HomeMy WebLinkAbout20251667.tiffWeld 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 25, 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and hereby is, repealed and re-enacted, with amendments, to read as follows.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. Exempt posatro►n Applicability.
The following -positions are exempt from the -provisions of these policies and
t -he -Go nty-- r -so i System, except -that -the -Board of o-ur ty-C mm ssio-hers shall
establish�-for -these xempted positions, the compensation and--benefi-t-s:This_policy does
not supersede or limit the authority of the Board of Count 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 s ecificali provided by a guid I ne or policy, no other
,provision of this Chapter 3 shall have application to Elected Officials,
Elected Officials include Count Commissioners, Sheriff Clerk &
Recorder, and Assessor.
Hired personnel — Ex pst as specifically provided in subparagraph C below
or as specified or limited in a particular colic 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 foreoinCate_ Dories shall be
considered "em,plo ees" as said terra is utilized in t _ is .
y - - - his pe#! - _�
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C. The following positions are excluded from grievance rights as defined in
section 3-4-60.
1. The Undersheriffas _ well as the appointed chief deputy or col the
Assessor: Clerk and Recorders and Asses -so he Assistant District
Attorney.
2. All hourly -regular full-time employees as-- described--in-Seotion 3 2
90in their initial 12 -month review or 6 -month promotional/transfer
review period.
3. All elected officials as defined by the Home Rule Charter,
4. Reserve deputies and -Sheriffs posse.
5. The --District Attorney -for -the Nineteenth -Judicial-District-and-any-and
all -assistants -,-deputies and other employees -of -said -District -Attorney,
The County Attorney, Deputy County Attorney, and all Assistant
County Attorneys.
The -County -is-involved is a -umber of job -s programs: -.Participants in
the--below-listed-p-regram-s are not _reg:Li1ate-employees _ a f the -County
a-nd are i no oovered-y-the_ licies of this —Chapter,
4. 6. ,Work-Th_t-ud-yr---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 with -area -schools -such as Aims Community -College and
the Univerrsity of -Northern ---Colorado:
2. —Contracts-for specialized services. Tile- ounty nt into -special
contracts for -some services---in---lieu—of hiring an em lwee
(professional services).
Studentinternprograms. -Area--schools occasionally place student
interns-i n-County--Depaaments-f rHaterr hr -is=
49. Employment services of the County such as programs through Tthe
Department of Human Services places people -in -various program -s:
Any= ---other job programwhich-falls inter -this- -tegopyand-has been
approved -by -the -Board -of County -Commissioners.
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D. This Chapter 3 applies to the District Attorne for the Nineteenth Judicial
District and all assistants, deputi , and other employees of said District
Attorney, e) p pt the grievance rights as defined in Section 3-4-60.
Delete Sec. 3-2-40. Promotions/transfers - Reserved.
A. Promotions--and-transfers may- e --riven to employees -for -the -purpose of better
utilizing -the abilities of County -employees, -The Countarintere ted-i -employee
devel!pmen-t--a-nd-enceura es- all -employees to prepare for adw -n r nt t higher
positions.
Promoti s and transfers from within -the Do re-m-ade-when-appropriate-:
County -employees -are -encouraged to apply -for -vacancies for w-hiGh-theyter
qualified by completing --the- 'field—Gou-nty—Emialo'm t—Apialioation . you ntyy
ernistloyees who meet the-positio4 be selected for -interview -for the
position epaftrnent heads -and elected officiais--�have the discrefi nro ote
individuals within -their -departments -based-on-performance and/olialifications
witheuteadve i ing a position or who t -con ucting-inte ews.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
Seasonal
less
Temporary
hours/week
than
20
or
.
Full
Regular
-Time
Part
20
39
hours/week
-Time
Step
N
o
No
-Yes
No
Yes
Preg.ressionPe
rformance
Increase
Eligibility
f
Health
*Yes
Yes
*Yes
**No
Insurance
Insurance
Disability
Yes
No
Yes
No
Life
Insurance
Yes
No
Yes
No
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No
+No
No
Retirement
Plan+
Yes
*Yes
No Yes
Sick Leave
(PSSL)
NO
Yes
Yes
Yes
Yes
Yes
Public Health
Yes
Emergency
Leave (PHEL)
Yes
No
*Yes
No
Vacation
Leave
Yes
No
i
*Yes
Holiday
Pay
No
Personal
Leave
Yes
No
*Yes
No
Yes
No
*Yes
No
Bereavement
Leave
Yes
Na
No
No
Grievance
Rights
Employees working a minimum of 30 hours Der 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.
+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 pla
Reference Table 3.5 regarding sick leave accruals.
ARTICLE X Pay Practices •- Re eal and Re-enact in its entiret to reach as follows:
Sec. 3-10-10. Salary policy.
VVe1d 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.
n.
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A.
Salary Determination.
The Board of County Commissioners sets salaries annual' after
considering multiple factors, includin•:
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 - Suply 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 fiat pay cycle of the following calendar year (January
1 st). 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 a table is ublished as Dart of the Count '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.
Weld Count '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 em kwee performance;
5. Labor marke compensation trends;
6. Alignment with the County's strategic goals; and
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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 discrimination. Emplovees will receive equatpay for equal work.
Compensation decisions are based solely on j0b-related factors such as
erformance and qualifications and are not influenced by race, ethnicity,
religion, sex, gender, age, disability, sexual orientation, gender identity or
expression, or any other rotected characteristic.
Sec. 3-10-20. Objectives of the a tem.
'�v�County"s pa ystern is designed to support the Countyts mission, promote
hi h erformance and ensure e uitability. The system is structured around the following
key objectives:
A. Equity - To ensure that all eligible employees have an unbiased opportunity
- to coal ete for and receive comensation based on the established pay
.
system. Equity is foundational to maintaining trust and cam leteness in our
y
compensation practices.
B. Productivity - To encourage and reward high performance, thereby
enhancing individual and or anizational roductivit . The system is
designed to reco nize emplo ee contributions and sup ort a culture of
excellence.
C. Competitive Com ensation - To ensure that employee compensation
remains competitive with local and regional labor markets. Competitive pay
su oorts the recruitment and retention of a qualified workforce.
D Management Resource - To provide County management with a strategic
tool for effectively administering compensation in alignment with
or anizational goals and o erational needs. The pay system supports
budgeting, decision -making„ and workforce planning
Sec . 4 04O. Pay system concepts.
Weld County's pay system is guided by_ foundational concepts that support
ob'ectivit flexibilit and erformance. _ These conce is help_ensure that the system is
ned with the County's organizational goals.
responsive to workforce needs and ail
A. Prevailing Wage - The County strives to offer compensation that reflects the
p- gjobrevailing wa e in the market. Market rates are determireed through-
validated salary surve s conducted and reviewed _b the De artment of
Human Resources to ensure competitiveness and accuracy.
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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 Dathways 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
obiectivity and transparency.
D. Performance Appraisal-Astandardized 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 Learninc Curve _ - The County _ acknowledges that all positions involve a
learning curve. Supervisors are expected to support employees durinsq 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 Counter Commissioners has adopted two distinct pay structures. Human
Resources is responsible for administering, reviewing, and recommending
updates to both plans to ensure they remain competitive, equitable, and legally
compliant. This includes alignment with lob duties, gualificationss internal equity,
market standards, and Weld County's strategic goals:
B. Beth pay plans are reviewed annually during the Cpunti,s budget process.;
Followin 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.
1. Open -Range Pay Plan.
This plan applies to all Weld County employees not covered by the Stop
Pay _ Plan. Each position is assigned a ,pay grade with a unique pay range,
determined by job analysis, market conditions, and internal eguit
a. Non -Elected Positions.
Regular and appointed positions are assigned to a market -based
grade ranie, developed using:
1) External labor market data
2) Internal egpity assessments
3) Job duties and qualifications
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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 'ob analysis and are outside the scope of the Open -
Range Pay Plan.
Ste • Pa Plan Sheriff's Office Onl Reference 3-10-100
This plan is used exclusively for non -elected employees of the Weld County
Sheriff's Office. The Ste Pa Plan includes:
a. Defined Steps
Each job is assigned a pay range that includes predefined steps.
b. Progression Criteria
Employemove throu h the ste s based on eli ibilit _ and
performance, providing a structured path for advancement.
Sec. 3-10-50. Fair Labor Standards Act. FLSADes#nation.
Weld County classifies all positions in accordance with the Fair Labor Standards
Act FLSA based on federal uidelines concernin 'ob duties and cam ensation levels.
Each em to ee is desi nated as either non-exem t or exem*t which determines their
eligibility,for overtime compensation.
A. _ Jon --Exempt Employees
1. Employees in non-exempt positions are paid based on the number
of hours worked.
These employees are classified as hour and are eligible to receive
overtime Da for all hours worked over 40 in a standard workweek
in accordance with FLSA regulations.
Time worked must be _ accurately recorded by the employee and
approved by a supervisor.
Exempt Employees
1. Employees inexem t ositions are paid a fixed sala that is not tied
to the number of hours worked.
2. These employees are classified as salaried and are not eligible for
overtime compensation.
Exempt emplo ees receive their annual salary distributed evenly
over 24 pay periods,
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Sec. 3-10-60. Jour 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 lob descriptions, in collaboration with Human
Resources.
A. _ _ Job Descriptions Include:
1. A broad overview or summary of the lob's primary responsibilities.
2. Percentage -based du sate • ories outlinin • s eoif o tasks and the
proportion of time spent in each area.
The minimum qualifications _ required for the 'Position, including
education. experience, 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 ob descriptions are essential for recruitment,
co pensationlrperformance management, and legal. compliance.
Employees may request to view the official description of their position
through the Department of Human Resources,
Sec. 3-1070, Position audit .and reclassification.
Weld County is committed to maintaining an objective and consistent paV
structure. The position audit and _ reclassification rocess ensure that ositions are
accurately classified and compensated based on their actual duties and responsibilities --
not on individual performance.
A. Purpose and Timing.
1. The pur
pose of a position audit and/or reclassification is to:
a. Maintain internal equity in job classifications
b. Ensure compensation remains aligned with duties, lob
structure, and market data
c. Support objective and consistent organizational practices
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
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may request a mid-year_lippgion audit. Additionally, a position
becoming vacant due to an employee separation may trigger an
audit.
B. S edal A ct Requests.
1. A department head or elected official may rec uest a special audit if a
position has not been reviewed within the cast 12 months. These
audits are not performance evaluations; rather, they assess the
duties and responsibilities of the position t_ not the employee.
C Initiating at Job Audit.
1. _ To initiate a position audit, the department head or elected official
must submit a written austification to the Department of Human
Resources, alonc with the annual budget package. The justification
must include:
a. Specific changes in duties or responsibilities.
b. The impact and significance of those changes.
Required Documentation.
1. If the re west is deemed ade uate the re uestin arty must submit
the following:
a. _ Job description for the _position, with proposed revisions or
confirmation of changes
b. Organizational chart ref iectincurrent and proposed reporting
structures
c. Duty breakdown by percentpse of time spent on each task
Explanation of new programslfunctions that prompted
changes, or justification if no new functions have been added
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 re resentative from Human Resources mar conduct are inq!uiryinto
the position, which may include:
a. Interviews with the de artment head or elected official,
supervisor, and/or employee
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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 made the final decision based on all presented
information.
A Deals and i m lementation.
,1. The BOCC's decision is final and not subject to appeal.
2. Approved reclassifications:
a. During the annual budget cycle: tale effect with the first pay
c cle of the followin• calendar ear Janua 1st .
b. As part of a mid -year se- c i 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 authority to interpret and
implement this policy.
Delete Sec. 3-10-80. _Key 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 (Sheriff's Office}.
This policy applies exclusively to all non -elected personnel within the Weld County
Sheriff's Office and outlines the structured Ste Pa Plan desi ned to _recognize and
reward experience, longevity, and performance within the same lob classification. Each
step represents a progression based on tenure and sustained satisfacto performance
as documented in the employee's p
performance appraisals.
-_ -
NOTE: Progression through the pay steps is not automatic. Step increases may be
delayed if, in the opinion of the Sheriff's Office leadership, the employee's performance
is not vet satisfactory.
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A. Pay steps may not directly correspond to time served in a classification in
cases where:
Se 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, tirnSe step will be used to determine elicLility for
subsequent step increases rather than total time in the classification.
Current
Time
in current
Next
Stye
§..tgp
___Itla
Step 1
6 months
Step
2
_
Step
2
6 months
Step
3
Step_
3
6 months
_
Ste 4�
-
Step 4
6 months
aal
Step
6
Ste
•
5
1 ear
Step
6
lyas
Stems
Step 8
Ste
7
1 year
SpA3
1 year
ltsp_9,
Max
Step
9
Max step
SS
_
Sec. 3-10-110. Timekeeping.
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,
Verification: U on receiving paychecks, em lo ees should
immediateluterify that then were paid correctly for all time worked.
c, Work Authorization: Without • re -a royal non-exem t ens • to ee
must not:
1) Start work early,
2) Work late
3) Work through meals or rest breaks
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Perform overtime or additional work unless explicitly pre-
approved by their supervisor.
Reporting Violations: It is a violation of county policy for any non-
exempt employee to:
1 ) Work "off the clock"
2} Misreport hours worked
3) Alter another employee's time records. If an employee is
instructed or encoura• ed to do so, they must report the
incident immediately to Human Resources.
S. Exempt Employees.
Employees classified as exempt are paid on a salar basis and regularly receive
a redetermined amount of com ensation er a eriod regardless of work hours
or days worked.
C. Permissible Reductions in Pay.
While exempt employees mustsienerally 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_mor_e full days off due to illness or disability; available
sick leave may be used.
3. First/Last VVeek of Employment: Salary may be prorated to reflect actual
days worked during_the emc ee's initiator final creek of prnplovment.
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 Ada s
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 rec,uirements under the FLSA a_nd
applicable state laws. Ind_proper pay deductions are strictly prohibited.
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'I . If an exem
of em lo ee believes an improper deduction has occurred! they
must report it to Human Resources immediately.
2. All reports will be promptly investigated.
If a violation is confirmed, the County will reimburse the em to ee for any
improper deduction.
Sec. 3-10-120. Mechanics of the pay system.
A. Open -Range Plan:
1. All new hires are to be laced 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.
Documentation must demonstrate that the applicants experience
and/or training justify a higher starting Day than the,g_rade minimum.
--� g
2 When rec uestinc placement of an em to ee in the range the followin
should be considered:
a. Minimum to 25th Percentile (Entry Phase): Reserved for new
employees or those transitioning into roles where the are still
gaining foundationals ills and understanding. _Employees in this
phase are developing proficiency and may reed more supervision.
25th Percentile to Mid pint Qualified Phase : Reflects erg to ees
who are advancing their corn��etencies arK1 nea�rin
Pay in this range recognizes developmental
incremental improvements towards comprehensive fob competenc .
50th Percentile (Proficient Phase): lioresents the grade range mid-
point for fully proficient employees who meet or exceed ob
expectations. Hiring near the mid -point is limited but may be
considered for experienced candidates.
d. 75th Percentile varncedPhase): 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. Hirinajnto this ranee is rare and recuires the
approval of the Chair of the Board of County Commissioners in
consult with the Chief Human Resources Officer.
rogress and rewards
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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
em ployees 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 Sheriff's 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.
Cumulative related service must include at least two (2 years of service as
a full-time correctional officer/deputviDetentions). Training academy or
facility training_ (FTC) is excluded.
4. Pa v step upart 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:
1. Performance evaluation dates and
Day step dates must be made to coincide
with pay periods. 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 va '` each year
and is contingent upon the overall available budget as determined b
the Board of county Commissioners.
2. Eligibility
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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 pav increases.
Employees must receive an "Effective" rating at a minimum in _their
overall performance evaluation.
Tinning of Performance -based Pay Increases
a. Annual Review: Performance -based pay increases will be based on
the employee's current progression eligibility date, For ern loyees
hired after ,July 1, 2025, eligibility will be based on their most recent
hire date followinc the completion of the performance evaluation
process.
Annual Performance -based Increase,
a. Performance -based Increases will normall 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.
Employees are eligible for performance -based increases until the
employee reaches the maximum pay for the job classification grade
range.
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 em Iovee's current rate of pay and top
of the ern to ee's sala ran a 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 access departments and offices ensuring that all
employees who receive an "Effective" review score of at least 3 out
of 5 will receive the ercenta a -based increase.
Step Increases (Step Plan — Sheriff's Office).
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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
Bilin ual Pa Polic for a full descri tion and current _ a matrix set
annually through the budget process).
2. The _amount of differential pay varies based on the level of proficiency and
frequency of usage required in the position.
3. The Droficienc and free uenc _ re uired are at the discretion of the
department head or elected official.
To be eligible for bilingual differential pay, the employee must be in an
authorized position at the discretion of the department head or elected
official and rust pass proficien y 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 pav stubs.
The differential will become effective on the pay cycle following successful
completion of the required testing.
Promotions, reclassifications, transfers and demotions.
1. Promotions.
a. A promotion is defined as an emloyee movin+q 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.
Promotional salary increases shall target a 5% adrustment 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 ned_specific to Weld County
d. Note: The following do not constitute valid justification alone:
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1 Exceptional performance in the current role (this is the
threshold for consideration, not the ;justification)
2) Increase in duties (inherent in apromotion)
e. Promotions ma change the employee's_ grade, title, and
responsibility.
I) 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_
If the employee does not meet qualifications or perform duties within
one year:
1) They may be placed on a Performance Improvement PIa_n,
(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
Compensation and Review.
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1} The employee may retain their current compensation with
review from Human Resources.
2) A six-month review period applies in the new position. The
employee is not eligible for grievance rights during the review
period.
c. Performance -Based Pa increases.
1 If the transfer occurs within 5 months of the performance
review cycle, the previous department or office may assist in
the evaluation.
Interim leadership roles.
1 Interim leadersh i • roles ma be assi • ned d u rin • • eriods of
vacancy to ensure operational effectiveness.
ZE___Temporary salary_ adjustments may apply during these interim
assignments but must be approved by Human Resources in
advance.
These ad'ustments are not considered ermanent and do not
impact the employee's _eligibility date or fob gr� ade
4) Any terr , orary compensation adjustment will conclude no
later than 00 days following the successful placement of a
permanent leader in the role.
Demotions.
a. A demotion involves moving to a position with a lower classification
or pay grade.
b. 'voluntary Demotion (Not Performance -Based)
I) 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 GeneralI • laced at the minimum of the ne rl assi • ned lower
grade.
2) Any placement above the minimum requires approval from
Human Resources.
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31) Placement in the_gracle is never to exceed the new grade
maximum.
d. Performance -Based Pay Reduction.
1 if performance falls below expectations, a special review
period u to 6 months ma be initiated
2be temporarily reduced by 3% during this period.
3LPay may be restored prospectively upon satisfactory
performance no retroactive pay.
5. Appl_Fcation and Hiring Procedures.
a. Vacancies and Employee Development.
1 _) Weld County supports employee _ development and
encourages Internal applicants foryacancie .
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 gainst minimum
2 De artment heads or elected officials may interview ualified
applicants and have authority to make final selections or
promotions within their departments.
d. Equal Pay for Equal Work Act Compliance.
I) Weld County complies with all relevant laws, including
Colorado's Equal Pay for Equal Work Act.
Final Pay Upon Separation.
a. Upon termination or retirement, once all time is entered and
approved in the payroll system, the e!mplo '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 Rewenact in its entirety, to
read as follows:
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Sec, 3-1140. Purpose of performance evaluations.
Performance evaluations are a Smatic review of an employee's conduct,
attitude effectiveness, job performance, and overall contribution to the or aniz tion.
These evaluations support critical management decisions related to assignments
promotions, compensation disci ling action develo ment and overall em IoLree
engagement. The primary obsectives 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 positron.
E. 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 ern to ee'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 (G) months
from their date of hire. A Performance evaluation rating of "Needs Improvement" or
below during this initial review period may result in disciplinary action up to and
including termination of employment.
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 emiployment status. An overall
appraisal rating of "Effective," or above is required for the employee to attain
regular status.
C. Annual Evaluations:
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Following the successful completion of the initial review period, employees shall
receive an annual performance evaluation, These evaluations serve _ as the basis
for performanceabased compensation and continued professional develo _ ment.
D. Special Evaluations:
Supervisors may initiate _a special _performance evaluation at any time to address
performance concerns. S eclat review periods are limited to a maximum duration
of six {g} months and are typically associated with corrective _ action tans 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
pers
onnel system for all eligible employees. No ste • or `• erforrance-based
pay increases shall be granted to _ any employee without a completed and
documented evaluation in the personnel system.
2. If an emplo r� receives an overall ratinc of "Needs Improvement" or below,
the su ervisor is res onsible_for creating and implementing a Performance
Im f rovement Plan PIP . The • Ian must clear) outline • erformance
expectations and im • rovement timelines. Employees on a PIP are ineligible
for ste or erformance-based a increases until the Ian 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 written 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. And changes to the
evaluation ratin s or comments are at the discretion of the de artment head or
elected official. with consult from Human Resources.
Once a determination is made, the Chief Human Resources Officer will review the
final evaluation with the employee. If chances have been made, the employee will
be asked to indicate their acknowled• ement 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 ermitted. The rievance rocedures outlined in Article IV of this Cha ter
shall not apple to performance evaluation dis utes.
ARTICLE XII — Payroll
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Amend Sec. 3-12-10. Payroll information.
A. Payday for all employees will be on the fifteenth and the last working 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 through the
fifteenth -of -the -following mph.
B Payment is made by automatic deposit directly to the banking institution of the
employee's choice. Pair slips are available to employs _ Iectronicall .deposits
can be to savings or--cheeking-accounts. Forms are —available -in -t1- - Department -of
Human -Resources -to establish or change aunt touting to--ba kin -g -institutions-:
A-statementof- onth-ly-earns-- ill -b perovided-to-eaoh-e -iployee rio-r=to-the d
of month.
C h a n es -in per s o na • d 'lei. t o (e.g., . i.afitat to t o sri 1 u R, L i f d RJ V. F 4. V t V7 W i si
telephone-numberi-b nef t coverage and -work authorization status) may affect the
employee's pay or employr ent-Therefore'-it-is--f so -a-rat--th-at--,an employee
report -appropriate --change -as- soon -as- possible -.-
D. A -garnishment -is-a- court order -allowing for--oredlto to o lleot art of an--empIoyee-s
pa -y -directly from the ou n -t r he-Gou-nty is compelled lay4aw to ad m i-n-ister-the
court -ordered -garnishment. overnm-levies--and- ild support orders will -be
treated-in-the-sa aeamanner as garnishments:
1-n�the event-an--employee'-s wages--are-garnished, _ a --representative from -the
Depar nent-of Accou-nting-will provide written-notificationto-the employee being
garnished and will -explain -the details of e- ar-nishmen='t nd-how-it affects wages:
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.The federa -government requires the - ounty--to
withhold -a certain -percentage of --an employee's pro enable--the-employee -to-pay
federal taxes due each --year. _ The -percentage amount wit old is based on -the
amoun-of-vvages----a-nd-the--number=-of exemptions cleimed s -indicated` on --the
employee's w 4 form: I --h nr` tuber of -exemptions claimed may be changed -by -the
employee es -necessary. _ The employee shall contact the Department of Human
Resources --regarding any changes.
B State income tax. State income tax should be deducted per applicable state rules
and regulations. ghe State -of -Colorado requires mandatory--deduction--for state
income tax. The amount -taken out -of --an- er ployee pay-i-based -on wages -and
the -n -u -r be r of --e emptions claimed on the -employees W-4 forum
Federal Insurance Contributions Act (FICA) which funds Social Security and
Medicare programs. _ Colorado Public Ern b ees Retirement Association PBRN
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members only _ pay the Medicare portion of F1CA. This program provides
retirement, disability and suMvor benefits The --amount- deducted-- from --an
employee's -pay is -based -on -total -wages earned, and -this -amount is matched -dollar -
for -dollar by -the - County. County -employees are required to pay -Sod -at -Security -and
Disability--t-ax andMedicar-e4Hospital_Insurance-) tax. RE -RA -,members pay-- only
Medicare.
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 the Public
kmployees Retiremen Association —(Colorado PERA;. Employee and
County contributions are as determined by PERA through —state
le slat onestablished b state law and both the employee and the Coun
� - y" _
contribute to the plan. Member employees should refer to the pamphlet
issued by Colorado PERA for details of the plan. Employees on PERA are
required to pay -Medicare (Hospital -insurance) tax.
2 Weld County Retirement Plan. All full-time, regular County employees, and
full-time and part-time Working Retirees, except those on Colorado PERA,
or- those -currently —receiving their retiremeril henehts, are required to
participate in the Weld County Retirement Plan. Employee and Couniv
contnlitertions are established by the Board of County Commissioners and.
both the em to ee and the _ Count contribute to the Ian. he employee
must -contribute -nine per uta-of g r os s e arai ng-s-each-mo n t h. E- p kwee
contributions are- defer -red —from —state and _ federal. taxable income The
Count matches - all--r-e ul-aracontril ut- ons_ Member employees should refer
to the booklet provided by the Weld County Retirement Board for details of
the plan.
Tax on any fringe benefit provided and aid for b the County that is taxable per
IRS rules and regulations.
Garnishments. If the County receives a court -ordered garnishment for an
employee the County is re uired to deduct that arnishment 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
retirement contributions; and
Deductions authorized by Federal or Colorado state law.
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C. Court -ordered deductions, including liens, garnishments, or similar legal
obligations.
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 man nerAccounti --Depa en-t-the-depa - ent head
or -elected -official -and -the -employee to - review- p nfo ati on-lwa sswe---au racy
and-to-reporterrors ;in a ti elyarna n-ner.
B. No change.
C. it -an e rror-re-st-lts i n- a n underpayment and is -anything -other tha n -employ e -err ri
the -correction -will -be processed -as an off -cycle -pay check,
All overpayments discovered will result in a collection action for the total amount
immed-lately.
Be it further 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 insaidCode
I ,,
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 Tribune
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 Tribune
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Effective: July 23, 2025
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