Clear Creek County adopts updated compensation plan guidelines, comp plan and 2025 organizational chart

Clear Creek County commissioners approved a set of personnel and organizational actions Jan. 7 including new compensation plan guidelines (Resolution 25‑08), a compensation plan update consistent with the fiscal 2025 budget (Resolution 25‑09), and the county’s 2025 organizational chart.

County HR and finance staff told the board the county had completed a market analysis in 2024 using PayScale benchmarking and department‑level reviews. Fully funding the analysis’ recommendations would have required roughly $4 million, which the board and staff said was not available in the adopted budget. As a partial response the board approved changes funded in the fiscal‑year 2025 budget and a temporary operational shift: most non‑public‑safety positions moved to a four‑day workweek (four eight‑hour days) effective Jan. 2. Staff said hourly rates for affected employees were increased so that those employees receive the same total annual pay (including the 3% cost‑of‑living adjustment adopted in the budget) despite fewer scheduled hours.

HR staff clarified that the guidelines and plan update tighten language on hiring‑range flexibility, step increases in the sheriff’s office and the mechanics of performance reviews, and confirm that starting pay may be set above the bottom of a posted range to reflect experience and market conditions. The guidelines also restate the board’s goal that a cost‑of‑living adjustment be considered annually when resources permit. The board voted to rescind the earlier resolution (20‑120) that had previously governed compensation guidelines and to rescind an older compensation resolution (22‑55) as part of the adoption.

The board also approved an updated 2025 organizational chart that shifts several direct reports to better emphasize strategic community planning and economic development; the chart formally shows the Clear Creek Housing Authority under the BOCC box and notes a contract noxious‑weed program in Public Works.

Ending: Commissioners noted the change to a 32‑hour workweek for some staff is intended as a temporary budget‑balanced step while the county pursues longer‑term compensation strategies. Staff committed to quarterly all‑employee briefings and continued tracking of turnover, productivity and service delivery impacts to inform future budget and compensation decisions.