Clay County Commission adopts classification and compensation plan, updates HR manual and budgeting policy

The Clay County Commission approved three companion measures to adopt a new classification and compensation structure for county employees, update the county human-resources handbook and establish a budgeting policy to implement the plan.

The commission approved resolutions 20 25-124 (classification and compensation plan), 20 25-125 (human-resources manual updates) and 20 25-126 (compensation plan budgeting policy) by a 5-0 roll-call vote.

The plan, developed by McGrath Human Resources Group and presented at the meeting by HR Director Kim Callahan and consultant Melina Halverson Mays, establishes two pay structures: a general salary schedule (23 pay grades, 20 steps with roughly 2% per step and 6–10% separation between grades) and a 24/7 schedule for 24/7 operations (11 pay grades, 14 steps with roughly 3% per step and 10–15% separation between grades). Implementation rules place employees on the closest step without lowering pay, then add 1–2 extra steps depending on how far an employee’s current pay is below market.

Why it matters: County leaders said the plan is intended to move the county’s salary midpoint toward market rates to improve recruitment and retention. County staff estimated the first-phase implementation cost at about $4,000,000; commissioners had previously set aside $1,000,000 toward the effort and staff said additional funds will come from the personnel budget and existing vacancy savings.

How implementation will work - Placement and steps: Existing salaries are placed at the nearest step that does not reduce pay. Employees whose pay falls considerably below market (the transcript described “1 to 4” position ranges) receive additional step movement; those already at or above market receive no extra step but still benefit if the overall schedule is adjusted. - Timing: Staff told commissioners the salary schedules would be adjusted in January if funded in the budget; step increases tied to performance would be eligible in June. Administrators said department heads will certify performance eligibility for step increases. - Employee notices and appeals: The county will post schedules and issue individual notification letters. Employees will have two weeks after receiving their letters to submit appeal documentation. Appeals of the plan as presented will be reviewed by McGrath (the consultant who produced the study) and then returned to county administration for final action. County staff emphasized that McGrath will make recommendations but the county makes the final decision.

Examples offered at the meeting - A deputy sheriff earning $57,764.18 (pay grade 220) was shown in the consultant’s examples moving to a new schedule placement and, with two additional steps under the implementation rule, to a projected $62,088. - A detention officer at about $50,000 was shown moving from step 7 to step 8 under the new schedule to an illustrative $52,499.20. - A sergeant example at about $91,757.49 was placed on the schedule and would not receive an additional step because that salary was already at or above the identified market step; the example showed a small increase of 0.72% from schedule placement alone.

Budget policy priorities and constraints County staff described the budgeting policy as prioritizing three pots of funding: (1) salary-schedule adjustments to keep steps competitive with market pay (implementation would be applied across the schedule, typically in January), (2) funding for annual step increases tied to performance (budgeted and applied in June), and (3) a pool for job-classification changes or reclassifications that arise outside the annual budget cycle. The administration noted the county’s ability to fund schedule increases and step funding depends on fiscal conditions and that elected office-holders and elected department heads retain flexibility within the policy.

Union and classification appeals Staff said the county will open discussions with the union representing affected employees because the collective-bargaining agreement contains wage provisions that may need amendment. For appeals of the consultant’s initial placements, staff said there would be no extra fee for employees to have the original placement reconsidered; future reclassification work or newly created positions outside the budget cycle could incur consultant fees.

Contestation and rollout concerns Commissioners repeatedly asked about communication and the rollout. Some commissioners and staff acknowledged that employees had not been individually briefed before the meeting; others argued earlier staff-level review with department heads and the consultant’s controlled, draft process justified presenting the plan to the commission before broad employee notification. County staff said they will post schedules on the county ADP system, send individualized letters, allow two weeks for appeals, and target payroll changes on the Friday identified in the presentation (staff said payroll changes would be implemented on a Friday the 13th consistent with the payroll schedule) and step funding to occur in June.

Quotes Melina Halverson Mays, consultant, McGrath Human Resources Group: "The process that we utilize when we do the review, is it's relatively structured ... it is still draft. It is my work product where I have analyzed the market, the position questionnaires. We've taken a look at that internal alignment." (presentation excerpt) Commissioner Johnson: "I'm in hugely in favor of this. I think this brings us to a level in the county of professionalism that's long overdue." (closing remarks before the motion)

Next steps and outstanding items - Staff will issue letters to employees and post details on ADP. Employees will have two weeks to submit appeal documentation; McGrath will review appeals and recommend changes as appropriate. The county administrator and HR director indicated final actions on appeals will be handled by county administration and, if needed, presented to the commission for policy-level decisions. - Staff said the pay-schedule adjustment and step funding depend on the county’s final FY budget and that the commission has prioritized reaching a long-term goal of the 55–60th percentile of the market, though staff said it will take multiple years and depend on available funding.

Ending The three resolutions adopting the classification and compensation plan, HR handbook updates, and budgeting policy passed unanimously, 5-0. Staff and the consultant said they will continue department-level consultations, process appeals, and work with the county’s budget team to present necessary funding options during the next budget cycle.