A.
It is the purpose of the McLean County Position Classification Plan
to ensure that:
(1)
Positions are appropriately classified and class specifications are
up-to-date and in compliance with the Americans with Disabilities
Act (ADA), including the development of new class specifications and
position allocations, as necessary.
(2)
The relative internal rankings of the classifications with respect
to assigned duties and responsibilities are up-to-date and based on
a proven system of job evaluation reflective of the values of McLean
County.
(3)
The County's existing pay structure, on a classification-by-classification
basis, is competitive with other comparable public and private sector
organizations with comparable functions.
(4)
The County's current policies and procedures for administering the
classification and salary plans are up-to-date with common practices.
B.
Responsibility. The County Administrator shall establish and maintain
a Position Classification Plan that provides the basis for recruitment,
selection, promotion, career training and development, and compensation
of County employees (Position Appraisal Method Table).
C.
CLASS
CLASSIFICATION
GRADE or PAY GRADE
POSITION
POSITION DESCRIPTION
Definitions used in Position Classification Plan. As used in this
section, the following terms shall have the meanings indicated:
A group of positions in the County personnel system sufficiently
similar in duties, responsibilities, and minimum requirements of training
and experience so that the positions may easily be compared and ranked
to achieve equity of treatment.
The process of allocating positions to classes of work and
classes of pay grades, so individuals are employed and compensated
on the basis of merit, fitness, and actual duties and responsibilities
so that there exists equal pay for equal work. McLean County uses
a position classification system entitled Position Appraisal Method
(PAM), originally implemented by Public Administration Service, Inc.
(PAS), to maintain the position classification and pay plan.
The numerical designation of a fixed salary range assigned
to a position, class, or group of classes.
An individual job within the County's personnel system.
A detailed written description of the specific duties typically
assigned to and performed by a particular employee in a particular
job class.
D.
E.
Maintenance of the Classification Plan. The Position Classification
Plan shall be maintained as follows:
(1)
Whenever a hiring authority desires to establish a new position,
or to substantially change the duties of an existing position to the
degree that a new position would be created, the hiring authority
shall make a request to the County Administrator, who shall research
the request and recommend appropriate action (by using either the
new position request or the position reclassification request). A
higher-level class in a series should not be established solely for
the purpose of providing additional compensation to tenured employees
when the work to be performed by the higher class is substantially
the same as the lower class. Except in extraordinary circumstances,
new positions and position reclassifications are normally approved
as part of the annual budget process and must be approved by the Finance
Committee.
(2)
The County Administrator may periodically review any or all positions
using the position appraisal method and report recommendations to
the Finance Committee and the affected departments. Departments and
offices shall review current position descriptions and recommend changes
needed to the County Administrator, who shall maintain the official
position descriptions.
(3)
Any employee may request, in writing, that the County Administrator
review the classification of his or her position. The County Administrator
shall use the position reclassification form to recommend such a change.
F.
Responsibility for interpretation. The County Administrator shall
be responsible for the interpretation of the Positions Classification
Plan. The class specifications are descriptive and not restrictive.
G.
Amendments, adjustments and reallocations. The addition of classes,
the reallocation of positions, and the adjustments of positions and
any substantial alteration of the plan is normally performed as part
of the annual budget process and is subject to the approval of the
County Board.
H.
Procedure for using position descriptions.
(1)
The County Administrator shall maintain Countywide position descriptions.
Department heads are responsible for the periodic review and changes
to positions within their departments.
(2)
Department heads shall request any changes they believe to be necessary
by notifying the County Administrator, who shall recommend any such
changes by using either the new position request or the position reclassification
request. The County Administrator shall also report any and all recommendations
to the Finance Committee and all affected departments.
(3)
Position descriptions are important not only for maintenance of the
pay system, but for use in recruitment, selection, training, establishing
promotional ladders, safety evaluation, etc. Position descriptions
will often be required for use in these areas. They should be utilized
in evaluation of employees on the basis of performance of assigned
duties.
I.
Location of position descriptions. A complete inventory of all position
descriptions shall be on file in the County Administrator's Office.
A.
Classifications of all positions are specified in the class codes
listings, and are identified by unique four-digit class codes. They
are classified under nine different service types, then further divided
under more specific class titles, and finally each listed separately:
(1)
Administrative Support and Administrative Service (0XXX). Administrative
Support, Accounting and Financial, Computer/Information, and Administrative
and Executive.
(2)
Legal and Judicial Services (1XXX): Legal, Judicial, and Probation.
(3)
Community Services (2XXX): Animal Control, Coroner, Recreation, Children,
and Veterans.
(4)
Public Safety Services (3XXX): Law Enforcement, Emergency Communication,
Emergency/Disaster, and Building Security.
(5)
Detention Services (4XXX): Juvenile Detention and Adult Correction.
(6)
Property Assessment Services (5XXX).
(7)
County Development Services (6XXX): Code Compliance, Planning, and
Engineering.
(8)
Highway, Facilities, and Equipment Maintenance Services (7XXX): Highway,
Facilities, Parks, and Equipment.
(9)
Health Services (8XXX): Nursing, Nutrition, Health Programs, Social,
and Environmental Health.
B.
Class title. The class title is intended to provide a brief but descriptive
name for positions in the classification. By using the class title
on payrolls, budget estimates, personnel reports, and other official
forms and reports dealing with positions or personnel, a common understanding
of the positions will be provided.
C.
Summary. This section consists of a one-paragraph brief of the class,
or the class concept. It describes the type of work performed, as
well as the general area of work and responsibility level. Other information
stated includes how this class is different from classes closely related,
any lead responsibilities or supervision provided, and the nature
in which assignments are received and work is reviewed.
D.
Supervisory responsibilities. This section briefly describes and
clarifies the supervisory responsibilities of the class, typically
in one sentence. It should indicate whether the supervision is direct
or indirect (through intermediary supervisors) and the size of the
staff supervised in terms of small, medium, large-sized, etc. Also,
this section should include a description of the classes of employees
supervised, or by characterizing supervised employees by functional
types.
E.
Essential duties and responsibilities. This section gives specific
examples of tasks which illustrate the kind of work performed described
in previous sections. The examples should be somewhat common in most
of the positions of that class, as well as show a range of different
duties. While not every duty will be listed, the important or major
assignments should be listed along with those most frequently performed.
Also, various types of equipment and machinery used should be described
if they are an essential part of the duties.
F.
Knowledge, skills and abilities.
(1)
In this section of the class specification, the knowledge, skills
and abilities required to begin effective work in positions which
are allocated to this class should be listed. Knowledge should typically
refer to and discuss an organized body of information, usually factual
or procedural. Knowledge shall be described on three different levels,
and shall be listed in the position specification in descending order:
(a)
Considerable knowledge: implies sufficient knowledge in a field
to perform most work with little direct supervision, including common
and varied, irregular, and out-of-the ordinary work situations.
(b)
Knowledge: implies sufficient familiarity with the general types
of work involved to be able to proceed with standard duties after
familiarization with the organization and its standard procedures.
(c)
Some knowledge: implies sufficient familiarity with the subject
to know some elementary principles and terminology, to be able to
perform in a limited range of work situations, and to understand simpler
problems encountered.
(2)
A skill refers to the manipulative motor skills; however, these physical
skills may be included as abilities. Abilities have to do with physical
and/or innate capabilities by or through which people give effect
to, apply, or utilize knowledge.
G.
Minimum education and experience. This section specifies the type
and amount of previous work experience and the type and amount of
previous formal education required (if any) which a candidate should
possess. Such requirements are used as basic screening devices. Education
should be listed first, identifying the type of relevant education
required. Experience should be listed second and identify the length
and type of experience required.
(1)
Some experience: implies a small amount of experience sufficient
to enable persons to have general familiarity with methods and terminology
in common work situations of the occupational field. (This may be
in the general range of no experience to two years of experience but
will vary depending on how relevant and how recent it is.)
(2)
Experience: implies sufficient experience to perform independently
the standard duties usually found in the particular type of work.
(This experience may be in the range of two years to four years.)
(3)
Considerable experience: implies sufficient experience to provide
familiarity with principles and practices applicable to a wide variety
of work characteristics of the class, including unusual as well as
commonplace work situations. (This experience may be in the range
of four years to six years.)
H.
Certificates, licenses, registrations. This section is for listing
any legal requirements, certifications, and/or regulations that limit
the practice of a profession or occupation to persons who possess
a specific requirement. There may also be very specific prerequisites
to certain classes that must be met before otherwise qualifying.
I.
Physical attributes/demands. This section describes the physical
demands of the job and the physical attributes required to perform
the essential duties and responsibilities. The physical activities
required of the job should be listed, as well as the frequency with
which they are done. If physical activities such as carrying or moving
are required, describe the type of objects carried or moved and the
approximate range of weight of items carried. Describe required operation
of equipment in this section and the frequency.
J.
Work environment. This section should describe the work environment
or setting of the job. Describe the environment or setting in which
the job is primarily performed, any secondary setting and the frequency.
Indicate elements or hazards an employee performing this job will
typically be exposed to, protective equipment required and the frequency
of such conditions.
A.
Composition. The Pay Plan shall consist of the position classification
and pay ranges for the fiscal year and the narrative document entitled
"General Compensation Plan for Non-Union Employees." The position
classification and pay ranges for the fiscal year consists of minimum,
midpoint, and maximum rates of pay, and is updated annually.
B.
AOIC (THE ADMINISTRATIVE OFFICE OF THE ILLINOIS COURTS PROBATION
DIVISION)
DEMOTION
GENERAL EMPLOYEES
MERIT ANNIVERSARY DATE
OVERSIGHT COMMITTEE
PERMANENT EMPLOYEES
POSITION APPRAISAL METHOD (PAM)
PROMOTION
TRANSFER
Definitions. As used in this section, the following terms shall have
the meanings indicated:
Provisions which reference the AOIC only apply when the personnel
involved are professional employees in the Court Services Department.
A change in an employee's position classification to a position
classification which has a lower pay range.
All professional, technical, administrative and support employees
of McLean County whose annual salaries are determined in accordance
with the McLean County General Compensation Schedule.
The date on which an employee is eligible for consideration
for a salary increase based on performance.
The County Board committee assigned the responsibility of
reviewing personnel salaries.
Employees whose positions are recognized in the annual McLean
County budget as full-time (0503.xxxx account number) or part-time
(0515.xxxx account number) and who have every expectation that their
employment in that classification will continue from year to year
without interruption.
A system for evaluating and maintaining internal job relationships
within the McLean County personnel system, implemented July 1, 2000.
A change in an employee's position classification to a position
classification which has a higher pay range.
A change in an employee's position classification to a position
classification which has the same pay range, or lateral transfer.
C.
Annual salary adjustments. All employees included in the position
classification shall receive any across-the-board salary adjustment
which is applied to their respective salary schedules.
D.
Philosophy related to step progression. All pay grades in the position
classification contain a range of salary rates, which allow employees
in the same pay grade of the compensation system to receive different
rates of pay.
(1)
Pay progression. McLean County expects its employees to progress
along a salary range on some basis other than, and in addition to,
any cost-of-living pay increases. This may take the form of a longevity
system which is based on one's length of service, or a performance-based
system which provides merit.
(2)
Merit increases. McLean County believes that performance measurements
and achievement provide the best methodology for determining pay progression.
This allows an employee's rate of pay to be determined by the employee's
own performance and value to the organization. It provides the department
with an incentive tool to achieve departmental and organizational
goals and encourages all employees to reach their maximum potential.
Such increases also allow the department to differentiate among employees
in order to recognize individuals whose performance is superior, as
well as those who need to improve. We also recognize that the "average"
or "satisfactory" employee should progress on the salary range in
that their additional year of service has benefited the County. However,
this component of pay progression is a minor portion of an employee's
merit increase.
(3)
Competency. The salary ranges adopted by McLean County are structured
so that the midpoint of each such range represents "competency." Such
competency is not just an indication that the employee has the necessary
knowledge, skills, and abilities to perform the duties and responsibilities
of the position, but also that the employee knows and understands
the environment, including, as appropriate to the position, the political
structure, other employees, outside contacts, etc.
(4)
Beyond competency. Progression along those wage steps which are above
the midpoint of the salary range are reserved for employees whose
performance consistently goes beyond competency. Advancement along
these steps requires that the employee adds value to the position
and the organization through his or her achievements on behalf of
the organization.
(5)
Maximum limits. The salary range recognizes that there is a limit
to the amount of achievement and value which an individual, by nature
of the specific position classification which the employee occupies,
can bring to the organization. Once an employee reaches the maximum
salary rate for the position classification, the employee's annual
compensation rate, albeit no longer progressing, rewards continual
efforts and achievements.
E.
Evaluations and merit increases.
(1)
All merit increases require that a performance evaluation form, satisfactory
to the County Administrator's Office and, as applicable, to the AOIC,
be submitted to the County Administrator's Office along with the merit
increase request, i.e., a completed payroll change form. Whether or
not the employee receives a merit increase, the evaluation form shall
be sent to the County Administrator's Office no later than the merit
anniversary date. Said form shall be returned by that office to the
department head within two weeks.
(2)
All merit increases require an average evaluation score consistent with the merit step chart detailed in Subsection G. Beyond the level of competency, i.e., the midpoint of the salary range, progression should become more difficult as the overall performance of the employee must be above that level required by the position. Thus, the amount of progression is less when the employee approaches midpoint and is further reduced as the employee progresses toward the maximum of the range.
(3)
The County Administrator's Office may reject a merit increase, pending
a review and decision by the oversight committee and, as applicable,
the AOIC. Such action shall be based on the belief that merit increases
within a department are not consistent with merit principles or with
the provisions of this Compensation Plan.
(4)
The County Administrator's Office shall reject any request for a
merit increase which does not conform to the provisions of this Compensation
Plan or to the requirements of the performance evaluation instrument
and instructions.
F.
Establishing salaries.
(1)
New hires. In order to recognize the value of long-term employees
and to avoid wage compression within a pay grade, new hires should
be employed at the minimum rate of their respective pay grades. If
any position classification on the position classification includes
employees scheduled for both a 37.5-hour workweek and a forty-hour
workweek, the minimum and maximum hourly rate for that position classification
shall be the minimum and maximum hourly rate for those on the forty-hour
workweek schedule.
(2)
Promotions.
(a)
A promoted employee shall generally receive a five-percent increase
but not less than the minimum nor more than the maximum rate of the
pay range for the employee's new position classification. Also, the
increase may exceed 5% if the change in the employee's merit date
is disadvantageous; in which case an additional percentage shall be
added by calculating the number of months of merit lost by the employee
and multiplying that by the potential merit increase in the employee's
previous position classification. The exact increase shall be determined
by the County Administrator in consultation with the department head.
Any increase exceeding 10%, unless necessary to reach the minimum
of the new salary range, shall be reported to the oversight committee
by the County Administrator and, as applicable, the AOIC. The employee's
merit anniversary date will be the date of the promotion.
(b)
Each department head is authorized to offer a starting rate
above the minimum if necessary to employ or promote a qualified candidate,
subject to the following:
[1]
Department head discretion. The department head may offer a
starting rate up to a maximum of 10 steps above the minimum rate to
a candidate for any position classification.
[2]
Impacted positions list. New hires for position classifications requested by the County Administrator and approved by the oversight committee as "impacted" due to the difficulty of attracting and retaining qualified employees shall be eligible for the following, in addition to Subsection F(2)(b)[1] above:
[a]
Experience credit. The employee may receive a maximum
of an additional three steps of the minimum starting rate for each
year of experience which is directly related to the position with
the County, limited to a total additional maximum of 12 steps.
[b]
Education credit. A professional employee may receive
a maximum of an additional eight steps of the minimum starting rate
for an educational degree which is directly related to the position
with the County and which is above the educational requirements for
the position classification.
[c]
The County Administrator may approve a maximum
of an additional 10 steps if, in the County Administrator's judgment,
it is in the best interests of the County and necessary to attract
the qualified employee.
[3]
Elected officials or department heads who believe the department
head discretion and impacted position policies would result in an
insufficient starting rate for a candidate or vacancy must notify
the County Administrator in sufficient time prior to the meeting of
the oversight committee that they wish to request that the oversight
committee set a higher starting rate for a particular candidate or
vacancy. The oversight committee shall require a report from the County
Administrator as to adjustments, if any, in the PAM factors for the
subject position.
(3)
Demotions. The policies and procedures outlined within this subsection do not apply to an employee demoted through a reduction in force to which § 108-53C of this Code applies. An otherwise demoted employee shall receive the same step in the new salary range as received in the previous (higher) salary range. However, in cases where an employee is returned to a previously held position during an evaluation period, they shall receive the same pay rate as received prior to being promoted. The extent of the decrease may be lessened if, projected over the next 12 months, this would result in a loss greater than the percentage differential between the two salary ranges. Also, the decrease may be lessened if the change in the employee's merit date is disadvantageous; in which case an additional percentage shall be added by calculating the number of months of merit lost by the employee and multiplying that by the potential merit increase in the previous position classification. Also, the department head may consult with the County Administrator's Office concerning possible arrangements to withhold future increases to mitigate the extent of present salary loss to the employee. Any such arrangement requires the written consent of the employee and must be reported to the oversight committee and, as applicable, the AOIC. The employee's merit anniversary date will be the date of the demotion.
[Amended 9-19-2017]
(4)
Transfers. Transferred employees shall retain their present salary
and merit anniversary date. If an employee transfers from one department
to another within four months of the next merit anniversary date,
the department receiving the employee may request that the employee's
performance evaluation be completed by his or her previous department.
G.
Merit increases.
(1)
Eligibility. All permanent employees shall be eligible for merit
increase consideration on their merit anniversary dates. Each employee
eligible for a merit increase shall be evaluated in accordance with
this Compensation Plan and the requirements of the evaluation instrument
and instructions under departmental procedures so that said evaluation
is completed and discussed with the employee prior to the actual merit
anniversary date. In the case of part-time employees, the actual merit
anniversary date shall not be considered to have occurred unless the
employee has at least 900 hours of actual work hours (including benefit
time) since the last merit increase (or 450 hours when the first merit
increase is six months from the date of hire). The merit increase
shall be effective at the beginning of the payroll period:
(a)
During which the employee's merit anniversary date falls, assuming
that the employee is normally scheduled to work on or after that date
during that payroll period, if the evaluation form and payroll change
form are received in a timely manner; or
(b)
At the beginning of the next payroll period following the receipt
of the evaluation form and payroll change form by the County Administrator's
Office, if these materials are late.
(2)
Evaluation period. All newly hired employees shall serve a six-month evaluation period which may be extended for up to 30 days by the department head if additional time is necessary in order to properly evaluate the employee's prospect of success in the position. All such extensions must be reported in writing to the County Administrator's Office. Employees who successfully complete their evaluation period, except as noted, shall receive an increase of a maximum of steps indicated by the charts in Subsection G(3), and the end of the evaluation period shall be their merit anniversary date. Those employees who start at Step 11 or above of the pay grade for the position classification shall retain their employment date as their merit anniversary date, regardless of the ending date of their evaluation period.
[Amended 2-17-2015]
(3)
Merit increase ranges.
(a)
Employees who qualify for merit increases shall receive salary increases in accordance with the schedule included as an attachment to this chapter. Each step equals 1/2% of the minimum salary for the particular pay grade and salary schedule. All evaluation scores are based on a total of five possible points. The step columns refer to the employee's current step (prior to receiving this merit increase). For certain employees in the Court Services Department, who are under the jurisdiction of the AOIC, it is recognized that those below the midpoint of their respective salary ranges also receive merit and longevity credit within any annual salary adjustment, as described in Subsection C.
[Amended 2-17-2015]
(b)
Certain employees of the Court Services Department, due to the requirements of the AOIC, shall not be eligible for any such increase unless their evaluation score is a minimum of 3.25. This compensation plan also recognizes that such employees receive credit for their longevity as well as their performance but that such credit is provided partially by any across-the-board increase, as provided in Subsection C of this section.
(4)
Merit increase methodology. All merit increases shall be added to
the employee's present salary rate. The employee's new salary rate
shall be stated in even steps, with each step equaling increments
of 0.5% of the minimum of the salary range for the position classification,
and shall not exceed the maximum of the salary range.
(5)
Merit standards. The merit step system is designed to permit departments
to reward employees for their performance. It is understood that the
indiscriminate awarding of merit acts as a disincentive for employees
who typically are exceptional performers. It follows that the number
of merit steps awarded to various employees within a department should
differ. In order to protect the intent of this merit system, the County
Administrator's Office shall be responsible for maintaining statistics
necessary to determine that merit standards are met. This shall be
accomplished as follows:
(a)
Each department, as identified within the McLean County annual
budget, shall evaluate the employees within that department and be
responsible for maintaining the merit standards.
(b)
Merit standards shall be considered as met by each department
unless such department awards merit so that the department's ratio
of steps awarded divided by the maximum steps available, exclusive
of any such award for an employee who reaches the maximum step for
that position classification by receiving four or less steps of merit,
is 1.0 or more standard deviations higher than the mean for all departments
collectively.
(c)
Any department which exceeds this merit standard over a one-calendar-year
period shall, for the next calendar year, be limited to the following
maximum number of merit steps for each employee: 1/2 of the number
of steps indicated in the merit step chart.
(d)
If such department's performance evaluation scores continue
to exceed the norm for all other departments, then the above restriction
on merit steps shall continue during the next year.
H.
Policy review. This Position Classification and Pay Plan shall be
reviewed annually by the County Administrator, who shall make recommendations
concerning this plan to the oversight committee, which may recommend
changes to the County Board and, as applicable, to the AOIC. The annual
review shall include a study of the PAM factors for one or more positions,
and recommendations for changes thereto.
A.
Compensation ranges are linked directly to the plan of position classifications
and shall be determined with due regard to ranges in pay for other
classes, relative difficulty and responsibility of positions in the
class, availability of employees in certain occupational categories,
rates of pay in other jurisdictions, cost-of-living factors, the financial
policies of the County and other economic considerations.
B.
Prior to the preparation of each annual budget, the County Administrator
shall present a proposed compensation schedule to the Finance Committee
for approval.
When a reallocation of a position to a lower grade occurs, the
incumbents shall remain at their present pay and will be eligible
for the next annual merit increases based upon their previous merit
anniversary dates.
[Amended 4-21-2020; 5-19-2020]
A.
FLSA requirements. The Federal Fair Labor Standards Act (FLSA) requires
that all employees who are not exempt from overtime payment and who
are not salaried be compensated at the rate of 1.5 times their regular
hourly rate for all hours actually worked beyond 40 hours in a workweek.
The County's workweek begins at 12:01 a.m. Sunday (12:00 midnight
of Saturday night) and ends at that same time the following weekend.
The overtime payment may either be in wages or in compensatory time
gained (at the same 1.5 rate).
B.
Exempt/Nonexempt. Those employees eligible for overtime include all
employees in position classifications listed on the Salary Schedule
as Grade 10 or below, except as specified, as well as those employees
on the Salary Schedule in Grade 11 or higher who are specifically
designated as nonexempt. All elected officials are exempt from overtime
by the nature of their positions.
C.
Continuous/Noncontinuous. In conformance with the FLSA, the following
policy for providing overtime payment as wages or compensatory time
shall be utilized for those employees who are eligible for overtime:
(1)
Employees in noncontinuous operations are those employees in position
classifications with schedules which do not generally require overtime
work and which do not require a replacement when they are absent.
These employees shall receive 1.5 times their regular hourly rate,
or compensatory time at the 1.5 rate, for all hours worked over 40
in a workweek, with only those hours actually worked counted toward
the forty-hour requirement.
(2)
Employees in continuous operations are those employees in position
classifications with schedules which normally require overtime work
because the position must be staffed on a twenty-four-hour-per-day
basis, which often requires that a replacement be provided for any
absence. These employees shall receive 1.5 times their regular hourly
rate, or compensatory time at the 1.5 rate, for all hours worked over
40 in a workweek, with only those hours actually worked counted toward
the forty-hour requirement.
D.
Employees eligible for straight-time overtime. Although hours worked
below 40 in a workweek are not regulated by the FLSA except as mandated
by the minimum wage requirement, certain full-time employees are regularly
scheduled to work fewer than 40 hours in a workweek. Generally, such
employees are on a 37.5-hours-per-week schedule. When such employees
exceed their regularly scheduled full-time schedule (actual time worked),
they shall receive straight-time overtime at the rate of 1.0 times
their hourly rate for those additional hours worked below 40.
E.
Compensatory time. All employees who are eligible for overtime, as noted above, may be compensated with the equivalent compensatory time rather than monetary payment. This shall also apply to straight-time overtime (Subsection D). This election of compensatory time or monetary payment shall be made by the employee before such overtime is recorded on the County's time sheets. Compensatory time shall be recorded as the straight-time equivalent, i.e. one hour of overtime at the 1.5 rate shall be reported as 1.5 hours of compensatory time earned; the same hour of overtime at the 1.0 rate shall be reported as 1.0 hour of compensatory time earned, etc.
F.
Compensatory time accrual limits. All such earned compensatory time
must be reported under the proper pay code so that all such employees'
pay stubs will contain their actual balances. Employees who are not
eligible for overtime payment may not report any hours as earned compensatory
time. No employee's actual compensatory time balance shall exceed
40 hours. The County Administrator may suspend this policy when it
is necessary to do so for the general health, safety and welfare of
McLean County employees. Upon declaring the policy suspended, the
County Administrator shall take the following steps:
G.
Compensatory time off. Employees who request compensatory time off,
i.e., to use their earned compensatory time, shall make such requests
in a manner consistent with departmental procedures, and in increments
of 15 minutes. Such requests shall be granted unless there is a negative
impact on the department's operation. Such accrued compensatory time
must be used by employees prior to the termination of their employment,
since the purpose of electing compensatory time is to have time off,
unless this is not possible for operational reasons. Accrued compensatory
time is not eligible for monetary payment, unless such time remains
after the employee's termination.
H.
Professional and administrative employees. Salaried exempt employees
are not eligible for overtime or compensatory time off and shall not
have their pay reduced because of absence during a workweek other
than for disciplinary suspensions in increments of one week, for major
violations of safety rules or lack of benefit time to provide payment
during such an absence. Pay reductions for these reasons shall be
not less than one-day increments.
I.
Authorization and assignment of overtime. All overtime must be authorized
by the department head in advance of being worked. If prior authorization
is not feasible because of conditions, a confirming authorization
must be made on the next regular working day following the date on
which the overtime was worked. Department heads will make every effort
to assign overtime as equitably and evenly as possible.
A.
Administrative adjustments. When the County Administrator determines
that a salary adjustment may resolve a manifest error or clear an
inequity, and after approval of the Finance Committee, the County
Administrator shall make such adjustments within the Pay Plan. Requests
for such adjustments must be initiated by the department head. The
County Administrator shall review the adjustment request on the basis
of benefit to the County, funds available and the seriousness of the
error or inequity described.
B.
Temporary upgrades. When, in the normal course of conducting the
County's business, the function of an office is impaired by an absence
of six weeks or more of personnel with duties vital to the County's
business, the employee assuming the responsibility for additional
duties of a higher job class, outside of his or her normal job class,
may be eligible for a temporary pay upgrade for the length of time
that the employee performs those extra duties.
(1)
Procedure for requesting temporary upgrades.
(a)
Any request for temporarily upgrading an employee must be submitted
by the department head, or designee, in writing to the County Administrator's
Office.
(b)
Compensation for an upgraded employee will not be made until
the request for the upgrade has been submitted by the department head
and approved by the County Administrators Office. Compensation will
not be retroactive for any period of time prior to the beginning of
the next pay period following the date the request was received in
the County Administrator's Office.
(2)
Procedure for approval of temporary upgrades. The County Administrator
may approve such an upgrade using the following criteria:
(a)
The position that is temporarily vacated has duties that cannot
be left unattended for an extended period of time.
(b)
The immediate supervisor of the temporarily vacated position,
if there is a supervisor, is unable to fulfill those duties.
(c)
The absence of the employee is unavoidable and the department
has no control over the absence.
(d)
The duties and responsibilities of the temporarily vacated position
are such that they cannot be efficiently done when spread among many
employees and can only be efficiently accomplished by upgrading an
employee.
(e)
The employee will be performing duties and responsibilities
that would normally be done exclusively by an employee in a job class
the equivalent of at least three pay grades higher, or, in the following
circumstances, at least two pay grades higher:
[1]
The temporary upgrade involves additional supervisory responsibilities;
and/or
[2]
The temporary upgrade involves financial responsibilities for
which the employee is normally not responsible; and/or
[3]
The temporary upgrade involves making policy decisions for which
the employee is normally not responsible.
(f)
These additional duties will constitute at least 50% of the
employee's workday.
(3)
Appeals. When a request for temporary upgrade is denied by the County
Administrator, or designee, the department head may appeal the decision
to the oversight committee responsible for personnel policies. The
department head shall not be permitted to introduce information to
the committee that was not made available to the County Administrator.
The decision of this committee shall be final.
(4)
Compensation. An employee who receives a temporary upgrade of one
pay grade higher than his or her normal job class shall receive no
additional compensation. An employee who receives a temporary upgrade
of two pay grades higher shall receive a five-percent increase to
his or her normal pay. An employee who receives a temporary upgrade
of three or more pay grades shall receive a ten-percent increase to
his or her normal pay.
A.
Payroll periods. Pay periods shall be no less than two per month.
Paychecks will be issued within seven calendar days of the close of
the reporting period.
B.
Voluntary payroll deductions. Payroll deductions will include the
following:
(1)
All wages, salary amounts or other compensation paid by McLean County
to any of its employees are not subject to collection under a future
wage assignment. Request for such assignment will be denied.
(2)
Other payroll deductions may be made at the discretion of the employee
if there are sufficient numbers of employees who wish the same type
of deduction (i.e., United Way). Such requests shall be reviewed by
the County Administrator and the Payroll Department and their recommendations
shall be presented to the County Board for approval.
A.
Departmental use of internal time cards. All County departments shall
use internal time cards providing for the recording of all categories
of time and requiring signature by the employee and the supervisor
in a format as determined by the County Administrator.
B.
Not required for departments with time clocks. Any department having
a time clock and requiring punching at appropriate times is excluded
from this additional documentation.
C.
Description of hours. All nonexempt employees shall record a detailed
description of hours worked and verify these hours by signing their
respective internal time card. All exempt employees shall file a time
report indicating any leave time claimed and shall verify these hours
by signing their time card. Certain County operations may require
employees to record time worked by a particular function or from a
particular fund. In these cases, a detailed description of hours worked
shall also be completed. However, these do not constitute time sheets.
