to be present on their assigned jobs for the total 8-1

42 number of hours scheduled for them during the established workday and work week RECORD KEEPING A. Responsibility. Each employee shall initiate and maintain an accurate time sheet (see Appendix Five, Fig. 1, 2 & 3). Managers and supervisors shall initiate and submit accurate records of all hours worked by themselves and each employee under their supervision for each pay period. When electronic time recording measures have been implemented, the provisions of this section may be modified so long as individual accountability for attesting to the accuracy of time keeping is maintained. B. Time Sheet Submission. The Time Sheet (see Appendix Five, Fig. 1, 2 & 3), properly completed and authenticated, will be forwarded to the Clerk of Courts, Payroll Office via Human Resources Department, no later than the first day following the ending date of each pay period. The schedule for submission of time sheets may be modified to allow sufficient processing time when payroll due dates are affected by holidays or emergencies. C. Documentation. Documents required to substantiate entries contained on the Time Sheet, i.e., annual/sick leave approvals, medical documentation, etc., shall be submitted with the appropriate time sheet at the time of initial submission. D. Time Sheet Amendments. To amend a time sheet already submitted, employees will submit a memo correction to the Payroll Office via the Human Resources Department. E. Signature Procedures. Time Sheets shall be signed by each individual employee. Should an employee be unavailable for signature, the time sheet shall be annotated NOT AVAILABLE FOR SIGNATURE and signed by the immediate supervisor. F. Leave Request Procedure. Requests for leave of absence with or without pay shall be in writing and shall be approved by the appropriate manager prior to taking the leave in accordance with the provisions of these rules. G. Falsification. Falsification of any time or attendance record shall be cause for immediate dismissal. H. Official Payroll Records. The Clerk of Courts (per Section and 28.12, F.S.) is the custodian of the official payroll records of the Board of County Commissioners OVERTIME. Except for EMS and Fire Service employees, overtime is compensable work performed by a non-exempt employee that exceeds 40 hours in a work week. (Chapter 14 & 15 define overtime for EMS and Fire Service employees). A. Authority. Work in excess of a normal work week shall be kept to a minimum and avoided whenever possible. Except for emergencies, all overtime must be approved in advance by the director/department head or supervisor to whom such authority has been delegated. B. Requirement to Work. Employees are required to work overtime when directed unless 8-2

43 excused by their supervisor. The refusal to work overtime as directed constitutes grounds for immediate dismissal. C. Scheduling to Avoid Overtime. Directors/department heads shall strive to arrange the work program in such a way that overtime is not required or permitted, except as follows: 1. Emergency. Unusual situations which require emergency or immediate action, usually near the end of the work day that may not be postponed to the following work day. 2. Public/Property Danger. When danger to the health and safety, or well-being of the general public, employees or other persons could occur if an employee is not required to be on duty or where danger to property is imminent. 3. Miscellaneous. When management determines that the responsibilities of the department cannot be accomplished unless overtime work is authorized. 4. Substitution for Exempt Employee Use. When an established post must be covered and the usual or other qualified exempt employee is not available to cover that post on a given shift. D. Overtime Pay and Compensatory Time. For non-exempt employees, properly authorized overtime shall (or compensatory time off in lieu of overtime compensation) be compensated per the following: 1. Overtime Pay. If Compensatory Time is not feasible, management shall authorize employees to be paid 1.5 times the total hours worked in an overtime status 2. Compensatory Time. When feasible, overtime shall be compensated by granting Compensatory Time at the rate of 1.5 times the total hours worked in an overtime status. Compensatory time awarded must be used during a reasonable period of time or overtime pay may be paid accordingly. In no case will Compensatory Time be accumulated in excess of a total of 240 hours (480 hours for emergency response workers). When an employee exceeds this cap, they must be paid the hours in excess of the cap at the overtime rate. Note. Exempt employees are ineligible for Compensatory Time or overtime compensation WHITE COLLAR EXEMPTION (FLSA). Certain employees classified as executive, administrative, professional or computer professional are exempted from the provisions of the Fair Labor Standards Act (See 29 C.F.R. Part 541) providing they meet the following test. A. The employee is paid on a salary basis. To qualify as salary basis, the employee must 8-3

44 be paid a predetermined amount on a weekly or less frequent but regular basis and generally will be paid a full salary regardless of the number of days or hours worked in a work week, except an employee need not be paid for any work week in which they perform no work. B. Compensation cannot be reduced because of variations in the quality or quantity of work performed. C. The employee must be paid the full salary for any week in which the employee performs any work, except where a deduction is authorized as set forth below. D. Accrued annual and sick leave credits will be used for absences of one or more full days. E. Deductions will not be made from accrued benefits for less than a full day s absence. F. Deductions will not be made for absences occasional by the employer or by the operating requirements of the County. G. Permissible Exempt Salary Deductions. There are seven exceptions to the no paydocking rule. Deductions from an exempt employee s salary may be made in the following circumstances: 1. Absences from work for one or more full days for personal reason, other than sickness or disability. Use of accrued annual and sick leave credits may be required for these absences. 2. Absence from work for one or more full days due to sickness or, if the employee has accrued sick leave, such absences will be charged against the employee s accrued leave. If sick leave has been exhausted, a deduction in salary in full day increments will be made. 3. To offset any amount received as payment for jury fees, witness fees, or military pay (except as provided in Section 8.13 D or E). 4. Penalties imposed in good faith for violating safety rules of major significance. Prior to imposing a salary deduction under this subsection, supervisors are required to seek the approval of Human Resources Department. 5. Unpaid disciplinary suspension of one or more full days imposed in good faith for violations of workplace conduct rules. 6. A proportionate part of an employee full salary may be paid for time actually worked in the first and last weeks of employment. 7. Unpaid leave taken pursuant to the Family and Medical Leave Act. H. Complaint Procedure. It is the intent of the Board, as employer, to never make 8-4

45 improper deductions from exempt pay; however, in the event any exempt employee believes a deduction to their salary has been made improperly. 1. They may report such complaint, either verbally or in writing, directly to the Human Resources Director, Assistant County Administrator, or County Administrator. 2. A written response will be made to the complainant within 10 working days of receipt of such complaint either agreeing with the complaint and issuing corrective pay action or showing disagreement with the complaint and the basis upon which the deduction is considered proper ANNUAL LEAVE. Annual leave is provided to promote the proper rest, relaxation, and wellness of employees. Annual leave may also be used to supplement sick leave, or to perform personal activities, etc. A. Authority. Employees shall request use of annual leave in writing or authorized electronic mail or forms. Director/department head written or electronic mail or form approval is required prior to use. Leave use is not authorized prior to the time it is earned. B. Opportunity to Use. Each director/department head and supervisor must provide opportunities to use accrued annual leave credits required for proper test and relaxation. Individual employees are responsible for monitoring their own leave balance and for using them for the intended purpose. The maximum allowable carry-over of annual leave shall be 240 hours. All accrued annual leave hours in excess of 240 hours at the end of each calendar year will be deleted from accrued benefits without reimbursement. It is an employee s personal responsibility to request and schedule leave taking in order to avoid losing hours at the end of the calendar year. C. Compulsory Use. A director department head may require an employee to use all or part of the employee s accrued annual leave for vacation purposes at any time deemed advisable for the smooth functioning of the department or to comply with Section 8.07 B. D. Earning annual leave. Full-time regular employees filling authorized Board positions shall earn annual leave hours as follows: (See Chapter 14 for EMS employee provisions) 1. CONTINUOUS SERVICE HOURS OF LEAVE EARNED During initial probation Less than 10 year More than 10 years Zero hours (see Notes 1 &2) 4 hours biweekly 5 hours biweekly NOTE 1: New employees do not accrue leave during initial probation, however, new employees completing initial probation satisfactorily and attaining regular status shall be credited with 52 hours of annual leave on the last day of the pay period in which probation is completed and shall then accrue annual leave as indicated above. NOTE 2. Promotions, training, reinstatements, reclassifications (up-grades), lateral 8-5

46 transfers and disciplinary periods of probation are not considered initial probation provided the minimum probationary service has previously been satisfactorily completed. 2. Full-time regular employees who work less than a full pay period and part-time regular employees shall earn annual leave credits in accordance with the following formula: a. Divide hours worked by the number of hours in a pay period b. Multiply answer from (a) above by earned leave factor (4 for less than 10 years of service or 5 for over 10 year s service.) c. The following is an example of the formula for an individual who works 40 hours in scheduled 80-hour pay period. Hours worked.50 X 4 (Less than 10 years) 2.0 Total hours accrued Hours worked.50 X 5 (Over 10 year) 2.5 Total hours accrued E. Service in the elected official category shall not be used in computing continues service. F. Crediting Date. Annual leave earned during any pay period shall be credited to the employee on the last day of that pay period or, in the case of separation, on the last day the employee is an active employee. G. Increments. Annual leave shall be granted in increments or not less than ¼ hour. H. Payment. Compensation for unused annual leave shall be paid when an employee terminates whether administratively, voluntarily, or involuntarily. 1. Computation. Annual leave value at termination shall be computed by multiplying the employee s current hourly rate, including longevity, (where applicable), times the number of hours of accrued annual leave. 2. Final Pay. Payment shall be included in the employee s final paycheck provided: (1) all County property and materials in the employee s possession are properly returned or accounted for; (2) sufficient notification is given prior to termination. 3. Death. In case of death, payment for unused annual leave at the time of death shall be made to the employee s designated beneficiary or as otherwise provided by law. I. DROP. Payment for unused annual leave may also be made to employees entering the 8-6

47 Deferred Retirement Option Program (DROP) per Subsection (13), F.S. not to exceed the amount of the employee s annual leave on account or 240 hours, whichever is less. Annual leave will be computed per Section 8.06.H1 above SICK LEAVE A. Earning Sick Leave. Employees filing regular full-time positions under the Board (except EMS employees) shall accrue sick leave per-paragraph 3, below. Sick leave accrual for EMS employees is per Chapter Sick Leave Computation. Part-time employees and employers who are paid for less than a full pay period and who are filling regular positions will earn sick leave credits in accordance with the following formula: a. Divide hours worked by the hours in a regular pay period. b. Multiply the answer from a. above by a factor of 4. This represents the hours of leave authorized to be earned in the biweekly pay period. c. Example: A person worked 40 hours in an 80 hour pay period..50 x 4=2.0 hours earned leave. 40/80= Initial Probation. Sick leave benefits shall not accrue during the initial period of employment probation. However, new employees satisfactorily completing initial probation and attaining regular status shall be credited with 26 hour of sick leave on the last day of the pay period in which probation is completed and shall thereafter accrue in accordance with 8.07 A Accrual. Sick leave benefits will accrue for employees in regular positions under the Board of County Commissioners as follows: CONTINUOUS SERVICE Initial probation Less than 5 years More than 5 but less than 10 years More than 10 years HOURS OF LEAVE EARNED Zero hours (see Section A.2) 2 hours biweekly 3 hours biweekly 4 hours biweekly NOTE: Promotions, training, reinstatements, reclassifications (up-grades), lateral transfers and disciplinary periods of probation are not considered a period of initial probation providing the minimum 6-month probationary service has been previously completed. 4. Leave Accrual Limit. As of October 1, 1996, the payment of Sick Leave Incentive Pay 8-7

48 upon cessation of employment is limited to not more than 2,080 hours. All regular employees with sick leave balances in excess of this limit as of the date will retain their sick leave balances and may continue to earn additional sick leave hours however; the maximum hours that may be reimbursed shall be limited to 2,080 hours. B. Crediting Date. Sick leave during a pay period shall be credited to the employee on the last day of that pay period, or in the case of separation, on the last day the employee is on payroll. C. Authorized Sick Leave Uses. Sick leave shall be authorized only for the following: 1. Personal Illness. The employee s personal illness, injury or exposure to a contagious disease that could endanger others. Personal illness shall include disability caused or contributed to by pregnancy miscarriage, abortion, childbirth and recovery there form. 2. Medical Appointment. The employee s personal appointment with a doctor, dentist or other recognized practitioner when it is not possible to arrange such appointments when off-duty. 3. Family Member Illness or Medical Appointment. Illness or injury of a member of the employee s immediate family, which may require the personal care and attention of the employee. Immediate family is defined as the spouse or the grandparents, parents, brothers, sisters, children, and grandmother of either the employee or spouse. Additionally, eligible employees may use FMLA. 4. Worker s Compensation Supplementation. A maximum of 20% of the scheduled work time may be used as sick leave credits to supplement Workers Compensation payments. The use of sick leave credits to supplement Workers Compensation must be requested by the employee sufficiently in advance to permit posting on the next regular payroll. Retroactive payment of sick credits is not authorized. D. Notification Requirements. Employees must give prior notice to their supervisors or departments that they must be absent due to illness, injury or exposure to a contagious disease or to care for dependents. This notice must be before the scheduled start time of the employee s work shift. Exemptions to this policy must be approved by the County Administrator of his authorized representative. E. Medical Certification. Employees may be required to furnish medical certification for absences claimed due to sickness when the supervisor or director/department head deem such request proper. F. Return to Work Medical Certification. Employees absent more than 3 workdays due to illness or injury may be required to provide medical certification of their illness to return to work prior to returning to work. G. Annual Leave Substitution. Employees unable to work after all sick leave credits have 8-8

49 been used may use accrued leave before being placed on leave without pay. H. Family and Medical Leave Act of Persons employed by the County for at least 12 months, and who have worked a minimum of 1,250 hours for the County in the 12 months preceding a request for FMLA leave are eligible to use leave as provided for in the law. Procedures for requesting FMLA leaves are contained in Appendix Six. FMLA leave, when authorized, shall be on a rolling-twelve month-period counting from the first day of leave granted under the request. I. Failure to Comply. Employees who, upon request by their supervisor or director/department head, fail to comply with the procedures in this section shall not be eligible to use accrued sick leave credits and may be subject to discharge. J. Abuse of Sick Leave. Employees whose sick leave records indicate unwarranted use of sick leave may be required to submit medical certification for all absences claimed due to illness. Furthermore, if attendance is not improved within 30 days of such notice and an acceptable record maintained thereafter, the employee may be discharged for sick leave abuse. The Human Resources Department shall conduct an analysis of all employee sick leave use periodically to enforce the intent of this provision. K. Sick Leave Incentive. In order to encourage employees to properly use sick leave and recognize those who have demonstrated a high degree of physical fitness and safety by accruing large amounts of unused sick leave credits, the following lump-sum reimbursements shall be authorized: 1. Ten years of continuous County service and accrual of 450 or more sick leave hours-lump-sum payment upon termination of 25 percent of the accrued sick leave hours based on current hourly wages. 2. Fifteen years of continuous County service and accrual of 750 or more sick leave hours-lump-sum payment upon termination of 35 percent of the accrued sick leave hours based on current hourly wages. 3. Twenty years of continuously County services and accrual of 1,000 or more sick leave hours-lump-sum payment upon termination of 50 percent of the accrued sick leave hours based on current hourly wages. 4. Limitations. Lump-sum payment of the accrued sick leave benefits shall not exceed a maximum of 2,080 hours and will include longevity. a. Creditable service as an elected official even when continuous will not be used to compute continuous service for this payment. Eligibility. To be eligible for lump-sum payment of accrued Sick Leave Incentive 8-9

50 benefits employees must terminate employment in good standing. The following requirements shall be met in order to terminate in good standing. a. Notice of termination of at least 2 weeks. b. Not terminating: (1) As a result of disciplinary action; (2) To avoid disciplinary action; (3) To avoid internal investigation; (4) Due to abandonment of position; (5) Due to confinement in a correctional institution as a result of a court conviction or sentence; (6) Due to confinement for drug or alcohol abuse; (7) Due to violation of Drug-Free Workplace Policies; (8) Due to extradition for the purpose of criminal/civil prosecution SICK LEAVE POOL (SLP). On a purely voluntary basis, eligible employees may join a Sick Leave Pool with other employees per the following: A. Purpose. The Sick Leave Pool is established to provide additional paid sick leave protection to eligible employees per the following: B. Procedure. Participation in the SLP shall be on a voluntary basis and is available only to eligible employees. To join the SLP an employee must: 1. Have at least one year of full-time employment with the County. 2. Have a minimum of 30 hours of unused sick leave remaining after contributing 8 hours to the pool, 3. Participating employees will make equal contributions to the SLP. a. After the initial contribution of sick leave hours, further contributions will only be required as may be necessary to replenish the pool. Any such contributions will be equally required of all employees participating in the pool. b. A participating employee using sick leave from the pool will not be required to recontribute sick leave to the pool, except as otherwise provided herein. c. A participating employee who chooses to no longer participate in the SLP will not be eligible to withdraw any sick leave already contributed to it. 8-10

51 d. Joining the pool is prohibited at any time other than the initial enrollment and periodic replenishment periods. e. Pool replenishment will be accomplished annually as needed, during an open enrollment period in the Fall. New members will be required to contribute at the same rate as original (charter) members or the current rate, whichever is higher. f. A participating employee will not be eligible to use sick leave from the pool until all personal sick and annual leave has been depleted. C. Conditions 1. SLP time drawn from the pool must only be used for the employee s personal catastrophic illness, accident, or injury as defined by the SLP Committee. 2. An employee may not draw time from the pool to cover an absence due to pregnancy, unless the absence is due to medical complications resulting from the pregnancy. 3. An employee may only draw from the pool for approved absences of 10 continuous days or more, after a 5 day waiting period. 4. A maximum of 240 hours may be withdrawn from the pool per member in a calendar year (January 1 through December 31). 5. Sick leave not yet earned may not be advanced for the purpose of contributing to the pool. 6. Alleged abuse of SLP time will be investigated and on a finding of wrongdoing, the employee will be required to repay all of the sick leave credit drawn from the pool and be subject to such other disciplinary action as determined appropriate by management. 7. Leave withdrawal from the SLP will require in all cases, a statement from a physician attesting to the disability, to the estimated period of disability, and a statement that the employee is unable to work. 8. An employee using SLP leave for the majority of the month will not earn sick leave. D. Committee. Operation of the pool will be monitored by a committee acting in an advisory capacity to the County Administrator. 1. The committee shall be composed of the Assistant County Administrator, Human Resources Director, and three hourly employee members of the SLP. 8-11

52 2. The committee shall be chaired by the Assistant County Administrator. 3. A SLP member may recommend to the committee a prospective participant which may require the waiving of procedures which are not in violation of Florida Statutes. The reasons for acceptance under this provision shall be enumerated in the minutes of the meeting of the SLP committee. 4. The committee shall not grant sick leave in excess of the balance in the pool. 5. The application form for Sick Leave Pool time is at Appendix Eleven MONITORING LEAVE A. Human Resources. Human Resources staff shall monitor leave balances each pay period and initiate corrective action when needed. B. Directors/Department Heads. Directors/department heads are responsible for ensuring an employee has sufficient leave accrued prior to providing requested leave. C. Department Payroll Clerks. Department/Division personnel with responsibility for payroll item submission to Human Resources Department shall ensure that entitlement of annual/sick leave is credited only to those employees who have accrued sufficient leave credits to warrant payment of leave funds. D. Individual Employees. Each employee is responsible for monitoring their own leave balances and reporting errors to their supervisor when detected. Failure to report or otherwise disclose erroneous leave information may result in the employee s discharge SPECIAL COMPUTATION A. Ten-Hour Employee. For employee s regularly assigned 10-hour work days: 1. Leave. Shall be granted 10 hours annual leave and/or 10 hours sick leave for each scheduled work day for which sick/annual leave has been approved, provided their individual leave account is sufficient to cover the period. 2. Holiday Pay for Non-Exempt Employees. Holiday pay will be paid at the same rate and method in which sick/annual is approved and charged, when the holiday falls on a scheduled work day. When a holiday falls on the regular scheduled day off for the employee no compensation will be paid. Updated 9/15/ Holiday Pay for Exempt Employees. Holiday pay shall be paid at the same rate for which annual/sick leave is authorized for a holiday falling on a scheduled work day. When the holiday falls on the regular scheduled day off for the employee no compensation beyond the regular salary will be paid. 8-12

53 4. Annual Leave Accrual. Annual leave shall accrue per rates in Section 8.07D. 5. Sick Leave Accrual. For employees with effective continuous service date, January 1, 1991 or later, accrual will be per rates established in Section Rest Breaks. Each director/department head may allow employee s three rest breaks for employees on 10-hour shift provided that: a. No work break shall exceed 15 minutes absence from the employee s work station. b. Unused work breaks may not be accumulated. c. Work break time shall not cover late arrival for duty or early departure from duty. d. Work break times may not be used in conjunction with regular meal breaks. e. No work break will cause unsafe or hazardous conditions to exist solely for the purpose of taking a break at a pre-designated time during the work day. B. Leave/Holiday Pay Excluded From Overtime Computations. Administrative leave (except for line of duty court appearance), annual leave, sick leave and/or holiday pay will not be considered in the computation for overtime pay. Should an hourly employee be required to work on a holiday that falls on the normally scheduled day off, such work exceeds the 40 hour work week for included employees; they will be paid overtime at the rate equal to 1.5 times the normal hourly rate plus 8 hours holiday pay. When such work does not place the employee in an overtime situation for the work week, the normal hourly rate will be paid plus 8 hours holiday pay. C. Continuous Service. Continuous service is defined as employment with no break in service of 24 hours or more, caused by either voluntary or involuntary separation from employment. 1. Leave Without Pay. Authorized leave of absences without pay shall be considered continuous service. 2. Lay-off. A break in employment caused by lay-off will not be considered a break in continuous service for a period of 30 days following lay-off. This provision may be waived by the individual if desired to facilitate immediate payment of accrued leave benefits. However, once waived by the employee such waiver may not be withdrawn. In these cases, the break in continuous service shall be the first day following the effective date of the waiver. 3. Suspension Effect. Suspension without pay will cause no interruption in continuous service unless such suspension results in termination, voluntary or involuntary, prior to return to regular pay status. In this case, the break in continuous service shall be effective the first day of suspension without pay. Should the individual return to regular pay status directly from a period of suspension without pay, regardless of length of suspension, there will be no break in continuous service. 8-13

54 8.12 WORKERS COMPENSATION and DISABILITY LEAVE A. Injury Reporting. To assist the Board in better supervising its workers compensation claims, employees are required to immediately report all injuries, no matter how slight, incurred on the job. This allows the Board to gain an immediate working knowledge of the nature and severity of all injuries as well as an immediate opportunity to correct any potentially hazardous conditions thereby avoiding potential additional injuries. B. Disability Leave with Pay. An employee who sustains a job-connected injury requiring time off the job shall be carried at full pay status during the time he/she would normally have worked for a period not to exceed 7 calendar days or 40 hours, whichever is less beginning with the first day following the date of injury and will be accounted for as paid administrative leave. 1. Double Payment Not Permitted. Because the County pays for the first week of absence from the job for the injured employee, when the absence exceeds 21 calendar days, the Workers Compensation carrier will make a reimbursement payment for this first week of absence directly to the Board of County Commissioners. In the event this payment is inadvertently made to the injured employee, they will be required to subrogate, i.e., return the Workers Comp indemnity payment covering the first week of absence to the Board of County Commissioners. 2. Light Duty. For employees in light-duty status, time used in traveling to required medical appointments and therapy and time spent in such activities will be accounted for as paid administrative leave. Combinations of light duty work and paid administrative leave will not exceed payment of more than a 40 hour week and will not trigger payment of over time. C. Continuous Workers Compensation/Sick Leave Payments. An employee who is unable to resume work by the end of the period specified in the paragraph above, may elect to use accrued sick and/or annual leave at the rate not to exceed 20 percent (i.e., two 8- hour workdays per biweekly pay period) to supplement Workers Compensation wage payments. Supplemental sick or annual leave payments must be requested by the employee and approved by the department head prior to payment. Insufficient sick or annual leave balances to cover requested periods of absences shall not be approved or paid. In these instances, the employee s sole entitlement for disability payments shall be the rate established by and paid through Workers Compensation Insurance ADMINISTRATIVE LEAVE A. Court Appearances 1. Jury Duty. An employee summoned as a member of a jury panel shall be granted administrative leave with pay, and any jury fees shall be retained by the employee. 8-14

55 The Board shall not reimburse the employee for meals, lodging and travel expense incurred while serving as a juror. 2. Witness Duty. An employee subpoenaed as a witness, not involving personal litigation, shall be granted administrative leave with pay and any witness fees shall be retained by the employee. The Board shall not reimburse the employee for meals, lodging and travel expense incurred while serving as a witness. 3. Line of Duty Court Appearance. An employee subpoenaed in the line of duty to represent the employer as a witness or defendant shall be granted administrative leave. Appearances in such cases shall be considered part of the employee s job assignment. The employees shall be paid per diem and travel expenses and shall be required to turn over to the Clerk of Court any fees received from the Agency making such payments. 4. Personal Litigation. In no case shall administrative leave with pay be granted for court attendance when an employee is engaged in personal litigation, however, an employee may be granted annual leave in such cases per Section 8.07 B. Voting. An employee who lives such distance from assigned work location as to preclude voting outside of working hours may be authorized a maximum of 2 hours of leave with pay for this purpose. Any other employee may be granted 1 hour of leave with pay for the purpose of voting during normal working hours. An employee shall not be granted administrative leave with pay to work at the polls during elections. C. Examinations. An employee may be granted administrative leave with pay to take examinations before a state or federal agency provided such examinations are pertinent to County employment and not pursuant to tuition assistance provided courses. D. Military Duty. Florida Statutes provides for leave of absence for employees for active duty training and for military service in the National Guard, Air National Guard or the Reserves of the United States Armed Forces. These statutes were adopted, to ensure the state and national security at all times through a strong armed force of qualified mobilization ready personnel. Accordingly, employees are authorized pay and benefits appropriate to their status as provided per Chapter 115 and 250, Florida Statutes. 1. Supplemental Pay. An employee who is a member of the National Guard, Air National Guard or the Reserve of the United States Armed Forces shall upon presentation of a copy of the employee s official order or appropriate military certification substantiating being placed on active duty shall be entitled to Supplemental Pay in accordance with Section , F.S. during periods of service for the first 30 days of leave of absence and thereafter, in an amount necessary to bring their total salary inclusive of their base military pay, to the level earned at the time they were called to active duty. 8-15

56 2. Training. An employee who is a member of the National Guard, Air National Guard, or the Reserve of the United States Armed Forces, shall upon presentation of a copy of the employee s official orders or appropriate military certification be entitled to administrative leave without loss of pay during periods in which the employee is engaged in annual field training or other active duty for training exercises. Such leave with pay shall not exceed 17 calendar days in any calendar year. A copy of the official orders or certification shall be filed in the employee s personnel file. E. Florida Ordered National Guard Active Duty. An employee who is a member of the Florida National Guard shall be entitled to administrative leave without loss of pay on all days when ordered to active duty by the state. Such leave with pay shall not exceed 30 calendar days at any one time. Leave without pay will be granted for armory drills and/or multiple training assembles. F. Bereavement. An employee may be granted 3 days of administrative leave with pay for the death of any member of the employee s immediate family. Immediate family is defined as the spouse or the grandparents, parents, brothers, sisters, children and grandchildren of either the employee or spouse. An employee may also be granted this leave for the death of a person with loco parentis standing with the employee, i.e., a person who has been in the position or place of a parent. G. Civil Defense, Fire, Law Enforcement Duty. Employees who are members of a volunteer fire department, police auxiliary or reserve, civil defense unit or other public safety type organization may be granted leave with pay when called upon as members of these organizations to perform duties in times of civil disturbance, riots, emergency incidents or disasters as declared by competent authority. Such administrative leave shall not exceed 2 days on any one occasion. H. Limitation. If an employee does not use administrative leave as authorized in this section, the employee shall not accrue or be paid for such unused leave. I. Disability Leave. An employee injured on the job may be granted administrative leave in accordance with Section 8.12.B. J. Pending Investigation. Non-Exempt employees may be placed on administrative leave without pay pending investigation of allegations of Standards of Conduct infractions. Exempt employees may be placed on administrative leave with or without pay as delineated in Section LEAVE OF ABSENCE WITHOUT PAY. Leave without pay is a temporary non-pay absence from duty gained at an employee s request, or for the benefit of the County. Approval of leave without pay is a matter of management discretion. Except as provided by law leave without pay is not an employment right. A. Status. An employee granted leave without pay shall continue as a Board employee 8-16

57 during such leave and shall be returned to the same position or a different position of similar rank in the same work location upon termination of the approved leave unless the department head and employee agrees in writing to an alternative arrangement prior to the granting of the leave. B. Insurance. The Board shall continue to pay its portion of premiums for an employee s medical, dental (preventative), and life insurance coverage during the period of approved leave without pay. Family, dependent, and other insurance premiums may be continued by the employee by timely remittance of premium payments to Finance Department. C. Authority. The Human Resources Department may approve a leave of absence without pay for a period not to exceed one work week for sufficient reason. Leave without pay may be extended by the Human Resources Director on a weekly basis not to exceed 29 calendar days. Leave exceeding 29 calendar days requires County Administrator approval. D. Approval. All leave without pay shall be approved prior to leave being taken except in the case of an emergency where the employee must be absent prior to receiving approval from proper authority for the absence. E. Failure to Comply. When a request for leave without pay is denied and the employee takes unauthorized leave management may consider the employee voluntarily resigned from Board employment without notice. F. Leave Accrual. Employees on leave without pay shall not accrue annual or sick leave. G. Holiday Pay. Employees in leave without pay status on the scheduled work day immediately prior to and immediately following a designated paid holiday are ineligible to receive pay for such holiday PREGNANCY AND ADOPTION LEAVE. This section provides policy and procedures for requesting and using leave for maternity and adoption purposes. In the event an employee is eligible and desires to exercise rights under the Family and Medical Leave Act of 1993, see Section 8.07.H. A. Maternity Leave Medical Certification. Pregnant employees may be authorized to use sick leave for pre-natal and post-natal care providing a certificate has been issued by the medical authority stating medical reasons and anticipated length of disability. B. Excessive Use Prohibited. Since the use of sick leave for maternity leave is based on the individual s ability to work as stated in documentation provided by the proper medical authority, no strict period of time is provided for such leave. However, the excessive use of sick leave credits will not be allowed and will be monitored by the Human Resources Department. 8-17

58 C. Return to Duty Medical Certification. A medical certificate is required upon the individual s return to duty following a period of maternity leave stating the employee s physical condition warrants return to work without physical danger to the employee or creating unsafe working conditions for others. Without such documentation, the employee will not be permitted to return to the work force and may be placed on administrative leave without pay. D. Sick Leave Supplementation. Annual leave without pay may be used to supplement sick leave (See 8.11.G, 8.14). E. Adoption, Foster Care, and Guardianship. An employee who adopts a child, has a foster child placed in their home, or assumes guardianship of a child may apply for leave and use annual leave, sick leave, and/or leave without pay for this purpose SICK LEAVE CREDIT. An employee who separates in good standing from federal state or local government service, or an affiliated, non-profit agency, within the State of Florida, to accept a position under the Highlands County Board of County Commissioners, shall be entitled to transfer up to a maximum of 40 hours of unused sick leave credits to the Board, provided: A. There has been no break in service between the agency the person is leaving and the time the person accepts employment under the Board (Separation due to lay-off which does not exceed 2 years, and other authorized leaves of absences without pay, shall not be considered a break in service). B. The employee shall not be credited with sick leave credits in excess of the amount the employee would have earned under the Board for an identical period of employment. C. Transferred leave credit use is subject to the same conditions and limitations as for those earned under the Highlands County Board of County Commissioners. D. Annual leave credits from outside activities will not be accepted. E. The unused sick leave is verified by the prior employer REINSTATEMENT OF SICK LEAVE CREDIT A. Employees who have terminated in good standing and who have been separated less than 2 years may upon reinstatement be authorized all unused sick leave hours accrued up to the date of separation. B. Former employees who did not terminate in good standing are ineligible for reinstatement of prior sick leave. C. Employees who have been paid a lump-sum settlement for accrued sick leave benefits will not be eligible for prior sick leave credits upon re-employment. 8-18

59 8.18 HOLIDAYS AND OTHER AUTHORIZED ACTIVITIES. The following holidays have been authorized by the Board and shall be observed by all departments and/or activities under their control. 1. New Year s Day 7. Yom Kippur or Rosh Hashanah 2. M.L. King, Jr. Day 8. Veteran s Day 3. Good Friday 9. Thanksgiving Day 4. Memorial Day 10. Friday after Thanksgiving 5. Independence Day 11. Christmas Day 6. Labor Day 12. Other day(s) authorized by the Board A. Weekend Holiday Effects. When an approved holiday falls on a Saturday, the preceding Friday shall be observed as the official holiday. This paragraph does not pertain to EMS personnel paid on Payroll 2. (See Chapter 14) B. Holiday Pay for Part-Time Employees. Holiday pay for less than full-time employees shall be awarded at the rate of 1 hour of holiday pay for each 10 hours worked during the pay period in which the holiday falls. For example, if a part-time employee is scheduled to work 20 hours during the pay period of the holiday, they would receive 2 hours holiday pay, 30 hours scheduled, 3 hours, 40 hours scheduled, 4 hours, etc., to a maximum of 60 hours scheduled, 6 hours holiday pay would be paid. Employees who work 70 hours or more would receive the full holiday benefit. C. Exempt Employee Holiday Pay. Pay is included in exempt employee s salaries for holidays. Exempt employees may not be paid any additional amount for work performed during a designated holiday except per Section D. Other Agency Holidays. County employees assigned in Soil & Water Conservation Natural Resources Office, county personnel with shared employment with the University of Florida Extension service, and other employees in similar situations may observe holidays of that organization, or the ones listed above. However, the total number of holidays observed shall not exceed the total number of days provided to other County employees annually. E. Rest Breaks. Rest breaks are not a right, but a privilege provided when time and circumstances permit, and must be arranged so as not to interfere with County business. Each director/department head may allow employees one work break during the first half of their work shift and one work break during the second half of their work shift provided that: 8-19

60 1. No work break shall exceed 15 minutes absence from the employee s work station. 2. Unused work breaks may not be accumulated 3. Work break time shall not cover late arrival for duty or early departure from duty. 4. Work break time may not be used in conjunction with regular meal breaks. 5. No work break will cause unsafe or hazardous conditions to exist solely for the purpose of taking a break at a pre-designated time during the work day. F. Meal Periods. One hour is the normal time allotted for meal periods. Less than one hour for meal periods is authorized at the discretion of the director/department head. No meal period shall be for less than one-half hour 1. Meal periods are to be scheduled in a manner to best serve the public. 2. Meal period time cannot accumulate or be saved for the purpose of leaving work early. The County Administrator, or directors/department heads, may authorize the inclusion of the meal period as actual work time for shift positions DOMESTIC VIOLENCE LEAVE Subject to the requirements of this policy, HCBCC permits all qualifying Board employees to request and take up to three unpaid working days of leave in any 12-month period to undertake activities resulting from an act of domestic violence if the employee, or a family or household member of the employee, is the victim of domestic violence. [Sec Florida Statutes]. Qualifying for Domestic Violence Leave To qualify for leave under this policy, an employee must be employed by the Board for three or more months; provide to his or her immediate supervisor as much advance notice as possible of the need to take leave (except in cases of imminent danger to the health or safety of the employee or the family or household member); provide to Human Resources sufficient documentation of the act of domestic violence (specific documentation to be determined on a case-by-case basis); exhaust first all annual or vacation leave, personal leave, and sick leave; and, use leave for one of the following reasons: seeking an injunction for protection against domestic violence or an injunction for protection in cases of repeat violence, dating violence, or sexual violence; obtaining medical care or mental health counseling, or both, for the employee or 8-20

61 a family or household member to address physical or psychological injuries resulting from the act of domestic violence; obtaining services from a victim-services organization, including, but not limited to, a domestic violence shelter or program or a rape crisis center as a result of the act of domestic violence; making the employee's or victim s home secure from the perpetrator of the domestic violence or to seek new housing to escape the perpetrator; or, seeking legal assistance in addressing issues arising from the act of domestic violence or to attend and prepare for court related proceedings arising from the act of domestic violence. Confidentiality of Related Records HCBCC, in accordance with Florida Statutes, will keep confidential and exempt from public disclosure all such requests, substantiating documentation, and leave. Updated 08/07/

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63 Chapter 9. PERFORMANCE EVALUATION 9.01 SCOPE. This section sets forth the rules and regulations for evaluating the work performance of persons employed by the Board of County Commissioners of Highlands County POLICY. Persons preparing Employee Performance Evaluations must exercise great care and honesty. An improperly prepared form, or one that is over or under rated, may have a direct and tremendous effect on the lives and careers of not only the person being evaluated but other employees as well. Raters should use the same care and accuracy in preparing subordinate evaluations as they would expect from their supervisors in writing their own. A. Evaluators. Performance evaluations should be issued by the employee s immediate supervisor and reviewed by the director/department head. The Human Resources Director is required to review all performances evaluations. The immediate supervisor s final evaluation shall not be charged by higher level supervisors; however, the County Administrator shall certify having seen the rating and may attach comments considered appropriate on the evaluation, which may then be referred to the attention of the Board. B. Performance Standards. Employees shall not be expected to meet performance standards that are not reasonable requirements of their positions. C. Procedures. The Human Resources Department shall establish written procedures for evaluating the performance of all employees on an impartial basis. D. Timeliness and Accuracy. Evaluators shall be completed in a neat and prompt manner. Messy, inaccurate and untimely reports are unfair to the related individual and could reflect on the rating official s supervisory skills. E. Requirements for Periodic Evaluation. Each employee s performance shall be evaluated for a periodic basis in accordance with Section F. Evaluation Uses. Employee Performance Evaluations shall be used for, but are not limited to, the following purposes: 1. To inform the employee of strong and weak points, as well as training needs and improvements expected. 2. To determine the fitness for attainment of regular status. 3. To recognize the potential for promotion. 4. To determine eligibility for salary increases. 9-1

64 5. To determine merit salary award amounts. 6. To assist in determining the order of lay-off and reinstatement. 7. As a basis for disciplinary probation or other disciplinary action. 8. To document justification for a PRIDE award PROCEDURES. Performance evaluations are required for all employees of the Board except those shared employees of the County Extension Service evaluated by the University Evaluation System. An evaluation will be prepared for each employee as follows. A. Probation Evaluation. Upon completion of initial or new position probation an evaluation is required. Is should be completed and delivered to the Human Resources Department at least 2 weeks before the end of the period. The evaluation must clearly state whether or not the employee should attain regular status. B. Annual Evaluation. Evaluations of all regular employees will be prepared and submitted to the Human Resources Department annually in August. C. Meritorious Evaluation. When an employee demonstrates outstanding, performance, a special report may be warranted. This evaluation would also be used to nominate an employee for a P.R.I.D.E or other award. D. Special Evaluation. When an employee s work performance has deteriorated to an unsatisfactory point warranting a special report. E. Board Directed Evaluation. At any other time as may be directed by the Board to fulfill special requirements. F. Evaluation Forms. Employee evaluation forms will be completed in accordance with Appendix Four, Figure 1, or 2. G. Form Preparation. The following conditions must be rigidly adhered to: 1. Period. The evaluation covers only the period of time indicated on the form. The evaluation must cover the entire time period indicated on the evaluation form and not merely the past few weeks of the evaluation period. 2. Employee Input. Each employee has the right to transmit information they feel their supervisor should know about their job performance. The information may be submitted in writing, using Form 1A or Form 2A in Appendix Four. Evaluators should review the information provided on the form and factor these inputs into composing the evaluation. Evaluations may use some, all, or none of the information provided. 9-2

65 3. Constructive Criticism. Evaluation comments should be constructive and informative to the person being rated. Comments should address employee accomplishments and shortcomings in a straightforward, factual, and understandable manner. Evaluation language should not attempt to impress or influence supervisors. H. Evaluation Conference. After a performance evaluation is finalized, it should be discussed with the employee. The employee is required to sign the original. The original will be placed in the employee s personnel file with a copy to the individual. In the event an employee declines to sign the evaluation, it will be filed with the annotation, Employee Has Refused to Sign in the employee signature block. I. Unsatisfactory Ratings. If an employee receives an unsatisfactory rating, the supervisor may: 1. In the case of an employee who has not attained regular status, discharge the employee. 2. In the case of an employee who has attained regular status: a. Re-assign the employee to a previously held position, if feasible. b. Place the employee in a 30-day special probationary period; if employee performance has not attained a satisfactory rating in that time, discharge the employee. J. Special Probation Limitation. An employee may be placed in a 30 day special probation not more than once in any 12 month period TRAINING. It is the responsibility of the County Administrator in conjunction with the Human Resources Director and each director/department head, to foster and promote inservice training of employees. The purpose of this training is to improve the level of service rendered to the public, to improve the quality of individual performance and to assist employees in preparing themselves for advancement in the County s service. The Human Resources Department will provide assistance to directors/department heads in developing and conducting training to meet specific needs in their areas of responsibility and to assure that supervisory and management training are available TUITION ASSISTANCE. The County Administrator may authorize, within available funds, reimbursement of tuition and laboratory fees, up to 100 percent, incurred by an employee who satisfactorily completes a job related course of training at an approved educational institution. Courses must be related to the employee s principle duty assignment and must be approved prior to the start of the course. Books and other media required for the courses are the responsibility of the student. The rate at which tuition and laboratory fees will be reimbursed shall generally be not greater than the rates being charged by the university system of the State of Florida. 9-3

66 Note. In recognition of the logistic difficulty of attending on-campus undergraduate upper division and graduate level courses, due to the distances involved, weekend and on-line courses may also be authorized. Due to the variety of institutions offering courses in nontraditional settings, an exact level of expenditure for such programs cannot be set. Each program must be judged on a case by case basis. However, in determining the appropriate level of expenditure to be authorized, consideration must be given to the following: 1. The amount of assistance provided shall be reasonable under the circumstances. 2. Funds cannot be concentrated on only one or a very few employees in a department, i.e. the education requests for every employee in a department must receive fair consideration. 3. It must be recognized that the primary beneficiary of the public funds expended for education is the employer, not the employee. A. Certification and Qualification. Applications for tuition assistance must be certified by the appropriate director/department head and qualify in one or more of the following circumstances (See Appendix 7 for application format): 1. Responsibilities have been added to the job classification that requires formal training. Adding responsibilities resulting in an upward adjustment in pay grade or salary level do not qualify under the provisions of this paragraph. 2. There have been one or more changes in the technical requirements of a job or use of new equipment not previously required in that position. Such changes should significantly enhance the effectiveness of the employee s performance. 3. Formal training or education that will significantly increase the employee s ability to provide a level of service or expertise not normally required by the job classification. 4. Conditions which could warrant re-training due to elimination of the current job classification. Such re-training must be for an authorized position. 5. Other circumstances determined by the disaster department head that might require special consideration by the County Administrator. Only those special circumstances which could result in a positive impact on the level of service will be considered. 6. An individual hired in trainee status or a current employee appointed to fill a position as a trainee may use this program to acquire some or all of the education requirements for the position. 7. Generally, tuition assistance may be made available for the completion of classes to satisfy GED, associate and bachelor degree basic requirements. 9-4

67 B. Timeliness. Applications for tuition assistance must be made significantly in advance of the required starting date for the course to permit review by the County Administrator. C. Course Completion Period. Satisfactory completion of a course is required within a reasonable period of time after approval. Unless otherwise specified, a reasonable period of time shall be considered to be not more than 6 months following the approval date. D. Withdrawal. Should circumstances require withdrawal form the approved course of instruction, a new application must be submitted if the same course is to be taken again. Re-approval must be obtained in order to trigger authorization for reimbursement when the course is finally completed in a satisfactory manner. E. Non-Use of County Personnel, Equipment and Supplies. Employees may not use county equipment and/or other county employees to complete academic requirements when reimbursed under this program. F. Proof of Completion. Proof of satisfactory completion with at least a grade of C or better from the appropriate educational institution is required prior to reimbursement. G. Course/Institution Changes. Changes in course, educational institutions or tuition costs after initial approval, are not authorized and may result in loss of approval. Reimbursement in such cases requires the specific approval of the County Administrator. H. Baccalaureate Education. Employees enrolling for education credits beyond the associate degree level are required to agree to remain in the employment of the Board of County Commissioners for one year after the last date of receipt of any funds for such courses. In the event such employee leaves Board employment prior to this time, the employee shall be required to re-pay upper division course tuition and laboratory fees provided to them in the two years prior to the date of resignation. I. Graduate Education. Employees enrolling for education credits beyond the bachelor degree level are required to agree to remain in the employment of the Board of County Commissioners for two years after the last date of receipt of any funds for such courses. In the event such employee leaves Board employment prior to this time, the employee shall be required to re-pay graduate course tuition and laboratory fees provided to them in the two years prior to the date of resignation. 9-5

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69 Chapter 10. DISCIPLINE, GRIEVANCE AND APPEALS SCOPE. This section sets forth rules and regulations for disciplinary actions, grievances and appeals for employees of the Highlands County Board of County Commissioners. Nothing in this section should be construed as altering the at-will nature of employment with the County. A. It is the intent of the County that effective supervision and employee relations will avoid most matters which necessitate disciplinary action. All employees are expected to comply with the County s standards of behavior and performance. Any noncompliance with these standards must be remedied. B. Each instance differs in many respects from other situations and the County retains the right to treat such occurrence on an individual basis, without creating a precedent for other cases, which may arise in the future Responsibilities. A. The County Administrator shall monitor all disciplinary actions to insure compliance with this chapter, applicable law and sound ethical precepts. B. Directors/Department Heads are responsible for instructing their managers and supervisors in achieving conduct and job performance standards and in administering discipline. They shall also ensure their employees are familiar with disciplinary procedures, grievances, and appeals. C. Managers and supervisors shall monitor the achievement of conduct and job performance standards of their employees. Managers and supervisors should also make every effort to clearly communicate the conduct and work performance standards expected to their employees on the job, as well as their policies or procedures which are applicable to a given work situation. D. The Human Resources Director shall provide advice for directors, department heads, supervisors, or other persons contemplating disciplinary actions and shall monitor such actions to ensure they are appropriate and consistent. It shall also be the responsibility of the Human Resources Department to intervene, when appropriate, to protect individual employee rights and ensure the proper use of the disciplinary system. Questions about this chapter should be directed to the Human Resources Department Disciplinary Procedures 10-1

70 A. Under normal circumstances where misconduct is not deemed by the County to be serious, the County endorses a policy of progressive discipline in which it attempts to provide employees with notice of deficiencies and an opportunity to improve. It does, however, retain the right to administer discipline in any matter the County sees fit. This policy does not modify the status of employees as employees-at-will. Employees may be separated from County employment whenever it is determined to be in the County s best interest. Further, this policy in no way restricts the County s right to bypass any or all steps in the disciplinary procedures suggested and proceed immediately to dismissal. B. Depending upon the circumstances, acceptable disciplinary actions may include: 1. Verbal warning/counseling 2. Written reprimand 3. Suspension 4. Dismissal 5. Combination of any of the above. C. In all cases in which discipline is administered, the Department Director/Head or supervisor shall notify the employee of the action taken and a copy of such notice will be included in the employee s personnel file. The documentation of disciplinary action should include a statement referencing any applicable Personnel Rules and Regulations or department policies violated and, unless the discipline being imposed is dismissal, a statement indicating what will happen if the employee commits further offenses. D. Supervisors are authorized to counsel and reprimand subordinate employees where appropriate. E. Department Directors/Heads are authorized to suspend any subordinate employee without pay for up to five days where appropriate. Suspension without pay longer than five days requires the approval of the County Administrator. The County Administrator and Assistant County Administrator may suspend employees under their authority. F. Department Directors/Heads are authorized to discharge any subordinate employee where appropriate. The County Administrator and Assistant County Administrator may discharge employees under their authority. G. Regular employees who believe that they may have been disciplined too severely or who question the reason for discipline are encouraged to utilize the employee complaint procedure set forth in section Employee Behavior and Standards of Conduct 10-2

71 A. It is the policy of the County that certain rules and regulations regarding employee behavior are necessary for the efficient operations of the County and for the benefits and safety of all employees. Employees are expected at all times to conduct themselves in a positive manner so as to promote the best interests of the County. Conduct that interferes with operations that discredit the County or that is offensive to citizens, customers or coworkers will not be tolerated. B. Any violation of the County s policy or any conduct considered inappropriate or unsatisfactory may, at the County s discretion, subject the employee to disciplinary action. Generally there are two (2) groups of sample offenses for which employees may be disciplined up to and including termination. The guidelines for recommended penalties for those examples of unacceptable conduct are set forth below; however, the principles concerning application of discipline to these sample offenses or others as set forth in Subsections above shall apply. Nothing herein shall be construed to require the County to have just cause for any form of disciplinary action, including termination, or to limit disciplinary action to the sample offenses enumerated below. This section provides recommended but not mandatory penalties to apply to the specific examples offenses listed here; however, the penalty utilized shall be discretionary with management in all matters of discipline, and nothing herein shall require that a particular form of discipline be utilized in any case prior to the utilization of another form of discipline. 10-3

72 STANDARDS OF CONDUCT EXAMPLES OF GROUP I OFFENSES First Offense: Written Reprimand Second Offense: Up to five (5) days suspension without pay Third Offense: Up to termination 1. Quitting work, wasting time, loitering or leaving assigned work area during working hours without permission. 2. Taking more than allowable time for meal or rest periods. 3. Unacceptable productivity or competency. 4. Sleeping on the job unless authorized to do so. 5. Reporting to work or working while unfit for duty, either mentally or physically, unless the condition is a legally recognized disability, in which case the matter will be dealt with in accordance with applicable law. 6. Violating a safety rule or practice. 7. Engaging in horse play, scuffling, wrestling, throwing things, malicious mischief, distracting the work of others, cat calls, or other disorderly conduct. 8. Failure to report loss of a County piece of equipment or other County property entrusted to the employee s custody. 9. Failure to keep the County and department notified of the employee s current proper address and telephone number. 10. Gambling, lottery or engaging in any other game of chance while on duty or in any fashion that brings disrepute upon the County. 11. Violation of published County or departmental policies, rules, standard, orders, operating procedures or regulations unless included as a Group II offense. 12. Unexcused tardiness or absence. 13. Failure to possess and maintain a current and valid state motor vehicle operator s license if driving a vehicle is required by the County as an essential part of the employee s job. 14. Failure to report an on-the-job accident or personal injury. 10-4

73 EXAMPLES OF GROUP II OFFENSES First Offense: Up to termination 1. Conviction of a crime other than minor traffic offenses. 2. Excessive tardiness and/or absenteeism regardless of the reason. 3. Abuse of leave privileges. 4. Use of official position for personal advantage. 5. Deliberately or negligently misusing, destroying, losing or damaging any County property or property of an employee. 6. Falsification of personnel, County or departmental records, including employment applications, accident records, work records, purchase orders, time sheets, or any other report, record, or document. 7. Making false claims or intentional misrepresentation in an attempt to obtain sickness or accident benefits, workers compensation, or any other benefits. 8. Insubordination or the refusal to perform work assigned, or to comply with written or verbal instructions of a supervisor. 9. Use of, possession, or display of fire arms, explosives, or weapons on or in County property unless authorized. 10. Removal of County property or any other employee s property from County locations without proper authorization, theft of County property or any employee s property. 11. Failure to return at the end of the authorized leave of absence. 12. Concerted curtailment, restriction of production, or interference with work in or about the County s work stations including, but not limited to, instigating, leading, or participating in any walkout, strike, sit down, stand-in, slowdown, or refusal to return to work at the scheduled time for the scheduled shift. 13. Absent without permission or leave (AWOL). 14. Sexual harassment consisting of unwelcome sexual advances, requests for sexual favors and other verbal or physical conduct of a sexual nature of which the victim may be of either sex and also need not be of the opposite sex; or other unlawful harassment. The above list does not include all the reasons for which an employee may be subject to disciplinary action, but as stated earlier, is intended to provide examples of inappropriate conduct. 10-5

74 10.05 Administrative Leave without Pay Pending Investigation, Consideration of Disciplinary Action or Adjudication of Criminal Charges A. An employee may be placed on administrative leave without pay pending an investigation by the County and/or pending consideration of potential disciplinary action. Note. Exempt employees will be paid for the week in which they may be placed in LWOP status if any work was performed in that week for the employer. Exempt employees will not receive pay for any full week in which they are in LWOP status and perform no work for the employer. B. Employees Charged with Crimes 1. In the event an employee is charged with any crime, the County Administrator may place the employee on administrative leave without pay pending resolution of the criminal charges. 2. At any time, the County shall have the option of taking disciplinary action based on its own investigation without regard to the existence, status or final disposition, of the criminal charges. 3. The County may elect to wait until the criminal proceeding, or a particular phase thereof, is conducted before considering disciplinary action. In such a case, the County may take the resolution of the criminal proceeding, or phase thereof, under consideration, but shall not be bound thereby and shall make its determination as to the facts and the appropriate disciplinary action, if any. 4. If an employee charged with a crime is found not guilty by a judge or jury, and the County determines no disciplinary action is warranted, the employee will be reinstated. The employee will not be entitled to back pay for the time missed unless the County Administrator decides otherwise in his exclusive discretion or unless otherwise required by applicable law Grievances Disciplinary Action A. Purpose. This grievance procedure is established to provide opportunity for regular employees to appeal disciplinary actions. The submission of an appeal by an employee in good faith shall in no way adversely affect the employee or his employment with the County. 10-6

75 B. Time and Initiation of Grievance. The employee may appeal a counseling or reprimand in writing to the Department Director/Head within 3 days of receiving notice of the disciplinary action. For appeals concerning suspensions without pay, dismissals or other disciplinary actions, the employee may appeal in writing directly to the County Administrator within 3 days of receiving notice of the disciplinary action. C. Contents of Grievance. The appeal shall include a statement identifying the matter being appealed, the date the employee receive notice of the discipline, a statement of the employee s position and facts and a statement identifying the relief requested by the employee. D. Grievance Meeting. The Department Director/Head or the County Administrator, as the case may be, shall meet with the employee within 5 days of receiving the grievance. The employee shall be afforded an opportunity to explain his/her position and to present any written statements or documentation that he/she feels is relevant. The Department Director/Head or the County Administrator may conduct further investigation into the matter on his/her own, if necessary. E. Grievance Response. The Department Director/Head or the County Administrator shall provide a written response to the employee within five (5) working days after the grievance meeting or the investigation is completed, whichever is later. The County Administrator s decision shall be final. Decisions of the Department Director/Head may be further appealed as set forth in section 10.06G. F. Further Appeal. In cases where the Department Director/Head handled the initial appeal and the employee is unsatisfied with the grievance response, the employee may appeal the decision to the County Administrator, in writing, within 3 days of receipt of the grievance response. The County Administrator will then follow sections 10.06D-G in resolving the grievance. The County Administrator s decision shall be and binding. G. Time Limits and Waiver. Failure of an employee to file and appeal in a timely fashion will constitute a waiver of the grievance. The time limits may be extended, where appropriate, by the Human Resources Director or the County Administrator. H. Liberty Interest (Name Clearing) Hearings. In cases involving suspensions without pay, demotion and dismissal where the employee misconduct at issue is considered stigmatizing or would substantially interfere with the employee s future employability (such as in cases alleging theft, drug violations and criminal conduct, the employee is entitled to a liberty interest hearing). 10-7

76 1. Whenever a liberty interest hearing is implicated, the employee should be provided written notice of his/her right to request a hearing. The employee may request a liberty interest hearing within 3 days. 2. The liberty interest hearing is a noticed public hearing held solely for the purposes of permitting the employee to publicly present his/her side to the allegations of misconduct which have been raised. The liberty interest hearing is not an appropriate avenue to seek to overturn the disciplinary decision at issue Grievances Non-Disciplinary Matters A grievance (other than for disciplinary matters) is defined as the filing of an official action when an employee thinks or feels that a condition or decision that affects the employee is unjust, inequitable, or is a hindrance to the employee s effective job performance. A. Procedure. The Board has established the following procedures to allow any employee with regular status, to bring grievances concerning their employment to the attention of management. Such action will trigger specific reactions to such grievances within allotted time periods. Only employees with regular status may file a grievance. The Board written procedure for handling grievances is as follows: 1. Step One. The employee orally communicates the grievance or complaint to their immediate supervisor. Obviously not all problems warrant going into the formal grievance process. Hopefully, the rapport between supervisor and employee is such that most problems can be worked out informally and satisfactorily at this level. It is recommended; however, that the supervisor document the conversation and any conclusions that were reached. 2. Step Two. If the employee is dissatisfied with the immediate supervisor s solution to the problem or complaint, the issue is to be committed to writing by the employee on the County s Grievance Report Form. It is then submitted to the supervisor s department director/head, with a copy to the supervisor for information. On this form, the employee must not only specify the problem, but also how they would like to see the problem resolved, i.e. What does the person want or need? Upon receipt of the Grievance Report, the department head/director has 5 working days from the date of receipt of the grievance to either reach resolution or conclude that a solution is not possible at this level. 10-8

77 a. If the department director/head is able to resolve the problem, he must respond to the grievant in writing, spelling out what is being done to address the perceived problem. In turn, the grievant must endorse the Grievance Report indicating acceptance of the solution. At this point 4 copies of the solution and the signed Grievance Report are made and distributed to the grievant, grievant s supervisor, director/department head and Human Resources Department (filed in grievant s personnel file). b. If the director/department head is unable to resolve the grievance to the satisfaction of the employee, the department head/director will state this on the Grievance Report, forward it to the Human Resources Department, and copies the grievant. c. In the event the grievance is from a supervisor or regards the actions of that person s department head/director, the Grievance Report is filed directly with the Human Resources Department. Step Two of the grievance procedures is bypassed in such cases and the process goes directly to Step Three. 3. Step Three. Upon receipt of the Grievance Report, the Human Resources Department will take action to determine whether the problem may be resolved through mediation by the Human Resources Director. a. Human Resources Director Mediation. If the grievance could possibly be resolved through mediation by the Director, he/she will have 5 working days from the receipt of the Grievance Report in which to achieve consensus of the parties involved. Once consensus is reached, a formal report detailing the grievance solution will be distributed to the grievant, the immediate supervisor, the department head/director, with a copy to the grievant s personnel file. The Grievance Report must be endorsed by the complainant to the effect that the problem has been resolved to their satisfaction. b. Human Resources Director Mediation Not Possible. If the situation is not resolvable with the efforts of the Director, the grievant will be advised and may then elect to proceed to Step Four. 4. Step Four. If the grievance is not resolved through mediation with the Human Resources Director, the employee may elect to grieve the matter to the County Administrator by filling a written request within 5 days from his/her receipt of the Human Resources notification that mediation has been unsuccessful. The County Administrator or his designee will then schedule a meeting with the grievant and afford him/her the opportunity to present the facts of the grievance. Thereafter, the County Administrator shall issue a written response to the grievance within a reasonable time. The County Administrator s responses shall be final and binding. 10-9

78 B. Performance Evaluation. A performance evaluation may not be grieved unless the employee reasonably shows that the evaluation is based on factors other than performance. C. Demotion Prior to Attaining New Regular Status. An employee who is promoted and subsequently demoted prior to attaining regular status in the higher class will not have the right to appeal the demotion unless such demotion is to a class that is lower than the one in which the person was serving prior to promotion. D. Voluntary Pay Reduction/Demotion. An employee who accepts a reduction in pay or a demotion and signs a written statement that the action is voluntarily waives all rights to grieve such action. E. Demotion Due to Reclassification. An employee whose position is reclassified to a lower class may not file a grievance regarding the demotion that results from such action UNLAWFUL HARASSMENT. Employees are entitled to a work in an environment that is productive but not coercive, friendly, yet at the same time professional. The Board s policy concerning unlawful harassment is in keeping with this philosophy viewing such behavior as unproductive, coercive in nature, unfriendly, and decidedly unprofessional. The serious nature of unlawful harassment is reflected in its inclusion as a Group II offense which could result in discharge. A. Policy. Unlawful harassment negatively affects morale, motivation, and work performance as well as increasing absenteeism and turnover. The Board does not tolerate any form of discrimination or harassment on the basis of race, color, sex, age, marital status, national origin, religion, creed, disability, political opinions or affiliations, or other status prohibited by law. B. Definition. Harassment on the basis of race, color, sex, age, marital status, national origin, religion, creed, disability, political opinions or affiliations, or other status prohibited by law, is illegal. Verbal or physical conduct may constitute unlawful harassment when: 1. Submission to such conduct is made either explicitly or implicitly as a term or condition of an individual s employment. 2. Submission to or rejection of such conduct by an individual is used as the basis for employment decisions affecting that person, i.e. pay increases, promotions, job assignments, etc. 3. Such conduct has the purpose or effect of unreasonably interfering with an individual s work performance or creating an intimidating, hostile, or offensive work environment. 4. Sexual harassment may consist of: 10-10

79 A. Making sexual advances or seeking sexual favors or actions from an employee in exchange for better working conditions, a promotion, raise, or other improvement of job condition. B. Asking for sexual favors. C. Making sexual comments or jokes. D. Unwanted physical contact. E. This is not a complete list of sexual harassment. If an employee feels that they are put in an uncomfortable position because of their sex, this could be considered harassment. C. Examples. Specific examples of inappropriate or illegal behavior include, but are not limited to: 1. Negative or offensive comments, jokes, or suggestions about another employee s gender or sexuality. 2. Obscene or lewd sexual comments, jokes, suggestions, or innuendos. 3. Slang names or labels that others find offensive, i.e. honey, sweetie, boy, girl, etc. 4. Making negative comments about or calling attention to, an employee s body or sexual characteristics. 5. Laughing at, ignoring, or minimizing the complaints of an employee who experiences sexual harassment. 6. Continuing certain behavior after a co-worker has objected to that behavior. 7. Displaying nude or sexual pictures, cartoons, etc. on County property. D. Obligation to Report. The Board of County Commissioners will take an affirmative role in protecting its employees from unlawful harassment. Should an instance of inappropriate behavior occur, any employee who is the recipient or observer of such behavior should bring it to management s attention, either through the formal grievance process, or directly to the County s Human Resources Director. If you feel that you are being sexually harassed or harassed for any other reason, the Board asks that you take the following steps: 1. If the employee feels comfortable in doing so, they may ask the person to stop bothering them and make them aware of the fact that their conduct is unwelcome or makes them feel uncomfortable; 2. If the employee is not comfortable speaking to the harassing person or the person does not stop, the employee should notify their supervisor immediately; 10-11

80 3. If an employee is not comfortable talking to their supervisor, they may report the problem to the Human Resources Office. 4. Complainants may be asked to put their complaint in writing. Complaints will be kept confidential within the limits of the law. Complaints of unlawful harassment brought to the attention of the Human Resources Department will be promptly investigated. E. Action. Due to the sensitive and potentially damaging nature of an allegation of unlawful or sexual harassment, investigation by management must be, prompt and discreet. Should the investigation find that the accused did indeed engage in unlawful or sexual harassment, management will take measured and appropriate disciplinary action, up to and including discharge due to misconduct SILENT GRIEVANCE A. Employees of the Board of County Commissioners may express a "silent grievance any time an employee believes that their best interest could not be served through the normal grievance procedure. A silent grievance may be directly communicated to the Human Resources Director either verbally or in writing. The Human Resources Director shall be considered an "impartial neutral" and shall conduct an inquiry into the grievance in such a manner as not to implicate the individual employee. B. Examples of circumstances warranting a silent grievance may include. 1. Sexual harassment 2. Discrimination 3 Improper conduct by a supervisor 4. Work related harassment 5. Unsafe working conditions 6. Verbal insults and gestures (Harassment) 7. Questionable conduct by a fellow employee 8. Fear of retaliation by a superior C. Silent grievances found to contain merit will be forwarded to the County Administrator for official action. The aggrieved employee may at this point agree to waive the provisions of the silent grievance without fear of retaliation or reprisal. Although the aggrieved employee may request to remain unidentified and such a request will not be denied, corrective action may be difficult or ineffective in some instances. D. Should a grievance, found to have merit, lead to disciplinary action, those individual employees involved shall be extended full appeal rights. No disciplinary action will be taken without the explicit knowledge of the individual employee and their immediate supervisor

81 Chapter 11. PERSONNEL RECORDS AND REPORTS SCOPE. This section sets forth the rules and regulations for establishing and maintaining personnel records and reports and responsibility for administering personnel programs dealing with Board employment POLICY. The Human Resources Department is responsible for administering all personnel programs required by this section. The Human Resources Director will establish and maintain records required by these rules and regulations and any other records which are necessary to substantiate compliance with the laws relating to personnel matters EMPLOYMENT RECORDS A. The Human Resources Department shall maintain an individual personnel file for each employee which will include, but not be limited to, the following: 1. Original signed Employment Application. 2. Original Personnel Requisition (Signed by Appointing Authority). 3. A copy of the Certificate of Eligibles from which appointment was made. 4. Examination or interview score sheets for each position to which appointed. 5. Original Oath of Loyalty signed by the employee and properly notarized. 6. Original background investigation reports. 7. Reports of personnel actions reflecting original, reinstatement, promotion, demotion or reassignment appointment separation, lay-off, suspension, reduction in pay, changes in status; change in pay rate; change in position, title, leaves of absence with or without pay other personnel actions pertinent to the employee's record. 8. Copies of correspondence directly related to the employee's work record. 9. Original Performance Evaluations. 10. A copy of all correspondence pertaining to Workers' Compensation. B. An original Payroll Action Form (PAF) affecting the employee's compensation shall be furnished to the official responsible for preparing the Board's payroll and such form is the only authority for making payroll changes. C. Personnel files will be made available per federal and state law and other privacy laws and statutes governing public records especially the Health Insurance Portability & Accountability Act of Those items contained within the personnel file exempted from disclosure by statute or guarded by the "Uniform Privacy Act" will be removed prior to inspection by outside sources. These items include: protected health information, designations of beneficiary and/or next of kin information, information regarding bank accounts, and participation in Deferred Compensation and 11-1

82 retirement investment enrollment elections. Normal documents generated as a result of County employment such as Performance Evaluations, disciplinary actions, payroll actions, etc., will not be removed prior to inspection and review by outside sources. D. Review of the personnel file must be accomplished in the presence of the Human Resources Director or an authorized representative ATTENDANCE AND LEAVE. Attendance and leave records will be established and maintained for all employees and include, but not be limited to: attendance on official duty; annual and sick leave earned, used and accrued; any payments for overtime, and leaves of absence with or without pay POSITION CLASSIFICATION. The Human Resources Department shall maintain a complete, up-to-date file of all job titles and descriptions officially included in the formal classification plan ORGANIZATION CHARTS. Summary and detailed organization charts will be maintained by the Human Resources Department. Whenever changes in the classification of any position or in the structure of the organization occur, such changes shall be reflected on the organization chart necessary, a new organization chart must be prepared BACKGROUND SECURITY CHECKS. All applicants for County positions are required to undergo and successfully pass a criminal history background security check prior to being employed. Providing false or misleading information may be grounds for dismissal EXIT INTERVIEW A. A written exit interview is required, when possible, for each employee terminating service either, voluntarily or involuntarily. The purpose of the interview will be to gain information and exact reasons for such separations. B. An Exit Interview form or a written report when necessary will be required prior to release of final payment of accrued pay and leave benefits. C. The exit interview will be filed in the terminating individual's personnel file. D. Exit interviews will be conducted by the employee s department head. In those cases where completion of the exit interview by the director/department head would be inappropriate, the interview may be conducted by the Human Resources Department REPORTS. In addition to specific personnel reports required by other provisions of these rules and regulations, the Human Resources Department shall also complete and submit other personnel reports as required by local, state and federal law. 11-2

83 Chapter 12. POLITICAL ACTIVITIES AND UNLAWFUL ACTS SCOPE. This section sets forth the rules and regulations relating to political activities and unlawful acts for employees of the Board POLICY. The Human Resources Director shall be responsible for preparing official Standards of Conduct for Board employees (Chapter 10). New employees shall be provided a copy of the Standards of Conduct at the time of hire. This Chapter, the Standards of Conduct and a complete review of the disciplinary process shall be discussed during New Employee Orientation training. Directors/Department heads and supervisors shall insure that all employees within their departments are completely familiar with the Standards of Conduct on a continuing basis. Each employee is responsible for reading, understanding, and complying with them STATE AND FEDERAL REQUIREMENTS. Board employees are governed by the provisions of Section , Florida Statutes, relating to political activities and unlawful acts. Employees filling positions in Board departments receiving federal funds are also subject to the provisions of the Federal Hatch Act regarding political activities CONFLICT OF INTEREST A. The Board of County Commissioners adheres to the principles and precepts contained in the Code of Ethics for Public Officers and Employees, Chapter 112 (Part III), Florida Statutes. Where a question arises concerning whether or not any activity conforms to the Code of Ethics, the County Administrator, with advice from the Human Resources Director and County Attorney as needed, shall decide the question. Any employee wishing to determine whether a proposed activity would be prohibited may document the circumstances of the proposed activity and request an opinion from the Human Resources Director. Copies of the request and resulting opinions shall be provided to the director/ department head prior to engaging in the activity. If an employee is in doubt as to whether a conflict of interest exists, it is that employee s responsibility to seek clarification via this process. B. Employees in a position to influence actions and decisions regarding the County s administration shall refrain from relationships which may adversely affect the exercise of their independent judgment in dealing with suppliers. C. An outside personal economic relationship which affords present or future financial benefits to an employee, his/her family, or individuals with whom he/she has business or financial ties may be a conflict of interest requiring evaluation by the County Administrator. 12-1

84 D. An employee having an outside personal economic relationship under the conditions specified above shall file a sworn statement to this effect with the Human Resources Director. E. Employee acceptance of loans, advances, gifts, gratuities, favors or entertainment from a supplier, bidder, or other party doing business with the County is improper. F. It is improper for any employee to use his/her position with the County to obtain or attempt to obtain any special preferences, privileges, or exemptions for him/her or for others. G. No employee shall disclose confidential information gained by reason of his her official position nor shall the employee use such information for personal gain or benefit OUTSIDE EMPLOYMENT. The Highlands County Board of County Commissioners shall be considered the primary employer for all regular employees paid by the Board of County Commissioners. As primary employer, the Board is entitled to and should receive 100 percent of each employee's efforts and energy while on the job. Outside employment reduces the efficiency and energy that should be provided the primary employer and is therefore officially discouraged. A. Outside employment determined to be the cause of substandard or unsafe performance of duty could result in discharge. B. No employee may engage in outside employment which would interfere with the interests of the Board per Section Moreover, outside employment may violate the Code of Ethics for Public Officers and Employees, Chapter 112 (Part III), the Florida Statutes. Employees of the Board shall not engage in any employment activity or enterprise which has been or may be determined to be inconsistent, incompatible, or in conflict with the duties, functions or responsibilities of their job or department. C. No employee shall hold any other position in governmental or private employment or as an independent contractor when such other position may have the effect of reducing the efficiency of service to the Board. Employees holding other positions cannot solicit or advertise or take calls concerning their other employment during working hours at the County. 12-2

85 D. Procedure. Requests for outside employment authorization shall be submitted in writing and contain the following information: 1. Name and address of secondary employer. 2. Position and/or nature of work to be performed. 3. Anticipated hours of employment. 4. Sworn statement attesting that the requested employment is in total compliance with this chapter. E. Approval and Cancellation. Approval for outside employment may be granted by the appropriate department head, director, Assistant County Administrator, or the County Administrator. Approval of outside employment is subject to review by the County Administrator. Approval may be canceled at any time by the authorized designee or the County Administrator upon ten (10) days written notice to the employee. Approval of one application cancels any other application previously approved. F. Additional Conditions. 1. Eight-Hour Rule. Persons employed in safety-sensitive positions, shall not engage in outside employment within 8 hours immediately prior to a normally scheduled period of work for the County. For purposes of this rule, safety sensitive positions are: Paramedics, EMTs, Firefighter/EMTs, Animal Control Officers, operators of Heavy Equipment and Trucks in Pay Grades 8 through 16. There are no acceptable circumstances or hardship conditions that warrant exception to this policy. Violation of this requirement may be cause for disciplinary action including discharge. 2. Outside Employment Caused Illness or Injury. The Board of County Commissioners assumes no liability for injury or illness caused by outside employment. Accumulated sick leave credits are not authorized for work-related injuries caused by secondary employment. Employees unable to work due to outside work-related injuries could be subject to disciplinary action up to and including discharge for being physically unable to perform assigned duties. 3. Annual Leave Use. Annual leave credits may be used to cover outside employment caused illness or injury with the prior approval of the employee s immediate supervisor. 4. Disposition. Outside employment authorization requests, whether approved or disapproved, must be delivered to the Human Resources Department for review and filing. NOTE: Outside employment of the County Administrator is governed by contract with the Board of County Commissioners. 12-3

86 12.06 EMPLOYMENT OF RELATIVES. Per Section , Florida Statutes, the Board will not permit the employment of a relative in a position in which either family member would be supervised by or supervising, influenced by or influencing the activities or employment conditions of the other. These criteria will also apply when assigning, transferring, or promoting an employee. Any employee employed by the Board in a position which would be in violation of this provision prior to the date of the adoption of this rule is hereby exempted SOLICITATION AND DISTRIBUTION A. Employee contributions to charitable organizations are voluntary. Coercion of an employee to make contributions will not be permitted. B. Employees are prohibited from conducting or promoting private business for gain during duty hours or within any County building. C. Employees are prohibited from soliciting any other County employee on behalf of any organization including labor unions, labor organization, or employee organizations during the working hours of any employee who is involved in the solicitation. D. Distribution of literature for County sanctioned programs such as charitable organizations or recreational activities is not restricted by this policy USE OF COUNTY PROPERTY Employees shall not use County property, equipment, or vehicles except in the performance of official duty, nor permit their use by an unauthorized person, either on or off duty. Employees may be allowed to use vehicles to and from work with permission of the County Administrator and per de minimus functions described under the County vehicle use policy. 12-4

87 Chapter 13. EQUAL EMPLOYMENT OPPORTUNITY SCOPE. This section sets forth the rules and regulations relating to equal employment opportunity and for appeals of discrimination complaints by Board employees, or applicants for positions under the Board of County Commissioners of Highlands County POLICY A. Fair Employment Practices. Every officer, director, and department head will assure that each applicant or employee, using both objective and subjective merit principles, without regard to that person's race, color, sex, marital status, religion, creed, national origin, political opinions or affiliations, or age except as provided by law, shall have an equal opportunity in Board practices relating to recruitment, examination, appointment, training, promotion, demotion, compensation, retention, discipline, separation, or other employment practices. B. Persons with Disabilities. The Human Resources Department, each director and department head must likewise assure equal opportunity to any disabled person, who is an applicant or employee with respect to the employment practices specified in Section 3.02A, unless the disability involved prevents satisfactory performance of the work required even with reasonable accommodation. C. Equal Employment Opportunity Officer. The Human Resources Director will serve as the Board's Equal Employment Opportunity Officer with responsibility for administering all equal employment and affirmative action programs required by these rules and regulations EQUAL EMPLOYMENT OPPORTUNITY PROGRAM. The Board of County Commissioners shall issue by letter, memorandum or newsletter, and have the same conspicuously posted on official bulletin boards the following statement of policy bearing the signature of the Chairman of the Board of County Commissioners of Highlands County: The Board of County Commissioners of Highlands County shall assure to each applicant or employee, using both objective and subjective merit principles, without regard to that person's race, color, sex, marital status, religion, creed, national origin, political opinions or affiliations, age or any other factor made impermissible by law, an equal employment opportunity in Board practices relating to recruitment, examination, appointment, training, promotion, demotion, compensation, retention, discipline, separation or other employment practices. The Board shall likewise assure equal opportunity to any disabled person, who is an applicant or an employee, with respect to the employment practices specified 13-1

88 above, unless the disability involved prevents satisfactory performance of the work requirement. Any applicant or employee who believes that he or she has been discriminated against may file a complaint with the U.S. Equal Employment Opportunity Commission as well as or instead of the Florida Human Relations Commission at the Howard Building, Tallahassee, Florida within 180 days of the action complained of. All complaints shall be treated in accordance with the procedures set forth in Chapter 13, Personnel Rules and Regulations of the Board of County Commissioners of Highlands County. (SIGNED) Chairman of the Board Highlands County Board of County Commissioners B. The Human Resources Department shall provide and maintain records required to document affirmative actions taken and proposed actions necessary to maintain and achieve the equal employment objectives of the Board of County Commissioners COMPLAINT, REVIEW AND APPEAL PROCEDURES A. Filing. Any applicant for a Board position or Board employee, with either regular or probationary status, claiming to be aggrieved per Sections 13.02A-B may file a complaint with the Human Resources Director of the Board of County Commissioners. Moreover, any person with status as above may file a complaint with the EEOC and or FCHR at any time. Filing a claim with the County will not toll or suspend the time for filing with the EEOC or FCHR. B. Acknowledgment of Complaint. Within 5 workdays of receipt of a complaint hereunder, the Human Resources Department shall send to the complainant a written acknowledgment of the receipt of the complaint, advising that the complaint will be acted upon according to the procedure set forth in Chapter 3 of these rules. C. Action Timeline. Within 10 workdays after receipt of the complaint, the Human Resources Department must begin an investigation of the complaint. In the event of a complaint directed against the Human Resources Department, the County Administrator will begin an investigation of the complaint within 10 workdays after its receipt. 13-2

89 D. Reporting Schedule/Procedure. Within 30 calendar days after beginning the investigation of a complaint, the investigator will submit a report to the County Administrator. The investigator's report must include, but not be limited to, the following: 1. Affidavit by the complainant. 2. Affidavits by any witnesses. 3. Affidavit by the investigator as to the facts at issue. 4. Statement of position by the Board together with all documents in support of that position. 5. Records and documents gathered in evidence from the Board. (When the complainant is an applicant, such documents must include Employment Application, examination results or ratings, correspondence related to the selection process and justification of the person selected instead of the complainant. When the complainant is an employee, a copy of those portions of the employee's personnel file that are relevant to the charge and the records that related to the issue(s) cited in the charge(s). 6. The investigator's summary and recommendation to the County Administrator. E. Action on Recommendation. Within 20 workdays after receipt of the investigator's recommendation, unless the County Administrator determines that additional time is needed, the County Administrator shall make a decision as to the action the Administrator proposes to take in resolving or dismissing the charge. 1. Invalid Complaint Action. If it is concluded that the complaint is not valid, the Administrator will notify the complainant in writing by certified mail, return receipt requested, as to the Administrator's decision. Such written notice must contain a statement to the effect that the complainant, if not satisfied with the decision, has the right to file a complaint with the Equal Employment Opportunity Commission and or with the Florida Commission on Human Rights. 2. Valid Complaint Action. If it is concluded that the complaint is valid, the Administrator will take steps to remedy the matter. In so doing, the Administrator should take into consideration the desires of the complaining party whenever possible. If the Administrator is able to affect a resolution satisfactory to both the complainant and the Board a letter of agreement to that resolution will be obtained from the complainant. 13-3

90 13.05 RETALIATION AGAINST COMPLAINANTS A. Prohibition. It is prohibited for any director, department head, or any other officer or employee of the Board of County Commissioners to discriminate against or take any other retaliatory action against an individual who in good faith has opposed an alleged unlawful employment practice or has made a complaint or charge, or has testified, assisted or participated in any manner in an investigation, proceeding or hearing under the provisions of the applicable law or this chapter. B. Complaint Procedure. Any individual against whom retaliatory action has been taken may file a complaint in the manner provided for in Section RECORDS OF COMPLAINTS, INVESTIGATIONS AND ACTIONS The Human Resources Department shall maintain records as required by the Federal Equal Employment Opportunity Act of 1972 and this chapter. A. Records generated as a result of action taken under the provisions of this chapter are exempt from public examination per Section (3) (p), F.S. until a finding is made relating to probable cause, the investigation of the complaint becomes inactive, or the complaint or other record is made part of the official record of any hearing or court proceeding. B. Copies of the proceedings of record will be filed in the individual's personnel file by placing the proceedings in a plain envelope and marking them: "Contents are personal in nature and are to be opened by the custodian of personnel records only." C. Information regarding complaints and proceedings will be released only on a "need-toknow" basis and will be in compliance with the "Freedom of Information" laws and the Florida "Public Records" statutes. Release of information will require review and approval of the Board Attorney prior to release. 13-4

91 Chapter 14. EMERGENCY MEDICAL SERVICE (EMS) PAY AND BENEFITS SCOPE. This section sets forth rules and regulations for administration of the compensation and benefits for employees of the Emergency Medical Service POLICY. Except for compensation and benefits, hours of work and schedule, EMS personnel shall comply with the rules and policies otherwise established for regular employees of the Board of County Commissioners within this manual. A. Leave of Absence. The granting of leave with or without pay, except as provided for in Chapter 8.07C, shall be in writing and requires approval per Sections 8.07A, 8.08D, 8.13, B. Absenteeism. Excessive or habitual absenteeism or tardiness will be considered sufficient cause for dismissal WORK SCHEDULES. Hours of scheduled work shall be established by the EMS Director and normally consist of 3 shifts designed to work 24 hours on and 48 hours off. A. Work Week. Employees will be paid on an hourly basis assuming a 40 hour work week. B. Pay Period. EMS Payroll 2 schedule employees will be paid on a 21-day pay period cycle. C. Overtime. All hours worked in excess of 40 hours in a work week will be paid at time-and-one-half (1.5 X normal hourly rate). Annual leave, sick leave, administrative leave (except for line of duty court appearances) and holiday hours paid are not considered to be hours worked for computation of overtime pay. D. Attendance. Employees are required to be present on their assigned jobs for the total shift hours scheduled for the established work day and work period RECORD KEEPING. Each employee and supervisor shall initiate and maintain an accurate record of all time worked and other excused absences on the Time Sheet (see Appendix Five). Falsification of information contained on the Time Sheet or any other supporting document thereto may be cause for immediate dismissal of the employee(s) involved SPECIAL COMPUTATIONS A. Sick Leave. Employees assigned 24 hour shifts will be granted 24 hours sick leave for each "sick" day, provided their individual sick leave balances have accrued sufficient hours. 14-1

92 B. Annual Leave. Employees normally working a 24 hour shift will be granted 24 hours of annual leave for each work shift, for which annual leave has been approved, provided their individual annual leave balances have accrued sufficient leave hours. C. Payment for Holidays Worked. EMS employees paid on Payroll 2, i.e. EMTs, paramedics, paramedic field trainers, and paramedic supervisors, will observe holidays on the regularly scheduled calendar day without regard to Saturday and/or Sunday. All other EMS employees will observe holiday schedules per Chapter Payroll 2 employees required to work on a scheduled holiday shall be paid in compliance with the procedure established in paragraph B & C. above, except, an additional 1 hour of pay at the regular hourly rate is authorized for each hour worked and will be paid as holiday pay. Updated 9/15/ ANNUAL LEAVE A. Employees scheduled to work the 24 hours on, 48 hours off shift will accrue annual leave benefits as indicated below. EMS personnel not in this shift configuration shall accrue annual leave benefits in compliance with Section 8.07 of these Personnel Rules and Regulations. CONTINUOUS SERVICE Initial probation Post probation to 10 Years More than ten (10) years LEAVE HOURS EARNED Zero per pay period 8.31 hours per pay period 9.81 hours per pay period B. Annual Leave on Completion of Probation. Upon successful completion of initial probation, Payroll 2 employees will be awarded 72 hours of annual leave which will be credited to their annual leave account. C. Restrictions. Yearly accrual of annual leave benefits will be restricted in compliance with Section 8.07B. D. Annual Leave Payment at Termination. Compensation for unused annual leave shall be in accordance with Section SICK LEAVE A. Sick Leave Earning Rates. Employees scheduled to work 24 hours on 48 hours off work shift will accrue sick leave benefits in compliance with the following schedule: 1. Employees filling authorized positions prior to January 1, 1991 will accrue 8.31 hours of sick leave benefit per each complete 21 day work period. 14-2

93 2. Employees filling authorized positions hired January 1, 1991 or later will accrue: a. After successful initial probation to 5 years continuous service hrs/pay period. b years of continuous service hrs/pay period. c. 10 years or more of continuous service hrs/pay period. 3. Employees on initial period of employment probation will accrue no sick leave benefits. 4. Reimbursement of sick leave benefits will be in compliance with Section 8.08 of this regulation. B. Sick Leave Award upon Completion of Probation. Upon successful completion of initial probation, Payroll 2 EMS employees will be awarded 36 hours of sick leave which will be credited to their sick leave account. C. Sick Leave Pool. EMS employees may participate per Section CLASSIFICATION A. Payroll 2 Positions. Four job classifications are authorized for personnel normally assigned to the 24 hours on 48 hour off work shift configuration. Compensation for employees in these classes is listed in Appendix Three, Schedule of Pay and Entitlements. TITLE PAY GRADE Paramedic Supervisor 41 Paramedic Field Trainer 40 Paramedic 39 Emergency Medical Technician (EMT) 38 B. Provisional Paramedic Positions. A maximum of four EMTs may be elevated to the minimum starting salary for a Paramedic providing: 1. Paramedic training has been completed and the proper state certification obtained while an employee of the Highlands County Emergency Medical Service. 2. Current duty performance is considered to be above average by the appropriate shift supervisor and the Emergency Medical Service Director. 14-3

94 3. The employee is not serving a period of employment probation as outlined by Chapter 7 of these regulations. 4. A current position vacancy for Paramedic does not exist within the EMS activity. 5. Paramedics advanced in salary under the provisions of this paragraph must accept the first available regular Paramedic position offered. Paramedics who refuse to bid on or accept an available Paramedic position will be returned to the salary rate being received as an Emergency Medical Technician immediately prior to the Paramedic salary advancement. C. Effective Date. Salaries for employees granted an increase per paragraph B above will be effective the first day of the pay period following notification of eligibility. D. Paramedic Field Trainer. A total of 3 paramedic qualified personnel may be selected for and appointed the major additional duty of "Field Trainer." Persons so appointed will receive a 5 percent salary increase effective on the date of appointment, providing the salary increase does not exceed the established salary maximum for Pay Grade 40. Selections must be approved by the County Administrator prior to appointment. E. Reversion. Upon vacation of "Field Trainer" status, either voluntarily or involuntarily, the current salary level of the Paramedic appointed to "Field Trainer" status will be reduced by 5 percent effective the date of the termination of appointment. 14-4

95 Chapter 15. FIRE SERVICE PAY AND BENEFITS SCOPE. This section sets forth rules and regulations for administration of the compensation and benefits package for employees of County Fire Service POLICY. Except for compensation and benefits, hours of work, and schedule, County Fire Services personnel shall comply with the rules and policies otherwise established for all other regular employees of the Board within this manual HOURS OF WORK A. Work Schedules. Hours of scheduled work shall be established by the Emergency Operations Director and will normally consist of 5 shifts designed to work 8 hours, normally Monday through Friday of each week with Saturday and Sunday usual days off. B. Work Period. The work period for Fire Service employees is established as 14 days in accordance with 29 U.S.C. Section 207(k). C. Pay Cycle. Fire Service employees will be paid on a 14-day pay cycle synchronized with Payroll 1. D. Overtime. Fire Service employees will be paid on an hourly basis. Overtime pay at the rate of one and one-half (1.5) times the normal hourly rate will be paid for each hour worked in excess of 106 hours during a 14-day work period. Annual leave, sick leave, administrative leave (except for line of duty court appearances) and holiday hours paid are not considered hours worked for computation of overtime pay. E. Attendance. Employees are required to be present on their assigned jobs for the total shift hours scheduled for the established work day and work period. F. Absenteeism. Excessive or habitual absenteeism or tardiness will be considered sufficient cause for dismissal. G. Rest Period. In addition to the requirements of Section on Outside Employment, employees working for the Fire Service are required to observe a minimum rest period of eight hours immediately prior to the commencement of a scheduled regular work shift. Specifically, employees are required to refrain from working for pay or as a volunteer in the eight hours immediately prior to a scheduled regular work shift CHAIN OF COMMAND 15-1

96 Firefighter/EMTs employed by the Board of County Commissioners shall adhere to the following chain of command: Administration Emergency Operations Director Fire Services Supervisor Operations Emergency Operations Director Fire Services Supervisor On-Scene Incident Commander RECORD KEEPING A. Responsibility. Each employee shall initiate and maintain an accurate record of all time worked and other excused absences on the Time Sheet (see Appendix Five, Figure 1). Each employee shall ensure their time sheet is submitted to the Payroll Office in a timely manner. B. Consequences. Falsification of information on the Time Sheet or any other supporting document thereto may be cause for immediate dismissal of the employee(s) involved ANNUAL LEAVE A. Accrual. Fire Service employees shall accrue annual leave per Section CONTINUOUS SERVICE Initial probation Post probation to 10 Years More than ten 10 years LEAVE HOURS EARNED Zero per pay cycle 4.00 hours per pay cycle 5.00 hours per pay cycle B. Non-Accrual during Initial Probation. Employees serving an initial period of employment probation accrue no annual leave benefits. C. Annual Leave Award upon Completion of Probation. Upon successful completion of initial probation, 52 hours of annual leave will be credited to the employee. D. Annual Leave. Employees normally working an 8 hour shift will be granted 8 hours of annual leave for each annual day provided their individual annual leave balances have accrued sufficient hours. Annual leave approval shall be per Section E. Restrictions. Yearly accrual of annual leave benefits restricted per Chapter 8.07B. F. Annual Leave Payment upon Termination. Compensation for unused annual leave shall be in accordance with Section

97 15.07 SICK LEAVE A. Sick Leave Earning Rates. Fire Service employees will accrue sick leave benefits per Section 8.08: CONTINUOUS SERVICE Initial probation Post probation to 5 Years More than 5 but less than10 years More than 10 years LEAVE HOURS EARNED Zero per pay cycle 2.00 hours per pay cycle 3.00 hours per pay cycle 4.00 hours per pay cycle B. Non-Accrual during Initial Probation. Employees serving an initial period of employment probation will accrue no sick leave benefits. C. Sick Leave Award upon Completion of Probation. Upon successful completion of initial probation, Fire Service employees will be awarded 26 hours of sick leave which will be credited to their sick leave account. D. Sick Leave. Employees normally working an 8 hour shift will be granted 8 hours of sick leave for each sick day provided their individual sick leave balances have accrued sufficient hours. Approval of sick leave shall be in accordance with Section 8.08D. E. Sick Leave Payment upon Termination. Reimbursement of sick leave benefits will be per Section F. Sick Leave Pool. Fire Service employees may participate per Section LEAVE WITHOUT PAY. A. Requests. Requests for leave of absence with or without pay shall be made in writing in accordance with Section HOLIDAY PAY A. Payment for Holidays Worked. Fire Service employees will observe holiday schedules in compliance with Chapter Fire Service employees required to work on an authorized holiday shall receive an additional 1 hour of pay at the regular hourly rate for each hour worked, paid as holiday pay CLASSIFICATION A. Payroll 1 Positions. There are two job classifications for Fire Service personnel. 15-3

98 TITLE JOB CLASSIFICATION Firefighter/EMT (Regular) 373 Firefighter/EMT (Temporary) 372 B. Firefighter/EMT Lead worker Positions. A maximum of one Firefighter/EMT per station may be appointed by the Emergency Operations Director as a Lead worker. The Firefighter/EMT assigned as lead worker, may be assigned duties and responsibilities of a limited supervisory nature in addition to normal assignments of the position. The Lead worker will have the responsibility for coordinating administrative matters with headquarters. The Lead worker will be provided a 10 percent pay differential for performing these additional duties. Upon relief of duties as lead worker by the department head, this differential will be eliminated and the employee will revert to previous status. C. Firefighter/EMT (Temporary). In order to provide qualified and competent relief s for Firefighter/EMT personnel for vacation, off-site training, illness, injury and other contingencies, persons meeting all the qualifications of the Firefighter/EMT regular position (with the exception that persons who possess a current Medical Emergency First Responder certification which may be substituted for the EMT requirement) may be placed on a call-up roster. Persons employed as Firefighter/EMT (Temporary) will be paid at a rate to be determined by the Human Resources Department. Firefighter/EMT (Temporary) employees will not accrue paid leaves, be eligible for health and life insurance benefits, or receive Florida Retirement credit 15-4

99 APPENDIX ONE APPENDIX ONE CLASSIFICATION PLAN CATEGORY GROUPINGS CODE 1 OFFICIALS AND ADMINISTRATORS: OCCUPATIONS IN WHICH EMPLOYEES PARTICIPATE IN FORMULATING BOARD POLICIES, EXERCISE OVERALL RESPONSIBILITY FOR THE EXECUTION OF THESE POLICIES, OR DIRECT INDIVIDUAL DEPARTMENTS OR SPECIAL PHASES OF THE AGENCY OPERATIONS, OR PROVIDE SPECIALIZED CONSULTATION ON A REGIONAL, DISTRICT OR AREA BASIS. ANIMAL CONTROL DIRECTOR HOUSING PROGRAM COORDINATOR ASSISTANT COUNTY ADMINISTRATOR LIBRARY DIRECTOR ASSISTANT COUNTY ENGINEER OMB DIRECTOR ASSISTANT HUMAN RESOURCES DIRECTOR PARKS AND RECREATION DIRECTOR ASSISTANT HUMAN SERVICES DIRECTOR PARKS AND RECREATION SUPERVISOR ASSISTANT LIBRARY DIRECTOR PLANNER III/SUPERVISOR ASSISTANT TO COUNTY ENGINEER PROJECT MANAGER (TRANSPORTATION) ASSISTANT VETERANS SERVICE OFFICER PUBLIC INFORMATION OFFICER BUILDING OFFICIAL RECYCLING MANAGER CARPENTRY SUPERVISOR ROAD & BRIDGE SUPERINTENDENT CHILDREN S ADVOCACY CENTER DIRECTOR ROAD SUPERVISOR CONSTRUCTION FOREMAN TRAFFIC OPERATIONS SUPERVISOR COUNTY ADMINISTRATOR SHELL PIT FOREMAN COUNTY ENGINEER/UTILITY DIRECTOR SHOP SUPERVISOR COUNTY EXTENSION DIRECTOR (PS) SOLID WASTE DIRECTOR DEVELOPMENT SERVICES DIRECTOR SPORTS COMPLEX MANAGER EMERGENCY MANAGEMENT DIRECTOR SURVEY MANAGER EMERGENCY MEDICAL SERVICE DIRECTOR SURVEY PARTY CHIEF EMERGENCY OPERATIONS DIRECTOR VETERANS SERVICES OFFICER E-911 COORDINATOR WEED CONTROL SUPERVISOR FACILITY MANAGER ZONING SUPERVISOR GENERAL SERVICES/PURCHASING DIRECTOR HUMAN RESOURCES DIRECTOR HUMAN SERVICES DIRECTOR CODE 2 PROFESSIONALS: OCCUPATIONS WHICH REQUIRE SPECIALIZED AND THEORETICAL KNOWLEDGE WHICH IS USUALLY ACQUIRED THROUGH COLLEGE TRAINING OR THROUGH WORK EXPERIENCE AND OTHER TRAINING WHICH PROVIDES COMPARABLE KNOWLEDGE. BUDGET ANALYST II EXTENSION AGENT--LIVESTOCK (PS) BUDGET MANAGER LAKES MANAGEMENT SPECIALIST CATALOG LIBRARIAN LIBRARIAN COUNTY EXTENSION DIRECTOR (PS) NATURAL RESOURCES SPECIALIST II EXTENSION AGENT - CITRUS (PS) PLANNER IIII EXTENSION AGENT - HORTICULTURE EXTENSION AGENT 4-H CODE 3 TECHNICIANS: OCCUPATIONS WHICH REQUIRE A COMBINATION OF BASIC SCIENTIFIC OR TECHNICAL KNOWLEDGE AND MANUAL SKILL WHICH CAN BE OBTAINED THROUGH SPECIALIZED POST-SECONDARY SCHOOL EDUCATION OR THROUGH EQUIVALENT ON-THE-JOB TRAINING. BUDGET TECHNICIAN BUILDING INSPECTOR I/II DRAFTING TECHNICIAN I/II EMERGENCY MEDICAL TECHNICIAN E DISPATCHER E COMMUNICATION SUPERVISOR HOUSING LOAN PROCESSOR INFORMATION TECHNOLOGY TRAINER LAKES MANAGEMENT TECHNICIAN LIBRARY NETWORK COORDINATOR LIBRARY TECHNICAL ASSISTANT I LIBRARY TECHNICIAL ASSISTANT II PARAMEDIC PARAMEDIC SUPERVISOR A-1 PARAMEDIC TRAINER ROAD CONSTRUCTION INSPECTOR SHELL PIT FOREMAN SIGN TECHNICIAN I, II, III SOLID WASTE TECHNICIAN SURVEY TECHNICIAN II SYSTEMS ANALYST TECHNICAL SERVICES SPECIALISST TRAFFIC SIGNAL TECHNICIAN TRANSPORTATION TECHNICIAN II UTILITIES COORDINATOR/INSPECTOR UTILITIES TECHNICIAN WEED CONTROL TECHNICIAN

100 APPENDIX ONE CODE 4 PROTECTIVE SERVICE: SWORN: OCCUPATIONS IN WHICH SWORN OFFICERS ARE ENTRUSTED WITH PUBLIC SAFETY, SECURITY AND PROTECTION FROM DESTRUCTIVE FORCES A. NONE CODE 5 PROTECTIVE SERVICE: NON-SWORN: OCCUPATIONS IN WHICH NON-SWORN WORKERS ARE ENTRUSTED WITH PUBLIC SAFETY, SECURITY AND PROTECTION FROM DESTRUCTIVE FORCES ANIMAL CONTROL OFFICER ANIMAL CONTROL SUPERVISOR ENFORCEMENT OFFICIAL FIREFIGHTER/EMT FIRE SERVICES SPECIALIST FIRE SERVICES SUPERVISOR CODE 6 ADMINISTRATIVE SUPPORT: OCCUPATIONS IN WHICH WORKERS ARE RESPONSIBLE FOR INTERNAL AND EXTERNAL COMMUNICATION, RECORDING, AND RETRIEVAL OF DATA AND/OR INFORMATION AND OTHER PAPERWORK REQUIRED IN AN OFFICE. ADMINISTRATIVE AIDE ADMINISTRATIVE COORDINATOR ADMINISTRATIVE SECRETARY ASSESSMENT COORDINATOR CLAIMS SPECIALIST CLERICAL ASSISTANT I, II, III DEVELOPMENT SERVICES SPECIALIST E PROGRAM ASSISTANT EOC SPECIALIST HOUSING ADMINISTRATIVE ASSISTANT HUMAN RESOURCES SPECIALIST HUMAN SERVICES SPECIAL INSURANCE SPECIALIST LIBRARY ASSISTANT I/II OFFICE MANAGER 4-H PROGRAM ASSISTANT PUBLIC WORK COORDINATOR PUBLIC WORKS SPECIALIST REFERENCE LIBRARIAN RIGHT OF WAY MANAGER SECRETARY I/II SOLID WASTE CASHIER F/T & P/T SOLID WASTE TECHNICIAN STOCK CLERK SWITCHBOARD OPERATOR UTILITIES SPECIALIST ZONING CLERK CODE 7 SKILLED CRAFT WORKERS: OCCUPATIONS IN WHICH WORKERS PERFORM JOBS WHICH REQUIRE SPECIAL MANUAL SKILL AND A THOROUGH AND COMPREHENSIVE KNOWLEDGE OF THE PROCESSES INVOLVED IN THE WORK WHICH IS ACQUIRED THROUGH ON-THE-JOB TRAINING AND EXPERIENCE OR THROUGH APPRENTICESHIP OR TO OTHER FORMAL TRAINING PROGRAMS BUILDING MAINTENANCE SPECIALIST BUYER CARPENTER CREW LEADER II DRAGLINE OPERATOR ASSISTANT EQUIPMENT OPERATOR I, II, III FINISH CARPENTER FINISH EQUIPMENT OPERATOR FINISH EQUIPMENT OPERATOR LANDFILL OPERATION ASSISTANT LANDFILL OPERATOR/TECHNICIAN I/II LANDFILL MECHANIC OPERATOR MECHANIC I, II PARKS & RECREATION ASSISTANT WAREHOUSE MANAGER CODE 8 SERVICE MAINTENANCE: OCCUPATIONS IN WHICH WORKERS PERFORM A VARIETY OF MANUAL LABOR TASKS WHICH REQUIRE LITTLE OR NO SPECIALIZED TRAINING AND ARE GENERALLY LEARNED THROUGH ON-THE-JOB TRAINING. CARETAKER (ANIMAL CONTROL, PARKS & REC) CUSTODIAL SERVICES SUPERVISOR CUSTODIAN II GROUNDS KEEPER SUPERVISOR GROUNDS KEEPER I/II GROUNDS KEEPER SUPERVISOR LABORER LANDFILL SPOTTER LIBRARY COURIER MECHANICS HELPER PARKS CUSTODIAN F/T & P/T RECYCLING TECHNICIAN I, II SOLID WASTE CUSTODIAN II SPRAY OPERATOR STOCK CLERK TRACTOR MOWER OPERATOR TRUCK DRIVER A-2

101 APPENDIX TWO APPENDIX TWO POSITION CLASSIFICATION PAY GRADE PT-Part Time PS-Partial Salary from State FT-Full-Time T-Temporary PAY JOB CODE CLASSIFICATION JOB CODE CLASSIFICATION EXTENSION AGENT-CITRUS (PS) 110 CLERICAL ASSISTANT I 710 EXTENSION AGENT-FAMILY & CONSUMER 907 GROUNDS KEEPER (PT) SCIENCE LABORER CLERICAL ASSISTANT II 911 TRUCK DRIVER 112 CLAIMS SPECIALIST (EMS) 920 SPRAY OPERATOR 113 CLERICAL ASSISTANT III 941 SOLID WASTE CASHIER 423 LIBRARY ASSISTANT I (FT) (CTYHLC) 951 SOLID WASTE CASHIER (PT) 425 LIBRARY ASSISTANT (PT 957 LANDFILL SPOTTER 896 UTILITY ASSISTANT 959 MECHANICS HELPER 904 CUSTODIAN II 910 TRACTOR MOVER OPERATOR 905 GROUNDS KEEPER CLERICAL ASSISTANT III 433 LIBRARY ASSIST II (CTY HLC) 116 SECRETARY II 988 SIGN TECHNICIAN I 428 LIBRARY COURIER PRE-TRIAL RELEASE ASSISTANT 912 EQUIPMENT OPERATOR I 728 ANIMAL CONTROL OFFICER 937 RECYCLING TECHNICIAN I 909 GROUNDSKEEPER II (PARKS) 950 STOCK CLERK SWITCHBOARD OPERATOR/RECEPTION 821 E-911 DISPATCHER 118 ADMINISTRATIVE SECRETARY 898 HUMANS SERVICES SPECIALIST 132 HUMAN RESOURCES SPECIALIST 930 CREW LEADER II 181 NON-AD VALOREM SPECIALIST 953 WAREHOUSE MANAGER 753 ADMINISTRATIVE ASSIST FOR HOUSING 954 PUBLIC WORKS SPECIALIST 755 HOUSING PROGRAM SPECIALIST 970 BUILDING MAINT ASSISTANT 756 DEVELOPMENT SPECIALIST II 989 SIGN TECHNICIAN II 924 PARKS MAINTENANCE TECHNICIAN CLERICAL ASSISTANT IV/LAW LIBRARIAN 928 GROUNDS KEEPER SUPERVISOR 412 PRE-TRIAL RELEASE COORDINATOR 929 PARKS & RECREATION ASST H PROGRAM ASSISTANT 938 RECYCLING TECHNICIAN II 812 EOC SPECIALIST 947 LANDFILL OPERATIONS ASST. 903 CUSTODIAN SERVICES SUPSERVISOR 955 ENGINEER SERVICE AIDE 913 EQUIPMENT OPERATOR II 958 UTILITIES SPECIALIST II E PROGRAM ASSISTANT 960 MECHANIC I 141 TECHNICAL SERVICES SPECIALIST 972 CARPENTER 412 PRE-TRIAL RELEASE COORDINATOR 983 SURVEY TECHNICIAN II 760 ZONING CLERK 708 EXTENSION AGENT LVESTOCK OFFICE MANAGER (EMS, Ext., NR, Planning, Shop, Solid Waste) 902 BUILDING MAINTENANCE SPEC 135 EMERGENCY OPERATIONS PROGRAM ASST 914 EQUIPMENT OPERATOR II 145 BUYER 919 DRAGLINE OPERATOR ASST 427 LIBRARY TECHNICAL ASSIST I 940 LANDFILL OPERATOR TECH BUDGET TECHNICIAN 901 LANDFILL OPTR/TECH INFORMATION TECHNOLOGY TRAINER 922 WEED CONTROL TECH 725 COUNTY EXTENSION DIRECTOR (PS) 934 UTILITIES COORD INSPEC 754 HOUSING PROGRAM ASSIST 975 LEAD TRAFFIC TECHNICIAN A-3

102 APPENDIX TWO PAY JOB CODE CLASSIFICATION JOB CODE CLASSIFICATION 822 E COMMUNICATION SUPERVISOR 977 DRAFTING TECHNICIAN I 897 UTILITIES TECHNICIAN 979 SOGM TECHNICIAN III LANDFILL OPERATOR TECHNICIAN III 916 FINISH EQUIPMENT OPERATOR 146 PURCHASING ANALYST 961 MECHANIC II 915 FINISH CARPENTER (PARKS, FINISH EQUIPMENT OPERATOR 973 FACILITIES R&B) LIBRARY NETWORK COORDINATOR 882 ASSIST VETERANS SERVICE OFFICER 765 BUILDING INSPECTOR 933 ROAD CONTRUCTION INSPECTOR 766 ENFORCEMENT OFFICIAL ADMINISTRATIVE AIDE BUILDING 918 SHELL PIT FOREMAN 127 PUBLIC WORKS COORINATOR 968 TRANSPORTATION TECHNICIAN II 131 INSURANCE SPECIALIST 976 RIGHT OF WAY MANAGER 198 ADMINISTRATIVE AIDE (Administrative office) 980 DRAFTING TECHNICIAN II 735 ANIMAL CONTROL SUPERVISOR 984 SURVEY PART CHIEF 1000 LAKES MANAGEMENT TECHNICIAN 797 PLAN REVIEWING (ENG) KEEP HIGHLANDS COUNTY BEAUTIFUL CORD 715 EXTENSION AGENT-HORTICULTURE EXTENSION AGENT 4-H EXTENSION AGENT -CITRUS ASSISTANT DIRECTOR GEN SERV & PURCH 434 CATALOG LIBRARIAN 154 CHILDRENS ADVOCACY CENTER DIRECTOR WEED CONTROL SPORTS COMPLEX MANAGER 165 PUBLIC INFORMATION OFFICER 926 PARKS AND REC SUPERVISOR 185 ASSESSMENT COORDINATOR 927 CONSTRUCTION FOREMAN 421 LIBRARIAN (AP, LP, SEB) 935 ADMINISTRATIVE COORDINATOR 422 LIBRARIAN (CHILD SERVICES) 974 CARPENTRY SUPERVISOR COMPUTER TECHNICIAN 765 BUILDING INSPECTOR II 123 ASSIST. HUMAN SERVICES DIRECTOR 766 ENFORCEMENT OFFICIAL II 136 ASSIST. HUMAN RESOURCES DIRECTOR 768 BUILDING ENFORCEMENT OFFICAL 162 FIRE SERVICES SPEC 987 NATURAL RESOURCES SPEC. II 791 BUILDING PLANS EXAMINER 793 PLANNER I 134 RISK MANAGEMENT COORDINATOR TOURISM DIRECTOR 889 VETERANS SERVICES OFFICER 426 ASSISTANT LIBRARY DIRECTOR 917 LANDFILL OPERATIONS MANAGER 796 PLAN EXAMINATOR 184 BUDGET ANALYST I FIRE SERVICES SUPERVISOR 985 SURVEY MANAGER 820 E-911 COORDINATOR 993 TRAFFIC OPERATIONS SUPERVISOR BUDGET MANAGER 981 LAKES MGT. SPECIALIST 749 ANIMAL CONTROL DIRECTOR 992 ROAD SUPERVISOR 752 HOUSING PROGRAM COORDINATOR 995 SHOP SUPERVISOR PLANNER II FACILITIES MANAGER 936 RECYCLING PROGRAM MANAGER PARKS & RECREATION DIRECTOR 999 ASSISTANT TO COUNTY ENGINEER 810 EMERGENCY MANAGEMENT DIRECTOR 26 0 NONE GENERAL SERVICES PURCH DIRECTOR 795 PLANNER III/PLANNER SUPERVISOR 168 SYSTEMS ANALYST 811 EMERGENCY OPERATIONS A-4

103 APPENDIX TWO PAY JOB CODE CLASSIFICATION JOB CODE CLASSIFICATION 785 ZONING SUPERVISOR DIRECTOR HUMAN RESOURCES DIRECTOR PROJECT MANAGERS( HUMAN SERVICES DIRECTOR TRANSPORTATION) 420 LIBRARY DIRECTOR 967 PROJECT MANAGER (UTILITY) 966 PROJECT MANAGER (TRAFFIC 780 BUILDING OFFICIAL OPERATIONS) EMERGENCY MEDICAL SERVICES DIRECTOR OMB DIRECTOR 997 ASSISTANT COUNTY ENGINEER 751 DEVELOPMENT SERVICES DIRECTOR 944 SOLID WASTE DIRECTOR 956 ROAD & BRIDGE SUPERINTENDENT 31 0 NONE 32 0 NONE COUNTY ENGINEER UTILITY DIRECTOR 34 0 NONE ASSISTANT COUNTY ADMINISTRATOR COUNTY ADMINSTRATOR EMERGENCY MEDICAL TECHNICIAN PARAMEDIC FIREFIGHTER/EMT PARAMEDIC FIELD TRAINER PARAMEDIC SUPERVISOR COUNTY COMMISSIONER ELECTED OFFICIALS A-5

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105 APPENDIX THREE SCHEDULE OF PAY AND ENTITLEMENTS Hourly Bi-Weekly Annualized Salaries Grade Low High Low High Low High 3 $ 6.15 $ $ $ $ 12, $ 22, $ 7.27 $ $ $ $ 15, $ 24, $ 7.31 $ $ $ $ 15, $ 24, $ 7.68 $ $ $ $ 15, $ 25, $ 8.05 $ $ $1, $ 16, $ 27, $ 8.42 $ $ $1, $ 17, $ 28, $ 8.76 $ $ $1, $ 18, $ 29, $ 9.22 $ $ $1, $ 19, $ 30, $ 9.71 $ $ $1, $ 20, $ 32, $ $ $ $1, $ 21, $ 34, $ $ $ $1, $ 22, $ 35, $ $ $ $1, $ 23, $ 37, $ $ $ $1, $ 24, $ 38, $ $ $ $1, $ 25, $ 41, $ $ $1, $1, $ 26, $ 43, $ $ $1, $1, $ 27, $ 45, $ $ $1, $1, $ 29, $ 47, $ $ $1, $1, $ 30, $ 50, $ $ $1, $2, $ 32, $ 52, $ $ $1, $2, $ 33, $ 55, $ $ $1, $2, $ 35, $ 58, $ $ $1, $2, $ 37, $ 61, $ $ $1, $2, $ 38, $ 63, $ $ $1, $2, $ 40, $ 67, $ $ $1, $2, $ 43, $ 70, $ $ $1, $2, $ 45, $ 73, $ $ $1, $2, $ 47, $ 77, $ $ $1, $3, $ 49, $ 80, $ $ $1, $3, $ 51, $ 85, $ $ $2, $3, $ 54, $ 89, $ $ $2, $3, $ 56, $ 93, $ $ $2, $3, $ 59, $ 98, $ $ $2, $3, $ 62, $ 103, $ $ $2, $4, $ 65, $ 108, $ $ $2, $4, $ 71, $ 117, $ 8.13 $ EMT EMT EMT EMT 39 $ 9.88 $ PARAMEDIC PARAMEDIC PARAMEDIC PARAMEDIC 40 $ $ FIELD TRAINER FIELD TRAINER 41 $ $ PARAMEDIC SUPERVISOR PARAMEDIC SUPERVISOR 50 FIRE/EMT FIRE/EMT FIRE/EMT FIRE/EMT 100 $ 6.15 $ OPS OPS OPS OPS EFFECTIVE: APRIL 2005 A-7

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107 APPENDIX FOUR, FIGURE 1 HIGHLANDS COUNTY BOARD OF COUNTY COMMISSIONERS PERFORMANCE EVALUATION NON-SUPERVISORY EMPLOYEES This evaluation is designed to objectively reflect an accurate measure of the performance, productivity and value of employees. Upon completion, send the original evaluation to the Human Resources Department. The original shall be maintained in the employee s personnel file. The evaluator is to provide a copy of the completed evaluation to the employee. PERSONNEL INFORMATION Employee Name: Job Title: Department: Evaluation Period: to Evaluator Title: Evaluator: Department Head/Director: EVALUATOR S INSTRUCTIONS Every employee area of evaluation should be accompanied by a written explanation that corresponds to the criteria listed in that area. The elements listed under each category are guidelines to help the evaluator in preparing written justification, and are not meant to be exclusive. Evaluators should explain his/her rationale for the rating assigned to each category. Additional sheets may be attached as necessary. Please print legibly in ink or type all responses. TYPE OF APPRAISAL PROBATIONARY REGULAR SPECIAL TERMINATION EVALUATED EMPLOYEE Please read the evaluation and discuss it with your immediate supervisor. You are encouraged to write your comments in the space provided, immediately after the evaluation discussion, prior to signing the evaluation. (Please keep in mind that an objective of the evaluation is to provide you a better understanding of how your supervisor sees your on-the-job performance in relation to the standards set for the position.) DEFINITIONS OF PERFORMANCE RATINGS EXCEPTIONAL (9-10 points) - Consistently and significantly surpasses all reasonable expectations relating to the element which comprise the rating category. GOOD (7-8 points) - Often surpasses reasonable expectations relating to those elements which comprise the rating category without being appreciably deficient in any aspect of the category. SATISFACTORY (5-6 points) - Achieves reasonable expectations relating to those elements which comprise the rating category. Demonstrates an acceptable degree of competence and performance of described in the rating category. May significantly surpass expectations in certain areas as well. FAIR (3-4 points) - Achieves minimum expectations relating to the elements which comprise the rating category. Require further development in certain areas to meet overall expectations. UNSATISFACTORY (1-2 point)-fails to achieve minimal reasonable expectations of elements described in the rating category, even with constant assistance and supervision. A-9

108 I. DEPENDABILITY/RELIABILITY- Considerations include: UNSAT FAIR SATIS GOOD EXCEPT 1. Consistency of Performance Meets assigned dead-lines Follows oral and written instructions Adheres to County policies, practices & procedures Available and willing to work unscheduled overtime Performs effectively with minimal supervision COMMENTS TOTAL AVERAGE SCORE 6 II. ATTENDANCE- Considerations include: UNSAT FAIR SATIS GOOD EXCEPT 1. Absenteeism. Advanced notification for absences Punctuality. Start and end of work day Taking scheduled breaks Adherence to work schedule Promptness for meetings or scheduled events Scheduled use of annual/sick leave COMMENTS TOTAL AVERAGE SCORE 6 III. RELATIONSHIP WITH OTHERS-Considerations include: UNSAT FAIR SATIS GOOD EXCEPT 1. Rapport and credibility with peers, superiors, public Tact, cooperation, and courtesy Respects opinions, abilities of others Willingness and success as a team player Accepts work assignments without conflict Provides help to co-workers when needed COMMENTS TOTAL AVERAGE SCORE 6 A-10

109 IV. INITIATIVE/ADAPTABILITY- Considerations include: UNSAT FAIR SATIS GOOD EXCEPT 1. Begins work assignments without direction from supervisor Assumes additional work without lost time or conflict Adjusts to new ideas/procedures without conflict Attitude toward varying work assignments Originates ideas/procedures to improve methods COMMENTS TOTAL AVERAGE SCORE 5 V. KNOWLEDGE OF THE JOB- Considerations include: UNSAT FAIR SATIS GOOD EXCEPT 1. Knowledge of policies/techniques needed to do job Knowledge of equipment, including proper care Updates/sharpens job-related skills, abilities Able to learn new skills, gain new knowledge COMMENTS TOTAL AVERAGE SCORE 4 VI. QUALITY OF WORK-Considerations include: UNSAT FAIR SATIS GOOD EXCEPT 1. Accuracy and skill in performing tasks Neatness/thoroughness in completing tasks Effective and efficient use of time and resources Completed work consistently meets quality standards Timely completion of tasks with no loss of quality High degree of quality regardless of circumstance COMMENTS TOTAL AVERAGE SCORE 6 A-11

110 VII. QUANTITY OF WORK-Considerations include: UNSAT FAIR SATIS GOOD EXCEPT 1. Volume of work that meets established quality standards Volume of work relative to supervisory expectations COMMENTS TOTAL AVERAGE SCORE 2 VIII. WORK HABITS-Considerations include: UNSAT FAIR SATIS GOOD EXCEPT 1. Exercises good judgment in the absence of supervisor Able to prioritize objectives and associated tasks Proper utilization and care of equipment/tools Housekeeping, orderliness of work area Operates equipment in a safe manner Observes County safety rules and regulations COMMENTS TOTAL 6 AVERAGE SCORE IX. APPEARANCE-Considerations include: UNSAT FAIR SATIS GOOD EXCEPT 1. Dresses appropriately for the job Clothing in good repair, not a safety hazard Projects a positive image to superiors, peers, public COMMENTS TOTAL AVERAGE SCORE 3 A-12

111 X. SAFETY ACHIEVEMENT-Considerations include: UNSAT FAIR SATIS GOOD EXCEPT 1. Knows safety rules and regulations Uses Personal Protective Equipment Demonstrates positive safety behaviors Prevents injury and damage Demonstrates safe driving skills Contributes safety suggestions COMMENTS TOTAL AVERAGE SCORE 6 XI. SCORING 1. Add average score for Sections I-X. TOTAL and round up or down to the nearest whole number. 2. Check appropriate box on table below UNSATISFACTORY FAIR SATISFACTORY GOOD EXCEPTIONAL < ADDITIONAL EVALUATOR COMMENTS: (Must address fair or unsatisfactory average scores in any area of evaluation). EVALUATOR SIGNATURE: DATE: REVIEWER S COMMENTS: DEPARTMENT HEAD/DIRECTOR: EMPLOYEE CERTIFICATION: DATE: This performance evaluation has been discussed with me by my supervisor, and I have received a copy. I understand and accept these ratings except as indicated in the comments below. EMPLOYEE S SIGNATURE: DATE: COUNTY ADMINISTRATOR SIGNATURE: HUMAN RESOURCES: DATE: DATE: A-13

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113 APPENDIX FOUR, FIGURE 2 HIGHLANDS COUNTY BOARD OF COUNTY COMMISSIONERS PERFORMANCE EVALUATION EMPLOYEE INPUT NON-SUPERVISORY EMPLOYEE Evaluating performance is a difficult task. This form allows you to transmit information you feel your supervisor should know about your performance. Use of this form is completely optional for you. Fill it out and give it to your evaluator prior to the time he or she writes your evaluation. Evaluators should review the information provided on the form and factor these inputs into composing the evaluation. Evaluators may use some, all, or none of the information provided by the employee in writing the evaluation (however, use of this information, is highly encouraged). INSTRUCTIONS For each of the areas of evaluation listed below, make comment on specific actions that you have taken that contributed to the safe, efficient, and successful performance of your work (CONTINUE ON BACK OR ADDITIONAL SHEETS IF NEEDED). NAME: DATE: JOB TITLE: DEPARTMENT: EVALUATION AREAS: I. DEPENDABILITY/RELIABILITY: II. ATTENDANCE: III. RELATIONSHIP WITH OTHERS: IV. INITIATIVE/ADAPTABILITY: V. KNOWLEDGE OF JOB: VI. QUALITY OF WORK: VII. QUANTITY OF WORK: VIII. WORK HABITS: IX. APPEARANCE: X. SAFETY ACHIEVEMENT: ADDITIONAL EMPLOYEE INFORMATION: Form2 A-15

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115 APPENDIX FOUR FIGURE 3 HIGHLANDS COUNTY BOARD OF COUNTY COMMISSIONERS PERFORMANCE EVALUATION SUPERVISORY EMPLOYEES This evaluation is designed to objectively reflect an accurate measure of the performance, productivity and value of employees. Upon completion, send the original evaluation to the Human Resources Department. The original shall be maintained in the employee s personnel file. The evaluator is to provide a copy of the completed evaluation to the employee. PERSONNEL INFORMATION Employee Name: Job Title: Department: Evaluation Period: to Evaluator Title: Evaluator: Department Head/Director: EVALUATOR S INSTRUCTIONS Every employee area of evaluation should be accompanied by a written explanation that corresponds to the criteria listed in that area. The elements listed under each category are guidelines to help the evaluator in preparing written justification, and are not meant to be exclusive. Evaluators should explain his/her rationale for the rating assigned to each category. Additional sheets may be attached as necessary. Please print legibly in ink or type all responses. TYPE OF APPRAISAL: PROBATIONARY REGULAR SPECIAL TERMINATION PRIDE EVALUATED EMPLOYEE Please read the evaluation and discuss it with your immediate supervisor. You are encouraged to write your comments in the space provided, immediately after the evaluation discussion, prior to signing the evaluation. (Please keep in mind that an objective of the evaluation is to provide you a better understanding of how your supervisor sees your on-the-job performance in relation to the standards set for the position.) DEFINITIONS OF PERFORMANCE RATINGS EXCEPTIONAL (9-10 points) - Consistently and significantly surpasses all reasonable expectations relating to the element which comprise the rating category. GOOD (7-8 points) - Often surpasses reasonable expectations relating to those elements which comprise the rating category without being appreciably deficient in any aspect of the category. SATISFACTORY (5-6 points) - Achieves reasonable expectations relating to those elements which comprise the rating category. Demonstrates an acceptable degree of competence and performance of described in the rating category; may significantly surpass expectations in certain areas as well. FAIR (3-4 points) - Achieves minimum expectations relating to the elements which comprise the rating category. Require further development in certain areas to meet overall expectations. UNSATISFACTORY (1-2 point)-fails to achieve minimal reasonable expectations of elements described in the rating category, even with constant assistance and supervision. A-17

116 I. DEPENDABILITY/RELIABILITY- Considerations include: UNSAT FAIR SATIS GOOD EXCEPT 1. Consistency of Performance Meets assigned dead lines Follows oral and written instructions Adheres to County policies, practices & procedures Available and willing to work unscheduled overtime Performs effectively with minimal supervision COMMENTS AVERAGE SCORE TOTAL 6 II. ATTENDANCE/APPEARANCE- Considerations include: UNSAT FAIR SATIS GOOD EXCEPT 1. Absenteeism.. Advanced notification for absences Punctuality.. Start and end of work day Punctuality.. Taking scheduled breaks Adherence to work schedule Promptness for meetings or scheduled events Dresses appropriately for the job Positive and professional image to superiors, peers, public COMMENTS AVERAGE SCORE TOTAL 7 III. RELATIONSHIP WITH OTHERS-Considerations include: UNSAT FAIR SATIS GOOD EXCEPT 1. Rapport and credibility with peers, superiors, public Tact, cooperation, and courtesy Respects opinions, abilities of others Willingness and success as a team player Able to promote organization-wide cooperation Able to resolve conflicting organizational and personal needs COMMENTS AVERAGE SCORE TOTAL 6 A-18

117 IV. INITIATIVE/ADAPTABILITY- Considerations include: UNSAT FAIR SATIS GOOD EXCEPT 1. Assumes additional work without lost time or direction Adjusts to new ideas/procedures without conflict Attitude toward varying work requirements Originates ideas/procedures to improve methods COMMENTS AVERAGE SCORE TOTAL 4 V. KNOWLEDGE OF JOB- Considerations include: UNSAT FAIR SATIS GOOD EXCEPT 1. Knowledge of policies/techniques needed to do job Knowledge of equipment, including proper care Update/sharpens job-related skills, abilities Able to learn new skills, gain new knowledge COMMENTS AVERAGE SCORE TOTAL 4 VI. QUALITY/QUANTITY OF WORK-Considerations include: UNSAT FAIR SATIS GOOD EXCEPT 1. Accuracy and skill in performing tasks Neatness/thoroughness in completing tasks Effective and efficient use of time and resources Completed work consistently meets quality standards Timely completion of tasks with no loss of quality High degree of quality regardless of circumstance Volume of work that meets established quality standards Volume of work relative to supervisory expectations COMMENTS AVERAGE SCORE TOTAL 8 A-19

118 VII. PROBLEM ANALYSIS/DECISION MAKING: UNSAT FAIR SATIS GOOD EXCEPT 1. Able to diagnose problem situations Able to gather information needed to reach decision Able to identify alternative solutions to problems Able to resolve personnel problems Willing to make difficult or unpopular decisions Shows decisiveness and sound judgment when necessary COMMENTS AVERAGE SCORE TOTAL 6 VIII. COMMUNICATION SKILLS-Considerations include: UNSAT FAIR SATIS GOOD EXCEPT 1. Able to communicate effectively at all levels Able to communicate effectively goals and objectives Maintains clear, concise, correspondence/documentation Solicits feedback to achieve mutual understanding COMMENTS AVERAGE SCORE TOTAL 4 IX. SAFETY ACHIEVEMENT: UNSAT FAIR SATIS GOOD EXCEPT 1. Knows safety rules and regulations Monitors/enforces safety requirements Emphasizes safety through training Eliminates potential hazards Demonstrates safe driving skills Timely/thorough accident investigation Provides PPE and safety materials COMMENTS AVERAGE SCORE TOTAL 7 A-20

119 X. SUPERVISORY ABILITY -Considerations include: UNSAT FAIR SATIS GOOD EXCEPT 1. Motivates employees effectively Schedules and assigns work effectively Knows employees abilities, limits, interests Able to objectively evaluate employee performance Able to administer discipline firmly, fairly Provides leadership and a positive example Able to control operations and costs Able to promote good morale COMMENTS AVERAGE SCORE TOTAL 8 XI. SCORING 1. Add average score for Sections I-X. TOTAL and round up or down to the nearest whole number. 2. Check appropriate box on table below. UNSATISFACTORY FAIR SATISFACTORY GOOD EXCEPTIONAL < ADDITIONAL EVALUATOR COMMENTS: (Must address fair or unsatisfactory average scores in any area of evaluation). EVALUATOR SIGNATURE: DATE: REVIEWER S COMMENTS: DEPARTMENT HEAD/DIRECTOR: DATE: A-21

120 EMPLOYEE CERTIFICATION: This performance evaluation has been discussed with me by my supervisor, and I have received a copy. I understand and accept these ratings except as indicated in the comments below. EMPLOYEE S SIGNATURE: DATE: COUNTY ADMINISTRATOR SIGNATURE: HUMAN RESOURCES: DATE: DATE: A-22

121 APPENDIX FOUR FIGURE 4 HIGHLANDS COUNTY BOARD OF COUNTY COMMISSIONERS PERFORMANCE EVALUATION EMPLOYEE INPUT SUPERVISORY EMPLOYEE Evaluating performance is a difficult task. This form allows you to transmit information you feel your supervisor should know about your performance. Use of this form is completely optional for you. Fill it out and give it to your evaluator prior to the time he or she writes your evaluation. Evaluators should review the information provided on the form and factor these inputs into composing the evaluation. Evaluators may use some, all, or none of the information provided by the employee in writing the evaluation (however, use of this information, is highly encouraged). INSTRUCTIONS For each of the areas of evaluation listed below, make comment on specific actions that you have taken that contributed to the safe, efficient, and successful performance of your work (CONTINUE ON BACK OR ADDITIONAL SHEETS IF NEEDED). NAME: DATE: JOB TITLE: DEPARTMENT: EVALUATION AREAS: I. DEPENDABILITY/RELIABILITY II. ATTENDANCE/APPEARANCE III. RELATIONSHIP WITH OTHERS IV. INITIATIVE/ADAPTABILITY V. KNOWLEDGE OF JOB VI. QUALITY/QUANTITY OF WORK VII. PROBLEM ANALYSIS/DECISION MAKING VIII. COMMUNICATION SKILLS IX. SAFETY ACHIEVEMENT X. SUPERVISORY ABILITY ADDITIONAL EMPLOYEE INFORMATION: Form 2 A-23

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123 APPENDIX FIVE, FIGURE 1 Highlands County Non-Exempt Time Sheet Payroll One Schedule Employees 1. Employee # 2. Name 3. Included 4. Full-Time Part-Time Temporary 5. Cost Center 6. Designated Hours Work Week or Work Period Pay Period Beginning Date / / 8. Pay Period Ending Date / / M D Y M D Y Date Work Period 9. Time Stared (In) 10. Meal Time Time Away (Decimal) 11. Time Finished (Out) 12. Hours Worked (Decimal 13. Leave Code Hours Type Decimal QTR HR 14. Total Hours Per Day 15. County Vehicle Used Commuting ***************FIRST WORK WEEK*************** MONDAY : M. : M. /.. TUESDAY : M. : M. /.. WEDNESDAY : M. : M. /.. THURSDAY : M. : M. /.. FRIDAY : M. : M. /.. SATURDAY : M. : M. /.. SUNDAY : M. : M. / Total Hours Worked... : Total Overtime Hours-Payment... ( : )- 18. Total Hours on Approved Leave & Holiday : Total Straight Time Payment : *************SECOND WORK WEEK************* MONDAY : M : : M : /. : TUESDAY : M : : M : /. : WEDNESDAY : M : : M : /. : THURSDAY : M : : M : /. : FRIDAY : M : : M : /. : SATURDAY : M : : M : /. : SUNDAY : M : : M : /. : 20. Total Hours Worked... : Total Overtime Hours-Payment... ( : )- 22. Total Hours on Approved Leave & Holiday : Total Straight Time Payment : *************GRAND TOTALS PAY PERIOD************* 24. Grand Total Hours Worked Pay Period. : Grand Total Overtime Payment ( : )- 26. Grand Total Hours on Approved Leave & Holiday. : Grand Straight Time Payment. : Leave Codes Leave without Pay Minutes Decimal Equivalent AL-Annual. 15 =.25 SL-Sick 30 =.50 HL-Holiday 45 =.75 AD-Administrative Leave 60 = 1.00 PL-Personal Leave I voluntarily certify that this record is a complete and correct accounting of the time of the time worked and leave taken during this period/ 29. Signature of Employee Date Signature of Immediate Supervisor Date A-25

124 INSTRUCTIONS Listed below are the instructions for completion of the new HOURS WORKED TIME SHEET. This record is designed to meet the record keeping requirements of the Fair Labor Standards Act for exempt and included employees of the County. ITEM NO. 1. Enter you employee number (9999). 2. APrint in Blue or Black your first name, middle initial and last name as it appears on your salary check (John J. Jones). 3. Check if you are required to be paid the minimum hourly wage and if you must be compensated for overtime hours at one and one-half times your regular rate. 4. Check if you are regularly required to work 35 hours, hours, 40hours, 43 hours or 53 hours per workweek, or 86 hours or 159 hours per workweek. Check if you are required to work less than the number of hours mentioned for full-time. Check if you are working as a casual laborer (individuals who work intermittently when there are specific tasks to be performed), on-call person (employees who are called to work unexpectedly for brief periods and whose employment ceases when the purpose for being called is satisfied), temporary replacement (person(s) employed for (6) months or less, to perform duties of an incumbent of a regularly established position who is on an approved leave of absence). 5. Enter cost center to which your salary expense is charged in the accounting system. 6. Enter the designated hours you are scheduled to work in the workweek or work period. 7. Enter pay period beginning date. 8. Enter pay period ending date. 9. Enter the actual time work is started (8:00 a.m. or 8:00p.m.). 10. Enter meal time taken. It must be at least 30 minutes of uninterrupted time. Enter decimal equivalent such as 30 minutes =.5 or 60 minutes = 1.0. Include time and leave taken during normal working hours. 11. Enter the actual time work is stopped (5:00 p.m. or 5:00 a.m.). 12. Enter the number of hours actually worked in the day. Enter decimal equivalent such as 8 hours = 8.0 or 8 hours and 30 minutes = Enter the appropriate leave code from the bottom of this form for the leave taken followed by the hours and quarter hours of leave taken to include all leave taken that day.25 (15 minutes),.5 (30 minutes), or.75 (45 minutes). 14. Enter the total hours to be accounted for in the workday (Item 12 plus Item 13 = Item 14 - such as worked 6.0 hours hours annual leave = 8.0 hours per day to account for). 15. Enter (X) for each day a non-exempt county vehicle is used for commuting to and from personal residence to work. 16. On ATOTAL HOURS WORKED@ line, enter the sum of the daily total hours worked (Item 14) for each day of the workweek. 17. On ATOTAL OVERTIME HOURS-PAYMENT@ line, enter total overtime hours reflected in ATOTAL HOURS WORKED@ line (Item 16) for which overtime payments are due in the current pay period. This is a negative (-) total. 18. On ATOTAL HOURS ON APPROVED LEAVE & HOLIDAYS@ line, enter the sum of the daily approved leave with pay (Item No. 13) for each day of the workweek to include Holidays. Do not include approved leave without pay (No Pay) in this column. 19. On ATOTAL STRAIGHT TIME PAYMENT@ line, enter total hours actually worked (Item 16) minus total overtime hours - payment (Item 17) plus hours on approved leave and holidays (Item18) Enter Grand totals for first workweek and second workweek by adding both weeks together. Revised 11/1/05 A-26

125 APPENDIX FIVE, FIGURE 2 Highlands County EXEMPT Time Sheet PAYROLL ONE SCHEDULE EMPLOYEES 1. Employee # 2. Name Full Time Temporary 5.Cost Center 6. Designated Hours Work Week or Work Period 7. Pay Period Beginning Date / / 8. Pay Period Ending Date / / Days 9. Total Hours 10. Leave Code/Hours 11. County Vehicle Work Period Per Day Commute Use **********FIRST WORK WEEK*********** MONDAY. /. TUESDAY. /. WEDNESDAY. /. THURSDAY. /. FRIDAY. /. SATURDAY. /. SUNDAY. /. 12. Total Hours Worked Total Hours on Approved Leave & Holiday (no partial days except for FMLA Leave) Total ***********SECOND WORK WEEK*********** MONDAY. /. TUESDAY. /. WEDNESDAY. /. THURSDAY. /. FRIDAY. /. SATURDAY. /. SUNDAY. /. 15. Total Hours Worked Total Hours on Approved Leave & Holiday (no partial days except for FMLA Leave) Total ***********GRAND TOTALS PAY PERIOD*********** 18. Grand Total Hours Worked Pay Period Grand Total Hours on Approved Leave & Holiday Grand Total.... Leave Codes Leave without Pay Minutes Decimal Equivalent AL - Annual =.25 SL - Sick 30 =.50 HL - Holiday 45 =.75 AD - Administrative Leave 60 = 1.00 PL - Personal Leave FM - Family & Medical Leave I voluntarily certify that this record is a complete and correct accounting of the time worked and leave taken during this period Employee Signature Date Immediate Supervisor Signature Date A-27

126 Highlands County EXEMPT Time Sheet Instructions EXEMPT PAYROLL ONE SCHEDULE EMPLOYEES Listed below are instructions for completing the time sheet. This record meets the record keeping requirements of the Fair Labor Standards Act for exempt employees of the County. ITEM INSTRUCTIONS 1. Enter your four-digit EMPLOYEE NUMBER (9999). 2. "Print" in BLUE INK first name, middle initial and last name as it appears on your salary check (John J. Jones.) 3. Leave Blank. 4. Check FULL-TIME if you are in a designated FULL TIME position. Check TEMPORARY if you are working as a casual worker (individuals who work intermittently when there are specific tasks to be performed), on-call person (employees who are called to work unexpectedly for brief periods and whose employment ceases when the purpose for being called is satisfied), temporary replacement (person(s) employed for (6) months or less, to perform duties of an incumbent of a regularly established position on an approved leave of absence). 5. Enter cost center to which your salary expense is charged in the accounting system. 6. Enter the designated hours you are scheduled to work in the workweek or work period. 7. Enter pay period beginning date. 8. Enter pay period ending date. 9. Enter number of hours actually worked in the day. Enter decimal equivalent, i.e. 8 hours=8.0 or 8 hours 30 minutes = Enter applicable leave codes and number of hours taken per day for approved leave and holidays (only full-day increments, except FMLA (Code FL) which will be actual hours taken per day). 11. Enter (X) for each day a non-exempt county vehicle is used for commuting to and from personal residence to work. 12/15. On TOTAL HOURS WORKED line, enter the sum of the daily total hours worked (Item 9) for each day of the workweek. 13/16. TOTAL HOURS ON APPROVED LEAVE & HOLIDAYS, enter the sum of the daily approved leave with pay for each day of the workweek to include Holidays (Item 10). Do not include approved leave without pay (No Pay) in this column. 14/17. TOTAL line, enter total hours actually worked (Item 12/15) plus hours on approved leave and holidays (Item13/16) Enter Grand totals for first workweek and second workweek by adding both weeks together. 21. Payroll Clerk enters hours on Leave without Pay (LWOP) Status The employee and immediate supervisor must sign, date sheet and certify the accuracy of the record. A-28

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128 A-30

129 APPENDIX SIX FAMILY AND MEDICAL LEAVE ACT OF 1993 FMLA requires covered employers to provide up to 12 weeks of unpaid, job-protected leave to eligible employees for certain family and medical reasons. Employees are eligible if they have worked for a covered employer for at least one year, and for 1,250 hours over the previous 12 months, and if there are at least 50 employees with in 75 miles. Reasons for Taking Leave Unlawful Acts by Employers: Unpaid leave must be granted for any of the following reasons: To care for the employee s child after birth, or placement for adoption or foster care To care for the employee s spouse, son or daughter, or parent, who has a serious health condition; or For a serous health condition that make the employee unable to perform the employee s job At the employee s or employer s option, certain kinds of paid leave may be substituted for unpaid leave. Advanced Notice and Medical Certification: The employee may be required to provide advance leave notice a medical certification. Taking of leave may be denied if requirements are no met. The employee ordinarily must provide 30 days advance notice when the leave is foreseeable. An employer may require medical certification to support a request for leave because of a serious health condition, and may require second or third opinions (at the employer s expense) and a fitness for duty report to return to work. Job Benefits and Protection FMLA makes it unlawful for any employer to: Interfere with, restrain, or deny the exercise of any right provided under FMLA. Discharge or discriminate against any person for opposing any practice made unlawful by FMLA or for involvement in any proceeding under or relating to FMLA. Enforcement: The U.S. Department of Labor is authorized to investigate and resolve complaints of violations. An eligible employee may bring a civil action against an employer for violations. FMLA does not affect any Federal or State law prohibiting discrimination, or supersede any State or local law or collective bargaining agreement which provides greater family or medical leave rights. For Additional Information: Contact the Human Resources Department by phone at or by fax at For the duration of FMLA leave, the employer must maintain the employee s health coverage under any group health plan. Upon return form FMLA leave, most employees must be restored to their original or equivalent positions with equivalent pay, benefits, and other employment terms. The use of FMLA leave cannot result in the loss of any employment benefit that accrued prior to the start of an employee s leave. A-31

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131 APPENDIX SEVEN Print on Letterhead TUITION ASSISTANCE REQUEST I,, request tuition assistance approval for the (Print Name) following courses: Name of Course Course No. Institution Tuition Cost/Hour Total TOTAL $ JUSTIFICATION (How does this apply to your work?): I understand that only tuition costs and lab fees are reimbursed through this program. I also understand that in order to obtain reimbursement I must have approval prior to enrolling and that I must pass with a AC@ grade or better. I also understand that I must complete these courses within six months of the authorization date for these courses. I will also agree to abide by all other requirements of Section A-9.05 of the Highlands County Board of County Commissioners Personnel Rules and Regulations pertaining to this request. Employee signature: Supervisor signature: Director/Department Head: Human Resources: County Administrator: Department: Date: Date: Date: Date: Date: Cost Center: Form Revised 08/00 A-33

132 POST-ASSOCIATE DEGREE EDUCATION AGREEMENT I,, hereby agree per section 9.05 H of the (PRINT FULL NAME) Personnel Rules and Regulations regarding Post-Associate Education. I agree to remain in the employment of the Board of County Commissioners for one year after the last date of receipt of any funds for such courses. In the event I leave the Board s employment either voluntarily or involuntarily prior to this time, I agree to re-pay all tuition provided to me under this program for all post-graduate coursework. Signature Date Witness Date State: County: Signed before me this day of, 20 ; appeared, personally known to me or who produced identification. Notary Signature (Affix Seal) POST-GRADUATE EDUCATION AGREEMENT I,, hereby agree per section 9.05 I of the (PRINT FULL NAME) Personnel Rules and Regulations regarding Post-Graduate Education. I agree to remain in the employment of the Board of County Commissioners for two years after the last date of receipt of any funds for such courses. In the event I leave the Board s employment either voluntarily or involuntarily prior to this time, I agree to re-pay all tuition provided to me under this program for all post-graduate coursework. Signature Date Witness Date State: County: Signed before me this day of, 20 ; appeared, personally known to me or who produced identification. Notary Signature (Affix Seal) A-34

133 APPENDIX EIGHT EXIT INTERVIEW QUESTIONNAIRE Your comments concerning employment with Highlands County would be appreciated and will be carefully evaluated when determining future employee benefits and working conditions. Although you need not answer the following questions, your signature will indicate that you have been provided with the opportunity to make exit remarks. 1. What were the reasons you accepted your job with Highlands County? Were those reasons fulfilled? How have they changed? 2. If you are going to another job, what does that job offer you that your job with Highlands County did not? 3. What could have been done to make your employment with Highlands County a better work experience? A-35

134 4. What constructive comments would you have for management in regards to making Highlands County a better place to work? 5. Would you recommend Highlands County to a friend as a good place to work? If no, why not? 6. Any additional comments or suggestions you wish to make? Exit interview conducted with: Date: Employee's signature: A-36

135 APPENDIX NINE REQUEST FOR SECONDARY EMPLOYMENT AUTHORIZATION In accordance with Section of the Highlands County Board of County Commissioners, Personnel Rules and Regulations, authorization is requested to hold a secondary job. I recognize that Highlands County is my primary employer and should any conflict in scheduling between my county job and my secondary employment arise, my county job takes priority. I further understand and acknowledge that this request includes paid self-employment. If authorized my secondary employment information is provided below. A. COMPANY NAME: ADDRESS: PHONE: B. POSITION/NATURE OF WORK TO BE PERFORMED: C. SCHEDULED HOURS OF WORK (e.g. Mon. thru Fri., 5 p.m. to 10 p.m.): D. TOTAL SCHEDULED HOURS PER WEEK: I hereby certify that the company listed above poses no conflict of interest as contemplated in Sections 112 (Part III), Florida Statutes and the Highlands County Board of County Commissioners Personnel Rules and Regulations. EMPLOYEE NAME (Please print): EMPLOYEE SIGNATURE: DATE: SUPERVISOR SIGNATURE: DATE: DIRECTOR/DEPARMENT HEAD SIGNATURE: HUMAN RESOURCES DIRECTOR SIGNATURE: DATE: DATE: cc: Personnel File A-37

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137 APPENDIX TEN HIGHLANDS COUNTY BOARD OF COUNTY COMMISSIONERS PERSONNEL RULES AND REGULATIONS MANUAL APPENDIX TEN JOB DESCRIPTIONS (SEE SEPARATE VOLUME) A-39

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139 APPENDIX ELEVEN (Please print) HIGHLANDS COUNTY BOARD OF COUNTY COMMISSIONERS EMPLOYEES SICK LEAVE POOL WITHDRAWAL APPLICATION Employee s Name: Date of Birth / / Sex Position Title: Nature of accident, illness or injury: Number of Pool hours requested: Date Annual Leave account depleted: Date Sick Leave account depleted: I hereby make application to withdraw leave from the employee Sick Leave Pool. I have enclosed with this application a statement from my physician that my medical problem meets the criteria of the Sick Leave Pool, the estimated period of time of my disability, and that I am unable to return to work. I authorize any physician, clinic, hospital, insurance company or other organization to release any and all information regarding this disability to the Human Resources Department. Employee s Signature Date Before the Sick Leave Pool Committee can consider your withdrawal application, the application and the Physician s Information Request form must be completed in detail and returned to the Human Resources Director. Fax copies will not be accepted. OFFICE USE ONLY Employee is a member of the Sick Leave Pool: Yes No Employee has exhausted all relevant leave: Yes No Employee is not eligible for a full disability retirement: Yes No This application is approved for up to hours of sick leave to be withdrawn from the Pool beginning on. This application is disapproved due to the following reason(s): Committee Signatures: Recommend by: Approved by: Chairman, Sick Leave Pool Advisory Committee County Administrator A-41

140 SICK LEAVE POOL PHYSICIAN S INFORMATION REQUEST Employee/Patient Name: Home Address: Home Phone Number: I HEREBY AUTHORIZE any physician to release any and all information regarding the disability for which I am requesting withdrawal from the Sick Leave Pool to the Human Resources Director, Board of County Commissioners. Employee Signature Date Physician s Name and Address: TO THE PHYSICIAN The employee named above has requested sick leave time beyond the amount accrued by him/her during employment. The Sick Leave Pool contains sick leave hours donated by other County employees. Please certify: MEDICAL CONDITION: 1. Date of First Visit for this condition: 2. I certify that meets the eligibility criteria for the Sick Leave Pool program. 3. Estimated duration of disability: (Start Date) (End Date) 4. Expected date for final exam prior to return to work Physician s Signature Date Physician s ID Number (please stamp) A-42

141 APPENDIX TWELVE HIGHLANDS COUNTY BOARD OF COUNTY COMMISSIONERS GRIEVANCE REPORT NAME DEPARTMENT JOB TITLE SUPERVISOR State the nature of the grievance, including when, who, what, and where: What would resolve the problem? EMPLOYEE SIGNATURE: DATE: Director/Department Head s recommendation: DIRECTOR/DEPT. HEAD SIGNATURE: DATE: Employee approval: YES NO Signature IF NO, and a disciplinary matter, forward to the County Administrator. IF NO, and not a disciplinary matter, forward to the Human Resources Director. IF YES, original to personnel file. IF SPACE PROVIDED IS INADEQUATE, USE ATTACHMENTS WHERE NECESSARY A-43

142 Human Resources Director Mediation recommendation: Human Resources Director: DATE: Employee approval: YES NO SIGNATURE: IF NO, forward to the County Administrator. County Administrator action: County Administrator: Employee Signature: Director/Department Head: Supervisor Signature: Date: Date: Date: Date: IF SPACE IS INADEQUATE, USE ATTACHMENTS WHERE NECESSARY. A-44

143 APPENDIX THIRTEEN EMPLOYEE WARNING REPORT Date of Employee s Name Warning Dept. Employee No. Type Attendance Carelessness Disobedience Violation Date: of Safety Tardiness Work Quality Violation: Time a.m. / p.m. Violation Other Place Violation Occurred: Company Statement Employee Statement Check Proper Box I concur with the County s statement I disagree with the County s statement for the following reasons: I have entered my statement of the above matter. (additional sheets as needed) Employee s Signature Date Warning Decision Verbal Warning/Counseling Written Reprimand Suspension without Pay Discharge Approved By Name Title Date List All Previous Warnings Below When Warned And By Whom I have read this warning decision and understand it. Previous Warning: Date: Verbal: Written: Previous Warning: Date: Verbal: Written: Previous Warning: Date: Verbal: Written: 1st Warning 2nd Warning 3rd Warning Employee s Signature Date Signature of person who prepared warning Title Supervisor s Signature Date Copy Distribution Employee Supervisor Human Resources Dept. Head Personnel File Director A-45