COMPENSATION POLICY (HR2470) 6-23-2021 REDLINED.PDF

MARICOPA COUNTY INTERNAL POLICY
Policy Number: HR2470
Policy Title:
COMPENSATION POLICY Current Adoption Date: 086-218-201921
Current Implementation Date: 086-213-201921
C-31-16-002-6-
Board Agenda Number:
Approved by: 012
BOARD OF SUPERVISORS
Original Adoption Date: 06-09-1997
I. PURPOSE
To outline the County’s compensation philosophy, strategy, and tools, and as well as compliance with wage laws.
II. AUTHORITY
This Policy has been adopted pursuant to A.R.S. § 11-251(38), which gives the Board of Supervisors the
authority to establish salary and wage plans that incorporate classifications and conditions prescribed by the
Federal Fair Labor Standards Act. All pay rates recommended by the County Manager or an Elected Official
are subject to Board approval. Any form of compensation not authorized by this plan is subject to Board approval.
III. APPLICATION
This Policy applies to all Maricopa County elected offices and appointed departments as well as the Flood Control
District of Maricopa County and the Maricopa County Library District (Special Districts), except for elected officials
and their appointed chief deputies. The Board of Supervisors is authorized to jointly adopt policies applying to the
Special Districts under the Intergovernmental Agreement, C-06-18-393-6-00, approved on April 11, 2018.
IV. DEFINITIONS
A. Applicable Qualifications: Qualifications that are quantifiable, relevant to a position, and impact the
employee’s job performance.
B. Appointing Authority: An elected official, the single administrative or executive head of a department, or
the designated representative authorized to act in this capacity.
C. Base Pay Rate: A rate of pay, exclusive of any differentials, incentives, or other paycompensation.
D. Board: The Maricopa County Board of Supervisors.
E. Classified Employee: Employees covered by the Employee or Law Enforcement Officers’ Merit Systems.
F. Contract Employee: At-will employees hired to work for a defined purpose or project and defined time
period (typically more than one (1) year but less than three (3) years).
G. Executive Compensation Package: A package of compensation, benefits, and leave options established
for executive positions equivalent to a department deputy director or above.
H. Executives: Elected officials’ chief deputies and department deputy directors and above.
I. Fair Labor Standards Act (FLSA): The federal law that establishes minimum wage, Overtime pay eligibility,
recordkeeping, and child labor standards.
J. FLSA Exempt Employee: Employees who are exempt from Overtime pay under the FLSA.
K. FLSA Non-exempt Employee: Employees who are entitled to Overtime pay.
L. Hourly Rate: Determined by dividing the employee’s annual salary by 2080 (40 hours x 52 weeks).
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Policy Number: HR2470
Policy Title:
COMPENSATION POLICY 086-218-
Current Adoption Date:
201921
M. Hours Worked: All time during which employees are permitted to work that does not include paid or unpaid
leave (e.g., vacation time, sick leave, floating personal day, holiday pay, leave without pay, etc.).
N. HR Director: The Maricopa County Human Resources Director, or the designeeated representative
authorized to act in this capacity.
O. Independent Contractor: An individual who performs services under terms specified in a contract.
P. Management/Professional Assignment (MPA): A non-permanent assignment into a higher -level
management or professional role that would otherwise typically be assigned to a budgeted position.
Q. Management/Professional Assignment Pay: A temporary amount of additional pay that an employee
may receive while on a Management/Professional Assignment.
R. Market Range Title (MRT): A group of similar positions in terms of nature, scope, level, or responsibilities.
MRTs and their associated salary ranges are established by Human Resources and approved by the Board.
S. Multilingual Pay: Additional pay for providing sign language or Non-English language services.
T. Overtime: Hours Worked over the maximum number of hours permitted by the FLSA in an FLSA Non-
exempt Employee's established workweek, excluding hours of paid and unpaid leave (for most FLSA
Non-exempt Employees, the maximum is 40 hours).
U. Premium Pay: Additional pay for working certain types of hours or under certain types of conditions (e.g.,
Special Work Assignment pay, MPA pay, differential pay, Multilingual Pay, standby pay, call back pay, etc.).
V. Promotion: The movement of an employee to a different position at a higher Base Pay Rate through a
recruitment process.
W. Reduction in Force (RIF): The involuntary separation of employees from County employment as the
result of an organizational or departmental decision to eliminate positions.
X. Reclassification: The assignment of a position to another Market Range Title.
Y. Regular Rate of Pay: The Base Pay Rate plus all pay for employment (i.e., pay differentials and other pay
compensation that is paid for Hours Worked) except certain payments excluded by the FLSA.
Z. Release of Claims: A binding commitment in exchange for payments and consideration described in a
Severance Agreement whereby the employee, as a free and voluntary act, agrees that the payments and
consideration made are in full satisfaction of any and all known or unknown claims against the County.
AA. Salary Adjustmentvancement: An increase in an employee’s Base Pay Rate not obtained through a
recruitment process or appointment to an unclassified position.
BB. Severance Agreement: An agreement between an employee and Maricopa County in which the County
provides Severance Pay and/or a tangible benefit to the employee in exchange for a Release of Claims.
CC. Severance Pay: A discretionary payment in exchange for a Release of Claims from an employee.
DD. Special Work Assignment (SWA) Pay: A temporary amount of additional pay that an employee receives
while on a special work assignment. SWA Pay is only paid on hours actually worked.
EE. Temporary Employee: At-will employees hired to work less than one (1) year or sporadically on an as-
needed basis (e.g., election workers).
FF. Unclassified Employee: At-will employees not covered by the Employee or Law Enforcement Officers’
Merit Systems.
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Policy Number: HR2470
Policy Title:
COMPENSATION POLICY 086-218-
Current Adoption Date:
201921
V. COMPENSATION PHILOSOPHY
Maricopa County is committed to attracting, retaining, and motivating a talented, engaged, and diverse
workforce within available financial resources so that County citizens can enjoy living in a safe and healthy
environment. The County strives to provide an internally equitable and externally competitive total rewards
package which includes compensation, benefits and paid leave, work-life balance, performance management
and recognition, and development and career opportunities.
VI. COMPENSATION STRATEGY
Maricopa County’s compensation strategy is performance -driven and market -based. After initial placement,
movement through a salary range is primarily based on performance and, when applicable, market
adjustments. Performance-based retention increases may be awarded when financial conditions allow and
market adjustments are provided when warranted by job market conditions.
VII. REQUIREMENTS FOR CERTAIN EMPLOYEES
A. Contract Employees (does not include Independent Contractors): May be offered benefits as long
as they meet the same eligibility requirements of as regular employees.
B. Elected Officials: Annual salaries are established by state statute.
C. Temporary Employees: Temporary Employees who exceed the work hours below are required tomust
participate in the Arizona State Retirement System.
1. Work 20 or more hours per week for up to 19 weeks and less than 20 hours per week for the
remainder of the fiscal year.
2. Work 20 or more hours per week for less than 20 weeks in a fiscal year.
3. Work less than 20 hours per week for the entire fiscal year.
VIII. FAIR LABOR STANDARDS ACT (FLSA) COMPLIANCE
The FLSA covers aAll Maricopa County employees are covered by the FLSA except for elected officials and
their personal staff, and policy making appointees.
A. Overtime: See HR2471 Hours Worked and Overtime.
B. Minimum Wage: The FLSA and Arizona’s Minimum Wage Act (A.R.S.§ 23-364 (A)) establish the
minimum rate of pay an employee must receive. If the federal minimum wage differs from Arizona’s
minimum wage, the higher of the two wages is used.
C. Youth Employment: The FLSA and Arizona’s youth employment laws (A.R.S.§ 23-230 et seq.) establish
the hours youth can work and prohibit certain occupations in which they can be employed. With limited
exemptions, these rules apply to minors under the age of 18. BeforePrior to hiring any minors under the
age of 18, departments must obtain approval from Human Resources, who will ensure that the hire is
consistent with federal and state youth employment laws. Departments must monitor the work of minors
until they reach the age of 18 to ensure compliance with federal and state youth employment laws.
IX. EMPLOYEE BASE PAY
A. Factors Used to Determine Employees’ Salaries
1. Applicable and Quantitative Qualifications:
a) Knowledge, Skills, and Abilities: What employees know and are able to do.
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Policy Number: HR2470
Policy Title:
COMPENSATION POLICY 086-218-
Current Adoption Date:
201921
b) Productivity/Proficiency: Goods or services employees produce in a certain amount of time.
c) Applicable Experience: Current and prior experience at the same level of responsibility, scope,
and relevancy to the position in question. This does not include lower -level experience that
helped the applicant qualify for the position.
d) Certification: Must be job -related and beneficial to perform the job.
e) Education: Must be job -related and beneficial to perform the job.
f) Performance: Demonstrated exceptional proficiency in accomplishing assigned tasks.
2. Internal Equity: Employees’ salaries with similar applicable and quantitative qualifications need to be
considered to ensure pay equity.
3. Midpoint: Offers above midpoint are typically reserved for applicants with significant Applicable
Qualifications that allow them to be experts in their field.
B. Job Offers
1. Up ToBelow First Quartile: Departments may determine offers up to the first quartile consistent with
the County’s compensation practices and should not make offers higher than current employees unless
the applicant has more experience or uniquehigher level Applicable Qualifications justifying a higher
pay rate. The first quartile should not be treated as the minimum of the range simply because the
department can offer up to that amount. Employee Compensation will monitor these offers for
consistency with County practice. Departments who inconsistently apply the County’s compensation
practices may be required to review these offers with Employee Compensation.
Exception: Promotions exceeding 5%, except to the minimum of a range, require Employee
Compensation approval regardless if within the first quartile that are above 5% require approval from
Human Resources, unless the Promotion rate is equal to the minimum of the salary range.
1.2. Above First Quartile: JAll job offers above the first quartile of the salary range must be approved by
Human ResourcesEmployee Compensation before they can be extended. An offer above the first
quartile of the salary range that is extended without Human ResourcesEmployee Compensations’
approval can be rescinded or reduced to a lower amount.
C. Promotions: When an employee’s current salary is at or above his/her placement within the promotional
position’s salary range, the new salary iwill bes determined as a percentage increase based on the
employee’s new responsibilities while considering internal equity.
D. Demotion: Employee CompensationHuman Resources must review the employees’ salaries of those who
are demoted into lower salary ranges.
E. Lateral Transfers: Employees transferring to another department within the same or comparable salary
range will typically not receive an increase in salary.
F. Salary Compression: Employees with varied varying levels of Applicable Qualifications can be paid
similarly.
G. Market Adjustments: When determining salaries during market adjustments, the larger increases will be
focused on major significant retention or recruitment issues within the salary range. Typically, movement will
be more aggressive at the lower end of the range as that is where the majority of the retention and recruitment
issues exist. Movement above the midpoint will be less aggressive and focus more on top performers.
H. Minimum of Salary Range: Employees may be paid below the minimum of a salary range.
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Policy Number: HR2470
Policy Title:
COMPENSATION POLICY 086-218-
Current Adoption Date:
201921
I. Executive Salaries: Salary offers for Executives are reviewed by the Board or the County Manager
depending on the reporting relationship and state statutes.
J. The Board must approve any rate that exceeds the maximum of the salary range.
X. SALARY ADJUSTMENTSVANCEMENTS
A. A Salary Adjustmentvancement is the only mechanism to increase an employee’s Base Pay Rate other than
through a recruitment process or appointment to a new position.
B. Salary Adjustmentsvancements may be considered for:
1. Board or department funded market adjustments when recruitment or retention issues exist because
of pay disparity with the market.
2. Board- approved performance-based pay plans.
3. Additional Board- approved increases.
C. Eligibility: Employees must have a rating equivalent to at least a “meets” or “successful” on their most recent
performance evaluation completed within the last 12 months. Until employees who are not meeting
expectations improve their performance to at least a rating equivalent to “meets” or “successful”, they:
1. Are not eligible for increases.
2. May be paid below the minimum of their assigned range.
3. Will receive any warranted Salary Adjustmentsvancements prospectively after their performance
improves to at least a “meets” or equivalent.
D. Effective Date: The first day of the next pay period following receipt of the request by Employee
CompensationHuman Resources.
E. Salary Range Maximum: Salary Adjustmentsvancements cannot exceed the position’s salary range
maximum.
F. Funding: Departments must fund Salary Adjustmentsvancements within their existing budget and
demonstrate they do not create future unfunded obligations.
G. Approval: Employee CompensationHuman Resources will review Salary Adjustmentsvancements for
accuracy and compliance with policy. Salary Adjustmentsvancements may not be approved. As such, iIt
is imperative not to communicate with employees regarding Salary Advancements until all approvals have
been received.
H. Reductions: In the event of an error or miscalculation of an approved Salary Adjustmentvancement, an
employee’s Base Pay Rate may be reduced to the correct Base Pay Rate so long as the correction is made
within six (6) months of the date the error occurred.
XI. SPECIAL WORK ASSIGNMENTS
A. SWAs may be given: (1) to perform the duties of a vacant or temporarily absent position; or (2) to perform a
major project or higher -level responsibilities for a defined time.
B. SWAs for vacant or temporarily absent positions:
1. Position must be assigned to a higher level classification than the employee’s current position.
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Policy Number: HR2470
Policy Title:
COMPENSATION POLICY 086-218-
Current Adoption Date:
201921
2. SWA Pay: Up to the amount the employee would receive for a permanent assignment into the
position (cannot exceed the maximum of the higher -level position’s salary range). The higher -level
responsibilities need to be considered in relation to the employee’s current job. It may not be
appropriate to pay the entire amount if the employee is not taking on the majority of the duties.
If two (2) or more employees receive an SWA to cover for one position, the SWA Pay will be divided
by the number of employees performing the duties based on the division of dutiesresponsibilities.
C. SWAs for major projects or higher -level responsibilities for a defined time period:
1. Additional duties or projects must be so significant that they would justify the assignment of the
employee’s position to a higher classification.
2. SWA Pay: Ordinarily, may not exceed 5% above the employee’s current base pay.
D. Duration: SWAs must be for a minimum of 30 consecutive calendar days. Ordinarily, SWAs for temporary
assignments to vacant or temporarily absent positions should not extend beyond six (6) months, while
SWAs for major projects should not extend beyond the project completion. SWAs that extend beyond the
approved estimated end date require a renewal request approval, or the SWA will end.
E. Selection of Employees: Appointing Authorities must follow a fair and equitable process to select
employees for these assignments. Employees must meet the minimum qualifications for the assignment.
F. Effective Date: The date the Appointing Authority determines that the employee officially began the
assignment. Whenever possible, SWAs should begin at the beginning of a pay period.
G. Funding: Departments must fund SWAs within their existing budget and demonstrate theyit does not
create a future unfunded obligation.
H. Returning from SWAs: Departments must end SWAs once they are no longer necessary. A reduction
in, or rescission of, an SWA does not constitute a demotion and is not subject to appeal to the Merit
Commission. Whenever possible, SWAs should end at the beginning of a pay period.
I. SWAs vs. MPAs: SWAs differ from Management/Professional Assignments (MPAs) in that SWAs are
for shorter, more temporary time frames and are only paid on hours actually worked. MPAs can be for an
indefinite period of time, are for roles that would otherwise typically be assigned to regular budgeted
positions, and are paid during non-work paid hours such as vacation time and sick leave.
J. Employee CompensationHuman Resources will review SWAs for accuracy and compliance with this
pPolicy. SWAs may not be approved or may be approved at an amount lower than the amount requested.
As such, it is imperative not to communicate with employees regarding SWAs until they are approved.
XII. MANAGEMENT/PROFESSIONAL ASSIGNMENTS
A. In lieu of promoting employees into higher -level budgeted positions, Appointing Authorities may assign them
into non-permanent, higher -level management or professional roles where MPA Pay may be authorized.
B. The Board must approve MPA Pay amounts.
C. Number of MPAs: Determining the number of assignments for a department will follow a process similar to
that used by departments to request a permanent position. Employee CompensationA department’s reason
for increasing the number of assignments will be reviewed by Human Resources and the Budget Office and
the Budget Office will review a department’s reason for increasing the number of assignments.
D. Selection of Employees: Appointing Authorities must follow a fair and equitable process to select
employees for these assignments. Employees must meet the minimum qualifications for the assignment.
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Policy Number: HR2470
Policy Title:
COMPENSATION POLICY 086-218-
Current Adoption Date:
201921
E. Effective Date: The date the Appointing Authority determines that the employee officially began the
assignment. Whenever possible, MPAs should begin at the beginning of a pay period.
F. Funding: Departments must fund MPA Pay within their existing budget and demonstrate it does not
create a future unfunded obligation.
G. Returning from MPAs: Departments must end Once a MPAs once they is are no longer necessary, the
department should end the MPA immediately. A reduction in, or rescission of, MPA Pay does not
constitute a demotion and is not subject to appeal to the Merit Commission. Whenever possible, MPAs
should end at the beginning of a pay period.
H. MPAs vs. SWAs: MPAs differ from special work assignments (SWAs) in that MPAs can be for an
indefinite period of time, are for roles that would otherwise typically be assigned to regular budgeted
positions, and are paid during non-work paid hours such as vacation time and sick leave. SWAs are for
shorter, more temporary time frames and are only paid on hours actually worked.
XIII. MULTILINGUAL PAY
A. The use of Multilingual Pay is not required. An Appointing Authority may authorize Multilingual Pay for
FLSA Exempt or Non-exempt Employees when a business need is identified for the use of sign language
or the ability to speak, read, or write a language other than English.
B. If Multilingual Pay is authorized by an Appointing Authoritan Appointing Authority authorizes Multilingual
Pay, it must be applied consistently to all similarly-situated employees. Multilingual Pay is subject to
rescission at any time, and its rescission of Multilingual Pay does not constitute a demotion and is not
subject to appeal to the Merit Commission.
C. Rates and Funding: The Board approves Multilingual Pay rates. Departments must fund Multilingual
Pay within their existing budgets and demonstrate it does not create a future unfunded obligation.
D. Levels of Pay: Multilingual Pay may be authorized at one of two levels: Associate or Journey.
1. Associate Level - Employees must use multilingual capabilities an average of at least 5% of their
work time and be able to translate and communicate accurately.
2. Journey Level - Employees must use multilingual capabilities an average of at least 25% of their
work time and must pass a multilingual test with a score of at least 70%. An employee who fails the
test may not retake it for 90 days. An employee must also retake the test if:
a) The employee has stopped receiving Multilingual Pay for more than a year.
b) The employee leaves the County for more than a year and subsequently returns.
c) The multilingual test is modified.
E. Audit: Prior toBefore authorizing Multilingual Pay for an employee, departments must conduct and
maintain a 10-day, uninterrupted work period audit that demonstrateddemonstrating the requisite level
use of multilingual capabilities. These audits must be performed and submitted to Human Resources:
1. When initially authorizing Multilingual Pay for an employee.
2. Periodically to ensure employees still qualify for Multilingual Pay.
3. When an employee receiving Multilingual Pay is appointed, promoted, or demoted to another
position.
4. When an employee receiving Multilingual Pay leaves County employment and then returns.
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Policy Number: HR2470
Policy Title:
COMPENSATION POLICY 086-218-
Current Adoption Date:
201921
F. Effective Dates: The effective date for Associate Level Multilingual Pay is the first day of the next pay
period following a valid 10-day audit. The effective date for the Journey Level Multilingual Pay is the first
day of the next pay period after the employee passes the test.
G. Time Worked Only: Multilingual Pay shall only apply to actual time worked and is not paid on non-
productive time (e.g., sick leave or vacation time).
H. Ending Multilingual Pay: Departments must end Multilingual Pay when multilingual skills are no longer
necessary.
I. Additional Requirements: An Appointing Authority may impose additional limitations or business-
related requirements on the use of Multilingual Pay as long as those requirements do not conflict with this
pPolicy and are applied fairly and consistently in comparable situations.
XIV. RECLASSIFICATIONS
A. Reclassification requests may be initiated by Appointing Authorities or the Human Resources Department.
B. A position that belongs in a different MRT will be assigned to the appropriate one through (1) a
Reclassification or (2) the creation of a new position.
C. Reclassifications
1. A Reclassification may be warranted when:
a) The County’s MRTs are modified and the position belongs in another MRT.
b) Significant changes in a position’s duties occur over time.
2. Requests resulting from the following will generally not be considered for a Reclassification:
a) Changes in duties that are within the same scope of responsibility (e.g., a larger workload).
b) Modifications to duties that are temporary in nature.
c) Assignment of significantly different duties that are not the result of changes over time (e.g., the
immediate addition of duties that should be handled through a selection process).
d) Assignment of duties for which the employee is receiving a special work assignment.
e) Movement from a Fair Labor Standards Act non-exempt position to an exempt position.
f) Movement from a non-supervisory position to a supervisory position.
g) Movement to MRTs where the incumbents do not meet the minimum qualifications.
3. Reclassifications should not be used as a mechanism to increase employees’ pay; rather, they should
be used to ensure positions are assigned to the appropriate MRTs based on duties. Reclassifications
are not demotions or Promotions, nor are they used as a disciplinary action or incentive. Reclassifications
do not warrant a new probationary period.
4. Effective Date: The first day of the next pay period following approval.
D. Creation of New Positions
1. An immediate addition of significantly different duties to an existing position may warrant the creation of
a new position, resulting in a reassignment of duties through a selection process.
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Policy Number: HR2470
Policy Title:
COMPENSATION POLICY 086-218-
Current Adoption Date:
201921
2. A new position will not be considered when staffing levels do not support the creation of the position,
or the department cannot fund the position on an annual basis within its existing budget.
E. Employee CompensationHuman Resources will review each request for accuracy and compliance with
County MRTs.
XV. PREMIUM PAY RATES
Human Resources monitors Premium Pay rates and recommends changes to the Board when adjustments are
needed. For FLSA Non-exempt Employees, Premium Pay is included in the calculation of Overtime. See
Maricopa County Premium Pay Rates and Standby and Callback Pay HR2471 Hours Worked and Overtime.
XVI. ADDITIONAL COMPENSATION AND TOTAL REWARDS
A. Executive Compensation Packages (ECPs): The Board may establish Executive Compensation
Packages (ECPs)s for Executivessenior management positions at a level equivalent to department
deputy director or above. See HR2415 Employee Leave for additional leave granted under ECPs.
B. Recognition Rewards: Appointing Authorities may provide employees with plaques, certificates of
achievement, pins, and similar nominally priced items as recognition rewards.
C. Departments may pay for licensures, certifications, memberships, classes, conferences, or other trainings.
XVII. REGISTERED NURSE SIGN-ON INCENTIVE
The Appointing Authority may authorize a sign-on incentive for an eligible registered nurse.
A. Incentive
1. $2,000 after three (3) months
2. $2,000 after one (1) year
3. $2,000 after two (2) years
B. Eligibility
1. Newly hired registered nurses.
2. First-time internal promotion to a registered nurse.
3. Rehired registered nurses who have been separated from the County for a least two (2) years.
C. Repayment Clause
1. Employees who received a sign-on incentive and voluntarily leave County employment before two (2)
years of consecutive County service as a registered nurse must repay all sign-on incentives received
during the last 12 months prior to their separation.
2. The amount owed or a portion thereof may be deducted from the final paycheck.
3. Employees whose final paycheck is insufficient to cover the total amount owed must establish a
repayment plan to be completed within one (1) year from the date of their separation from employment.
4. Failure to repay amounts owed by the established due date may result in a debt collection agency
referral.
XVII.XVIII. SEVERANCE PAY
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Policy Number: HR2470
Policy Title:
COMPENSATION POLICY 086-218-
Current Adoption Date:
201921
Under limited circumstances, Appointing Authorities may request approval of Severance Pay for employees
separating from employment where it is appropriate to obtain a Release of Claims. An employee may not receive
Severance Pay without signing a Severance Agreement.
A. Severance Agreement Justification – Should Contain:
1. Business reason for offering a Severance Agreement in exchange for a Release of Claims.
2. Total amount of Severance Pay or tangible benefit.
3. Verification from the Budget Office of available funding to cover the Severance Pay or tangible benefit.
4. Basis upon which the amount of Severance Pay or tangible benefit was calculated.
B. Approval Process
1. Appointing Authorities must work with Legal Counsel and the HR Director throughout every step of the
approval process.
2. Appointed departments’ Appointing Authorities must notify their Deputy/Assistant County Manager of
proposed Severance Agreements as soon as the decision to request such an action has been made.
3. After legal review, Elected Offices’ Appointing Authorities and Appointed Department Deputy/Assistant
County Managers should review the Severance Agreements and requests with the County Manager.
4. Final approval of Severance Pay is contingent upon Board approval.
XVIII.XIX. SEPARATIONS
A. Employees who retire from Maricopa County under an approved Arizona State retirement plan, and who at
the time of retirement have 1,000 hours or more of sick leave, are eligible to receive a $10,000 contribution
to fund an investment account for the payment of post-employment qualified medical expenses.
B. Wages and vacation time hours may be paid to the heir, beneficiary, or estate of a deceased employee upon
the receipt and approval of appropriate authorizing documentation.
XIX.XX. The County Manager or designee may approve administrative exceptions to this Policy that are consistent with
the intent of the Policy.
Page 10 of 11

Policy Number: HR2470
Policy Title:
COMPENSATION POLICY 086-218-
Current Adoption Date:
201921
Revision History
Version Revision Date Description of Revision
1 06/09/1997 Initial version (C-31-97-013-8-01)
2 11/30/1998 Established 228 pay grades (C-31-99-027-6-00)
3 12/16/1998 Made technical corrections (C-31-99-028-6-00)
4 02/03/1999 Modified premium pay section and promotion timing (C-31-99-034-6-00)
5 07/26/2000 Exempted Chief Deputies of Elected Officials (C-31-01-003-6-00)
Defined “Appointed Employee” and established Compensation Review Committee for
6 08/09/2000
salary advancements over 10% in a 12 month period (C-31-01-007-6-00)
7 12/20/2006 Changed Post Employment Health Plan from $3,000 to $10,000 (C-35-07-011-6-00)
8 12/15/2010 Major revision to entire policy (C-49-11-036-6-00)
9 09/28/2015 Revised ECP language and added Leave Adjustment Incentive (C-31-16-002-6-00)
Renumber to HR2470. Remove outdated language, update definitions, added compensation
philosophy and strategy, eliminated the return-to-work retiree part-time benefit exception,
and combine language from other HR policies HR2473 Employee Pay, HR2474 Salary
10 08/21/2019
Advancement, HR2475 Special Work Assignment, HR2476 Management/Professional
Assignments, HR2477 Multilingual Pay, HR2478 Reclassification, and HR2423 Severance
Pay. (C-31-16-002-6-01)
11 06/23/2021 Added a sign-on incentive for RNs (C-31-16-002-6-01)
Page 11 of 11