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Weld County Code Ordinance 2025-10
In the Matter of Repealing and Reenacting, with Amendments, Chapter 3 Human
Resources of the Weld County Code
Be it ordained by the Board of County Commissioners of the County of Weld, State
of Colorado:
Whereas, the Board of County Commissioners of Weld County, Colorado, pursuant to
Colorado statute and the Weld County Home Rule Charter, is vested with the authority of
administering the affairs of Weld County, Colorado, and
Whereas, the Board of County Commissioners, on December 28, 2000, adopted
Weld County Code Ordinance 2000-1, enacting a comprehensive Code for the County of
Weld, including the codification of all previously adopted ordinances of a general and
permanent nature enacted on or before said date of adoption, and
Whereas, the Weld County Code is in need of revision and clarification with regard to
procedures, terms, and requirements therein.
Now, therefore, be it ordained by the Board of County Commissioners of the County of
Weld, State of Colorado, that Chapter 3 Human Resources of the Weld County Code be,
and hereby is, repealed and re-enacted, with amendments, to read as follows.
Chapter 3
Human Resources
Amend Sec. 3-1-30. Applicability.
This policy does not supersede or limit the authority of the Board of County
Commissioners or other Elected Officials, as established by the Colorado Revised
Statutes. In the event of any conflict with provisions hereof, such statutes shall prevail.
A. Elected Officials — Except as to the benefits described in this policy, or
except as otherwise specifically provided by a guideline or policy, no other
provision of this Chapter 3 shall have application to Elected Officials.
Elected Officials include County Commissioner(s), Sheriff, Clerk &
Recorder, and Assessor.
B Hired Personnel — Except as specifically provided in subparagraph C below
or as specified or limited in a particular policy or guideline, the policies and
guidelines set forth in this chapter shall apply to all exempt and non-exempt
personnel. Individuals who fall into any of the foregoing categories shall be
considered "employees" as said term is utilized in this policy.
C The following positions are excluded from grievance rights as defined in
section 3-4-60.
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1 The Undersheriff, as well as the appointed chief deputy for the
Assessor, Clerk and Recorder, and the Assistant District Attorney.
2 All regular full-time employees in their initial 12 -month review or
6 -month promotional/transfer review period.
3 All elected officials as defined by the Home Rule Charter.
4 Sheriffs posse.
5 The County Attorney, Deputy County Attorney, and all Assistant
County Attorneys.
6 Seasonal, part-time, or temporary positions, including grant funded
positions due to loss of funding.
7 Student Intern and/or work study programs.
8 Contracts for specialized services (professional services).
9 Employment services of the County, such as programs through the
Department of Human Services.
D This Chapter 3 applies to the District Attorney for the Nineteenth Judicial
Attorney, except the grievance rights as defined in Section 3 4 60.Chapter
3 applies to all assistants, deputies, and other employees of the District
Attorney for the Nineteenth Judicial District, except where superseded by
internal policies of the District Attorney's Office due to statutory or regulatory
independence. Notably, grievance procedures outlined in this chapter do
not apply to employees of the Nineteenth Judicial District
Delete Sec. 3-2-40. Promotions/transfers - Reserved.
Amend Sec. 3-2-110. Benefit table.
Table 3.3 describes benefits by employee type for County employees:
Table 3.3
Benefit Table by Employee Type
Full
Regular
-Time
Seasonal
Part
20
Temporary
or
less
hours/week
than
20
-Time
39
hours/week
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Performance
Increase
Eligibility
Yes
No
Yes
No
Health
Insurance
Yes
*Yes
*Yes
**No
Disability
Insurance
Yes
No
Yes
No
Life Insurance
Yes
No
Yes
No
Retirement
Plan+
Yes
No
"No
No
Sick Leave
(PSSL) ,
Yes
Yes
*Yes
Yes
Public Health
Emergency
Leave (PHEL)
Yes
Yes
Yes
Yes
Vacation
Leave
Yes
No
*Yes
No
Holiday Pay
Yes
No
*Yes
No
Personal -
Leave
Yes
No
*Yes
No
Bereavement
Leave
Yes
No
*Yes
No
Gnevance
Rights
Yes
No
No
No
Employees working a minimum of 30 hours per week are eligible to participate in benefits
at the standard rate
' Prorated An employee must consistently work 20 hours or more -per week to receive a
prorated health insurance benefit
"Temporary part-time employees working 30-39 hours are eligible for health insurance
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+All employees of the Department of Public Health and Environment will be members of
PERA as well as the single position of District Attorney
" A part-time working retiree is required to contribute to the County retirement plan
Reference Table 3 5 regarding sick leave accruals
ARTICLE X Pay Practices — Repeal and Re-enact in its entirety, to read as follows:
Sec. 3-10-'l0. Salary policy
Weld County is committed to maintaining an objective, transparent, and
competitive compensation system that reflects the value of work performed, supports
employee performance, and complies with all applicable laws
A Salary Determination
The Board of County Commissioners sets salaries annually after
considering multiple factors, including
1 County Budget and Financial Capacity — The County's ability to fund
salaries responsibly
2 Market Competitiveness — Current pay rates compared to similar
roles in the labor market
3 Benefits and Supplemental Pay — Overall compensation packages,
including benefits
4 Labor Market Conditions — Supply and demand for talent in the
relevant labor market
B Annual Salary Review and Adjustments
Salaries are established as part of the County's annual budget process and
take effect with the first pay cycle of the following calendar year (January
1st) Once adopted, salary levels and classifications remain fixed for the
fiscal year Any mid -year changes are rare and require formal approval by
the Board of County Commissioners
C Pay Table Availability
An official pay table is published as part of the County's Final Budget each
year This pay table is distributed to all departments and offices and is
available to all employees and the public for reference
D Compensation Philosophy
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Weld County's compensation practices are based on
1 Fiscal sustainability,
2 The nature and complexity of work performed,
3 Required qualifications and responsibilities of the role,
4 Individual employee performance,
5 Labor market compensation trends,
6 Alignment with the County's strategic goals, and
7 Compliance with all federal, state, and local laws, including the Fair
Labor Standards Act (FLSA) and the Colorado Equal Pay for Equal
Work Act
E Equal Pay Commitment
-Weld County, ensures that pay decisions are equitable, transparent, and
free from discnmination Employees will receive equal pay for equal work
- Compensation decisions are based solely on job -related factors such as
performance and qualifications and are not influenced by race, ethnicity,
'religion, sex, gender, age, disability, sexual orientation, gender identity or
expression, or any other protected characteristic
Sec. 3-10-20. Objectives of the pay system.
Weld County's pay system is designed to support the County's mission, promote
high 'performance, and ensure equitability The system is structured around the following
key objectives
A Equity - To ensure that all eligible employees have an unbiased opportunity
to compete for and receive compensation based on the established pay
system Equity is foundational to maintaining trust and completeness in our
compensation practices
B Productivity - To encourage and reward high performance, thereby
enhancing individual and organizational productivity The system is
designed to recognize employee contributions and support a culture of
excellence
C Competitive Compensation - To ensure that employee compensation
remains competitive with local and regional labor markets Competitive pay
supports the recruitment and retention of a qualified workforce
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D Management Resource - To provide County management with a strategic
tool for effectively administering compensation in alignment with
organizational goals and operational needs The pay system supports
budgeting, decision -making, and workforce planning
Sec. 3-10-30. Pay system concepts.
Weld County's pay system is guided by foundational concepts that support
objectivity, flexibility, and performance These concepts help ensure that the system is
responsive to workforce needs and aligned with the County's organizational goals
A Prevailing Wage - The County strives to offer compensation that reflects the
prevailing wage in the job market Market rates are determined through
validated salary surveys conducted and reviewed by the Department of
Human Resources to ensure competitiveness and accuracy
B Upward Movement - The pay system is designed to support upward
movement, providing opportunities for employees to advance based on
experience, qualifications, and performance Promotion pathways are an
integral part of employee development and retention
C Downward Movement ' - The system also accommodates downward
movement when appropriate This may occur due to reassignments,
organizational restructuring, or other valid reasons, and is handled with
objectivity and transparency
D Performance Appraisal - A standardized performance appraisal tool is used
to evaluate employee performance against pre -established standards This
ensures consistency and objectivity in how performance is measured and
informs compensation and development decisions -
E Learning Curve - The County acknowledges that all positions involve a
learning curve Supervisors are expected to support employees during this
time through clear expectations, training, and feedback -
Sec. 3-10-40. Classification and pay plan.
A In accordance with Section 4-2 of the Weld County Home Rule Charter, the Board
of County Commissioners has adopted two distinct pay structures Human
Resources is responsible for administenng, reviewing, and recommending
updates to, both plans to ensure they remain competitive, equitable, and legally
compliant This includes alignment with job duties, qualifications, internal equity,
market standards, and Weld County's strategic goals
B Both pay plans are reviewed annually dunng the County's budget process
Following this review, Human Resources in consult with the Finance Department
may recommend adjustments to pay plans Any proposed changes must be
approved by the Board of County Commissioners as part of the annual budget
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1 Open -Range Pay Plan
This plan applies to all Weld County employees not covered by the Step
Pay Plan Each position is assigned a pay grade with a unique pay range,
determined by job analysis, market conditions, and internal equity
a Non -Elected Positions
Regular and appointed positions are assigned to a market -based
grade range, developed using
1) External labor market data
2) Internal equity assessments -
3) Job duties and qualifications
b Elected Officials
Elected officials receive a fixed salary, set independently by the Weld
County Council These salaries do not fluctuate based on ,market
conditions or job analysis and are outside the scope of the Open -
Range Pay Plan
2 Step' Pay Plan (Sheriff's Office Only Reference 3-10-100)
, This plan is used exclusively for non -elected employees of the Weld County
Sheriff's Office The Step Pay Plan includes
a Defined Steps
Each job is assigned a pay range that includes predefined steps
b Progression Criteria
Employees move through the steps based on_ eligibility and
performance, providing a structured path for advancement
Sec. 3-10-50. Fair Labor Standards Act (FLSA) Designation.
Weld County classifies all positions in accordance with the Fair Labor Standards
Act (FLSA) based on federal guidelines concerning job duties and compensation levels
Each; employee is designated as either non-exempt or exempt, which determines their
eligibility for overtime compensation
A Non -Exempt Employees
1 Employees in non-exempt positions are paid based on the number
of hours worked
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2 These employees are classified as hourly and are eligible to receive
overtime pay for all hours worked over 40 in a standard workweek,
in accordance with FLSA regulations
3 Time worked must be accurately recorded by the employee and
approved by a supervisor
B Exempt Employees
1 Employees in exempt positions are paid a fixed salary that is not tied
to the number of hours worked
2 These employees are classified as salaried and are not eligible for
overtime compensation
3 Exempt employees receive their annual salary distributed evenly
over 24 pay penods
Sec. 3-10-60. Job descriptions.
The Department of Human Resources maintains job descriptions_for all County
positions These descriptions serve as the foundation for job classification, compensation,
and performance expectations Departments and offices are responsible for ensuring the
accuracy and ongoing maintenance of their job descriptions, in collaboration with Human
Resources
A Job Descnptions Include
1 A broad overview or summary of the job's pnmary responsibilities
2 Percentage -based duty categones, outlining specific tasks and the
proportion of time spent in each area
3 The minimum qualifications required for the position, including
education, expenence, knowledge, skills, and abilities
4 Applicable environmental conditions and physical requirements of
the role
5 , A description of the supervision received and/or exercised by the
position
Accurate and up-to-date job descriptions are essential for recruitment,
compensation, performance management, and legal compliance
Employees may request to view the official description of their position
through the Department of Human Resources
Sec. 3-10-70. Position audit and reclassification.
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Weld County is committed to maintaining an objective and consistent pay
structure The position audit and reclassification process ensure that positions are
accurately classified and compensated based on their actual duties and responsibilities —
not on individual performance
A Purpose and Timing
1 The purpose of a position audit and/or reclassification is to
a Maintain internal equity in job classifications
b Ensure compensation remains aligned with duties, job
structure, and market data
c Support objective and consistent organizational practices
2 Reclassification reviews are typically conducted as part of the annual
budget process However, with approval through a Board of County
Commissioners work session, a department head or elected official
may request a mid -year position audit Additionally, a position
becoming vacant due to an employee separation may tngger an
audit _
B Special Audit Requests
1' 'A department head or elected official may request a special audit if a
position has not been reviewed within the past 12 months These
audits are not performance evaluations, rather, they assess the
duties and responsibilities of the position, not the employee
C Initiating a Job Audit
1 To initiate a position audit, the department head or elected official
must submit a wntten justification to the Department of Human
Resources, along with the annual budget package The justification
must include
a Specific changes in duties or responsibilities
b The impact and significance of those changes
D Required Documentation
1 If the request is deemed adequate, the requesting party must submit
the following
a Job descnption for the position, with proposed revisions or
confirmation of changes
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b Organizational chart reflecting current and proposed reporting
structures
c Duty breakdown by percentage of time spent on each task
d Explanation of new programs/functions that prompted
changes, or justification if no new functions have been added
e Statement of any inequities believed to exist under current
classification
f Budgetary impact evaluating any effect to the annual budget
E Position Audit Process
1 A representative from Human Resources may conduct an inquiry into
the position, which may include
a Interviews with the department head or elected official,
supervisor, and/or employee
b A desk audit to verify duties and workload
F Recommendation and Decision
1 Human Resources will analyze the findings and submit a
recommendation to the Board of County Commissioners The
department head or elected official, Human Resources, and Finance
will have an opportunity to review and comment before final
determination, typically through a work session with the BOCC The
BOCC will make the final decision based on all presented
information
G Appeals and Implementation
1 The BOCC's decision is final and not subject to appeal
2 Approved reclassifications
a Dunng the annual budget cycle take effect with the first pay
cycle of the following calendar year (January 1st)
b As part of a mid -year special audit take effect with the next
pay period following approval
H Administration
1 This policy is administered by the Department of Human Resources
The Chief Human Resources Officer, under the direction of the Board
of County Commissioners, has the authonty to interpret and
implement this policy
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Delete Sec. 3-10-80. Frey elements of pay system. — Reserved
Delete Sec. 3-10-90 Pay steps. — Reserved
Delete Sec. 3-10-95. Pay steps in its entirety. - Reserved
Sec. -3-10-100. Pay steps Accelerated (Sheriffs Office).
This policy applies exclusively to all non -elected personnel within the Weld County
Sheriff's, Office and outlines the structured -Step Pay Plan designed to recognize and
reward expenence, longevity, and performance within the same job classification Each
step represents a progression based on tenure and sustained satisfactory performance,
as, documented in the employee's performance appraisals -
NOTE ° Progression through the pay steps is not automatic Step increases may be
delayed if, in the opinion of the Shenff's Office leadership, the employee's performance
is not yet satisfactory
A. Pay steps may not directly correspond to time served in a classification in
cases where
1 An employee is promoted directly into a higher step,
2 ' An employee is initially hired at a step beyond Entry,
3 A position has been reclassified, or
4 , A step increase has been delayed due to performance concerns
In such cases, time in the pay step will be used to determine eligibility for
subsequent step increases rather than total time in the classification
Current
Step
Time in Current
Step
Next
Step
Step 1
6 months
Step 2
Step2
6 months
Step 3
Step 3
6 months
Step 4
Step 4
6 months
Step 5
Step 5
1 year
Step 6
Step 6
1 year
Step 7
Step 7
1 year
Step 8
Step 8
1 year-
Step 9
Max
Step 9
Max Step
Step
Sec. 3-10-110. Timekeeping.
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A Non -Exempt Employees
1 Employees classified as non-exempt under the Fair Labor Standards Act
(FLSA) must accurately record all hours worked each day
a Time Recording Employees must ensure their working time is
recorded completely and accurately
b Verification Upon receiving paychecks, employees should
immediately verify that they were paid correctly for all time worked
c Work Authorization Without pre -approval, non-exempt employees
must not
1) Start work early
2) Work late
3) Work through meals or rest breaks
4) Perform overtime or additional work unless explicitly pre -
approved by their supervisor
/
d Reporting Violations It is a violation, of County policy for any non-
exempt employee to
1) Work "off the clock"
- t
2) Misreport hours worked
3) Alter another employee's' time records If an employee is
instructed or encouraged to d_ o so, they must report the
incident immediately to Human Resources
B Exempt Employees
Employees classified as exempt are paid on a salary basis and regularly receive
a predetermined amount of compensation per pay penod, regardless of work hours
or days worked
C Permissible Reductions in Pay
While exempt employees must generally receive their full salary, deductions may
be made in the following circumstances, provided they, involve full -day absence
(reference 3-6-130 for Department head leave)
1 General Leave One or more full days off for personal reasons (excluding
illness or disability), available vacation leave may be used
2 Sick Leave One or more full days off due to illness or disability, available
sick leave may be used
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3 First/Last Week of Employment Salary may be prorated to reflect actual
days worked dunng the employee's initial or final week of employment
4 FMLA Leave Unpaid leave taken under the Family and Medical Leave Act
(FMLA) or applicable state laws
5 Disciplinary Suspension Unpaid suspension of one or more full days
imposed in good faith for violation of workplace conduct rules
D Partial -Day Absences
1 For absences of less than a full day, exempt employees are required to use
available vacation or sick time as a salary replacement
E FLSA Compliance and Reporting Deductions
Weld County complies with the salary basis requirements under the FLSA and
applicable state laws Improper pay deductions are strictly prohibited
1 If an exempt employee believes an improper deduction has occurred, they
must report it to Human Resources immediately
2 All reports will be promptly investigated
3 If a violation is confirmed, the County will reimburse the employee for any
improper deduction
Sec. 3-10-120. Mechanics of the pay system.
A Open -Range Plan
1 All new hires are to be placed at the minimum of the assigned pay grade for
the position Any requests to hire above the minimum must be supported
by a written justification from the department head or elected official and
requires prior approval from the Chief Human Resources Officer
a Justification must show that the individual exceeds the minimum
standards and qualifications
b Documentation must demonstrate that the applicant's experience
and/or training justify a higher starting pay than the grade minimum
2 When requesting placement of an employee in the range, the following
should be considered
a Minimum to 25th Percentile (Entry Phase) Reserved for new
employees or those transitioning into roles where they are still
gaining foundational skills and understanding Employees in this
phase are developing proficiency and may need more supervision
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b 25th Percentile to Midpoint (Qualified Phase) Reflects employees
who are advancing their competencies and nearing full proficiency
Pay in this range recognizes developmental progress and rewards
incremental improvements towards comprehensive job competency
c 50th Percentile (Proficient Phase) Represents the grade range mid-
point for fully proficient employees who meet or exceed job
expectations Hiring near the mid -point is limited but may be
considered for experienced candidates
d 75th Percentile (Advanced Phase) Designated for employees with a
highly developed skill set who are expected to consistently exceed
expectations This range anticipates long-term dedication and
advanced contributions Hiring into this range is rare and requires the
approval of the Chair of the Board of County Commissioners in
consult with the Chief Human Resources Officer
e 100th Percentile (Exceptional Phase) Reserved for exceptional
performers with extensive tenure (15+ years) and/or experience who
demonstrate sustained excellence and leadership This phase is for
employees who are role models and consistently deliver exceptional
results Hiring at the maximum of the pay range (100th Percentile) is
exceptionally rare and requires the approval of the Chair of the Board
of County Commissioners in consult with the Chief Human
Resources Officer
B Step Pay Plan
1 In the Sheriffs Office, sworn employees can be hired up to the 6th step of
the pay range
2 Cumulative related service must include at least two (2) years of service as
a full-time commissioned law enforcement officer/deputy (Patrol) Training
academy or facility training (FTO) is excluded
3 Cumulative related service must include at least two (2) years of service as
a full-time correctional officer/deputy (Detentions) Training academy or
facility training (FTO) is excluded
4 Pay step upon hire will be based on years of service corresponding with the
existing step schedule in Weld County Code
5 Pay step upon hire, regardless of previous experience may not exceed step
6, all steps applicable at Sheriff's discretion
C Pay Increases
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1 -Performance evaluation dates and pay step dates must be made to coincide
with 'pay penods For most employees it would be the first or the sixteenth
of the month
a Open -Range Pay Plan
Performance -based pay increases are awarded to employees based
on their job performance as evaluated by their supervisors These
increases are intended to recognize and reward employees who
demonstrate ,satisfactory job performance, professionalism, and
consistent contributions to the success of the organization The
percentage for performance -based pay increases will vary each year
and is contingent upon the overall available budget as determined by
the Board of County Commissioners
2 Eligibility
a ( All regular employees who have completed their initial review periods
and are in good performance standing are eligible for performance -
based annual increases
b Employees who haven't reached the top of their established pay
range are eligible for performance -based pay increases
,c Employees must- receive an "Effective" rating at a minimum in their
overall performance evaluation
3 Timing of Performance -based Pay Increases
a Annual Review Performance -based pay increases will be based on
the employee's current progression eligibility date For employees
hired after July 1, 2025, eligibility will be based on their most recent
hire date following the completion of the performance` evaluation
process
4 Annual Performance -based Increase
a , Performance -based increases will normally be awarded in
percentage terms, although there may be unique situations where
lump sums could apply
b The amount of the performance -based increase is determined by the
Board of County Commissioners as a function of the budget process
and may vary annually
c , Employees are eligible for performance -based increases until the
employee reaches the maximum pay for the job classification grade
range
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d Once an employee reaches the maximum of their grade pay range,
they will continue to be eligible for range adjustments
e If the difference between the employee's current rate of pay and top
of the employee's salary range is less than the identified
performance -based increase percentage for the budget year, the
amount of the employee's increase will be limited to the amount
necessary to reach the maximum rate of the 'range
f The performance -based increase shall be applied objectively and
equitably across departments and offices ensunng that all
employees who receive an "Effective" review score of at least 3 out
of 5 will receive the percentage -based increase
5 Step Increases (Step Plan — Sheriff's Office)
a Employees in the Sheriff's Office are on the Step Plan and receive
step increases based on the step schedule as outlined in Section 3-
10-100
D Bilingual Differential Compensation
1 To compensate employees for performing, work that requires bilingual skills
(English/Spanish), the following will apply Please refer to the Weld County
Bilingual Pay Policy for a full description and current pay matnx (set
annually through the budget process)
2 The amount of differential pay vanes based on the level of proficiency and
frequency of usage required in the position `
3 The proficiency and frequency required are at the discretion of the
department head or elected official
4 To be eligible for bilingual differential pay, the employee must be in an
authonzed position at the discretion of the department head or elected
official and must pass proficiency testing at the required level
5 The differential pay is applied as an addition to the employee's regular
compensation and will be shown as a separate line on employee pay stubs
The differential will become effective on the pay cycle following successful
completion of the required testing
E Promotions, reclassifications, transfers and demotions
1 Promotions
a A promotion is defined as an employee moving into a position with a
higher grade than, their current role, regardless of whether the new
position is in the same department or job family
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b , ,Promotional salary increases shall target a 5% adjustment or the
minimum of the new salary range, whichever is greater Any
exceptions to this policy must be approved by the Chief Human
Resources Officer
c Justification for a promotion must be submitted by the department
head or elected official to Human Resources Valid factors may
include
1) Market conditions
2) _ Difficulty retaining talent
3) Organizational needs specific to Weld County
d Note The following do not constitute valid justification alone
1) Exceptional performance in the current role (this is the
threshold for consideration, not the justification)
2) Increase in duties (inherent in a promotion)
e 'Promotions may change the employee's grade, title, and
responsibility
1) The employee's pay progression eligibility date is updated to
the effective date of the promotion
,2) ' No promotion shall result in placement above the maximum
of the new grade range
f All promotions are subject to a six-month review period to evaluate
performance in the new role The employee is not eligible for
grievance rights during the review period If the review period needs
to be extended at the discretion of the department head or elected
official, it cannot extend beyond 6 months additionally
2 Reclassifications
'a A reclassification occurs when a position, not an individual, is
reviewed and determined to require a higher or lower grade due to
changes in the role's scope or responsibility It is not considered a
promotion or demotion
b The incumbent is placed in the new grade at either the minimum of
the new grade or their current salary, whichever is lower The
employee must meet all qualifications for the reclassified role within
one (1) year
c Failure to Qualify
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If the employee does not meet qualifications or perform duties within
one year
1) They may be placed on a Performance Improvement Plan
(PIP)
2) Extensions require HR review and approval from the
department head or elected official
3 Transfers
a A transfer involves moving to a different position, typically within the
same grade, in another department or office
b Compensation and Review
1) The employee may retain their current compensation with
review from Human Resources
2) A six-month review penod applies in the new position The
employee is not eligible for grievance nghts dunng the review
period
c Performance -Based Pay Increases
1) If the transfer occurs within 6 months of the performance
review cycle, the previous department or office may assist in
the evaluation
d Interim leadership roles
1) Interim leadership roles may be assigned dunng periods of
vacancy to ensure operational effectiveness
2) Temporary salary adjustments may apply during these intenm
assignments but must be approved by Human Resources in
advance
3) These adjustments are not considered permanent and do not
impact the employee's eligibility date or job grade
4) Any temporary compensation adjustment will conclude no
later than 60 days following the successful placement of a
permanent leader in the role
4 Demotions
a A demotion involves moving to a position with a lower classification
or pay grade
b Voluntary Demotion (Not Performance -Based)
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1) Initiated by the employee
2) Compensation placement is ` at the discretion of the
department head or elected official with Human Resource's
approval but must not exceed previous compensation and
cannot exceed the new grade maximum
c 'Involuntary Demotion (Performance -Based)
1) Generally placed at the minimum of the newly assigned lower
grade
2) Any placement above the minimum requires approval from
Human Resources , '
3) Placement in the grade is never to exceed the new grade
maximum
d Performance -Based Pay Reduction
1) If - performance falls below expectations, a special review
penod (up to 6 months) may be initiated
2) Pay may be temporanly reduced by 3% during this penod
3) Pay may be restored prospectively upon satisfactory
performance —no retroactive pay
5 Application and Hiring Procedures
a Vacancies and Employee Development
1) Weld County supports employee development and
encourages internal applicants for vacancies
b Internal and External Posting
1) Vacancies may be posted both internally and externally
simultaneously, based on business need
c Screening and Selection
1) Human Resources will screen applications against minimum
requirements,
2) Department heads or elected officials may interview qualified
applicants and have authority to make final selections or
promotions within their departments
d Equal Pay for Equal Work Act Compliance
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1) Weld County complies with all relevant laws, including
Colorado's Equal Pay for Equal Work Act.
6 Final Pay Upon Separation.
a. Upon termination or retirement, once all time is entered and
approved in the payroll system, the employee's final pay will be
processed through the regular semi-monthly payroll cycle via direct
deposit.
Delete Sec. 3-10-80. Key elements of pay system. — Reserved (Moved to
Sec. 3-12-25)
ARTICLE Xl - Performance Evaluations. — Repeal and Re-enact in its entirety, to
read as follows:
Sec. 3-11-10. Purpose of performance evaluations.
Performance evaluations are a systematic review of an employee's conduct,
attitude, effectiveness, job performance, and overall contribution to the organization.
These evaluations support critical management decisions related to assignments,
promotions, compensation, disciplinary action, development, and overall employee
engagement. The primary objectives of performance evaluations are to:
A. Clearly define expectations by establishing performance standards and
outlining the quality and quantity of work required to fulfill the responsibilities
of the position.
B Improve employee performance by identifying areas of strength and areas
for development, providing objective documentation, and offering
constructive feedback and guidance.
C Provide an objective basis for personnel decisions, including the recognition
of exceptional performance or the identification of substandard
performance.
D Communicate concerns related to deficient behavior or inadequate job
performance to allow for timely corrective action.
E Ensure that all regular employees receive an annual performance
evaluation, with completed evaluations retained in the employee's official
personnel file.
Sec. 3-11-20. Performance evaluation process.
A. Six -Month Evaluation:
All newly hired employees shall receive a performance evaluation at six (6) months
from their date of hire. A performance evaluation rating of "Needs Improvement" or
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below dunng this initial review period may result in disciplinary action up to and
including termination of employment
B Twelve -Month Evaluation
Unless the initial review period has been formally extended (not to exceed an
additional six months), a performance evaluation will be conducted twelve (12)
months from the date of hire This evaluation will determine whether the employee
will transition from initial review status to regular employment status An overall
appraisal rating of "Effective," or above is required for the employee to attain
regular status '
C Annual Evaluations
Following the successful completion of the initial review penod, employees shall
receive an annual performance evaluation These evaluations serve as the basis
for performance -based compensation and continued professional development
D Special Evaluations
Supervisors -may initiate a special performance evaluation at any time to address
-performance concerns Special review penods are limited to a maximum duration
of six (6) months and are typically associated with corrective action plans such as
a Performance Improvement Plan (PIP)
E Department Head, Elected Official, and Supervisor Responsibilities
1 Performance evaluations must be completed in the designated online
personnel system for all eligible employees No step or performance -based
pay increases shall be granted to any employee without a completed and
documented evaluation in the personnel system
2 If an employee receives an overall rating of "Needs Improvement" or below,
the supervisor is responsible for creating and implementing a Performance
' Improvement Plan (PIP) The 'plan must clearly outline performance
expectations and improvement timelines Employees on a PIP are ineligible
for step or performance -based pay increases until the plan is successfully
completed Retroactive pay will not be applied once the plan is resolved
Sec. 3-11-30. Performance evaluation review or appeal.
A If an employee disagrees with the content or ratings within their performance
evaluation, they may submit a wntten response electronically to Human
Resources This response must be submitted within five (5) business days of
receipt of the evaluation
B The Chief Human Resources Officer will review the employee's comments in
consultation with the department head or elected official Any changes to the
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evaluation ratings or comments are at the discretion of the department head or
elected official, with consult from Human Resources'
C Once a determination is made, the Chief Human Resources Officer will review, the
final evaluation with the employee If changes have been made, the employee will
be asked to indicate their acknowledgement of the change
D After final review, the Chief Human Resources Officer will confirm all final changes
and/or comments with the' department head or elected official At that point, the
evaluation is considered final, and the review process is closed,' No further appeal
will be permitted The grievance procedures outlined in Article IV of this Chapter
shall not apply to performance evaluation disputes -
ARTICLE XII — Payroll
Amend Sec. 3-12-10. Payroll information. ;
A Payday for all employees will be on the fifteenth and the last day of the month If
payday falls on a holiday or weekend, employees will, be paid the last regularly
scheduled workday before the holiday or weekend Pay periods are, from the first
to the fifteenth and the sixteenth to the end of the month
B Payment is made by automatic deposit directly to the banking institution of the
employee's -choice Pay slips are available to employees electronicalljr
Amend Sec. 3-12-20. Mandatory payroll deductions'. ;
A Federal income tax Federal income tax should be deducted per Internal Revenue
Service rules and regulations
B State income tax State income tax should be deducted, per applicable state rules
and regulations
C Federal Insurance Contributions Act (FICA) which funds 'Social Secunty and
Medicare programs Colorado Public Employees Retirement Association (PERA)
members only pay the Medicare portion of FICA
D Retirement contributions The County provides retirement benefits for regular
County employees through PERA or the Weld County Retirement Plan Plan
descriptions are as follows
1 Colorado PERA The District Attorney and all employees of the Department
of Public Health and Environment are required to belong to Colorado PERA
Employee and County contributions are established by state law and both
the employee and the County contribute to the plan Member employees
should refer to the pamphlet issued by Colorado PERA for details of the
plan
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2 Weld County Retirement Plan All full-time, regular County employees, and
full-time arid'part-time Working Retirees, except those on -Colorado PE -RA,
are required to participate in the Weld County Retirement Plan Employee
and County contributions are established by the Board of County
-Commissioners and both the employee and the County contribute to the
plan Member employees should refer to the booklet provided by the Weld
County Retirement Board for details of the plan
E, Tax on any fringe benefit °provided and paid for by the County that is taxable per
IRS rules and regulations
F Garnishments If the County receives a court -ordered - garnishment for an
employee, the County is required to deduct that garnishment from the employee's
pay
Add Sec. 3-12-25. Other Payroll Deductions.
Payroll deductions from an ,employee's compensation shall be limited to the following
A Deductions for employee benefits (as defined in this Chapter) and
f
retirement contributions, and
B _ Deductions authorized by Federal or Colorado state law _
C ' Court -ordered deductions, including liens, garnishments, or similar legal
obligations
D Voluntary -deductions agreed to through a written agreement between the
County and the employee
Amend Sec. 3-12-30. Procedure to correct errors in pay.
A When an error in pay is identified by either the department head or elected official
or the employee, notification should be made to the Accounting Department
immediately so corrections may be, made It is the responsibility of the employee
to report errors in a timely manner
B No change
C All overpayments' discovered will result in a collection action for the total amount
Be itfurther ordained by the Board that the Clerk to the Board be, and hereby is, directed
to arrange for Municode to supplement the Weld County Code with the amendments
contained herein, to coincide with chapters, articles, divisions, sections, and subsections
as they currently exist within said Code, and to resolve any inconsistencies regarding
capitalization, grammar, and numbering or placement of chapters, articles, divisions,
sections, and subsections in said Code
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Be it further ordained by the Board, if any section, subsection, paragraph, sentence,
clause, or phrase of this Ordinance is for any reason held or decided to be
unconstitutional, such decision shall not affect the validity of the remaining portions
hereof The Board of County Commissioners hereby declares that it would have enacted
this Ordinance in each and every section, subsection, paragraph, sentence, clause, and
phrase thereof irrespective of the fact that any one or more sections, subsections,
paragraphs, sentences, clauses, or phrases might be declared to be unconstitutional or
invalid
First Reading June 16, 2025
Publication June 20, 2025, in the Greeley Tnbune
Second Reading June 30, 2025
Publication July 4, 2025, in the Greeley Tribune
Final Reading July 14, 2025
Publication July 18, 2025, in the Greeley Tnbune
Effective July 23, 2025
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