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Thurston County staff outline personnel policy overhaul and communications reorganization
Summary
HR presented a package of personnel-policy updates including a new chief communications manager classification, elimination/reclassification of positions, a new laboratory technician classification, and repeal of a dated management pay plan.
Thurston County human-resources staff presented a package of personnel-policy changes and classification updates that county leaders said are intended to modernize recruitment, retention and internal equity.
HR Director Maria Pontiac and Compensation and Benefits Manager Tara Wiklendt briefed commissioners on three linked proposals: (1) create a new chief communications manager classification while eliminating one public information specialist position and reclassifying another; (2) create a laboratory technician classification by reclassifying an environmental health technician (no change in pay range); and (3) repeal the county’s Management and Technical Pay (MTP) plan and roll relevant practices into updated personnel policies.
Pontiac said the communications restructure would reduce the communications team from four to three positions and produce annual gross savings of roughly $95,000 at the department level and $58,560 net from the proposed reclassification/reduction. The board heard that the new chief communications manager will coordinate departmental public information officers, emphasize content creation (video, social media), and provide centralized strategy to amplify county work.
On the laboratory classification, Pontiac said the reclassification was approved during budget and that the new laboratory technician will perform water-sample testing, assess public-health risk and ensure compliance with environmental regulations. The position is funded by environmental health water lab fees; the change was vetted with the union and will remain at the same pay rate.
Staff also proposed repealing the Management and Technical Pay plan (dating to January 1980) because the county now follows a small number of practices from that plan. Personnel-policy updates combine current practice with state-law requirements, remove obsolete language, clarify promotion and recruitment processes (including allowing managers to make offers up to mid-range), expand outside-employment rules, and adjust some long-service benefits (for example, bringing a third floating holiday forward from year 15 to year 10 for retention).
Commissioners praised the multi‑year effort. Several said the changes addressed pay inequities that disadvantaged existing employees seeking internal promotions. Pontiac said nonrepresented employees will be covered immediately and staff will notify unions and begin bargaining where necessary because some elements mirror collective bargaining agreements.
No formal board vote was recorded at the agenda‑setting meeting; staff said the items will be moved forward for formal action at a future business meeting with implementation details and manager guidance to accompany the changes.
