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(A) No employee or official of the county shall receive or be allowed any lump sum expense allowance or contingent fund for personal or official expenses.
(B) Any employee or official of the county incurring expenses for approved travel shall be reimbursed as follows.
(1) Transportation. For all reasonable and necessary public transportation by economical means, the actual cost of fares, not to exceed costs for accommodations that are less than first-class if available. For the use of privately-owned vehicles, if advantageous to the county, mileage shall be reimbursed at the prevailing state rate in effect at the time reimbursement is sought.
(2) Lodging. Reimbursement shall be made on an actual expense basis for the cost of lodging with a receipt required on all expenses claimed. Reimbursement for lodging shall be made; provided, travel distance is greater than 50 travel miles each way from 222 St. Clair Street, Frankfort, Kentucky.
(3) Meals.
(a) Reimbursement shall be made on an actual expense basis for the costs of meals with a receipt required at the following rate per day:
1. In state rate.
a. Breakfast (6:30 a.m. to 10:30 a.m.): up to $7;
b. Lunch (11:00 a.m. to 2:00 p.m.): up to $11; and
c. Dinner (5:00 p.m. to 11:30 p.m.): up to $15.
2. Out of state rate.
a. Breakfast (6:30 a.m. to 10:30 a.m.): up to $12.50;
b. Lunch (11:00 a.m. to 2:00 p.m.): up to $15; and
c. Dinner (5:00 p.m. to 11:30 p.m.): up to $25.
(b) Note: subsistence cannot be claimed for meals included in registration fees. This can be modified provided the claimant has documentation the meals were inadequate or not provided as advertised. These rates are subject to executive modifications based upon the rates set by the commonwealth rules for travel.
(C) Tolls, parking, baggage and car rentals are allowed on an actual expense basis when reasonable and necessary and with receipt.
(D) The travel and expense reimbursement voucher must be completed, including required receipts and submitted to the County Judge/Executive within ten working days after returning from travel.
(E) All travel vouchers and required receipts shall be reviewed by the department head and Judge/Executive or designee. All vouchers shall be signed by the employee claiming reimbursement.
(F) Any travel reimbursement to high costs area shall be subject to prior supervisory approval.
(Ord. 4-2014, passed 7-31-2014, § 3.59)
(A) The Family and Medical Leave Act of 1993 (FMLA), being 29 U.S.C. §§ 2611 et seq., does apply to all public agencies, including state, local and federal employers. However, employee eligibility is as follows:
(B) To be eligible for FMLA benefits, an employee must:
(1) Work for a covered employer;
(2) Have worked for the employer for a total of 12 months;
(3) Have worked at least 1,250 hours over the previous 12 months; and
(4) Work at a location in the United States or in any territory or possession of the United States where at least 50 employees are employed by the employer within 75 miles.
(C) The county shall display an informational poster in the work place that informs employees of the provisions of the FMLA of 1993.
(D) The county has elected to utilize the rolling 12-month period measured backward provision for FMLA. This procedure utilizes a 12-month period, during which each time an employee takes FMLA leave, the remaining leave entitled would be the balance of the 12 weeks which has not been used in the preceding 12 months.
(E) FMLA leave shall run concurrently with workers’ compensation leave.
(F) Employees electing to utilize FMLA will use all accrued leave time (vacation, sick and compensatory) during their absence. Once accrued leave has been exhausted, the remaining FMLA time will be leave without pay.
(Ord. 4-2014, passed 7-31-2014, § 3.60)
(A) Each new employee shall be given an orientation on the job of the nature, purposes and programs of the department and the administrative policies adopted by the county. Each department head shall maintain a copy of all personnel policies so that should questions arise appropriate policies are available for review.
(B) The County Judge/Executive and department heads shall provide in-service training for regular full-time employees.
(C) The department heads, with the County Judge/Executive’s concurrence, may permit or direct the attendance of employees at meetings, conferences, workshops or seminars intended to improve the knowledge, abilities and skills of county employees.
(D) (1) Training shall include the following areas at a minimum:
(a) Orientation of new employees;
(b) Position specific (the job position/title as appointed);
(c) Safety training department specific as well as general safety;
(d) Employee standards of conduct training; and
(e) Career developmental training designed to improve job knowledge and productivity.
(2) Note: training may be accomplished on site or at organized training seminars provided by educational institutions, the commonwealth, federal government or other means.
(E) Attendance and participation in training arranged or provided by the county is mandatory and a condition of employment. The county will make every effort to provide training at reasonable times and with the convenience of the employee in mind. Training expenses will be paid by the county, including travel, lodging, registration and course materials. However, all course materials remain the property of the county to be maintained by the employee. Unless an emergency situation exists, if an employee registers for training and fails to attend or cancel the registration due to their inability to attend and the county is unable to get reimbursed for the registration fee(s), the employee will be responsible to reimburse the county for the registration fee(s). This will also include any hotel reservations that the county is responsible to pay.
(Ord. 4-2014, passed 7-31-2014, § 3.61)
(A) The County Judge/Executive and department heads are responsible for evaluating the performance of personnel under their supervision. All department heads will be evaluated by the County Judge/Executive. Evaluations shall be conducted as follows: An interim employee evaluation shall be conducted between June 1 and August 30 of each year, with the annual employee evaluation completed between February 1 and March 31 of the year following the interim employee evaluation. All department heads, the County HR Director, the County Judge/Executive and the Deputy Judge/Executive shall receive performance evaluation training to be scheduled by Franklin County government once every two years to remain current on practices, protocols and procedures. Should a new department head, County HR Director, County Judge/Executive or Deputy Judge/Executive take office after performance evaluation training has been held, a new performance evaluation training session will be scheduled to make those staff current with practices, protocols and procedures. The County Judge/Executive shall provide the Franklin County Fiscal Court with a report of the overall performance of each department and each department head. The report shall be included with the annual budget presentation to the Fiscal Court no later than May 1.
(B) The following job characteristics shall be considered for each performance evaluation.
(1) Job knowledge/skills.
(2) Communication skills.
(3) Customer service.
(4) Teamwork.
(5) Problem solving skills.
(6) Adaptability.
(7) Time management.
(8) Productivity.
(9) Accountability.
(10) Initiative.
(11) Conduct.
(12) Other duties as assigned.
(C) The department heads and County Judge/Executive shall meet with each employee under their direct supervisor to review and discuss each employee's performance evaluation. The employee has five working days after receipt of the performance evaluation to sign the performance evaluation and return it to the supervisor or request a meeting with the County Judge/Executive or his or her designee to discuss the decision to dispute the performance evaluation. The meeting with the County Judge/Executive or his or her designee shall occur not later than five working days after having been requested in writing by the employee. Each employee may submit a written rebuttal to the evaluation for consideration by the County Judge/Executive or his or her designee. The County Judge/Executive or his or her designee will review the department head's performance evaluation or may prepare a new performance evaluation for the employee.
(D) Each employee performance evaluation shall be placed in the employee's personnel file after being signed by the employee and the final evaluator. The HR Director shall review all evaluations for correctness and completeness prior to placement in the employee's personnel file.
(Ord. 4-2014, passed 7-31-2014, § 3.62; Ord. 16-2023, passed 11-21-2023)
(A) Any employee who believes that he or she has been aggrieved by any act or decision of the county may file a complaint with their department head within ten working days of the incident in accordance with the following procedure.
(1) An aggrieved person shall submit a written statement on the county grievance form to the department head setting forth the nature of the grievance and facts upon which the allegation is based. The written statement must be submitted within ten working days of the alleged grievance.
(2) The department head shall contact the complainant no later than ten working days after receiving the written statement to establish meeting with the objective of resolving the matter informally. However, in no case shall the informal meeting be conducted sooner than five working days nor more than 30 calendar days after receiving the written statement. There shall be prepared written documentation of the discussions at the informal meeting, which shall be preserved in the file of the employee.
(3) Within five working days of the informal meeting, if no decision has been made by the department head or the decision of the department head does not satisfy the complainant, he or she may request a meeting with the County Judge/Executive or a designee by submitting a written request.
(4) In this discussion of the grievance, the complainant may appear with counsel and participate in the discussion. The County Judge/Executive shall require the department head to participate in the discussion of the grievance, when it is brought before the County Judge/Executive. The County Judge/Executive shall issue a written decision on the matter within ten working days. Written documentation of the discussion at the meeting shall be preserved in the file of the employee.
(5) If the decision of the County Judge/Executive does not satisfy the complainant, he or she may request a hearing before the Executive Committee within five working days of the County Judge/Executive’s decision. The complainant may appear with counsel and participate in the discussion. The Executive Committee shall require the department head to participate in the discussion of the grievance.
(B) The decision of the Executive Committee shall be final. All complaints received by the department head and responses from the department head, the County Judge/Executive and the Executive Committee shall be kept by the county in the complainant’s personnel file.
(Ord. 4-2014, passed 7-31-2014, § 3.63)
(A) Purpose.
(1) POSITION CLASSIFICATION refers to the organizing of positions into groups of classes on the basis of their duties and qualification requirements. Position classification will facilitate proper employee compensation, selection, placement, promotion and training.
(2) The basic purpose of a personnel management system is to assist in hiring and retaining well-qualified employees. This means the development of fair and equitable recruitment, selection, promotion, pay and fringe benefit programs. Employees’ salaries will be based on the value of the services they render. All parts of an effective personnel management system work together toward these goals.
(B) Administration of the plan.
(1) A classification plan is not intended to fix positions permanently into classes. Instead, the plan must be reviewed continually to adapt to changing conditions. It is recommended that plan administration include responsibility for reviewing existing or new positions for purposes of classification, reclassification and pay level determinations. However, all changes are subject to the approval of the Fiscal Court.
(2) The county should normally conduct a comprehensive periodic review of the classification plan. Between comprehensive reviews, county officials responsible for personnel should conduct work audits of various positions to assure that the plan is current and corresponds with existing conditions.
(3) Three specific types of changes in the plan itself are possible:
(a) Abolition of a class. A class shall be abolished when all positions in a class are abolished or when positions are significantly changed in the nature of work, duties and responsibilities so that the class becomes inappropriate, inaccurate or irrelevant.
(b) Adjustment or revision of a class. A class specification shall be adjusted or revised to meet changing circumstances and needs. Minor rewriting of class specifications will suffice in most cases.
(c) Creation of a new class. A new class shall be created when new work situations arise that are not covered by the established class specifications. New classes must be justified, and reflect substantially permanent rather than temporary situations. All proposed changes shall be carefully scrutinized to maintain service morale, validity of class concepts and integrity of class relationships established in the classification and pay plans.
(C) Position classification plan.
(1) Definitions. For the purpose of this section, the following definitions shall apply unless the context clearly indicates or requires a different meaning.
CLASS. A position or group of positions that have similar duties and responsibilities, required qualifications and can be equitably compensated by the same wage range.
CLASS SERIES. Consists of two or more classes which are substantially similar as to the types of work involved and differ only in rank as determined by the importance of the duties, degree of responsibility, and amount of training and experience required. Titles usually are differentiated by I, II and the like.
CLASS SPECIFICATION. The official written description of a class and consists of a class title, a general statement of the duties and responsibilities and level of work, essential functions to be performed, required skills and abilities, acceptable experience and training and necessary special requirements, if any.
CLASSIFICATION PLAN. The official or approved system of grouping positions into appropriate classes and includes an index to the class specification, a list allocating each existing position to proposed or existing classes and rules for the administration of the plan.
EMPLOYEE. An individual legally employed to perform the duties and carry out the responsibilities of a position. For classification purposes, it is the duties and responsibilities of the position, not the employee, that must be considered.
POSITION. A group of currently assigned duties and responsibilities requiring the full or part-time employment of one person.
POSITION CLASSIFICATION.
1. A system of identifying and describing the different kinds of work in an organization and grouping together under common job titles those positions which are basically similar with respect to:
a. The nature of work;
b. The level of difficulty;
c. Degree of responsibility; and
d. Training and experience requirements.
2. POSITION CLASSIFICATION groups similar positions into the same class so they may receive common treatment in employment practices.
(2) Uses of position classification.
(a) Position classification is the foundation upon which are constructed all major phases of a personnel program. Each class specification contains an analysis of the nature and degree of difficulty and responsibility involved in the work of the class and provides a statement of the qualifications that are required for successfully performing its duties and responsibilities.
(b) For the administration, the position classification plan:
1. Forms the basis of an objective recruitment program;
2. May be used by each department head in perfecting or revising organizational structure, clarifying lines of authority, fixing responsibility and weighing personnel requirements;
3. Provides the background information for setting salary and wage plans to assure equal pay for equal work;
4. Serves as the basis for establishment of work-related written, oral, performance or other examinations; employee efficiency rating programs; employee training and counseling; regulations governing original employment, promotion, transfer, demotion, layoff and discharge; safety programs; and research studies;
5. Provides uniform job terminology for payroll activities and for the use of all persons concerned with personnel activities;
6. Facilitates the processes of budgeting and the most advantageous placement and use of personnel; and
7. Keeps management informed of personnel assignments at all times and helps locate duplication of functions, faulty organizations and bottlenecks in the flow of work; assists in planning for increases or decreases in work loads; and, generally, provides information necessary for practically all problems involving the management of personnel.
(c) For the employee, a well-developed position classification plan:
1. Gives the employee a better concept of the activities of his or her own department, of his or her own work assignment and of the county services as a whole;
2. Shows them avenues of advancement, which may serve as an incentive to improve their status through more intensive attention to duties and by securing additional training or education;
3. Allows them to see the position and its duties and responsibilities rather than the person occupying the position. An objective look at his or her own position and other positions may answer many questions that have affected an employee’s morale. The position classification plan shows the employee that classification and pay are based on the level of difficulty of assigned duties and responsibilities, not on how well the employee is performing his or her duties when the supervisor evaluates for purposes of salary increments or promotion; and
4. Assures the employee that his or her position has been reviewed objectively in relation to other positions and that political and other unrelated considerations have not been used as the basis of its classification and pay.
(Ord. 4-2014, passed 7-31-2014, § 3.64)
(A) Purpose. The objective of the pay plan is to provide equal pay for equal work and to provide a pay range for each class or position in the county that will allow it to retain employees and to compete in the job market with other private and public employers in the area.
(B) Relationship to the classification plan. In order to assure equal pay for equal work, it is necessary to know what the duties and responsibilities of each position are and what training, experience and skills are needed to carry out these duties. This requires a large body of job knowledge, which can best be obtained from a classification plan. The classification plan does not set the pay rate. It merely provides that all those positions in the same class shall have the same pay range. The pay plan provides for ranges of pay to which positions are assigned. The integrity of the classification plan may be maintained in the pay plan if the relative levels of worth among the classes are maintained in allocating classes to the salary schedule.
(C) Factors in determining pay allocations. Many factors go into determining the relative worth of a group of positions. These include:
(1) The required skills, knowledge and ability;
(2) The kind and level of work required;
(3) The nature and extent of supervision given and received;
(4) Responsibility for public contracts;
(5) Special working conditions;
(6) Training and experience requirements; and
(7) Execution of orders and policies.
(D) Application of pay plan.
(1) Ranges of pay are intended to be base pay for a standard workweek in various classes of work as defined by county policy.
(2) Pay rates are not intended to include special assignment differentials, reimbursement for travel expenses or other authorized expenses incurred in connection with official business.
(3) The minimum rate of each class should be the normal entering rates. Departures from this should be made only if necessary to fill a vacancy despite vigorous recruitment efforts or as recognition of exceptional qualifications.
(4) Progression through the pay range will depend on funding availability. However, under normal circumstances, the employee may receive a pay increase when:
(a) An across-the-board or percentage increase is budgeted by the County Fiscal Court;
(b) Merit increases are awarded due to outstanding performance; or
(c) A higher degree of certification in the class of employment is attained.
(5) A promotion may require an adjustment in pay to reach the minimum pay rate of the new classification. Further progression through the pay range is governed by the same criteria as set forth in this division (D) above, as well as elsewhere in these policies and procedures. If the employee has already reached the minimum pay rate of the new classification plan, the Fiscal Court shall determine an appropriate increase in compensation.
(6)
The pay plan set forth on the following pages uses the federal minimum wage as the base point for all classes. The compensation plan schedule will increase on even years (2022, 2024, 2026, etc.) by the CPI authorized by the Fiscal Court.
(Ord. 4-2014, passed 7-31-2014, § 3.65; Ord. 6-2022, passed 8-12-2022)
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