Pursuant to the Weld County Home Rule Charter, Ordinance Number 2025-10 published below, was introduced and, on motion duly made and seconded, approved upon first reading on June 16, 2025. A public hearing and second reading is scheduled to be held in the Chambers of the Board, located within the Weld County Administration Building, 1150 O Street, Greeley, Colorado 80631, on June 30, 2025. All persons in any manner interested in the reading of said Ordinance are requested to attend and may be heard.
In accordance with the Americans with Disabilities Act, if special accommodations are required in order for you to participate in this hearing, please contact the Clerk to the Board's Office at (970) 400-4225 prior to the day of the hearing.
Any backup material, exhibits or information previously submitted to the Board of County Commissioners concerning this matter may be examined in the office of the Clerk to the Board of County Commissioners, located within the Weld County Administration Building, 1150 O Street, Greeley, Colorado 80631, between the hours of 8:00 a.m. and 5:00 p.m., Monday thru Friday, or may be accessed through the Weld County website (www.weld.gov). Email messages sent to an individual Commissioner may not be included in the case file. To ensure inclusion of your email correspondence into the case file, please send a copy to egesick@weld.gov.
Ordinance No. 2025-10
Ordinance Title: In the Matter of Repealing and Reenacting, with Amendments, Chapter 3 Human Resources of the Weld County Code
Date of Next Reading: June 30, 2025, at 9:00 a.m.
Board of County Commissioners
Weld County, Colorado
Dated: June 17, 2025
Published: June 20, 2025, in the Greeley Tribune
Ordinance Language:
Weld County Code Ordinance 2025-10
In the Matter of Repealing and Reenacting, with Amendments, Chapter 3 Human Resources of the Weld County Code
Be it ordained by the Board of County Commissioners of the County of Weld, State of Colorado:
Whereas, the Board of County Commissioners of Weld County, Colorado, pursuant to Colorado statute and the Weld County Home Rule Charter, is vested with the authority of administering the affairs of Weld County, Colorado, and
Whereas, the Board of County Commissioners, on December 28, 2000, adopted Weld County Code Ordinance 2000-1, enacting a comprehensive Code for the County of Weld, including the codification of all previously adopted ordinances of a general and permanent nature enacted on or before said date of adoption, and
Whereas, the Weld County Code is in need of revision and clarification with regard to procedures, terms, and requirements therein.
Now, therefore, be it ordained by the Board of County Commissioners of the County of Weld, State of Colorado, that Chapter 3 Human Resources of the Weld County Code be, and hereby is, repealed and re-enacted, with amendments, to read as follows.
Chapter 3
Human Resources
Amend Sec. 3-1-30. Applicability.
This policy does not supersede or limit the authority of the Board of County Commissioners or other Elected Officials, as established by the Colorado Revised Statutes. In the event of any conflict with provisions hereof, such statutes shall prevail.
A. Elected Officials – Except as to the benefits described in this policy, or except as otherwise specifically provided by a guideline or policy, no other provision of this Chapter 3 shall have application to Elected Officials. Elected Officials include County Commissioner(s), Sheriff, Clerk & Recorder, and Assessor.
B. Hired Personnel – Except as specifically provided in subparagraph C below or as specified or limited in a particular policy or guideline, the policies and guidelines set forth in this chapter shall apply to all exempt and non-exempt personnel. Individuals who fall into any of the foregoing categories shall be considered “employees” as said term is utilized in this policy.
C. The following positions are excluded from grievance rights as defined in section 3-4-60.
1. The Undersheriff, as well as the appointed chief deputy for the Assessor, Clerk and Recorder, and the Assistant District Attorney.
2. All regular full-time employees in their initial 12-month review or 6‑month promotional/transfer review period.
3. All elected officials as defined by the Home Rule Charter.
4. Sheriff's posse.
5. The County Attorney, Deputy County Attorney, and all Assistant County Attorneys.
6. Seasonal, part-time, or temporary positions, including grant funded positions due to loss of funding.
7. Student Intern and/or work study programs.
8. Contracts for specialized services (professional services).
9. Employment services of the County, such as programs through the Department of Human Services.
D. This Chapter 3 applies to the District Attorney for the Nineteenth Judicial District and all assistants, deputies, and other employees of said District Attorney, except the grievance rights as defined in Section 3-4-60.
Delete Sec. 3-2-40. Promotions/transfers - Reserved.
Amend Sec. 3-2-110. Benefit table.
Table 3.3 describes benefits by employee type for County employees:
Please contact the Clerk to the Board’s Office to view Table 3.3 (Benefit Table by Employee Type)
Employees working a minimum of 30 hours per week are eligible to participate in benefits at the standard rate.
* Prorated. An employee must consistently work 20 hours or more per week to receive a prorated health insurance benefit.
** Temporary part-time employees working 30—39 hours are eligible for health insurance.
+All employees of the Department of Public Health and Environment will be members of PERA as well as the single position of District Attorney.
++ A part-time working retiree is required to contribute to the County retirement plan.
Reference Table 3.5 regarding sick leave accruals.
ARTICLE X Pay Practices – Repeal and Re-enact in its entirety, to read as follows:
Sec. 3-10-10. Salary policy.
Weld County is committed to maintaining an objective, transparent, and competitive compensation system that reflects the value of work performed, supports employee performance, and complies with all applicable laws.
A. Salary Determination.
The Board of County Commissioners sets salaries annually after considering multiple factors, including:
1. County Budget and Financial Capacity – The County’s ability to fund salaries responsibly.
2. Market Competitiveness – Current pay rates compared to similar roles in the labor market.
3. Benefits and Supplemental Pay – Overall compensation packages, including benefits.
4. Labor Market Conditions – Supply and demand for talent in the relevant labor market.
B. Annual Salary Review and Adjustments.
Salaries are established as part of the County’s annual budget process and take effect with the first pay cycle of the following calendar year (January 1st). Once adopted, salary levels and classifications remain fixed for the fiscal year. Any mid-year changes are rare and require formal approval by the Board of County Commissioners.
C. Pay Table Availability.
An official pay table is published as part of the County’s Final Budget each year. This pay table is distributed to all departments and offices and is available to all employees and the public for reference.
D. Compensation Philosophy.
Weld County’s compensation practices are based on:
1. Fiscal sustainability;
2. The nature and complexity of work performed;
3. Required qualifications and responsibilities of the role;
4. Individual employee performance;
5. Labor market compensation trends;
6. Alignment with the County’s strategic goals; and
7. Compliance with all federal, state, and local laws, including the Fair Labor Standards Act (FLSA) and the Colorado Equal Pay for Equal Work Act.
E. Equal Pay Commitment.
Weld County ensures that pay decisions are equitable, transparent, and free from discrimination. Employees will receive equal pay for equal work. Compensation decisions are based solely on job-related factors such as performance and qualifications and are not influenced by race, ethnicity, religion, sex, gender, age, disability, sexual orientation, gender identity or expression, or any other protected characteristic.
Sec. 3-10-20. Objectives of the pay system.
Weld County’s pay system is designed to support the County’s mission, promote high performance, and ensure equitability. The system is structured around the following key objectives:
A. Equity - To ensure that all eligible employees have an unbiased opportunity to compete for and receive compensation based on the established pay system. Equity is foundational to maintaining trust and completeness in our compensation practices.
B. Productivity - To encourage and reward high performance, thereby enhancing individual and organizational productivity. The system is designed to recognize employee contributions and support a culture of excellence.
C. Competitive Compensation - To ensure that employee compensation remains competitive with local and regional labor markets. Competitive pay supports the recruitment and retention of a qualified workforce.
D. Management Resource - To provide County management with a strategic tool for effectively administering compensation in alignment with organizational goals and operational needs. The pay system supports budgeting, decision-making, and workforce planning.
Sec. 3-10-30. Pay system concepts.
Weld County’s pay system is guided by foundational concepts that support objectivity, flexibility, and performance. These concepts help ensure that the system is responsive to workforce needs and aligned with the County’s organizational goals.
A. Prevailing Wage - The County strives to offer compensation that reflects the prevailing wage in the job market. Market rates are determined through validated salary surveys conducted and reviewed by the Department of Human Resources to ensure competitiveness and accuracy.
B. Upward Movement - The pay system is designed to support upward movement, providing opportunities for employees to advance based on experience, qualifications, and performance. Promotion pathways are an integral part of employee development and retention.
C. Downward Movement - The system also accommodates downward movement when appropriate. This may occur due to reassignments, organizational restructuring, or other valid reasons, and is handled with objectivity and transparency.
D. Performance Appraisal - A standardized performance appraisal tool is used to evaluate employee performance against pre-established standards. This ensures consistency and objectivity in how performance is measured and informs compensation and development decisions.
E. Learning Curve - The County acknowledges that all positions involve a learning curve. Supervisors are expected to support employees during this time through clear expectations, training, and feedback.
Sec. 3-10-40. Classification and pay plan.
A. In accordance with Section 4-2 of the Weld County Home Rule Charter, the Board of County Commissioners has adopted two distinct pay structures. Human Resources is responsible for administering, reviewing, and recommending updates to both plans to ensure they remain competitive, equitable, and legally compliant. This includes alignment with job duties, qualifications, internal equity, market standards, and Weld County’s strategic goals:
B. Both pay plans are reviewed annually during the County’s budget process. Following this review, Human Resources in consult with the Finance Department may recommend adjustments to pay plans. Any proposed changes must be approved by the Board of County Commissioners as part of the annual budget.
1. Open-Range Pay Plan.
This plan applies to all Weld County employees not covered by the Step Pay Plan. Each position is assigned a pay grade with a unique pay range, determined by job analysis, market conditions, and internal equity.
a. Non-Elected Positions.
Regular and appointed positions are assigned to a market-based grade range, developed using:
1) External labor market data
2) Internal equity assessments
3) Job duties and qualifications
b. Elected Officials
Elected officials receive a fixed salary, set independently by the Weld County Council. These salaries do not fluctuate based on market conditions or job analysis and are outside the scope of the Open-Range Pay Plan.
2. Step Pay Plan (Sheriff’s Office Only Reference 3-10-100)
This plan is used exclusively for non-elected employees of the Weld County Sheriff’s Office. The Step Pay Plan includes:
a. Defined Steps
Each job is assigned a pay range that includes predefined steps.
b. Progression Criteria
Employees move through the steps based on eligibility and performance, providing a structured path for advancement.
Sec. 3-10-50. Fair Labor Standards Act (FLSA) Designation.
Weld County classifies all positions in accordance with the Fair Labor Standards Act (FLSA) based on federal guidelines concerning job duties and compensation levels. Each employee is designated as either non-exempt or exempt, which determines their eligibility for overtime compensation.
A. Non-Exempt Employees
1. Employees in non-exempt positions are paid based on the number of hours worked.
2. These employees are classified as hourly and are eligible to receive overtime pay for all hours worked over 40 in a standard workweek, in accordance with FLSA regulations.
3. Time worked must be accurately recorded by the employee and approved by a supervisor.
B. Exempt Employees
1. Employees in exempt positions are paid a fixed salary that is not tied to the number of hours worked.
2. These employees are classified as salaried and are not eligible for overtime compensation.
3. Exempt employees receive their annual salary distributed evenly over 24 pay periods.
Sec. 3-10-60. Job descriptions.
The Department of Human Resources maintains job descriptions for all County positions. These descriptions serve as the foundation for job classification, compensation, and performance expectations. Departments and offices are responsible for ensuring the accuracy and ongoing maintenance of their job descriptions, in collaboration with Human Resources.
A. Job Descriptions Include:
1. A broad overview or summary of the job’s primary responsibilities.
2. Percentage-based duty categories, outlining specific tasks and the proportion of time spent in each area.
3. The minimum qualifications required for the position, including education, experience, knowledge, skills, and abilities.
4. Applicable environmental conditions and physical requirements of the role.
5. A description of the supervision received and/or exercised by the position.
Accurate and up-to-date job descriptions are essential for recruitment, compensation, performance management, and legal compliance. Employees may request to view the official description of their position through the Department of Human Resources.
Sec. 3-10-70. Position audit and reclassification.
Weld County is committed to maintaining an objective and consistent pay structure. The position audit and reclassification process ensure that positions are accurately classified and compensated based on their actual duties and responsibilities—not on individual performance.
A. Purpose and Timing.
1. The purpose of a position audit and/or reclassification is to:
a. Maintain internal equity in job classifications
b. Ensure compensation remains aligned with duties, job structure, and market data
c. Support objective and consistent organizational practices
2. Reclassification reviews are typically conducted as part of the annual budget process. However, with approval through a Board of County Commissioners work session, a department head or elected official may request a mid-year position audit. Additionally, a position becoming vacant due to an employee separation may trigger an audit.
B. Special Audit Requests.
1. A department head or elected official may request a special audit if a position has not been reviewed within the past 12 months. These audits are not performance evaluations; rather, they assess the duties and responsibilities of the position, not the employee.
C. Initiating a Job Audit.
1. To initiate a position audit, the department head or elected official must submit a written justification to the Department of Human Resources, along with the annual budget package. The justification must include:
a. Specific changes in duties or responsibilities.
b. The impact and significance of those changes.
D. Required Documentation.
1. If the request is deemed adequate, the requesting party must submit the following:
a. Job description for the position, with proposed revisions or confirmation of changes
b. Organizational chart reflecting current and proposed reporting structures
c. Duty breakdown by percentage of time spent on each task
d. Explanation of new programs/functions that prompted changes, or justification if no new functions have been added
e. Statement of any inequities believed to exist under current classification
f. Budgetary impact evaluating any effect to the annual budget
E. Position Audit Process.
1. A representative from Human Resources may conduct an inquiry into the position, which may include:
a. Interviews with the department head or elected official, supervisor, and/or employee
b. A desk audit to verify duties and workload
F. Recommendation and Decision.
1. Human Resources will analyze the findings and submit a recommendation to the Board of County Commissioners. The department head or elected official, Human Resources, and Finance will have an opportunity to review and comment before final determination, typically through a work session with the BOCC. The BOCC will make the final decision based on all presented information.
G. Appeals and Implementation.
1. The BOCC's decision is final and not subject to appeal.
2. Approved reclassifications:
a. During the annual budget cycle: take effect with the first pay cycle of the following calendar year (January 1st).
b. As part of a mid-year special audit: take effect with the next pay period following approval
H. Administration.
1. This policy is administered by the Department of Human Resources. The Chief Human Resources Officer, under the direction of the Board of County Commissioners, has the authority to interpret and implement this policy.
Delete Sec. 3-10-80. Key elements of pay system. – Reserved
Delete Sec. 3-10-90. Pay steps. – Reserved
Delete Sec. 3-10-95. Pay steps in its entirety. - Reserved
Sec. 3-10-100. Pay steps Accelerated (Sheriff’s Office).
This policy applies exclusively to all non-elected personnel within the Weld County Sheriff’s Office and outlines the structured Step Pay Plan designed to recognize and reward experience, longevity, and performance within the same job classification. Each step represents a progression based on tenure and sustained satisfactory performance, as documented in the employee’s performance appraisals.
NOTE: Progression through the pay steps is not automatic. Step increases may be delayed if, in the opinion of the Sheriff’s Office leadership, the employee’s performance is not yet satisfactory.
A. Pay steps may not directly correspond to time served in a classification in cases where:
1. An employee is promoted directly into a higher step,
2. An employee is initially hired at a step beyond Entry,
3. A position has been reclassified, or
4. A step increase has been delayed due to performance concerns.
In such cases, time in the pay step will be used to determine eligibility for subsequent step increases rather than total time in the classification.
Please contact the Clerk to the Board’s Office to view step table.
Sec. 3-10-110. Timekeeping.
A. Non-Exempt Employees.
1. Employees classified as non-exempt under the Fair Labor Standards Act (FLSA) must accurately record all hours worked each day.
a. Time Recording: Employees must ensure their working time is recorded completely and accurately.
b. Verification: Upon receiving paychecks, employees should immediately verify that they were paid correctly for all time worked.
c. Work Authorization: Without pre-approval, non-exempt employees must not:
1) Start work early
2) Work late
3) Work through meals or rest breaks
4) Perform overtime or additional work unless explicitly pre-approved by their supervisor.
d. Reporting Violations: It is a violation of County policy for any non-exempt employee to:
1) Work “off the clock”
2) Misreport hours worked
3) Alter another employee’s time records. If an employee is instructed or encouraged to do so, they must report the incident immediately to Human Resources.
B. Exempt Employees.
Employees classified as exempt are paid on a salary basis and regularly receive a predetermined amount of compensation per pay period, regardless of work hours or days worked.
C. Permissible Reductions in Pay.
While exempt employees must generally receive their full salary, deductions may be made in the following circumstances, provided they involve full-day absence (reference 3-6-130 for Department head leave):
1. General Leave: One or more full days off for personal reasons (excluding illness or disability); available vacation leave may be used.
2. Sick Leave: One or more full days off due to illness or disability; available sick leave may be used.
3. First/Last Week of Employment: Salary may be prorated to reflect actual days worked during the employee’s initial or final week of employment.
4. FMLA Leave: Unpaid leave taken under the Family and Medical Leave Act (FMLA) or applicable state laws.
5. Disciplinary Suspension: Unpaid suspension of one or more full days imposed in good faith for violation of workplace conduct rules.
D. Partial-Day Absences.
1. For absences of less than a full day, exempt employees are required to use available vacation or sick time as a salary replacement.
E. FLSA Compliance and Reporting Deductions.
Weld County complies with the salary basis requirements under the FLSA and applicable state laws. Improper pay deductions are strictly prohibited.
1. If an exempt employee believes an improper deduction has occurred, they must report it to Human Resources immediately.
2. All reports will be promptly investigated.
3. If a violation is confirmed, the County will reimburse the employee for any improper deduction.
Sec. 3-10-120. Mechanics of the pay system.
A. Open-Range Plan:
1. All new hires are to be placed at the minimum of the assigned pay grade for the position. Any requests to hire above the minimum must be supported by a written justification from the department head or elected official and requires prior approval from the Chief Human Resources Officer.
a. Justification must show that the individual exceeds the minimum standards and qualifications.
b. Documentation must demonstrate that the applicant’s experience and/or training justify a higher starting pay than the grade minimum.
2. When requesting placement of an employee in the range, the following should be considered:
a. Minimum to 25th Percentile (Entry Phase): Reserved for new employees or those transitioning into roles where they are still gaining foundational skills and understanding. Employees in this phase are developing proficiency and may need more supervision.
b. 25th Percentile to Midpoint (Qualified Phase): Reflects employees who are advancing their competencies and nearing full proficiency. Pay in this range recognizes developmental progress and rewards incremental improvements towards comprehensive job competency.
c. 50th Percentile (Proficient Phase): Represents the grade range mid-point for fully proficient employees who meet or exceed job expectations. Hiring near the mid-point is limited but may be considered for experienced candidates.
d. 75th Percentile (Advanced Phase): Designated for employees with a highly developed skill set who are expected to consistently exceed expectations. This range anticipates long-term dedication and advanced contributions. Hiring into this range is rare and requires the approval of the Chair of the Board of County Commissioners in consult with the Chief Human Resources Officer.
e. 100th Percentile (Exceptional Phase): Reserved for exceptional performers with extensive tenure (15+ years) and/or experience who demonstrate sustained excellence and leadership. This phase is for employees who are role models and consistently deliver exceptional results. Hiring at the maximum of the pay range (100th Percentile) is exceptionally rare and requires the approval of the Chair of the Board of County Commissioners in consult with the Chief Human Resources Officer.
B. Step Pay Plan:
1. In the Sheriff's Office, sworn employees can be hired up to the 6th step of the pay range.
2. Cumulative related service must include at least two (2) years of service as a full-time commissioned law enforcement officer/deputy. (Patrol). Training academy or facility training (FTO) is excluded.
3. Cumulative related service must include at least two (2) years of service as a full-time correctional officer/deputy. (Detentions). Training academy or facility training (FTO) is excluded.
4. Pay step upon hire will be based on years of service corresponding with the existing step schedule in Weld County Code.
5. Pay step upon hire, regardless of previous experience may not exceed step 6, all steps applicable at Sheriff’s discretion.
C. Pay Increases:
1. Performance evaluation dates and pay step dates must be made to coincide with pay periods. For most employees it would be the first or the sixteenth of the month.
a. Open-Range Pay Plan.
Performance-based pay increases are awarded to employees based on their job performance as evaluated by their supervisors. These increases are intended to recognize and reward employees who demonstrate satisfactory job performance, professionalism, and consistent contributions to the success of the organization. The percentage for performance-based pay increases will vary each year and is contingent upon the overall available budget as determined by the Board of County Commissioners.
2. Eligibility
a. All regular employees who have completed their initial review periods and are in good performance standing are eligible for performance-based annual increases.
b. Employees who haven't reached the top of their established pay range are eligible for performance-based pay increases.
c. Employees must receive an "Effective" rating at a minimum in their overall performance evaluation.
3. Timing of Performance-based Pay Increases
a. Annual Review: Performance-based pay increases will be based on the employee’s current progression eligibility date. For employees hired after July 1, 2025, eligibility will be based on their most recent hire date following the completion of the performance evaluation process.
4. Annual Performance-based Increase.
a. Performance-based increases will normally be awarded in percentage terms; although there may be unique situations where lump sums could apply.
b. The amount of the performance-based increase is determined by the Board of County Commissioners as a function of the budget process and may vary annually.
c. Employees are eligible for performance-based increases until the employee reaches the maximum pay for the job classification grade range.
d. Once an employee reaches the maximum of their grade pay range, they will continue to be eligible for range adjustments.
e. If the difference between the employee’s current rate of pay and top of the employee’s salary range is less than the identified performance-based increase percentage for the budget year, the amount of the employee’s increase will be limited to the amount necessary to reach the maximum rate of the range.
f. The performance-based increase shall be applied objectively and equitably across departments and offices ensuring that all employees who receive an “Effective” review score of at least 3 out of 5 will receive the percentage-based increase.
5. Step Increases (Step Plan – Sheriff’s Office).
a. Employees in the Sheriff’s Office are on the Step Plan and receive step increases based on the step schedule as outlined in Section 3-10-100.
D. Bilingual Differential Compensation:
1. To compensate employees for performing work that requires bilingual skills (English/Spanish), the following will apply. Please refer to the Weld County Bilingual Pay Policy for a full description and current pay matrix (set annually through the budget process).
2. The amount of differential pay varies based on the level of proficiency and frequency of usage required in the position.
3. The proficiency and frequency required are at the discretion of the department head or elected official.
4. To be eligible for bilingual differential pay, the employee must be in an authorized position at the discretion of the department head or elected official and must pass proficiency testing at the required level.
5. The differential pay is applied as an addition to the employee's regular compensation and will be shown as a separate line on employee pay stubs. The differential will become effective on the pay cycle following successful completion of the required testing.
E. Promotions, reclassifications, transfers and demotions.
1. Promotions.
a. A promotion is defined as an employee moving into a position with a higher grade than their current role, regardless of whether the new position is in the same department or job family.
b. Promotional salary increases shall target a 5% adjustment or the minimum of the new salary range, whichever is greater. Any exceptions to this policy must be approved by the Chief Human Resources Officer.
c. Justification for a promotion must be submitted by the department head or elected official to Human Resources. Valid factors may include:
1) Market conditions
2) Difficulty retaining talent
3) Organizational needs specific to Weld County
d. Note: The following do not constitute valid justification alone:
1) Exceptional performance in the current role (this is the threshold for consideration, not the justification)
2) Increase in duties (inherent in a promotion)
e. Promotions may change the employee’s grade, title, and responsibility.
1) The employee’s pay progression eligibility date is updated to the effective date of the promotion.
2) No promotion shall result in placement above the maximum of the new grade range.
f. All promotions are subject to a six-month review period to evaluate performance in the new role. The employee is not eligible for grievance rights during the review period. If the review period needs to be extended at the discretion of the department head or elected official, it cannot extend beyond 6 months additionally.
2. Reclassifications.
a. A reclassification occurs when a position, not an individual, is reviewed and determined to require a higher or lower grade due to changes in the role’s scope or responsibility. It is not considered a promotion or demotion.
b. The incumbent is placed in the new grade at either the minimum of the new grade or their current salary, whichever is lower. The employee must meet all qualifications for the reclassified role within one (1) year.
c. Failure to Qualify.
If the employee does not meet qualifications or perform duties within one year:
1) They may be placed on a Performance Improvement Plan (PIP).
2) Extensions require HR review and approval from the department head or elected official.
3. Transfers.
a. A transfer involves moving to a different position, typically within the same grade, in another department or office.
b. Compensation and Review.
1) The employee may retain their current compensation with review from Human Resources.
2) A six-month review period applies in the new position. The employee is not eligible for grievance rights during the review period.
c. Performance-Based Pay Increases.
1) If the transfer occurs within 6 months of the performance review cycle, the previous department or office may assist in the evaluation.
d. Interim leadership roles.
1) Interim leadership roles may be assigned during periods of vacancy to ensure operational effectiveness.
2) Temporary salary adjustments may apply during these interim assignments but must be approved by Human Resources in advance.
3) These adjustments are not considered permanent and do not impact the employee’s eligibility date or job grade.
4) Any temporary compensation adjustment will conclude no later than 60 days following the successful placement of a permanent leader in the role.
4. Demotions.
a. A demotion involves moving to a position with a lower classification or pay grade.
b. Voluntary Demotion (Not Performance-Based).
1) Initiated by the employee.
2) Compensation placement is at the discretion of the department head or elected official with Human Resource’s approval but must not exceed previous compensation and cannot exceed the new grade maximum.
c. Involuntary Demotion (Performance-Based).
1) Generally placed at the minimum of the newly assigned lower grade.
2) Any placement above the minimum requires approval from Human Resources.
3) Placement in the grade is never to exceed the new grade maximum.
d. Performance-Based Pay Reduction.
1) If performance falls below expectations, a special review period (up to 6 months) may be initiated.
2) Pay may be temporarily reduced by 3% during this period.
3) Pay may be restored prospectively upon satisfactory performance—no retroactive pay.
5. Application and Hiring Procedures.
a. Vacancies and Employee Development.
1) Weld County supports employee development and encourages internal applicants for vacancies.
b. Internal and External Posting.
1) Vacancies may be posted both internally and externally simultaneously, based on business need.
c. Screening and Selection.
1) Human Resources will screen applications against minimum requirements.
2) Department heads or elected officials may interview qualified applicants and have authority to make final selections or promotions within their departments.
d. Equal Pay for Equal Work Act Compliance.
1) Weld County complies with all relevant laws, including Colorado’s Equal Pay for Equal Work Act.
6. Final Pay Upon Separation.
a. Upon termination or retirement, once all time is entered and approved in the payroll system, the employee’s final pay will be processed through the regular semi-monthly payroll cycle via direct deposit.
Delete Sec. 3-10-80. Key elements of pay system. – Reserved (Moved to Sec. 3‑12‑25)
ARTICLE XI - Performance Evaluations. – Repeal and Re-enact in its entirety, to read as follows:
Sec. 3-11-10. Purpose of performance evaluations.
Performance evaluations are a systematic review of an employee’s conduct, attitude, effectiveness, job performance, and overall contribution to the organization. These evaluations support critical management decisions related to assignments, promotions, compensation, disciplinary action, development, and overall employee engagement. The primary objectives of performance evaluations are to:
A. Clearly define expectations by establishing performance standards and outlining the quality and quantity of work required to fulfill the responsibilities of the position.
B. Improve employee performance by identifying areas of strength and areas for development, providing objective documentation, and offering constructive feedback and guidance.
C. Provide an objective basis for personnel decisions, including the recognition of exceptional performance or the identification of substandard performance.
D. Communicate concerns related to deficient behavior or inadequate job performance to allow for timely corrective action.
E. Ensure that all regular employees receive an annual performance evaluation, with completed evaluations retained in the employee’s official personnel file.
Sec. 3-11-20. Performance evaluation process.
A. Six-Month Evaluation:
All newly hired employees shall receive a performance evaluation at six (6) months from their date of hire. A performance evaluation rating of "Needs Improvement" or below during this initial review period may result in disciplinary action up to and including termination of employment.
B. Twelve-Month Evaluation:
Unless the initial review period has been formally extended (not to exceed an additional six months), a performance evaluation will be conducted twelve (12) months from the date of hire. This evaluation will determine whether the employee will transition from initial review status to regular employment status. An overall appraisal rating of “Effective,” or above is required for the employee to attain regular status.
C. Annual Evaluations:
Following the successful completion of the initial review period, employees shall receive an annual performance evaluation. These evaluations serve as the basis for performance-based compensation and continued professional development.
D. Special Evaluations:
Supervisors may initiate a special performance evaluation at any time to address performance concerns. Special review periods are limited to a maximum duration of six (6) months and are typically associated with corrective action plans such as a Performance Improvement Plan (PIP).
E. Department Head, Elected Official, and Supervisor Responsibilities:
1. Performance evaluations must be completed in the designated online personnel system for all eligible employees. No step or performance-based pay increases shall be granted to any employee without a completed and documented evaluation in the personnel system.
2. If an employee receives an overall rating of "Needs Improvement” or below, the supervisor is responsible for creating and implementing a Performance Improvement Plan (PIP). The plan must clearly outline performance expectations and improvement timelines. Employees on a PIP are ineligible for step or performance-based pay increases until the plan is successfully completed. Retroactive pay will not be applied once the plan is resolved.
Sec. 3-11-30. Performance evaluation review or appeal.
A. If an employee disagrees with the content or ratings within their performance evaluation, they may submit a written response electronically to Human Resources. This response must be submitted within five (5) business days of receipt of the evaluation.
B. The Chief Human Resources Officer will review the employee’s comments in consultation with the department head or elected official. Any changes to the evaluation ratings or comments are at the discretion of the department head or elected official, with consult from Human Resources.
C. Once a determination is made, the Chief Human Resources Officer will review the final evaluation with the employee. If changes have been made, the employee will be asked to indicate their acknowledgement of the change.
D. After final review, the Chief Human Resources Officer will confirm all final changes and/or comments with the department head or elected official. At that point, the evaluation is considered final, and the review process is closed. No further appeal will be permitted. The grievance procedures outlined in Article IV of this Chapter shall not apply to performance evaluation disputes.
ARTICLE XII – Payroll
Amend Sec. 3-12-10. Payroll information.
A. Payday for all employees will be on the fifteenth and the last day of the month. If payday falls on a holiday or weekend, employees will be paid the last regularly scheduled workday before the holiday or weekend. Pay periods are from the first to the fifteenth and the sixteenth to the end of the month.
B. Payment is made by automatic deposit directly to the banking institution of the employee's choice. Pay slips are available to employees electronically.
Amend Sec. 3-12-20. Mandatory payroll deductions.
A. Federal income tax. Federal income tax should be deducted per Internal Revenue Service rules and regulations.
B. State income tax. State income tax should be deducted per applicable state rules and regulations.
C. Federal Insurance Contributions Act (FICA) which funds Social Security and Medicare programs. Colorado Public Employees Retirement Association (PERA) members only pay the Medicare portion of FICA.
D. Retirement contributions. The County provides retirement benefits for regular County employees through PERA or the Weld County Retirement Plan. Plan descriptions are as follows:
1. Colorado PERA. The District Attorney and all employees of the Department of Public Health and Environment are required to belong to Colorado PERA. Employee and County contributions are established by state law and both the employee and the County contribute to the plan. Member employees should refer to the pamphlet issued by Colorado PERA for details of the plan.
2. Weld County Retirement Plan. All full-time, regular County employees, and full-time and part-time Working Retirees, except those on Colorado PERA, are required to participate in the Weld County Retirement Plan. Employee and County contributions are established by the Board of County Commissioners and both the employee and the County contribute to the plan. Member employees should refer to the booklet provided by the Weld County Retirement Board for details of the plan.
E. Tax on any fringe benefit provided and paid for by the County that is taxable per IRS rules and regulations.
F. Garnishments. If the County receives a court-ordered garnishment for an employee, the County is required to deduct that garnishment from the employee’s pay.
Add Sec. 3-12-25. Other Payroll Deductions.
Payroll deductions from an employee’s compensation shall be limited to the following:
A. Deductions for employee benefits (as defined in this Chapter) and retirement contributions; and
B. Deductions authorized by Federal or Colorado state law.
C. Court-ordered deductions, including liens, garnishments, or similar legal obligations.
D. Voluntary deductions agreed to through a written agreement between the County and the employee
Amend Sec. 3-12-30. Procedure to correct errors in pay.
A. When an error in pay is identified by either the department head or elected official or the employee, notification should be made to the Accounting Department immediately so corrections may be made. It is the responsibility of the employee to report errors in a timely manner.
B. No change.
C. All overpayments discovered will result in a collection action for the total amount.
Be it further ordained by the Board that the Clerk to the Board be, and hereby is, directed to arrange for Municode to supplement the Weld County Code with the amendments contained herein, to coincide with chapters, articles, divisions, sections, and subsections as they currently exist within said Code; and to resolve any inconsistencies regarding capitalization, grammar, and numbering or placement of chapters, articles, divisions, sections, and subsections in said Code.
Be it further ordained by the Board, if any section, subsection, paragraph, sentence, clause, or phrase of this Ordinance is for any reason held or decided to be unconstitutional, such decision shall not affect the validity of the remaining portions hereof. The Board of County Commissioners hereby declares that it would have enacted this Ordinance in each and every section, subsection, paragraph, sentence, clause, and phrase thereof irrespective of the fact that any one or more sections, subsections, paragraphs, sentences, clauses, or phrases might be declared to be unconstitutional or invalid.
First Reading: June 16, 2025
Publication: June 20, 2025, in the Greeley Tribune
Second Reading: June 30, 2025
Publication: July 4, 2025, in the Greeley Tribune
Final Reading: July 14, 2025
Publication: July 18, 2025, in the Greeley Tribune
Effective: July 23, 2025