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resolution 07-2023 - personnel manual

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TOWN COUNCIL OF CENTREVILLE
RESOLUTION 07-2023
A RESOLUTION OF THE TOWN COUNCIL OF CENTREVILLE TO AMEND THE TOWN OF
CENTREVILLE PERSONNEL MANUAL RULES AND REGULATIONS, GOVERNING THE
OPERATION FOR THE TOWN OF CENTREVILLE
WHEREAS, By Ordinance 01-2011, enacted on March 17, 2011 and effective on April 6, 2011,
the Town Council adopted the Personnel Manual: Rules and Regulations Governing the Operation of a
Merit System (“Personnel Manual”), as a personnel manual for employees of the Town of Centreville.
WHEREAS, by Ordinance 02-2013 enacted on February 21, 2013 and effective on March 14,
2013, the Town Council ordained in Section 3 that future amendments to the Personnel Manual may be
adopted by resolution.
WHEREAS, the Town of Centreville wishes to repeal and readopt the Town’s Personnel Manual,
attached hereto as Exhibit A.
NOW, THEREFORE, be it resolved by the Town Council of Centreville, this day of
May 2023:
1. The Town of Centreville’s Personnel Manual attached hereto as Exhibit A is hereby approved.
Previous versions of the Town of Centreville’s Personnel Manual are repealed.
2. This Resolution shall be effective immediately.
ATTEST: THE TOWN COUNCIL OF CENTREVILLE
Carolyn M. Brinkley, Town Clerk Steven K. Kline, President
Ashley H. Kaiser, Esq., Vice President
Eric B. Johnson, Jr., Member
Daniel B. Worth, Member
Jim A. Beauchamp, Member

TOWN OF CENTREVILLE
PERSONNEL MANUAL
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TOWN OF CENTREVILLE, MARYLAND
PERSONNEL MANUAL:
RULES AND REGULATIONS
GOVERNING THE OPERATION OF A MERIT SYSTEM
Reviewed & Ratified by the
Town Council of Centreville
Ordinance 01-2011
Effective: April 7, 2011
Ordinance 02-2013
(Future amendments by Resolution)
Effective: March 14, 2013
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Welcome
Welcome to the Town of Centreville! We are delighted that you have chosen to join our team and
hope that you will enjoy a long and successful career with us. As you become familiar with our
culture and mission, we hope you will take advantage of opportunities to grow personally and
professionally and further Town of Centreville’s goals.
You are joining an organization that has a reputation for outstanding leadership, innovation, and
expertise. Our employees use their creativity and talent to invent new solutions, meet new demands,
and offer the most effective services to better the Town. With your active involvement, creativity,
and support, the Town will continue to achieve its goals. We sincerely hope you will take pride in
being an important part of Town of Centreville's success.
Please take time to review the policies contained in this manual. If you have questions, feel free to
ask your supervisor or contact the Human Resources (HR) Department.
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DISCLAIMER
This Personnel Manual supersedes any prior manual of the Town and has been prepared
for our employees to provide them with general information about some of their benefits
and the highlights of the rules and policies under which we operate. The Town may
unilaterally and at its discretion, amend, supplement, modify or eliminate one or more of
the benefits, work rules or policies described in this Manual or any other employment
benefits, work rules or policies. The Personnel Manual does not constitute a contract nor
a promise of continued employment. Employment by the Town is a voluntary
employment at-will relationship for no definite period of time.
This Manual does not constitute a guarantee that your employment will continue for any
specified period of time or end only under certain conditions. Nothing in this Manual
constitutes an express or implied contract of employment or warranty of any benefits.
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TABLE OF CONTENTS
SECTION:
I. Application and Definitions ......................................................................................8
A. Application .......................................................................................................8
B. Definitions........................................................................................................8
C. Distribution ......................................................................................................8
II. Classification Plan ......................................................................................................9
A. Definition .........................................................................................................9
B. Purpose .............................................................................................................9
C. Development and Administration ....................................................................9
D. Amendment to the Classification Plan .............................................................9
E. Employment Applications ...............................................................................9
F. Pay Grades .......................................................................................................9
G. Education Equivalency ...................................................................................10
H. Classification of New Positions ......................................................................10
I. Reclassification of Current Positions ..............................................................10
J. Employee Reclassification Request ................................................................11
K. Allocation of Positions ....................................................................................11
L. Classification Approval ..................................................................................11
M. Acting Capacity ..............................................................................................11
N. Nepotism .........................................................................................................12
III. Drug Free Workplace ...............................................................................................14
IV. Compensation Plan ...................................................................................................15
A. Workweek and Hours of Work .......................................................................15
B. Overtime .........................................................................................................15
C. Flex Time ........................................................................................................16
D. Time and Attendance Records ........................................................................16
E. Retirement Benefits ........................................................................................16
V. Types of Leave ...........................................................................................................17
A. Annual Leave ..................................................................................................17
B. Sick Leave .......................................................................................................18
C. Personal Leave ................................................................................................19
D. Administrative Leave ......................................................................................19
E. Holiday Leave .................................................................................................20
F. Bereavement Leave .........................................................................................21
G. Compensatory Leave ......................................................................................21
H. Civil Duty Leave .............................................................................................22
I. Donated Leave ................................................................................................22
J. Discretionary Leave ........................................................................................24
K. Sick and Safe Leave ........................................................................................25
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L. Job-Injury Leave and Workers’ Compensation Reporting Process ................27
M. Leave Without Pay ..........................................................................................31
N. Military Leave .................................................................................................32
VI. Employment Relationship ........................................................................................33
A. Probationary and Permanent Status ................................................................33
B. Vacancies ........................................................................................................33
C. Transfers .........................................................................................................34
D. Reduction in Force ..........................................................................................34
E. Workplace Rules .............................................................................................34
F. Disciplinary Measures ....................................................................................37
G. Political Activities ...........................................................................................43
H. Purchasing Regulations ...................................................................................44
I. Use Of Town Vehicles ....................................................................................44
J. Separation of Employment .............................................................................44
K. Criminal Conviction........................................................................................47
VII. Equal Opportunity and Harassment .......................................................................48
A. Objective ......................................................................................................... 48
B. Policy .............................................................................................................. 48
C. Equal Employment Opportunity (EEO) Plan .................................................48
D. Pregnancy Discrimination Act ........................................................................50
E. Harassment and Complaint Procedure ............................................................50
F. Americans With Disabilities Act (ADA) ........................................................52
VIII. Employee Grievances................................................................................................54
A. Policy ..............................................................................................................54
B. Grievance Coverage ........................................................................................54
C. Discussion of Problem with Supervisor ..........................................................55
D. Grievance Procedure .......................................................................................55
IX. Employee Performance Evaluation ......................................................................... 61
A. Purpose ............................................................................................................61
B. Frequency ........................................................................................................61
C. Merit Increase .................................................................................................61
D. Rating of Unsatisfactory .................................................................................61
E. Raters ..............................................................................................................61
X. Social Media ..............................................................................................................63
XI. Information Technology and Mobile Devices.........................................................62
XII. Drugs and Alcohol.....................................................................................................65
XIII. Retention Schedule....................................................................................................66
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Receipt of the Town of Centreville’s Personnel Manual ...................................................68
Appendices:
Appendix A: Position Classification Plan
Appendix B: Organizational Chart
Appendix C: Merit System Salary Scale
Appendix D: Performance Evaluation Plan
Appendix E: Career Ladders
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RULES AND REGULATIONS
GOVERNING THE OPERATION OF A MERIT SYSTEM FOR
THE TOWN OF CENTREVILLE, MARYLAND
SECTION I. Application and Definitions
A. Application
These rules and regulations governing the operation of a merit system for the Town of
Centreville shall apply to all positions designated in classified service, as outlined in
Sections 702 and 703 of the Town Charter. When this manual conflicts with the Charter
or the Code, the Charter, then the Code, then this manual shall take precedence, in that
order.
B. Definitions
1. Classified service. All positions not specifically included in the unclassified service
and are subject to any adopted merit system rules and regulations.
2. Unclassified service. Offices and positions not specifically included within the merit
system rights and privileges as described in Section 703 of the Charter.
3. Merit System rights and privileges are not extended to members of boards and/or
commissions, nor to individuals in elected, consulting, temporary positions, nor to
probationary employees, contract employees or contractors.
4. Exempt positions are those that do not qualify for overtime time under the Fair Labor
Standards Act.
5. Nonexempt positions are those that qualify for overtime/compensatory time under
the Fair Labor Standards Act.
6. Gender. Any reference to the male gender of employees contained in these rules and
regulations shall be construed to mean both male and female employees.
C. Distribution
A copy of this manual shall be given to each employee and maintained by each
Department Head and shall be readily accessible to all employees within the
department.
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SECTION II. Classification Plan
A. Definition
The Classification Plan. The sum total of all position descriptions and/or job titles
assigned to classes for all authorized positions. Each class shall include all positions
having similar responsibilities, requirements and duties. Within each class shall be
established job titles indicative of the character and rank of positions.
B. Purpose
The Classification Plan provides a system of standardized title and common job
language critical to the effective administration of activities.
C. Development and Administration
The Human Resources Manager shall have the responsibility for the overall
administration of the Classification Plan and shall maintain records of all actions taken
affecting positions and classifications, provide for regular reviews to see that all
positions are properly allocated and class specifications are current and recommend
amendments to the Classification Plan as necessary.
D. Amendment to the Classification Plan
The Human Resources Manager shall, whenever necessary, revise classification
specifications to maintain the Classification Plan. Whenever classifications are to be
established or abolished or revisions are to be made to the minimum qualification
requirements, the Human Resources Manager shall recommend such amendments to the
Town Manager.
E. Employment Applications
We rely on the accuracy of the information you put on your employment application.
We expect that you and your references will give accurate and true information during
the hiring process and employment. If we find that any information is misleading, false
or was left out on purpose, we may reject an applicant from further consideration. If the
person has already been hired, it could result in termination of employment.
F. Pay Grades
1. Qualified applicants hired into authorized positions shall be paid in accordance with
the current authorized salary scale. Each of the classes shall be allocated to a pay
grade and entry into this system shall be at the minimum pay level of that grade. In
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those cases where, after diligent advertising, no fully qualified individual is available
for work in the approved basic rate of pay and individuals are available who are only
willing to come in at a higher rate of pay, the cognizant department head shall certify
this fact to the Town Manager, who may approve the placing of a new individual into
the system at one of the interim steps within the prescribed grade. No individual
shall be hired in a grade higher than that authorized for his/her classification.
2. Individuals not fully qualified for a given entry level position which they are seeking
may, at the discretion of the Town Manager, be hired at one grade lower than the
authorized pay grade for the position. Once such individuals meet the minimum
standards of that position, they may be promoted to the entry level grade and step of
the position.
G. Education Equivalency Policy
Qualified individuals with three (3) years of work-related experience is equivalent to one
(1) year of education, in addition to any minimum years of experience required for any
position requiring a degree, as specified on the career ladders in this manual.
H. Classification of New Positions
Requests for new positions shall be made concurrently with budget proposals for the
ensuing fiscal year. Prior to submitting the request in the budget process, the request
shall be submitted to the Human Resources Manager for review. Requests submitted in
the budget process must identify estimated fiscal year cost requirements to fund the
position(s) and outline the duties and responsibilities of the position(s), with a proposed
organizational chart showing the requested new position(s). Requests for new positions
outside the budget process, shall be submitted to the Human Resources Manager for
review and requires the approval of the Town Manager. All other appropriate approval
procedures must be followed.
I. Reclassification of Current Positions
Department Heads may request the evaluation of a current position for reclassification
as follows:
1. Occupied Positions. Concurrently with budget proposals.
2. Vacant Positions. Vacant positions will be reviewed for reclassification prior to
advertising.
3. Notice. When requests for reclassification are made, the Department Head is
required to prepare a detailed justification for the reclassification.
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J. Employee Reclassification Request
Employees who believe that their duties and responsibilities have changed to the extent
that their positions should be upgraded may request a reclassification. The request for
reclassification should be submitted in writing to the employee’s immediate supervisor
and/or department head with sufficient information setting forth the reasons for the
request. The Department Head then submits the request to the Human Resources
Department. The Human Resources Manager will review the request and provide a
recommendation to the Town Manager who will either approve or deny the
reclassification. The Human Resources Manager will inform the Department Head of the
decision on the reclassification request. The Department Head will then notify the
employee of the decision.
K. Allocation of Positions
Each position is assigned to the proper grade and classification based on the duties and
responsibilities of the position.
L. Classification Approval
Upon the recommendation of the Town Manager, the Council shall approve or
disapprove, all changes to and requests for changes to the classification plan.
M. Acting Capacity
1. Period - Minimum. Acting Pay is activated on the fifteenth (15th) day and will be
paid retroactive to the first (1st) day and until such time acting pay is no longer
needed or exceeds one year.
2. Period - Maximum. Absent extraordinary circumstances, payment of acting capacity
pay will not exceed one year.
3. Processing. All requests for acting capacity pay must be fully justified and submitted
to the Human Resources Department. The Human Resources Department will
submit the request to the Town Manager for approval or denial.
4. Pay. Employees receiving acting capacity pay will have their temporary rate of pay
in the new position adjusted to the grade of the new position that will include an
increase of up to eight percent (8%), but in no case will the salary be established
below the base salary of the higher-grade position.
5. Upon Completion of Acting Capacity. Upon completion of the acting capacity pay
appointment, employees will be returned to the original pay and salary they
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received prior to the acting capacity pay appointment.
N. Nepotism
1. Applicability
This section is applicable only to: (1) departments and classified employees of the
Town; and (2) all offices, officials, officers and employees of any office, department
or entity required by state law to be funded in the budget for the Town.
2. Nepotism Prohibited
i. No appointing authority, director, official, officer, administrator or other
employee of any department of the Town or of any office, department or entity
required by state law to be funded in the budget for the Town may appoint,
promote, reassign, supervise or participate in any employment action affecting a
member of his or her immediate family or of an individual with whom he/she is
or has in the past been involved in an intimate relationship. No director, official,
officer, administrator or other employee of any department of the Town or of any
office, department or entity required by state law to be funded in the budget for
the Town may directly supervise any person with whom he/she is or has in the
past been involved in an intimate relationship. For the purposes of this section,
“intimate relationship” is defined as a romantic relationship in which those
involved may or may not cohabitate.
ii. The hiring authority of any department of the Town and the hiring authority of
any office, department or entity required by state law to be funded in the budget
for the Town will submit all applications for employment to the Human
Resources Department. Further, any appointment, promotion, reassignment or
other personnel action which may result in direct supervision in violation of this
Manual, will be directly communicated to the Human Resources Department
before such personnel action is taken. If the Human Resources Department
determines that an appointment or other personnel decision violates the
provisions of this policy for a position and/or employee in the classified service,
the Human Resources Manager shall bring the matter to the attention of the Town
Manager, who has the authority to approve any exception to the policy and to
establish any procedural safeguards he/she determines to be necessary and
appropriate. Approval of the exception to the policy and the procedural
safeguards will be set forth in writing and placed in the employee’s personnel file.
If the appointment or other personnel decision affects an individual not in the
classified service, the Human Resources Manager will bring the matter to the
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attention of the appointing authority of the office, department or entity required
by state law to be funded in the budget for the Town, for decision, who will have
the authority to approve any exception to the policy and to establish any
procedural safeguards he/she determines to be necessary and appropriate.
Approval of the exception to the policy and the procedural safeguards will be set
forth in writing and placed in the employee’s personnel file.
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SECTION III. Drug Free Workplace
The Town of Centreville is committed to being a drug-free and safe workplace. Our
employees must be physically and mentally fit to perform their duties in a safe and efficient
manner. Therefore, no employee shall work or report to work while under the influence of
alcohol, illegal drugs, or any substance that would affect his/her ability to perform the job in
a safe and efficient manner.
No employee shall consume, display, or have in his/her possession, including the workplace
or in Town owned vehicles, alcoholic beverages or illegal drugs at any time during the
workday, including during lunch, breaks, and on-call hours. To do so could jeopardize the
safety of other employees, Town equipment, and the Town’s relations with the public, and is
a prime cause for disciplinary action, up to and including termination. The exception to this
rule is when management at Town sponsored functions or other business activities,
authorizes consumption of alcoholic beverages.
When employees are required to take any kind of prescription or non-prescription
medication that may potentially affect their job performance, they are required to report this
to their immediate supervisor, who will determine if it is necessary to temporarily place
them on another assignment or take other appropriate action. To protect the best interests of
employees and the public, the Town will take whatever measures are necessary to determine
if alcohol or illegal drugs are located on or are being used on Town property. Measures that
may be used will include but not be limited to searches of people and of personal property
located on Town premises, which may be conducted by law enforcement authorities or by
management, as well as drug and/or alcohol tests to be conducted when there is reasonable
suspicion of substance abuse.
When urinalysis and/or blood tests are requested or necessary, samples will be taken under
the supervision of an appropriate health-care professional. The above-mentioned searches
and drug tests will not be conducted if an individual refuses to submit; however, refusal to
submit will result in immediate removal from service and may result in termination.
Employees experiencing problems with alcohol or other drugs are urged to voluntarily seek
assistance to resolve such problems before they become serious enough to require
management referral or disciplinary action. If you have questions regarding this policy or
issues related to drug or alcohol use at work, you can raise your concerns with your
immediate supervisor or the Human Resources Department without fear of reprisal.
Under the Drug Free Workplace Act, if you perform work for a government contract or
grant, you must notify the Town if you have a criminal conviction for drug-related activity
that happened at work. You must make the report within five (5) days of the conviction.
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SECTION IV. Compensation Plan
A. Workweek and Hours of Work
The standard workweek is from Tuesday 12:00 a.m. until Monday 11:59 p.m. and
generally consists of 40 work hours. Individual work schedules may vary depending on
the needs of each department. Employees are expected to work the number of hours
specified for their respective class and schedule.
B. Overtime
1. The Town complies with the Fair Labor Standards Act (FLSA) and will properly
record all applicable overtime earned for each covered employee. This overtime policy
is applicable only to employees of the Town of Centreville who are Nonexempt under
FLSA. Designation of nonexempt and exempt from the FLSA shall appear on all job
descriptions.
2. Overtime is actual hours worked in excess of 40 hours in a single workweek. The right
to receive overtime compensation or compensatory leave only accrues to employees
who are not exempt from the FLSA after they have actually worked or have used
annual leave, personal leave, or official leave within the regular workweek as that has
been defined by the Town.
3. Nonexempt employees have the right to receive overtime compensation or
compensatory time off at the rate of one and one half (1.50) their regular rate of pay
for all hours over 40 actually worked in a single workweek, in the case of nonexempt
law enforcement employees, for all hours worked in excess of 80 hours during an
established fourteen (14) day work period.
4. Accordingly (except in the case of call backs to work or other emergencies as defined
by the Town Manager), in computing the amount of an entitlement of overtime
compensation, if any, sick leave or injury leave taken during the period under
consideration shall not be counted as hours worked.
5. The calculation of hours worked for entitlement to double time compensation for
employees working on Town designated holidays shall be computed using:
a. Eight (8) hours of holiday pay; and
b. Actual hours worked at straight time on the designated holiday.
6. Nonexempt employees under FLSA may elect to receive overtime compensation or
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compensatory time but shall not receive both within the same pay period.
7. Employees must receive prior approval by their immediate supervisor to work
overtime.
8. An emergency exists if a condition arises that could reasonably result in damage to
property or persons or which requires immediate attention of the employee.
Employees who work excess hours due to an emergency shall notify their immediate
supervisor of the overtime worked as soon as practical following completion of the
work.
9. Exempt employees may earn compensatory time as straight time for every one quarter
(0.25) hour worked in excess of the normal workweek.
C. Flex Time
Department Heads are encouraged to institute flex time and to discuss with their
employees the starting time they desire to have within the prescribed workweek.
Department Heads shall subsequently give a written memorandum to each employee
stating the schedule of working hours for that employee. A copy of this memorandum
shall be maintained in the personnel file.
D. Time And Attendance Records
Each Department Head shall keep a daily time and attendance record for each employee
of their department and turn it over to the Town Manager or designee on the last day of
each pay period. This document shall be signed by both employee and supervisor.
E. Retirement Benefits
1. Eligibility for participation. Each employee in a budgeted position will be enrolled in
a Contributory State Retirement and Pension System of Maryland.
2. Eligibility and benefits shall be determined by the rules and regulations of the
Contributory State Retirement and Pension System of Maryland.
3. Employees retiring from the Town may be eligible to receive a stipend per the rules
and regulations set forth in the Town of Centreville Retiree Health Reimbursement
Plan. The Plan may be amended or terminated at the discretion of the Town Council.
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SECTION V. Types of Leave
A. Annual Leave
1. Employees may not use Annual Leave within the first six (6) months of their effective
hire date, unless approved by the Town Manager or designee.
2. Employees in the classified service shall accrue Annual Leave as follows and shall be
applied during the first full pay period:
 Zero through the end of 4 years of service 4 hours per pay
 Beginning the 5th year through 9 years of service 6 hours per pay
 Beginning the 10th year through duration of service 8 hours per pay
a. Employees with remaining Annual Leave balances at the end of the last pay period
of the calendar year shall be able to carry over the unused leave to the following
year. The maximum cumulative amount of the Annual Leave eligible to be carried
forward shall not exceed four hundred (400) hours. Annual Leave balances in
excess of four hundred (400) hours at the end of the last pay period of the calendar
year shall be forfeited or the employee may submit a donation form to the Human
Resources Department requesting their excess leave be donated to the Town’s
Leave Donation Bank.
b. Annual Leave notifications shall be as follows:
i. One (1) or two (2) days – Thirty-six (36) hours’ notice.
ii. Three (3) to four (4) days – Forty-eight (48) hours’ notice.
iii. Five (5) or more days – One (1) week notice.
c. Annual Leave is generally given at the convenience of the employee; however, the
needs of the employer must be considered as paramount. Department Heads shall
approve with consideration of the seniority of the employee any Annual Leave that
is requested in advance.
d. Each Department Head shall be responsible for monitoring Annual Leave earned
and taken by each employee in his/her department.
e. No employee shall take more than two consecutive weeks of his or her Annual
Leave at any one time except by approval of the appointing authority.
f. In the event of separation from Town employment of a full-time employee, said
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employee or his/her heirs shall be entitled to receive compensation for Annual
Leave accrued. If the Annual Leave balance is negative, it will be the responsibility
of the employee to reimburse the Town.
B. Sick Leave
1. The Town shall provide employees with a paid leave benefit to be used when
sickness, other disabling conditions or medical treatment preclude an employee from
reporting to work. Sick Leave is paid leave that may be granted to an eligible
employee who, by reason of sickness or injury, becomes incapacitated to a degree that
makes it impossible to perform the assigned duties or who is quarantined by a
physician due to exposure to a contagious disease. Sick Leave may also be granted for
medical, dental or optical examination or treatment.
2. No Sick Leave shall be granted during the first six (6) months of employment unless
authorized by the respective Department Head but said six (6) months shall be
considered in calculating an employee’s Sick Leave for their first year’s employment.
However, the first six (6) months of Sick Leave shall accrue at a normal rate.
3. In computing Sick Leave credit, all full-time employees of the Town shall accrue 4
hours every pay period worked.
4. Sick Leave year. For the purpose of earning and accruing Sick Leave, the pay period
end dates between January 1 and December 31 is established as the leave year.
5. Every full-time employee in the classified service shall be entitled to accrue unused
Sick Leave from year to year with no limit.
6. Employees unable to report to work or incapacitated while enroute to work are to
notify their immediate supervisor or designee as soon as possible. An employee
failing to do so may face disciplinary action up to or including termination.
7. Employees on Sick Leave for more than three days shall provide a physician’s
certificate upon their return to work. Department Heads, at their discretion, may also
require a physician’s certificate for any period of absence. Physician’s certificates shall
verify that the employee was under the physician’s care and shall indicate the
duration of the employee’s inability to work. The employee’s supervisor shall be
advised of any anticipated date to return to work as provided by the employee’s
physician.
8. Employees whose accrued Sick Leave has been exhausted may request in writing to
the Town Manager, through their immediate supervisor to be placed on leave without
pay.
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9. Eligible permanent full-time employees who utilize no Sick Leave during an entire
calendar year are entitled to eight (8) additional hours of Annual Leave to be added to
their leave balance and shall be applied in the first full pay period of January in the
following calendar year. Employees must have been employed by the Town for one
consecutive year to be eligible.
10. In the event of retirement from Town employment any employee participating in a
Town Retirement Plan shall transfer all unused Sick Leave to include as years of
service towards their retirement as specified in the State Retirement and Pension
System. Unused Sick Leave shall not be compensated upon separation for employees
participating in the State Retirement and Pension System. (Effective June 30, 2015).
11. In the event of separation from Town employment of only those employees’
ineligible1 to participate in the State Retirement and Pension System and are qualified
for Sick Leave hereunder, as stated in this Section, said employee or his/her
beneficiary shall be compensated for all earned, unused Sick Leave up to a maximum
of four hundred eighty (480) hours and use all or part of the same for any illness.
C. Personal Leave
1. Permanent full-time employees are entitled to twenty-four (24) hours personal leave
beginning the first pay period in the calendar year. This fringe benefit is not accruable
nor compensable upon separation from Town employment.
2. Employees hired after the 15th of the month will receive one (1) pro-rated hour for the
remaining month and two (2) hours each month after in the calendar year and will be
applied to the leave balance in their payroll account within the first full pay period of
their employment.
3. Personal Leave must be used by the last full pay period of the calendar year.
4. Personal Leave cannot be carried over to the next calendar year.
D. Administrative Leave
1. Anytime non-essential Town employees are dismissed prior to the end of the normal
work day or allowed to report later than the normal start of the work day (e.g.,
inclement weather, etc.), then those essential employees that are required to work
during the same time frame shall earn administrative leave at a rate of one quarter
(0.25) hour per one quarter (0.25) hour worked.
1 Ineligible – employees who are contractual, already receiving a retirement, and/or initially opted not to
enroll in the Town retirement plan.
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2. Essential employees scheduled to work any part of their normal workday after the
dismissal referenced in Subsection (D)(1) above been declared shall also earn
administrative leave at the same rate.
3. Accrued administrative leave may be used at the discretion of the employee when
approved by the employee’s supervisor.
4. A maximum of twenty (20) hours of earned administrative leave may be carried
forward from year to year.
5. Administrative leave is non-compensable.
E. Holiday Leave
1. Full time employees
a. Employees shall be entitled to paid Holiday Leave on the following days:
1) New Year’s Day
2) Birthday of Dr. Martin Luther King, Jr.
3) Presidents’ Day
4) Good Friday
5) Memorial Day
6) Juneteenth
7) Independence Day
8) Labor Day
9) Columbus Day
10) Veterans Day
11) Thanksgiving Day
12) Day after Thanksgiving
13) Christmas Day
b. When a Town holiday occurs on a Saturday or Sunday, the holiday is observed on
the Friday before or the Monday after the actual holiday, respectively.
c. In the event that a full-time employee shall be required to work on one of the paid
holidays, then said employee shall be entitled to an alternate date of leave for such
service or double time2, if approved by the Department Head or designee.
d. All holidays are floating holidays for sworn law enforcement employees.
2 Double time is calculated as paid Holiday Leave and straight time for actual hours worked on designated holiday.
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2. Part-time employees
Part-time employees shall not be entitled to holiday leave with pay.
F. Bereavement Leave
Town employees may be granted leave with pay for a period not to exceed three (3) days
because of death in his/her immediate family, at the discretion of the Town Manager
through the respective Department Head. Immediate family as used in this paragraph
shall be defined as the employee’s parents, legal guardians, grandparents, children,
grandchildren, brothers, sisters, husband, wife, mother-in-law or father-in-law or those
same immediate family members related by marriage (e.g., step parents, etc.).
G. Compensatory Leave
1. All permanent full-time employees may be approved, at the discretion and approval
of the respective Department Head, to earn compensatory time, in lieu of overtime,
under the following conditions:
a. Written documentation of the request by the employee and approval by their
supervisor must be indicated on the employee’s timesheet in the same pay period.
b. Compensatory time may only be earned after an employee has worked at least
one quarter (¼) hour beyond the regular work week. Total compensatory time
includes the first quarter hour (¼) plus any time worked after the first quarter
hour (¼) in excess of the work week.
c. Compensatory time for exempt employees is earned as straight time for every one
quarter (¼) hour worked in excess of the normal work week and any unused
compensatory time earned up to 100 hours shall be paid out by the second (2nd)
pay period every June. Any amount over 100 hours shall be forfeited.
d. The extent to which an employee may use compensatory time earned under this
Section is subject to prior approval by the employee’s supervisor. A supervisor
shall permit an employee to use compensatory leave if the following conditions
exist:
i. The employee gave the supervisor reasonable notice of the employee’s
intention to use compensatory leave; and
ii. The employee’s use of compensatory leave does not unduly disrupt the
appointing authority’s operations, as determined by the relevant
Department Head.
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e. All eligible employees must use their compensatory leave balance before using
any other approved leave.
f. Any unused compensatory leave upon separation from the Town shall be paid
out with all other eligible compensable leave.
H. Civil Duty Leave
Town employees shall be granted leave with pay when subpoenaed as a witness in a
court or other proceeding for which the law permits compulsory attendance or called to
and report for, jury duty. Any employee, who is subpoenaed for jury duty or as a
witness shall report to work promptly after being excused.
I. Donated Leave
1. Purpose. The Town recognizes that employees may have a family medical emergency
or be affected by a major disaster, resulting in a need for additional time off in excess
of their available sick/personal time. To address this need, all eligible employees will
be allowed to donate accrued paid sick, personal, compensatory, administrative or
Annual Leave hours from the unused balance to their co-workers in need of
additional paid time off, by completing the Leave Donation Form and submitting to
the Human Resources Department.
2. Donating employee (the “Donor”). A Donor must have a Sick Leave balance of no less
than one hundred (100) hours after donation in order to donate Sick Leave to another
employee.
a. If separating from the Town, they may volunteer to donate their leave balance, all
or in part. They must submit their request to donate leave to the Human Resources
Department, through their supervisor, prior to their separation from Town
employment.
3. Receiving employee (the “Receiver”). An employee receiving a donation of leave
must:
a. Show a specific, documented and immediate need for the donation; and
b. If the Receiver has available leave in his or her balance, the Receiver’s leave time
must be exhausted prior to any use of donated leave. Donated time may only be
used for time related to an approved request.
4. Both the Donor and the Receiver must be in the classified service. Contractual and
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part-time employees are not eligible.
5. All paid leave granted to the Receiver is considered wages and is subject to
appropriate withholdings.
6. The Town Manager reserves the right to deny the donation of leave based on the
aforementioned eligibility criteria, exhausted use of FMLA, poor attendance, and/or
other issues as determined by the Department Head.
7. The Human Resources Department may assist with the solicitation of leave donations
or receiving on behalf of other employees.
8. A supervisor shall not request a donation of leave for themselves from an employee
that he or she directly supervises. However, an employee may request leave
donations from their supervisor. In addition, a supervisor may request leave
donations from another supervisor of other Town employees not under their
supervision.
9. The following procedure shall be applicable to donated leave:
a. Employees who would like to make a request to receive donated leave must have a
situation that meets the following criteria:
i. Medical emergency. Defined as a medical condition of the employee or an
immediate family member, that will require the prolonged/extended
absence of the employee from duty and will result in a substantial loss of
income to the employee due to the exhaustion of all paid leave available.
ii. Major disaster. Defined as a disaster declared by the President under § 401 of
the Robert T. Stafford Disaster Relief and Emergency Assistance Act (the
“Stafford Act”), or as a major disaster or emergency declared by the
President pursuant to 5 U.S.C. § 6391 for federal government agencies, state
of emergency issued by Proclamation of the Governor of the State of
Maryland, local emergency or employee personal tragedy. An employee is
considered to be adversely affected by a major disaster if the disaster has
caused severe hardship to the employee or to a family member of the
employee that requires the employee to be absent from work.
b. Donated leave is allocated to the Donor each pay period as needed for the
approved event. Donated leave is used as Sick Leave and as needed. Once the
Receiver has returned to work, any unused leave is retained by the Donor.
Donated leave cannot be saved by the Receiver for a future event. This information
will be tracked and processed collaboratively by Human Resources.
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c. An employee separating with the Town who would like to donate leave to the
Town’s leave bank for use by eligible recipients must have a situation that meets
these criteria:
i. Be in good standing with all available leave prior to donating the leave;
ii. Must submit a signed leave donation form indicating the leave is to be
donated to the Town’s leave bank; and
iii. Leave donated into the Town’s leave bank is non-refundable and will not be
returned to the Donor, if unused.
d. An employee whose leave will be forfeited due to exceeding the leave limit by the
end of the calendar year and would like to donate leave to the Town’s leave bank
for use by eligible recipients must have a situation that meets these criteria:
i. Must submit a signed leave donation form indicating that the leave is to be
donated in the Town’s leave bank;
ii. Must submit a signed leave donation form indicating the leave is to be
donated in the Town’s leave bank;
iii. Leave donated into the Town’s leave bank is non-refundable and will not be
returned to the Donor, if unused.
J. Discretionary Leave
1. At the discretion of the Town Manager or designee, full-time employees may be
donated discretionary leave when certain extenuating emergency circumstances may
cause the employee undue hardship.
2. Discretionary leave shall be administered and approved by the Town Manager or
designee.
K. Sick And Safe Leave
1. Applicability/Eligibility
Full time and part-time employees will be eligible for sick and safe leave as outlined
below:
a. Part-Time Employees:
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i. Must be regularly scheduled to work twelve (12) hours or more a week during a
twelve-month period.
ii. Employees must be eighteen (18) years of age or older before the beginning of the
leave year.
iii. Eligible permanent part-time employees shall earn forty (40) hours of sick and
safe leave within the first full pay period in January.
iv. Eligible temporary part-time employees shall earn forty (40) hours of sick and safe
leave within the first pay period in January or if seasonal status, within the first
full pay period at the start of the season as reasonably anticipated.
v. Sick and safe leave may not be utilized within an employee’s first six (6) months
of employment. Sick and safe leave may be prorated for employees starting after
the beginning of the leave year.
vi. Part-time employees shall not carryover unused sick and safe leave to a
subsequent leave year.
vii. Upon separation of employment, part-time employees shall not be compensated
for unused sick and safe leave.
b. Full-Time Employees:
i. Full-time employees are entitled to use their accrued Sick Leave as sick and safe
leave in a calendar year.
ii. Upon separation of employment, a full-time employee shall not be paid for
unused sick and safe leave.
2. In general:
a. The leave year begins on the first pay period beginning date in January and ends on
the last pay period end date in December. Sick and safe leave may run concurrently
with Family and Medical Leave. Records of the leave accrued and used by each
employee shall be retained for three (3) years.
b. Full-time and part-time employees using sick and safe leave must designate such
leave on their time sheet using Code 21 or Code 26 and indicating sick and safe
leave in the description box on the timesheet.
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3. Pursuant to the Maryland Health Working Families Act of 2018, the Town shall allow
full-time, part-time and contractual employees the use of sick and safe leave under the
following conditions:
a. To care for or treat the employee’s mental or physical illness, injury or condition;
b. To obtain preventative medical care for the employee or the employee’s family
member3;
c. To care for a family member with a mental or physical illness, injury or condition;
d. For maternity or paternity leave; or
e. The absence from work is necessary due to domestic violence, sexual assault or
stalking committed against the employee or the employee’s family member and
the leave is being used: (1) to obtain medical or mental health attention; (2) to
obtain services from a victim services organization; (3) for legal services or
proceedings; or (4) because the employee has temporarily relocated as a result of
the domestic violence, sexual assault or stalking.
4. Employees are permitted to use earned sick and safe leave in increments in certain
amounts as outlined in the Town’s Sick and Safe Leave Policy #300-301.
5. Employees are required to give notice of the need to use earned sick and safe leave
when it is foreseeable. The immediate supervisor may deny leave in certain
circumstances. Failure to provide such notice may lead to denial if the employee’s
absence will cause a disruption to the department.
6. Verification of Leave
Employees must provide verification that the leave was used appropriately if the
leave was utilized for three (3) or more days.
a. Failure or refusal to provide verification may result in denial of subsequent
requests to use sick and safe leave for the same purpose.
b. Improper use of sick and safe leave may result in disciplinary action.
c. The Town will not take adverse action against an employee who lawfully or
rightfully exercises a right under this Section.
3 A family member includes a spouse, child, parent, grandparent, grandchild, siblings, foster children,
stepsibling or legal guardian.
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L. Job-Injury Leave and Workers’ Compensation Reporting Process.
1. Leave for injuries sustained on the job is a benefit offered to all Town employees who
have successfully completed their initial probationary period.
2. Injury leave with pay is granted upon certification by the Town’s Workers
Compensation Insurer and/or physician(s) that employees are unable to perform the
duties of their jobs and that the incident is compensable in accordance with Workers
Compensation for the State of Maryland.
3. New employees who have successfully completed their initial probationary period are
eligible from their first day at work. There is no waiting period for eligibility.
However, employees must use sick leave, annual leave, or leave without pay for the
first three days of the injury.
4. Nothing within this section shall prohibit the Town and an eligible employee from
reaching a mutually agreed settlement in lieu of the leave benefits described herein.
5. Payment.
a. In the event an employee sustains a compensable injury or illness rendering them
totally disabled while on the job, shall, after three (3) days of absence, receive their
regular base rate of pay (not to exceed forty (40) hours per week), less any worker's
compensation payments during the period of temporary total disability. If an
employee is out of work for more than fourteen (14) days due to a compensable
injury, the Town will recredit two (2) days of leave used by an employee during the
initial three (3) day waiting period. This will occur after the Town’s Workers’
Compensation Insurer has reimbursed the Town for this period.
b. Should the time off not be authorized by the Town's Claim Service and/or physician
in accordance with Workers' Compensation Laws of the State of Maryland, any
payment received by the employee for such time off shall be charged against
available leave. If no accrued leave is available, it may be charged as Leave. Without
Pay. Leave used for approved on-the-job injuries during the first three days will be
adjusted at a rate of 66 2/3 percent for leave used for disabilities when the disability
exceeds fourteen (14) days.
c. Authorized Job-Injury Leave is payable through the earlier of maximum recovery
or two years from the date of injury/illness. Absences for Job-Injury Leave must be
authorized solely by the Town's Claim Service and/or physician. When Job-Injury
Leave stops, the disabled individual may continue to be compensated in accordance
with the Workers' Compensation Laws of the State of Maryland.
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6. Reporting Process.
a. Employees must immediately report any injury or illness or recurrence of an
injury or illness incurred on the job to their immediate supervisor.
i. Employees will notify their immediate supervisor of the details concerning
the injury or illness, unless they are incapacitated, immediately after the injury
or onset of illness. Employees must provide appropriate, acceptable and
verifiable medical documentation for any lost time as soon as possible.
ii. Employees will secure appropriate medical treatment as soon as possible after
the injury for their workers' compensation claim. Employees may use the
medical facility of their choice for seeking treatment for a compensable
workers' compensation injury/illness.
iii. Both Job-Injury Leave and associated medical bills will only be paid after
confirmation by the Town’s Claims Service and/or physician that the incident
is compensable in accordance with Workers' Compensation Laws in the State
of Maryland. Employees can use their health insurance plan to ensure that
medical bills are covered.
iv. Failure of an employee to follow this policy and procedure or any directives
or requests concerning Job-Injury Leave may result in forfeiture of benefits
and appropriate forms of disciplinary action, up to and including dismissal.
b. The supervisor will gather information regarding the occurrence of the injury or
illness and fill out an appropriate claim form. In the case of a serious injury or
illness which either results in a fatality or requires transport or admission to an
emergency facility, the Human Resources Department should be notified
immediately.
i. A copy of the appropriate claim form is to be kept by the immediate
supervisor, and all other copies forwarded to the Human Resources
Department within one working day of the date of the accident. Appropriate
claim forms should be typed or printed to ensure that all copies of the report
are legible.
ii. In the case of a recurrence of a job-related injury or illness, the supervisor will
send a second claim form within one working day of the recurrence to the
Human Resources Department.
c. The Human Resources Department will review and process the report. The
Human Resources Department will verify the nature and extent of the injury
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through the Town’s claim service and/or physician. The Human Resources
Department will process the workers’ compensation claim with the Claims
Service along with all supporting documents and relevant history and will
authorize the Job-Injury Leave as appropriate.
i. If an employee is denied Job-Injury Leave and is later awarded workers’
compensation for temporary total disability for that time period, the Town
will credit Job-Injury Leave for the disputed time, minus any workers’
compensation payments, subject to the leave maximum. Any Annual or Sick
Leave used will then be credited back to the employee.
d. Approval for Job-Injury Leave will continue based upon compensability
determined by the Town’s Workers’ Compensation Insurer and/or physician
until the Workers’ Compensation Commission denies the claim or the employee
reaches the maximum period, as described in the policy.
e. The Workers Compensation Insurer will send the Workers’ Compensation
Employee form to employees to be completed. The Workers Compensation
Insurer will assign the employees a claim number and will coordinate all medical
and temporary total Workers’ Compensation payments.
f. Employees must provide current medical evaluations to the Town throughout the
duration of the absence. Employees are responsible for ensuring that
documentation of work restrictions or inability to work is submitted to the
Human Resources Department through their supervisors.
i. No Job-Injury Leave payment will be made without approval from the Town’s
Workers’ Compensation Insurer. In the event that the period of excused
absence has expired and no further documentation is received within three
days of the expiration date, Job-Injury Leave will be terminated until verifiable
documentation is received and approval is obtained by the Town's Workers’
Compensation Insurer and/or physician. Copies of all documentation must
be forwarded to the Human Resources Department upon receipt.
g. The Human Resources Department will periodically review the employee's status
while on Job Injury Leave. As part of this review, the Human Resources
Department may request additional medical evaluations and Town Workers’
Compensation Insurer and/or physician's certifications.
i. The employee must submit to medical evaluations as requested by the Town
to receive Job-Injury Leave payments. Failure to submit to medical
evaluations or otherwise comply with the Policy and Procedure on Job-Injury
Leave may result in forfeiture of such Leave and disciplinary action.
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h. After evaluation of an employee's status, the Human Resources Department will
advise the employee's Department Head, supervisor, or designee that the
employee can:
i. return to work; or
ii. perform alternate work duties as certified by the Town’s Workers’
Compensation Insurer and/or
iii. physician; or
a. The Department Head will assign alternate duty work, if available, in
existing budgeted positions.
b. Payments of Job-Injury Leave will stop upon the offer and availability of
alternate duty work that the Town’s Workers’ Compensation Insurer
and/or physician certifies the individual is capable of performing.
c. While performing alternate work duties, the employee’s condition will be
monitored by the Human Resources Department through the Town’s
Workers’ Compensation Insurer and/or physician’s statement and/or
Medical Certification forms; or
iv. cannot return to work at that time. If so, there will be an estimation of when
the employee will be able to return to work; or cannot return to work at any
time and is determined to be at maximum recovery.
i. Employees receiving Job-Injury Leave payments are responsible for:
i. following all doctor’s orders including any treatment plans prescribed during
their recovery;
ii. being available to the Town during normal working hours, unless alternate
leave has been approved for personal business;
iii. accepting any alternate duty offered, provided it is within the medical
limitations authorized by the Town’s Workers’ Compensation Insurer and/or
physician;
iv. signing over to the Town all Workers’ Compensation payments for periods of
time covered by Job-Injury Leave.
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v. complying with all policies, procedures and directions concerning Job-Injury
Leave.
j. Employees on Job Injury Leave will remain responsible for their share of benefit
premium payments. Regular benefit and other deductions will continue to be
made while an employee is receiving Job-Injury Leave payments. While an
employee is receiving Job-Injury Leave payments, no Annual or Sick Leave will
accrue. All paid time on Job-Injury Leave will count as time worked for purposes
of service awards and benefit calculations only.
7. Recording and Processing Job-Injury Leave.
a. The supervisor will record time spent on Job-Injury Leave by an employee, up to
the maximum permitted by the Job-Injury Leave Policy.
b. The Finance Department will ensure through that the maximum Job-Injury Leave
is not exceeded and that all benefit accruals and payments are proper based on
this Policy and Procedure.
c. The Finance Department will verify all Job-Injury Leave requested with the
Human Resources Department to ensure that appropriate medical
documentation has been received and that the Job-Injury Leave is authorized.
d. At the end of each calendar year, the Finance Department is responsible for
adjusting the taxable wages of all employees who received Job-Injury Leave and
who signed their workers' compensation payments over to the Town. These
employees' year-end W-2's will reflect the adjusted taxable income based on the
amount of non- taxable workers' compensation payments received during that
calendar year.
M. Leave Without Pay
1. Leave without pay may be granted to any employee upon application to the Human
Resources Manager.
2. Leave without pay may be granted for any purpose, at the discretion of the Town
Manager.
3. Accrual of Annual and Sick Leave. Annual and Sick Leave hours shall not be accrued
while an employee is on a leave without pay status exceeding two consecutive
weeks, with the exception of military leave.
4. Payment of medical insurance premiums. Payment for the employee’s portion of
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medical and dental/vision coverage and all employee’s covered dependents shall be
the responsibility of the employee while on leave without pay status for more than
two consecutive weeks.
5. Cafeteria benefits. Access to child care and medical care flexible spending accounts
will continue while on leave without pay status.
N. Military Leave
Every eligible Town employee, irrespective of classification, except temporary,
emergency or part-time employees, who is a member of the organized militia or the
Army, Navy, Air Force or Marine Reserve, shall be eligible for grants of paid military
leave for training not to exceed fifteen (15) calendar days, only when required by the
laws of the State of Maryland or of the Federal Government. Applications for military
leave for training purposes shall be made in advance of use immediately upon receipt of
official notification thereof from the appropriate military authorities before an employee
shall be entitled to payment for such leave. An eligible Town employee shall not receive
more than one such leave or grant of paid military leave for training purposes in a
twelve (12) month calendar period.
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SECTION VI. Employment Relationship
A. Probationary And Permanent Status
1. Probationary Employees
a. Non-sworn employees shall serve a six-month probationary period. An
employee’s probationary period may be extended, with consent of the Town
Manager.
b. Probationary Law Enforcement Officers shall serve a probationary period of one
year from receipt of certification from Maryland Police Training Commission
(MPTC) or from the start of employment with the Centreville Police Department,
whichever is longer.
c. A probationary employee may be dismissed from service to the Town by the
Town Manager, in accordance with the Charter, without recourse identified in
Section IV(E) or Section VIII of this manual.
2. End of Probationary Period
At least thirty (30) days prior to the expiration of the probationary period, the
immediate supervisor shall submit a recommendation through the Human Resources
Manager to the Town Manager stating that:
a. The employee’s work has been satisfactory, or
b. The employee’s work has been unsatisfactory. If the supervisor thinks that with
additional time, the employee’s work may become satisfactory, he or she may
request an extension of the probation.
B. Vacancies
1. General
Vacancies in the classified service shall be filled by individuals who are fully qualified
for said vacancy. Town employees shall be informed of such position vacancies
through publicly posted notices. This notice shall contain a copy of the job
specifications. The Department Head and Human Resources Manager shall make a
recommendation to the Town Manager regarding filling vacancies.
2. Salary step of a promoted employee
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The pay of any promoted employee shall be raised to the nearest step in the new
grade that is at least five percent more than the previous pay, except that the new pay
shall not exceed the maximum authorized pay of the grade. This provision shall not
apply to a reorganization.
3. Probationary period for promotional employees
Employee promoted to a higher-grade shall serve a probationary period of 6 months.
Individuals who do not successfully complete probation, may be offered a position
vacancy in their old class, if available, or may have first preference in an upcoming
vacancy for which qualified.
C. Transfers
1. Voluntary Transfer
Any employee may request a transfer to any department in the classified service
provided he/she is fully qualified. Should he/she transfer to a lesser paid position,
the pay of that position shall apply. Individuals shall enter the new class as
probationary employees. If moving to a higher grade, pay may be increased up to 10%
or the bottom step of the new grade.
2. Involuntary Transfer
Any employee who is involuntarily transferred shall be transferred to a position with
a pay rate as close to the one previously received as possible.
D. Reduction in Force
1. In those cases where reduction in force takes place, it shall be initiated considering
expertise, experience and seniority, giving considerable weight to the performance
evaluations during the years preceding reduction in force.
2. Employees so separated shall be recalled in the inverse order of the separation when
appropriate vacancies for those qualified become available. This recall privilege shall
exist for up to a two-year period.
E. Workplace Rules
The orderly and efficient operation of the Town Government requires that certain work
rules be established. Work rules covering personal standards of conduct as well as
standard operating procedures are necessary to protect the health and safety of all
employees, maintain uninterrupted service and to protect the Town’s good will and
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property.
1. The following work rules shall be applicable to all Town employees, classified and
unclassified. These rules are not intended to be all inclusive and the Town shall,
when it deems appropriate, establish additional rules to ensure effective operation of
the Town Government. Violation or ongoing violation of these rules may result in
disciplinary action, including suspension or dismissal.
a. Employees must be at their designated work area on time and ready to work.
Employees shall remain at their work area or work, until the scheduled quitting
time unless permission to leave is granted by their supervisor. Employees
required to use time cards shall use them for all work for the Town and shall sign
such cards to indicate that the hours to be paid are for work-related employment
with the Town of Centreville.
b. Where the operations are continuous, an employee shall not leave his/her post
until replaced by the next shift employee or until relieved by a supervisor.
c. Employees shall not gather on Town premises to conduct any personal business
without authorization.
d. Employees shall follow safety regulations as required by law or Town policy, to
include the wearing of safety articles and the using of protective equipment.
Employees shall immediately report accidents or injury to their supervisors. (In
case of injury, the employee is to fill out “First Report of Injury or Illness” as soon
as any emergency is over.) The supervisor shall ensure that the employee
completes the “First Report of Injury or Illness” form and promptly submits it to
the Human Resources Department.
e. Employees shall be responsible for and shall not misuse Town property, records
or other materials in their care, custody and control. Town property, records or
other materials shall not be removed from the premises without permission.
f. Employees shall not litter.
g. Employees shall deal with the public and other staff in a courteous, diplomatic
and professional manner.
h. An employee shall report as soon as possible to his or her supervisor if unable to
report to work.
i. Employees shall immediately report the loss of their driving privilege to their
supervisor and shall not drive any vehicle without proper licenses.
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j. Employees shall not park in prohibited areas.
k. Employees shall notify their supervisor or the Human Resources Department
whenever there is a change in their personal information. (i.e.-Address, phone
number, emergency contacts, marital status and dependents, as may be required
for insurance purposes.)
l. Employees shall not restrict or interrupt work or interfere with the work of others.
m. Employees shall report for and remain at work only in a fit physical condition.
n. Employees shall not neglect their duties and responsibilities or refuse to perform
assigned work.
o. Employees shall not engage in fighting, horseplay or gambling, nor use abusive or
inappropriate language while on duty or on Town premises.
p. Employees shall not use Town telephones for incoming or outgoing personal
calls, without authorization or conduct personal business during working hours
while on duty.
q. Employees shall not engage in unapproved soliciting, partisan political activity,
while on duty or on the Town’s premises, use their position for personal gain or
use their positions to coerce others.
r. Employees shall not post notices on the Town premises without prior written
approval from the appropriate authority.
s. Employees shall not possess unauthorized firearms, weapons, illegal drugs or
intoxicating beverages on the Town premises. Smoking is not permitted in Town
buildings or vehicles.
t. Employees shall not falsify: a) records, b) reports, c) claims for illness or injury or
d) other documents, nor give false information.
u. Employees shall not sign or punch in/out another employee’s time card or time
sheet.
v. Except upon approval of the Town Manager, employees shall not be permitted to
use Town vehicles to commute to and from employment with the Town. Absent
prior approval by the Town Manager, Town vehicles, as well as Town property,
shall not be used for the personal use or benefit of any Town employee.
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w. Employees shall not, except under the direction of their supervisor disburse any
of his or her own monies or property in furtherance of his work or employment
with the Town. If such expenses have been allowed as provided above, then, in
that instance, employees shall be reimbursed after submitting the reimbursement
voucher to their supervisor, together with copies of all receipts for monies
expended attached thereto. Employees shall comply with the Town’s purchasing
policies and procedures.
x. Employees shall not receive fees, gifts or other valuable services and/or items in
the course of work or in connection with it, for employee’s personal use, without
the express consent of his or her supervisor. If such fees, gifts or other valuable
services and/or items is valued fifty dollars ($50.00) or more, then, in that
instance, an employee can only receive said fees, gifts, valuable services and/or
items with written consent by the Town Manager. All fees, gifts, or other
valuable services and/or items are required to be reported on a Financial
Disclosure Form.
y. Employees shall not submit time sheets seeking overtime pay unless they have
complied with the overtime policy.
F. Disciplinary Measures
1. General Provision
The purpose of discipline is to attain and maintain a constructive working
environment in which all parties recognize and accept their responsibilities. All
employees of Town are expected to meet the standards set for high quality work
performance. Whenever employees fail to abide by the Town’s policies, rules and
procedures, measures must be taken to correct the situation and curtail further
occurrences. Disciplinary action, therefore, may be necessary on such occasions to
ensure the efficient operation of the Town.
2. Applicability
The provisions of this section shall apply to all regular full time and regular part time
employees, except seasonal and appointed employees, as follows:
a. Probationary Employees. Employees on their initial probationary period are
considered “at will” employees. If their performance is unsatisfactory or if they
fail to demonstrate ability or the desire to perform at an acceptable level, they
may be terminated in accordance with the provisions of this Section. Prior to
termination, progressive discipline, although not mandatory, may be considered.
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b. Non-probationary Employees. Disciplinary situations involving employees who
have completed their initial probationary period should normally be dealt with
by progressive discipline. Consistently applied progressive discipline will assure
equitable treatment and encourage acceptable performance. However, serious
offenses may result in immediate discharge.
3. Responsibility.
Department Heads and Supervisors shall:
a. Knowledge. Ensure that they keep employees informed of rules, regulations, and
standards of conduct and maintain conduct and discipline within the framework
of this manual, policies and established procedures;
b. Review. Analyze, and carefully consider all facts and circumstances before
taking or recommending corrective or disciplinary action. This includes
establishment of validity of the reasons cited for the action and supporting the
penalty and type of action used; and
c. Fairness. Ensure that all discipline is administered in a fair, reasonable, consistent
and equitable manner.
4. Disciplinary and Corrective Actions.
a. Review. Each case should be reviewed on an individual basis and a final decision
made on the disposition and severity of the discipline to be administered based
upon such factors as the seriousness of the violation and the circumstances
surrounding the case, the employee’s past disciplinary record, the employee’s
length of service with the Town and their overall performance.
b. Action. The supervisor should state the problem either verbally or in writing
and give the employee the opportunity to explain and express their views. If the
employee’s reply satisfactorily resolves the matter, the employee should be
informed, and no further action is required.
c. Documenting. A record should be made of the event and kept with the
supervisor’s record of the employee. Possible future actions will depend on
accurate records.
5. Progressive Discipline
Except for severe violations, supervisors and department heads are encouraged to
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utilize progressive discipline. Progressive discipline is an approach in which a
sequence of penalties is administered, each one slightly more severe than the previous
one. The goal is to build a discipline program that progresses from less severe to more
severe in terms of punishment. Steps within a progressive discipline system that
should be considered are:
a. Verbal Counseling or Verbal Warning. Does employee understand rules, policies,
etc. and what is expected of them? Such action does not need to be documented in
writing; however, the supervisor should maintain a record (date/time/subject) of
the counseling.
b. Written Warning. Places employee on notice that further acts will result in more
severe disciplinary action. Such action should be documented in writing.
c. Official Reprimand. Written action that is placed within employee’s official
personnel records.
d. Suspension. Normally the final step in the disciplinary process prior to
termination.
e. Demotion. Depending on circumstances, may be appropriate over removal.
f. Removal. The most severe disciplinary action.
6. Verbal Counseling or Verbal Warnings
A verbal counseling or verbal warning is appropriate if the employee’s act or acts are
minor in nature and in the supervisor’s or HR’s judgement do not warrant a written
warning or an official reprimand. A verbal warning is the least formal and least severe
of corrective actions and because of its high flexibility should be applicable to the
majority of situations. Verbal counseling or verbal warnings will not be included in
the employee’s official personnel file. However, the supervisor should keep a written
record of the counseling for their records.
7. Written Warnings
A written warning will be included in the employee’s official personnel file. The
supervisor shall also keep a copy of the written warning for their records. A written
warning may be appropriate if:
a. The employee’s act or acts are minor in nature and in the supervisor’s, judgement
do not warrant an official reprimand; or
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b. The employee has failed to improve performance or correct a problem for which a
verbal counseling or verbal warning was previously issued.
8. Suspension
A suspension involuntarily places the employee in a non-duty and possibly non-pay
status. It is an extremely severe disciplinary action and should not be used unless the
situation indicates that a lesser penalty is not adequate. Ordinarily, it is the final step
in the disciplinary process before removal and must be accompanied by a warning to
the employee that further violation of rules could result in removal.
a. Prior Coordination. Suspensions will be coordinated with the Human Resources
Manager prior to notification to the employee.
b. Contents. The suspension notice shall contain:
i. The effective date and time of the suspension and the date and time the
employee must return to duty;
ii. The reason(s) for the suspension;
iii. The employee’s appeal rights under the formal grievance procedure,
provided they initiate such action within ten working days after the date
they were notified of the suspension. The suspension action will not be held
in abeyance pending action by the employee under the grievance
procedures; and
iv. Those further violations of policies, procedures, and/or rules may result in
further disciplinary action, up to and including termination of employment.
c. Employee Action Form. A form shall be sent to the Human Resources
Department requesting that the employee be suspended, i.e., placed in a non-
work and possibly non-pay status. The form will specify the effective date that the
suspension is to start and the date that the employee must return to work. Periods
of suspension are expressed in work days, and nonwork days must be subtracted
when establishing the start and end date of a suspension.
9. Demotion. The demotion of an employee shall constitute a performance related
disciplinary action less severe in nature than a dismissal. Pay rate will be adjusted
according to the position the employee is demoted to.
10. Termination. Termination is the most severe disciplinary action. It terminates the
employee’s status as an employee and may bar them from future employment with
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the Town. Normally, removal for misconduct is preceded by a progression of
disciplinary measures unless the misconduct is so serious that the discharge for the
first offense is warranted.
a. Processing. All requests for dismissal will be processed by the Human Resources
Department.
b. Coordination. All removal actions must be coordinated with the Human
Resources Manager and Town Attorney prior to notification to the employee.
c. Approval. All removal actions must be approved by the Director of
Administration.
d. Performance Ratings. Performance ratings of less than satisfactory may also result
in removal of an employee.
e. During Initial Probationary Period. Employees on an initial probationary period
are considered “at will” employees and therefore progressive disciplinary
procedures are not mandatory.
f. Non-probationary Employees and Employees on Other Than Their Initial
Probationary Period.
i. Coordination. Prior to taking action, the dismissal will be coordinated with
the Human Resources Manager.
ii. Notice. This notice must state:
 The effective date of the termination;
 The reason(s) for the termination; and
 The employee’s appeal rights under the grievance procedures. (The
termination action will not be held in abeyance pending action by the
employee under the grievance procedures).
11. Causes for Termination
a. No Town employee shall be terminated from his or her position after satisfactory
completion of the probationary period without just cause or the elimination of
that position.
b. The following shall, among others, be considered just and sufficient cause for
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removal or discharge of a permanent employee from the classified service and are
exceptions to progressive discipline:
i. That the employee has been convicted of a felony or serious misdemeanor or
any criminal offense involving dishonesty or moral turpitude.
ii. That the employee has some physical ailment or disability which does not
permit him or her to perform the duties of this position. Accommodations
may be considered for said employee for assignment to a position which he
or she can perform.
iii. That the employee has been under the influence of drugs and/or alcohol
while on duty.
iv. The employee has been wantonly careless or grossly negligent in the
performance of his or her duty or has been brutal or abusive in his/her
treatment of fellow employees or public charges.
v. That the employee has been wantonly or persistently offensive in his/her
conduct towards the public or towards other employees.
vi. That the employee is incompetent or inefficient in the performance of his or
her duty.
vii. That the employee has violated any lawful or official regulation or order or
failed to obey any lawful or reasonable direction made or given by his/her
supervisor or superior, when such failure to obey amounts to an act of
insubordination.
viii. That the employee is engaged in private business or in a trade or occupation,
the nature of which might interfere with the proficient performance of
his/her duties and/or which presents a conflict of interest.
c. Any employee of the Town may apply for an exemption or receive a ruling with
regard to whether or not specific conduct constitutes a conflict of interest. In the
event the employee believes he or she may be involved in a conflict of interest, he
or she shall make a written disclosure of the facts and circumstances pertaining to
the perceived conflict of interest to his or her Department Head or Supervisor.
After the receipt of such written disclosure, the Department Head or Supervisor
shall prepare a written report within ten (10) working days of the receipt of the
disclosure. Said Department Head or Supervisor in said report shall forward to
the Human Resources Department.
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d. If a conflict of interest in fact exists:
i. The Department Head should further determine whether under the
circumstances of the particular situation that the public welfare and interest
dictates that the employee should be exempted and allowed to conclude the
particular transaction in question.
ii. The Department Head shall file with the Town Manager, a copy of the
written disclosure submitted by the employee accompanied with the
Department Head or Supervisor’s findings and recommendations. The Town
Manager shall have ten (10) working days within which to challenge the
findings contained in the written report of said Department Head or
Supervisor. In the event the Town Manager does not act within ten (10) days,
the Department Head or Supervisor’s findings shall become binding and the
employee shall be bound by said report.
iii. That the employee holds an office or place of employment not in the services
of the Town, during leave of absence, without the knowledge or approval of
the Town Manager.
iv. That the employee has taken a fee, gift or other valuable service and/or item
in the course of the work or in connection with it, for employee’s personal
use, without the express consent of his supervisor and/or Town Manager as
referred to in Section D, Work Rules, subparagraph x above.
v. That the employee has been absent from duty without leave from his
supervisor or department head for three consecutive days, without good
cause and without notifying the said supervisor or department head of
his/her absence and intention to return.
vi. Any employee, whose job specification requires valid driving privilege, who
has such privilege suspended or revoked.
vii. Unexcused absences.
G. Political Activities
1. Town employees will have the right to express their views and to cast their vote as a
citizen. Town employees shall not engage in political activity while on duty and on
the Town’s premises.
2. Town employees may not use their official authority or influence for the purpose of
interfering with or affecting the results of a Town election or nomination for a Town
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office.
3. Town employees may not directly or indirectly coerce, attempt to coerce, command or
advise a Town officer or employee to pay, lend or contribute anything of value to a
party, community organization, agency or person for political purposes.
4. Town employees whose whole activity is financed in part or in whole by loans or
grants made by the United States or a Federal agency are also excluded from political
activities other than voting and the rendering of their opinion while off duty and off
Town premises.
H. Purchasing Regulations
1. Employees shall submit invoices for purchases to the Finance Department within a
reasonable time after the purchase was made.
2. The Town may make purchases in accordance with a competitive bidding process
used by another governmental agency.
3. Fuel purchases for the Town vehicles do not require purchase orders.
4. Emergency Purchases Policy #500-001 provides factors applicable to the requirements
associated with emergency purchase actions by the Town. Relevant employees should
familiarize themselves with said Policy.
5. Sustainable Procurement Policy #400-001 provides factors applicable to the
sustainable procurement requirements associated with procurement actions by the
Town. Relevant employees should familiarize themselves with said Policy.
I. Use Of Town Vehicles
Employees must receive authorization to drive Town vehicles in the course of Town
business. Continued authorization is subject to maintenance of proper licenses, periodic
completion of Defensive Driver training and maintaining a satisfactory driving record
as reported by the State and County.
Continued employment in jobs that require the employee to drive is subject to
maintenance of a valid driver’s license. Refer to the Town’s policy regarding vehicle
safety.
In addition, employees are required to use seat belts when driving Town or private
vehicles in the course of Town business.
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J. Separation of Employment Policy
1. Purpose
It is the policy of the Town to ensure that employee terminations, including
voluntary and involuntary terminations and terminations due to the death of an
employee, are handled in a professional manner with minimal disruption to the
workplace.
2. Voluntary Terminations
Voluntary termination of employment occurs when an employee submits a written
or verbal notice of resignation, including intent to retire, to his/her supervisor or
when an employee is absent from work for three (3) consecutive workdays and fails
to contact his/her supervisor (job abandonment).
a. Procedures
i. Employees are requested to provide a minimum of two weeks’ notice of their
intention to separate employment. The employee should provide a written
resignation notification to his/her immediate supervisor.
ii. Upon receipt of an employee’s resignation, the supervisor will notify their
Department Head and Human Resources by sending a copy of the resignation
letter and any other pertinent information (e.g., employee’s reason for leaving, last
day of work, etc.)
iii. Human Resources will coordinate the employee’s departure from the Town. This
process will include the employee’s returning all town property, a review of the
employee’s post-termination benefits status and the employee’s completion of an
exit interview.
3. Involuntary Terminations
Procedures are outlined in (F) of this section.
4. Death of an Employee
A termination due to the death of an employee will be made effective as of the date
of death.
a. Procedures
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i. Upon receiving notification of the death of an employee, the employee’s supervisor
should immediately notify human resources.
ii. Human Resources will process all appropriate beneficiary payments from the
various benefit plans.
iii. The employee’s supervisor should ensure that payroll receives the deceased
employee’s timesheet.
5. Final Pay
An employee who resigns or is discharged will be paid through the last day worked,
plus any unused compensable leave balances, less outstanding loans, advances or
other agreements the employee may have with the town, in compliance with state
laws. In cases of an employee’s death, the final pay due to that employee will be paid
to the deceased employee’s estate or as otherwise required under state law.
6. Health Insurance
Medical, dental, and vision insurance coverage terminates the last day the employee
worked. Information about COBRA continuation coverage will be provided.
7. Return of Property
Employees must return all town property at the time of separation, including
uniforms, cellphones, keys, laptops and identification cards. Failure to return some
items may result in deductions from the employee’s final paycheck where state law
allows. An employee will be required to sign a wage deduction authorization to
deduct the costs of such items from the final paycheck. In some circumstances, Town
of Centreville may pursue criminal charges for failure to return company property.
8. Exit Interview
An employee who voluntarily resigns shall schedule an exit interview with Human
Resources prior to the employee’s last day of work.
9. Eligibility for Rehire
a. Employees who leave town employment in good standing with proper notice may
be considered for rehire. Former employees must follow the normal application
and hiring processes and must meet all minimum qualifications and requirements
of the position, including any required qualifying exam. Rehired employees will
not retain previous tenure when calculating longevity, leave accruals or any other
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benefits, unless required by law.
b. Employees who are involuntarily terminated by the town for cause or who resign
in lieu of termination are ineligible for rehire. In addition, employees who resign
without providing adequate notice or who abandon their job will not be
considered for rehire.
K. Criminal Conviction
As part of the Town’s effort to maintain a safe work environment, all employees are
required to disclose any felony or misdemeanor arrests to their immediate supervisor
and Human Resources Manager within five (5) working days of the date of the arrest.
Failure to comply with this requirement will constitute grounds for disciplinary action.
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SECTION VII. Equal Opportunity and Harassment
A. Objective
The Town of Centreville strives to create and maintain a work environment in which
people are treated with dignity, decency and respect. The environment of the company
should be characterized by mutual trust and the absence of intimidation, oppression and
exploitation. The Town will not tolerate unlawful discrimination or harassment of any
kind. Through enforcement of this policy and by education of employees, the Town will
seek to prevent, correct and discipline behavior that violates this policy.
All employees, regardless of their positions, are covered by and are expected to comply
with this policy and to take appropriate measures to ensure that prohibited conduct does
not occur. Appropriate disciplinary action will be taken against any employee who
violates this policy. Based on the seriousness of the offense, disciplinary action may
include verbal or written reprimand, suspension, or termination of employment.
Department Heads and supervisors who knowingly allow or tolerate discrimination,
harassment or retaliation, including the failure to immediately report such misconduct
to the Human Resources Department are in violation of this policy and subject to
discipline.
B. Policy
No office or official of the Town government shall discriminate in the recruitment,
selection, compensation, promotion, training and development, discipline, dismissal or
any other aspect of personnel administration for or against any person on the basis of
race, color, sex, gender, age, marital status, sexual orientation, pregnancy, ancestry,
national origin, religion or belief, political affiliation or opinion, physical or mental
disability or any other non-merit factor. Discrimination in any form or sexual, racial or
other harassment, shall not be tolerated.
1. Prohibited Conduct Under This Policy
The Town of Centreville, in compliance with all applicable federal, state and local
anti-discrimination and harassment laws and regulations, enforces this policy in
accordance with the guidelines in this section.
C. Equal Employment Opportunity (EEO) Plan
1. Purpose. The EEO plan is designed to provide a method to ensure equal
employment opportunity for all Town employees and for all applicants for
employment with the Town. The plan provides for the assignment of functional
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responsibilities and for the monitoring of personnel actions such as hiring,
promotions, and separations.
2. Policy. It is the policy of the Town to:
a. Provide equal employment opportunities for all qualified persons;
b. Prohibit illegal discrimination in employment because of race, color, sex,
gender, age, marital status, sexual orientation, pregnancy, ancestry, national
origin, religion or belief, political affiliation or opinion, physical or mental
disability or any other non-merit factors except where age, gender or physical or
mental requirements constitute a bona fide occupational qualification necessary
for proper and efficient job performance; and
c. Prohibit discrimination against any person in recruitment, examination,
appointment, training and development, promotion, retention, discipline or any
other aspect of personnel administration.
3. Objectives. The EEO Plan shall be construed, where ambiguous, to advance the
following objectives:
a. To obtain positive and continuing support of management at all levels to ensure
equal opportunity without regard to race, color, sex, gender, age, marital status,
sexual orientation, pregnancy, ancestry, national origin, religion or belief,
political affiliation or opinion, physical or mental disability or other non-merit
factors.
b. To make available to all current and prospective employees, the Town’s Equal
Employment Opportunity Plan;
c. To promote programs that provide training and development for all employees
to ensure equal opportunity.
d. To ensure an open channel of communication through which employees may
raise questions, discuss grievances, obtain answers and seek resolution to
problems connected with equal employment opportunity;
e. To investigate any complaint which arises and, if discrimination exists,
recommend a means to rectify the situation and to take action aimed at
preventing future incidents of discrimination; and
f. To appraise and periodically reappraise personnel programs and policies, as
well as recruitment, hiring, classification and examination procedures, to ensure
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that there are no discriminatory practices in policies, hiring, recruitment,
classification, examination procedures or other personnel actions.
D. Pregnancy Discrimination Act
Town employees have a right to reasonable accommodations and leave for a disability
caused or contributed by pregnancy. It is the Town’s policy not to discriminate against
employees on the basis of pregnancy, childbirth or related medical conditions and
women affected by pregnancy, childbirth or related medical conditions will be treated
the same as other persons not so affected but similar in their ability or inability to work.
E. Harassment and Complaint Procedure
Employees are entitled to work in an environment free from sexual and other forms of
harassment due to race, color, sex, gender, sexual orientation, marital status, religion or
belief, age, national origin, disability or any other status protected under applicable
federal, state or local law. This policy prohibits such harassment by employees,
customers, suppliers, volunteers and contractors and is intended to comply with all
applicable federal and State laws, as amended from time to time. Accordingly, any
person who is found to have engaged in sexual or other types of harassment based on
protected status shall be subject to discipline, up to and including termination of
employment.
1. Definition of Sexual Harassment. Sexual harassment includes, but is not limited to
unwelcome sexual advances, requests for sexual favors and other sexual language,
conduct or expression when:
a. Submission to the conduct is either an explicit or implicit term or condition of
employment; or
b. Submission to or rejection of the conduct is used as a basis for employment
decisions affecting the person submitting to or rejecting the conduct; or
c. The conduct has the purpose or effect of interfering with an individual’s work
performance or creating an intimidating, hostile or offensive work environment.
Sexual harassment may also include more subtle forms of behavior when they
contribute to a hostile work environment, such as offensive posters, cartoons,
caricatures, comments, pranks and jokes of a sexual nature.
2. Definition of Other Harassment Based on Protected Status. The Town also
prohibits any kind of harassment based on race, color, gender, age, sexual
orientation, marital status, religion or belief, national origin, disability or any other
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legally protected status. As with sexual harassment, this includes all conduct that
has the purpose or effect of interfering with a person’s work performance or
creating an intimidating, hostile or offensive work environment. It may also
include more subtle forms of behavior, such as offensive posters, cartoons,
caricatures, comments, pranks and jokes.
3. Reporting Harassment Based on a Protected Status. Any employee who believes
he or she is a victim of sexual or other form of harassment based on protected
status is encouraged to:
a. Report the circumstances to the employee’s immediate supervisor, department
head, human resources manager, or any other supervisor or department head
with whom the employee feels comfortable, up to the Town Manager.
Employees have the right to bypass their chain of command when selecting the
person to whom they will make a complaint of harassment.
b. Record the times, places and specifics of each incident, including any other
individuals who might have observed the incident, their reactions and any
employment actions (demotion, failure to promote, dismissal, refusal of leave,
etc.) that may have been taken against the employee.
4. Investigation. If the complaint was filed with a person other than the Human
Resources Manager, the supervisor or department head shall immediately notify
the Human Resources Manager. The Human Resources Department shall be
responsible for conducting an investigation. This investigation will be conducted
in as confidential and discreet a manner as possible in order to ensure that the
rights of all parties are protected and so that there shall be no harassment, reprisal
or any other action that may be deemed threatening, either during the
investigation or thereafter.
All complaints received must be fully documented to include a statement of facts
which should be signed by the employee. Once the complaint is received, a
thorough investigation shall be conducted. A summary of the investigation,
disciplinary action taken or recommended (if appropriate) and disposition of the
complaint shall be provided through the Human Resources Department to the
Town Manager.
5. Action.
a. Interim. As required, interim measures may be taken pending full investigation
and resolution, which may include the reassignment of employees (the
complainant or the subject of the complaint), suspending the accused or other
action as appropriate.
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b. Due Process. The subject of the complaint shall be afforded the opportunity to
respond to all the evidence presented at the close of the investigation of the
allegation. The Human Resources Manager may temporarily withhold the
identity of any or all persons making allegations or interviewed as deemed
necessary to protect those persons from retaliation or the reasonable fear of
retaliation.
c. Final. Upon competition of the investigation:
i. Findings. The findings shall be communicated, in writing, to the parties.
ii. Disciplinary Action – Employee. Any employee or supervisor found to have
violated this policy shall be subject to disciplinary action. The disciplinary
action shall be consistent with the nature and severity of the offense and
other factors relative to fair and efficient administration of the Town
government. Disciplinary action may include, but is not limited to:
termination, demotion, reassignment, suspension, reprimand or warning.
The Department Head shall execute the disciplinary action recommended
by the Human Resources Manager. Documentation of all complaints
resulting in disciplinary action shall be placed in the offending party’s
personnel records.
iii. Disciplinary Action – Customers, Suppliers, Volunteers and Contractors.
Action to be taken may include, but is not limited to, requesting that the
offending party leave the area, termination of contracts, removal from the
list of authorized bidders, and/or initiation of legal proceedings.
6. Retaliation. There shall be no discrimination, retaliation or other adverse actions
against any employee who makes a good faith complaint regarding harassment.
Disciplinary action may be taken against any employee who files a malicious or
obviously false complaint of harassment.
7. Grievance. An employee who is disciplined under this policy may grieve that
disciplinary action under the grievance and appeal procedures.
F. Americans With Disabilities Act (ADA)
Reasonable accommodation is available to an employee with a disability when the
disability affects the performance of job functions. We make our employment decisions
based on the merits of the situation in accordance with defined criteria, not the disability
of the individual.
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Qualified individuals with disabilities are entitled to equal pay and other forms of
compensation (or changes in compensation) as well as job assignments, classifications,
organizational structures, position descriptions, lines of progression, and seniority lists.
We make all types of leaves of absence available to all employees on an equal basis. We
are committed to not discriminating against any qualified employee or applicant because
the person is related to or associated with a person with a disability. We follow all state
or local laws that gives more protection to a person with a disability than the ADA gives.
We are committed to taking all other actions that are necessary to ensure equal
employment opportunity for persons with disabilities in accordance with the ADA and
any other applicable federal, state, and local laws.
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SECTION VIII. Employee Grievances
A. Policy
In an employee/employer relationship, matters of concern and dissatisfaction to
employees occasionally arise. Both employees and management officials have the
responsibility to consider and dispose of such matters promptly, and to the greatest
extent possible, at the lowest level. Normal day to day discussions between employees
and supervisors regarding working conditions and related employment matters are the
most constructive and expeditious means of developing and enhancing favorable and
effective work relationships. An employee will be free to use the procedures presented
here without restraint, interference, coercion, discrimination or reprisal, and each
supervisor has the obligation, if at all possible, to act readily and fairly to resolve the
dissatisfaction of an employee.
B. Grievance Coverage
Except as provided under Subsection (D)(3), “Exclusions,” this procedure covers any
matter of concern or dissatisfaction by an employee relating to employment.
1. Exclusions.
a. Position Classifications, approved by the Town Council, or any other action
taken per the direction of the Town Council.
b. Adverse action taken against an employee during the employee’s initial
probationary period.
c. Non-selection for a position or for a promotion.
d. Verbal warnings, written warnings or official reprimands.
e. Complaints from employee organizations.
f. An action which terminates Acting Capacity Pay and returns the employee to
the position from which they were temporarily assigned.
g. A supervisor’s determination of the job responsibilities and performance
standards of an employee’s position.
h. Withholding a merit increase due to less than satisfactory performance.
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i. The content of published Town policy.
j. Separation due to reduction in force from a group of properly ranked
employees.
k. Separation of an appointed employee by the appointing official, or of grant
funded/contractual employee by department head.
C. Discussion of Problem with Supervisor
When an employee feels comfortable doing so, any employee having a problem
regarding his/her employment shall first discuss the problem with his/her immediate
supervisor. The employee may also raise the issue with Human Resources.
D. Grievance Procedure
1. Informal Grievance Procedure.
a. How Submitted. An informal grievance may be presented in writing.
b. Time Limits. Any informal grievance must be presented within ten (10) working
days after the occurrence, or incident, which led to the grievance. Time limits
may be extended by mutual agreement between the supervisor and the
employee to provide for unusual cases.
c. Submitted To. The informal grievance shall first be presented, either orally or in
writing, by the aggrieved employee to their immediate supervisor.
d. Contents. The informal grievance must:
i. Set forth the basis for the grievance;
ii. Indicate the date that the grievable issue occurred; and
iii. Contain a recommendation or indicate the corrective action desired.
e. Rejection. If the grievance is not timely, or consists of a matter not covered
under the grievance system, the employee shall be so advised.
f. Supervisor’s Action. Each supervisor should process the informal grievance
within fifteen (15) workdays of receipt. If the informal grievance is resolved by
the supervisor, or next level supervisor, then the employee’s informal grievance
will be considered resolved and not processed further. If the informal grievance
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is not resolved by a supervisor, it shall be forwarded through their supervisor to
their department head.
g. Department Head’s Action. The department head shall make whatever
investigation is necessary and shall give an answer in writing to the employee
within fifteen (15) working days after receipt of the informal grievance. This
written notice shall include a summary of the facts presented and considered,
and the action proposed by the department head. It shall further advise the
employee of their right to pursue the matter under the Formal Grievance
Procedure if they so desire. A copy of the response to the informal grievance
will be forwarded to the Human Resources Manager who will establish a
separate file for use in a possible formal grievance.
2. Formal Grievance Procedure.
a. When Submitted. If the Informal Grievance Process does not resolve the
employee’s concern(s), then the employee has a right to submit a Formal
Grievance.
b. How Submitted. A formal grievance must be presented in writing.
c. Time Limit. If an employee has completed action under the informal grievance
procedure, and has informed the department head that they are not satisfied
with the proposed action, they may present a grievance under the formal
procedure within ten (10) working days of receipt of the findings of the informal
procedures. Time limits may be extended by mutual agreement to allow for
unusual cases.
d. Submitted To. A formal grievance must be presented, in writing, to the Human
Resources Manager.
e. Contents. A formal grievance must:
i. Set forth the basis for the grievance;
ii. List the names of all witnesses and those that the employee desires to have
appear, if appropriate, before the Personnel Board.
iii. Indicate the date that the grievable issue occurred, the date that an
informal grievance was initiated, and the date that the informal grievance
was answered by the department head.
iv. Contain a recommendation or indicate the corrective action desired;
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v.04.13.2023

v. Provide notice as to whether the employee intends to be represented by
counsel, or by another person, during the grievance hearing; and
vi. Indicate if the employee desires that the Formal Grievance proceedings be
conducted as “open” or “closed” to the public.
f. Excluded From Grievance. Matters listed within paragraph Subsection (D)(3),
and those not related to the informal grievance as originally presented to/by the
supervisor and department head, may not be raised at a later date by either
party.
g. Rejection. The Human Resources Manager will determine whether to accept,
return, or reject in whole or in part any grievance presented. A grievance may
be rejected if the aggrieved employee has not completed action under the
informal grievance procedure; if the grievance is not presented within the ten
(10) day time limit; or if it does not provide a clear statement of the issues and
does not indicate the specific corrective action desired. The Human Resources
Manager may return the grievance to the grievant for clarification or additional
information.
3. Personnel Review Board
a. Time Limits. The Personnel Board, serving as the Formal Grievance Review
Board, shall be notified and meet within thirty (30) working days after receipt
of all required information from the aggrieved employee.
b. Board Membership. The Personnel Board is established by the Town Charter
and consists of five members who are residents of the Town, appointed up to
three-year terms by the Town Council. One of the members is selected as their
chairperson.
c. Administrative. A representative from the Human Resources Department,
assisted by a stenographer or by electronic recording device, shall act as the
secretary to the board.
4. Hearings. The Human Resources Manager shall provide a copy of the grievance case
file to each member of the Personnel Board. The chairperson will open the hearing
before a full Board or a quorum by briefly summarizing the employee’s grievance and
the relief sought.
a. Closed Hearing. Grievance hearings will be closed unless the employee
(grievant) requests, in writing, an open session.
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v.04.13.2023

b. Recording. The Formal Grievance hearing shall be recorded. This record, a
summary of evidence and testimony heard, and the findings of the board, with
all attendant documents, shall be preserved for not less than three (3) years.
c. Personnel Review Board. The Board shall verify that the grievance was
submitted within the allowed time limit and that the complaint is a grievable
matter.
d. Witnesses. All persons called before the Board will be sworn prior to providing
information.
e. Employee. The Board shall allow the aggrieved employee to restate their
grievance, if they so desire, to present additional information relevant to the
grievance, and to call any witness who can be expected to contribute materially
to the issue. The employee may be represented by any person of their choice (at
the employee’s expense if other than an employee in the County service), except
members of the Board, their department head or the Human Resources
Manager.
f. Management. The department head of the employee, with such assistance as
may be appropriate, shall represent management in these proceedings, and shall
present all facts and evidence available to them which bear on the grievance.
While the burden of going forward is on the aggrieved employee, the
management representative must not only attempt to refute any information
considered not to be factual, but must present all material information known to
them even when that information may support the contentions of the aggrieved
employee.
g. Proceedings. The Formal Grievance proceedings will be conducted in a relaxed
manner and will not include formal court proceedings as this is not a formal
court. All parties present will be allowed to ask questions, provide information,
and cross examine any witness.
5. The Personnel Review Board decision will be by majority decision. The chairperson
will not vote, unless there is a tie, in which case the chairperson will vote to break the
tie.
6. Findings and Decision of the Personnel Board. After having heard the case and
deliberated upon its findings, the Board, within fifteen (15) working days of the
conclusion of the hearing, will inform the aggrieved employee in writing of its
findings and action to be taken by management, if any. The decision of the Personnel
58
v.04.13.2023

Board shall be final.
7. Any grievance of an employee shall be handled in accordance with the following
procedure:
1) The employee shall, within ten (10) working days of the date of the grievance or
within ten (10) working days of the date he/she could reasonably be expected to
have knowledge of the grievance, present the grievance in writing to his
immediate supervisor. The supervisor shall, within three (3) working days, meet
and discuss the grievance with the employee and then reply in writing within
three working days.
2) In the event that the immediate supervisor’s decision is not satisfactory to the
employee, the employee may, within five (5) working days, present his
grievance in writing to the second line supervisor or the Town Manager,
whoever is immediately above the first line supervisor. The second line
supervisor or the Town Manager shall, within five (5) working days, meet and
discuss the grievance with the employee and then reply in writing within five
(5) working days. In the event that the immediate supervisor is also the
Department Head, the employee may immediately proceed to step 3).
3) In the event that the decision of the Department Head does not satisfy the
employee’s grievance, the employee may, within five (5) working days present
his/her grievance in writing to the Town Manager. The Town Manager, after
collecting all data concerning the case from the Department Head, shall review
the written record of the case and where warranted, either:
a. meet within ten (10) working days with the employee, his representative,
the Department Head concerned and witnesses called by either party. The
Town Manager shall reply in writing to the employee within ten working
days of the hearing. The Town Attorney shall represent management
during any step 3) hearings. A copy of the Town Manager’s findings shall
be furnished to the Town Council. The decision of the Town Manager
shall be final.
b. request mediation services from the Maryland Commission on Human
Relations.
4) In the event that the Town Manager is the immediate supervisor, the employee
may then, within five (5) working days present their grievance in writing to the
Personnel Review Board. The Personnel Review Board shall meet within ten (10)
working days with the employee, their representative, the Department Head
concerned and witnesses called by either party. The Personnel Review Board
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v.04.13.2023

shall make a recommendation to the Town Council in writing within ten (10)
working days of the hearing. The Town Attorney shall represent management
during any such hearings. The Town Council’s decision shall be rendered
within ten (10) working days and shall be final.
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SECTION IX. Employee Performance Evaluation
A. Purpose
An employee performance evaluation system is herewith created. Each employee shall
receive a performance evaluation so as to assist:
1. The employee in determining performance objectives for the rating period.
2. The administration to document the quality of work performed.
3. The administration in determining who is to receive a merit increase.
4. The administration in determining who should be considered for promotion when a
vacancy occurs.
B. Frequency
1. Each probationary employee shall be rated three months prior to the end of the
probationary period and again at the end of the probationary period.
2. Each employee shall be rated on their anniversary date (i.e., date of hire).
C. Merit Increase
1. Each full-time employee’s completed performance evaluation will be reviewed by
the Human Resources Manager to determine eligibility for a merit step increase.
2. Town Council will establish criteria for determining eligibility for merit and cost of
living (COLA) increases. This review process will involve the respective Department
Head and the Town Manager and will be based entirely on merit. Merit is defined
as excellence, highly commendable qualities and being of great value and worth.
D. Rating Of Unsatisfactory
An employee receiving a rating average of unsatisfactory shall be counseled, given a
documented improvement plan and rated again three months later. If the employee
performance is again rated “unsatisfactory,” the employee shall be terminated without
recourse.
E. Raters
1. Employees shall be rated by their immediate, designated supervisors.
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v.04.13.2023

2. Prior to discussing performance with the respective employee in conjunction with
the periodic rating, the rater shall request input from other supervisors involved and
the Town Manager, as the case may be.
3. If rater and endorser (second line supervisor) cannot come to an agreement
concerning the rating during the discussion phase, the matter shall be submitted
through the Human Resources Manager to the Town Manager for appropriate
mediation action. The rating may only be discussed with the employee when the
rater and the endorser are in general agreement. After the rating has been completed
and discussed with the employee by the rater, and the employee has signed the
rating sheet, the evaluation shall be forwarded to the endorser for signature and
comment. The employee must sign the rating sheet to acknowledge his or her
awareness of the contents. An employee may elect to appeal his or her rating to the
endorser, the Human Resources Manager, the Town Manager, the Town Council, in
that order.
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SECTION X. Social Media
Employee use of social media is regulated by Policy #300-502, which regulates employee
use of social media while on-duty and employees’ use of social media in general.
Employees should ensure they are familiar with said policy.
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SECTION XI. Information Technology and Mobile Devices
The Town maintains policies regarding information technology and mobile devices, see
Policies #300-501 (password policy), #700-003 (mobile device acceptable use policy),
(internet and email policy) and #700-005 (mobile device reimbursement policy).
Employees should ensure they are familiar with said policies.
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SECTION XII. Drugs and Alcohol
The Town maintains two policies regarding drug and alcohol testing. These policies differ
depending upon whether an applicable employee is required to hold a commercial driver’s
license (Policy #300-101) or does not hold such a license (Policy #300-100). Employees should
familiarize themselves with the policies applicable to their positions.
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SECTION XIII. Retention Schedule
The Town adheres to a retention and disposal schedule approved by the State. Upon the
expiration of the periods identified in the schedule said documents may be destroyed,
where applicable.
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RECEIPT OF THE TOWN OF CENTREVILLE’S
PERSONNEL MANUAL
Please sign below acknowledging receipt of the Personnel Manual.
I certify that I have received a copy of the Town of Centreville’s Personnel Manual (hereafter,
“Manual”), also known as the “Rules and Regulations Governing the Operation of a Merit
System”. I understand that it is my responsibility to read and comprehend this manual. I
agree to abide by the rules, regulations and policy guidelines contained therein. I understand
that if at any time I have questions regarding the Policy, I will consult with my immediate
supervisor, Human Resources or the Town Manager.
I agree to observe and follow the rules and regulations outlined in this Manual. I understand
that failure to abide by them could result in disciplinary actions.
Employee Name (Signature)
Employee Name (Please Print)
Department
Date
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v.04.13.2023

EXHIBIT A Appendix A
Effective 01.03.2023 - Res. 04-2023
Position Classification Plan
New Starting Base
POSITION TITLES Grade Step
Administrative Assistant I 5 Base
Administrative Assistant II 6 Base
Administrative Assistant III 8 Base
Administrative Assistant IV 10 1
Main Street Manager (PT) 9 2
Town Clerk 14 1
Finance Specialist I 6 Base
Finance Specialist II 8 Base
Finance Specialist III 10 Base
Finance Specialist IV 13 1
Finance Officer (Appointed) 16 4
Human Resources Specialist I 6 3
Human Resources Specialist II 8 1
Human Resources Specialist III 10 3
Human Resources Specialist IV 13 1
Human Resources Manager 16 3
Police Officer Uncert. In academy 8 5
Police Officer Cert. no exp. 8 6
Police Officer Cert. up to 2 yrs. exp. 8 7
Police Officer Cert. more than 2 yrs. exp. 8 8
Police Officer First Class 10 Base
Police Corporal 11 Base
Police Sergeant 13 Base
Police Lieutenant 15 Base
Police Chief (Appointed) 17 Base
Utility Worker PT/Seasonal Temp 4 1
Utility Worker I (PT/FT) 4 1
Utility Worker II 5 Base
Utility Worker III 6 Base
Utility Worker IV 8 1
Utility Supervisor (eff. 04/27/21) 10 5
WTP & WWTP Operator I 5 Base
WTP & WWTP Operator II 7 Base
WTP & WWTP Operator III 8 Base
WTP & WWTP Operator IV 9 1
Water/Wastewater Supervisor 11 5
Water/Wastewater Superintendent 12 4
Director of Public Works 17 2
Town Manager (Appointed) 20 5
Town Council ELECTED

EXHIBIT A Appendix B
Town and Voters of Centreville
l
I
Town Council of Centreville
Town Attorney
[Contractuall ........ Town Manager
r
Chief of Police Director, Human
Finance
Public Works Resources Officer own Clerk
Manager
(PT}
UtilitY
Sergeanl Sorgeant
t
Budgeted Positions - 44
Eff.07t01t2022 A10-5 C1l -'10 Town of Centreville
A92 .- 9 C21t24 -6
Organization Chart
B10 - 14 Page
1

EXHIBIT A Appendix C
January 31, 2023 FY23 Mid FY23-Mid FY23-Mid FY23-Mid FY23-Mid FY23-Mid FY23-Mid FY23-Mid FY23-Mid FY23-Mid FY23-Mid FY23-Mid FY23-Mid FY23-Mid FY23-Mid FY23-Mid FY23-Mid FY23-Mid FY23-Mid FY23-Mid FY23-Mid FY23-Mid FY23-Mid FY23-Mid FY23-Mid FY23-Mid
3% Mid Yr COLA Step Step Step Step Step Step Step Step Step Step Step Step Step Step Step Step Step Step Step Step Step Step Step Step Step
Merit Positions Grade BASE 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
1 HOURLY $ 13.07 $ 13.49 $ 13.93 $ 14.38 $ 14.85 $ 15.34 $ 15.60 $ 15.85 $ 16.12 $ 16.38 $ 16.66 $ 16.94 $ 17.22 $ 17.51 $ 17.80 $ 18.10 $ 18.41 $ 18.72 $ 19.04 $ 19.36 $ 19.69 $ 20.00 $ 20.28 $ 20.53 $ 20.75 $ 20.94
WEEKLY $ 523 $ 540 $ 557 $ 575 $ 594 $ 614 $ 624 $ 634 $ 645 $ 655 $ 666 $ 677 $ 689 $ 700 $ 712 $ 724 $ 736 $ 749 $ 761 $ 774 $ 788 $ 800 $ 811 $ 821 $ 830 $ 838
BI-WEEKLY $ 1,045 $ 1,080 $ 1,114 $ 1,151 $ 1,188 $ 1,227 $ 1,248 $ 1,268 $ 1,289 $ 1,311 $ 1,333 $ 1,355 $ 1,378 $ 1,401 $ 1,424 $ 1,448 $ 1,473 $ 1,498 $ 1,523 $ 1,549 $ 1,575 $ 1,600 $ 1,622 $ 1,642 $ 1,660 $ 1,675
ANNUAL $ 27,194 $ 28,069 $ 28,976 $ 29,917 $ 30,896 $ 31,910 $ 32,438 $ 32,974 $ 33,521 $ 34,079 $ 34,647 $ 35,226 $ 35,815 $ 36,417 $ 37,029 $ 37,653 $ 38,288 $ 38,937 $ 39,597 $ 40,270 $ 40,956 $ 41,591 $ 42,172 $ 42,696 $ 43,159 $ 43,560
2 HOURLY $ 13.96 $ 14.41 $ 14.88 $ 15.37 $ 15.88 $ 16.41 $ 16.68 $ 16.96 $ 17.24 $ 17.53 $ 17.83 $ 18.13 $ 18.44 $ 18.75 $ 19.07 $ 19.39 $ 19.72 $ 20.06 $ 20.40 $ 20.75 $ 21.10 $ 21.43 $ 21.73 $ 22.01 $ 22.25 $ 22.45
WEEKLY $ 558 $ 577 $ 595 $ 615 $ 635 $ 656 $ 667 $ 678 $ 690 $ 701 $ 713 $ 725 $ 737 $ 750 $ 763 $ 776 $ 789 $ 802 $ 816 $ 830 $ 844 $ 857 $ 869 $ 880 $ 890 $ 898
BI-WEEKLY $ 1,117 $ 1,153 $ 1,191 $ 1,230 $ 1,271 $ 1,313 $ 1,335 $ 1,357 $ 1,380 $ 1,403 $ 1,426 $ 1,450 $ 1,475 $ 1,500 $ 1,525 $ 1,551 $ 1,578 $ 1,605 $ 1,632 $ 1,660 $ 1,688 $ 1,715 $ 1,739 $ 1,761 $ 1,780 $ 1,796
ANNUAL $ 29,035 $ 29,979 $ 30,959 $ 31,976 $ 33,033 $ 34,129 $ 34,698 $ 35,278 $ 35,869 $ 36,470 $ 37,084 $ 37,709 $ 38,346 $ 38,995 $ 39,656 $ 40,331 $ 41,017 $ 41,717 $ 42,430 $ 43,157 $ 43,898 $ 44,583 $ 45,209 $ 45,773 $ 46,272 $ 46,703
3 HOURLY $ 14.91 $ 15.40 $ 15.91 $ 16.44 $ 16.99 $ 17.56 $ 17.86 $ 18.16 $ 18.46 $ 18.78 $ 19.09 $ 19.42 $ 19.75 $ 20.09 $ 20.43 $ 20.78 $ 21.14 $ 21.50 $ 21.87 $ 22.25 $ 22.63 $ 22.99 $ 23.31 $ 23.60 $ 23.86 $ 24.09
WEEKLY $ 596 $ 616 $ 637 $ 658 $ 680 $ 702 $ 714 $ 726 $ 739 $ 751 $ 764 $ 777 $ 790 $ 803 $ 817 $ 831 $ 845 $ 860 $ 875 $ 890 $ 905 $ 919 $ 932 $ 944 $ 954 $ 963
BI-WEEKLY $ 1,193 $ 1,232 $ 1,273 $ 1,315 $ 1,359 $ 1,405 $ 1,428 $ 1,453 $ 1,477 $ 1,502 $ 1,528 $ 1,553 $ 1,580 $ 1,607 $ 1,634 $ 1,662 $ 1,691 $ 1,720 $ 1,750 $ 1,780 $ 1,811 $ 1,839 $ 1,865 $ 1,888 $ 1,909 $ 1,927
ANNUAL $ 31,023 $ 32,042 $ 33,101 $ 34,200 $ 35,340 $ 36,525 $ 37,139 $ 37,765 $ 38,404 $ 39,053 $ 39,716 $ 40,390 $ 41,078 $ 41,780 $ 42,494 $ 43,222 $ 43,963 $ 44,720 $ 45,490 $ 46,275 $ 47,074 $ 47,813 $ 48,488 $ 49,096 $ 49,634 $ 50,099
UW I PT/FT 4 HOURLY $ 15.94 $ 16.48 $ 17.03 $ 17.60 $ 18.19 $ 18.80 $ 19.12 $ 19.45 $ 19.78 $ 20.12 $ 20.46 $ 20.81 $ 21.17 $ 21.53 $ 21.90 $ 22.28 $ 22.67 $ 23.06 $ 23.46 $ 23.87 $ 24.28 $ 24.66 $ 25.01 $ 25.33 $ 25.61 $ 25.85
WEEKLY $ 638 $ 659 $ 681 $ 704 $ 728 $ 752 $ 765 $ 778 $ 791 $ 805 $ 818 $ 832 $ 847 $ 861 $ 876 $ 891 $ 907 $ 922 $ 938 $ 955 $ 971 $ 987 $ 1,001 $ 1,013 $ 1,024 $ 1,034
BI-WEEKLY $ 1,276 $ 1,318 $ 1,362 $ 1,408 $ 1,455 $ 1,504 $ 1,530 $ 1,556 $ 1,582 $ 1,609 $ 1,637 $ 1,665 $ 1,693 $ 1,723 $ 1,752 $ 1,782 $ 1,813 $ 1,845 $ 1,877 $ 1,909 $ 1,943 $ 1,973 $ 2,001 $ 2,026 $ 2,049 $ 2,068
ANNUAL $ 33,170 $ 34,271 $ 35,414 $ 36,601 $ 37,833 $ 39,111 $ 39,776 $ 40,451 $ 41,140 $ 41,843 $ 42,559 $ 43,288 $ 44,030 $ 44,787 $ 45,559 $ 46,345 $ 47,146 $ 47,962 $ 48,794 $ 49,642 $ 50,505 $ 51,301 $ 52,029 $ 52,685 $ 53,265 $ 53,766
AA I 5 H O U R L Y $ 17.06 $ 17.63 $ 18.23 $ 18.84 $ 19.48 $ 20.15 $ 20.49 $ 20.84 $ 21.20 $ 21.57 $ 21.94 $ 22.32 $ 22.70 $ 23.09 $ 23.49 $ 23.90 $ 24.32 $ 24.74 $ 25.17 $ 25.61 $ 26.06 $ 26.48 $ 26.86 $ 27.20 $ 27.51 $ 27.77
UW II
W/WW OP I WEEKLY $ 683 $ 705 $ 729 $ 754 $ 779 $ 806 $ 820 $ 834 $ 848 $ 863 $ 877 $ 893 $ 908 $ 924 $ 940 $ 956 $ 973 $ 990 $ 1,007 $ 1,025 $ 1,043 $ 1,059 $ 1,074 $ 1,088 $ 1,100 $ 1,111
BI-WEEKLY $ 1,365 $ 1,411 $ 1,458 $ 1,507 $ 1,559 $ 1,612 $ 1,639 $ 1,667 $ 1,696 $ 1,725 $ 1,755 $ 1,785 $ 1,816 $ 1,848 $ 1,880 $ 1,912 $ 1,946 $ 1,979 $ 2,014 $ 2,049 $ 2,085 $ 2,118 $ 2,149 $ 2,176 $ 2,201 $ 2,222
ANNUAL $ 35,489 $ 36,678 $ 37,913 $ 39,195 $ 40,525 $ 41,906 $ 42,622 $ 43,353 $ 44,097 $ 44,855 $ 45,628 $ 46,416 $ 47,218 $ 48,036 $ 48,868 $ 49,718 $ 50,583 $ 51,465 $ 52,363 $ 53,278 $ 54,212 $ 55,079 $ 55,871 $ 56,585 $ 57,218 $ 57,763
AA II 6 H O URLY $ 18.26 $ 18.88 $ 19.52 $ 20.19 $ 20.88 $ 21.60 $ 21.97 $ 22.35 $ 22.74 $ 23.13 $ 23.53 $ 23.94 $ 24.36 $ 24.78 $ 25.21 $ 25.65 $ 26.10 $ 26.57 $ 27.04 $ 27.52 $ 28.01 $ 28.46 $ 28.87 $ 29.24 $ 29.56 $ 29.85
Fin Spec I
HR Spec I W EEKLY $ 730 $ 755 $ 781 $ 808 $ 835 $ 864 $ 879 $ 894 $ 909 $ 925 $ 941 $ 958 $ 974 $ 991 $ 1,009 $ 1,026 $ 1,044 $ 1,063 $ 1,082 $ 1,101 $ 1,120 $ 1,138 $ 1,155 $ 1,169 $ 1,183 $ 1,194
UW III
BI-WEEKLY $ 1,462 $ 1,511 $ 1,562 $ 1,615 $ 1,670 $ 1,728 $ 1,758 $ 1,788 $ 1,819 $ 1,850 $ 1,882 $ 1,915 $ 1,948 $ 1,982 $ 2,017 $ 2,052 $ 2,088 $ 2,125 $ 2,163 $ 2,201 $ 2,241 $ 2,277 $ 2,309 $ 2,339 $ 2,365 $ 2,388
ANNUAL $ 37,993 $ 39,278 $ 40,611 $ 41,995 $ 43,432 $ 44,923 $ 45,698 $ 46,486 $ 47,290 $ 48,109 $ 48,944 $ 49,794 $ 50,661 $ 51,543 $ 52,443 $ 53,360 $ 54,296 $ 55,258 $ 56,238 $ 57,237 $ 58,254 $ 59,189 $ 60,044 $ 60,813 $ 61,495 $ 62,083
W/WW OP II 7 HOURLY $ 19.57 $ 20.23 $ 20.93 $ 21.64 $ 22.39 $ 23.16 $ 23.57 $ 23.98 $ 24.39 $ 24.82 $ 25.25 $ 25.69 $ 26.15 $ 26.61 $ 27.08 $ 27.56 $ 28.05 $ 28.55 $ 29.06 $ 29.58 $ 30.11 $ 30.59 $ 31.03 $ 31.43 $ 31.79 $ 32.09
WEEKLY $ 783 $ 809 $ 837 $ 866 $ 896 $ 927 $ 943 $ 959 $ 976 $ 993 $ 1,010 $ 1,028 $ 1,046 $ 1,064 $ 1,083 $ 1,102 $ 1,122 $ 1,142 $ 1,162 $ 1,183 $ 1,204 $ 1,224 $ 1,241 $ 1,257 $ 1,271 $ 1,284
BI-WEEKLY $ 1,566 $ 1,619 $ 1,674 $ 1,732 $ 1,791 $ 1,853 $ 1,885 $ 1,918 $ 1,951 $ 1,985 $ 2,020 $ 2,055 $ 2,092 $ 2,129 $ 2,166 $ 2,205 $ 2,244 $ 2,284 $ 2,325 $ 2,366 $ 2,408 $ 2,447 $ 2,483 $ 2,515 $ 2,543 $ 2,567
ANNUAL $ 40,697 $ 42,085 $ 43,526 $ 45,020 $ 46,571 $ 48,182 $ 49,019 $ 49,871 $ 50,739 $ 51,623 $ 52,525 $ 53,443 $ 54,382 $ 55,345 $ 56,327 $ 57,327 $ 58,345 $ 59,384 $ 60,442 $ 61,521 $ 62,620 $ 63,628 $ 64,550 $ 65,379 $ 66,115 $ 66,749
AA III 8 H O U R L Y $ 20.97 $ 21.69 $ 22.44 $ 23.22 $ 24.02 $ 24.86 $ 25.29 $ 25.73 $ 26.19 $ 26.65 $ 27.12 $ 27.60 $ 28.09 $ 28.59 $ 29.10 $ 29.62 $ 30.15 $ 30.69 $ 31.24 $ 31.80 $ 32.37 $ 32.90 $ 33.37 $ 33.80 $ 34.18 $ 34.51
Fin Spec II
HR Spec II W E E KLY $ 838 $ 868 $ 898 $ 929 $ 961 $ 994 $ 1,012 $ 1,029 $ 1,047 $ 1,066 $ 1,085 $ 1,104 $ 1,124 $ 1,144 $ 1,164 $ 1,185 $ 1,206 $ 1,228 $ 1,250 $ 1,272 $ 1,295 $ 1,316 $ 1,335 $ 1,352 $ 1,367 $ 1,381
PO
UW IV B I - W E E KLY $ 1,678 $ 1,735 $ 1,795 $ 1,857 $ 1,922 $ 1,989 $ 2,023 $ 2,059 $ 2,095 $ 2,132 $ 2,170 $ 2,208 $ 2,248 $ 2,288 $ 2,328 $ 2,370 $ 2,412 $ 2,455 $ 2,499 $ 2,544 $ 2,590 $ 2,632 $ 2,670 $ 2,704 $ 2,735 $ 2,761
W/WW Op III ANNUAL $ 43,618 $ 45,117 $ 46,672 $ 48,287 $ 49,963 $ 51,703 $ 52,605 $ 53,525 $ 54,466 $ 55,432 $ 56,414 $ 57,416 $ 58,437 $ 59,477 $ 60,537 $ 61,620 $ 62,718 $ 63,839 $ 64,983 $ 66,148 $ 67,334 $ 68,422 $ 69,416 $ 70,311 $ 71,103 $ 71,788
Main Street Mgr 9 H O U R L Y $ 22.48 $ 23.27 $ 24.07 $ 24.91 $ 25.78 $ 26.69 $ 27.16 $ 27.65 $ 28.14 $ 28.64 $ 29.15 $ 29.67 $ 30.20 $ 30.74 $ 31.29 $ 31.85 $ 32.42 $ 33.01 $ 33.60 $ 34.20 $ 34.82 $ 35.38 $ 35.90 $ 36.36 $ 36.77 $ 37.13
W/WW Op IV
WEEKLY $ 899 $ 931 $ 963 $ 996 $ 1,031 $ 1,068 $ 1,087 $ 1,106 $ 1,126 $ 1,146 $ 1,166 $ 1,187 $ 1,208 $ 1,230 $ 1,252 $ 1,274 $ 1,297 $ 1,320 $ 1,344 $ 1,368 $ 1,393 $ 1,415 $ 1,436 $ 1,455 $ 1,471 $ 1,485
BI-WEEKLY $ 1,799 $ 1,861 $ 1,926 $ 1,993 $ 2,063 $ 2,135 $ 2,173 $ 2,212 $ 2,251 $ 2,291 $ 2,332 $ 2,374 $ 2,416 $ 2,459 $ 2,503 $ 2,548 $ 2,594 $ 2,640 $ 2,688 $ 2,736 $ 2,786 $ 2,831 $ 2,872 $ 2,909 $ 2,942 $ 2,970
ANNUAL $ 46,773 $ 48,391 $ 50,071 $ 51,815 $ 53,625 $ 55,518 $ 56,503 $ 57,506 $ 58,529 $ 59,571 $ 60,633 $ 61,715 $ 62,818 $ 63,940 $ 65,086 $ 66,253 $ 67,441 $ 68,653 $ 69,887 $ 71,144 $ 72,427 $ 73,600 $ 74,672 $ 75,637 $ 76,492 $ 77,230
AA IV 1 0 H O URLY $ 24.12 $ 24.97 $ 25.84 $ 26.75 $ 27.70 $ 28.69 $ 29.20 $ 29.72 $ 30.25 $ 30.79 $ 31.34 $ 31.90 $ 32.47 $ 33.06 $ 33.65 $ 34.26 $ 34.88 $ 35.50 $ 36.15 $ 36.80 $ 37.46 $ 38.07 $ 38.63 $ 39.13 $ 39.57 $ 39.96
Fin Spec III
HR Spec III W E E K L Y $ 965 $ 999 $ 1,034 $ 1,070 $ 1,108 $ 1,147 $ 1,168 $ 1,189 $ 1,210 $ 1,232 $ 1,254 $ 1,276 $ 1,299 $ 1,322 $ 1,346 $ 1,370 $ 1,395 $ 1,420 $ 1,446 $ 1,472 $ 1,499 $ 1,523 $ 1,545 $ 1,565 $ 1,583 $ 1,598
OFC
Utility Sup BI-WEEKLY $ 1,930 $ 1,997 $ 2,067 $ 2,140 $ 2,216 $ 2,295 $ 2,336 $ 2,377 $ 2,420 $ 2,463 $ 2,507 $ 2,552 $ 2,598 $ 2,645 $ 2,692 $ 2,741 $ 2,790 $ 2,840 $ 2,892 $ 2,944 $ 2,997 $ 3,046 $ 3,090 $ 3,130 $ 3,166 $ 3,196
ANNUAL $ 50,181 $ 51,928 $ 53,742 $ 55,641 $ 57,615 $ 59,665 $ 60,728 $ 61,812 $ 62,917 $ 64,041 $ 65,189 $ 66,357 $ 67,547 $ 68,762 $ 69,998 $ 71,257 $ 72,542 $ 73,850 $ 75,183 $ 76,541 $ 77,926 $ 79,192 $ 80,348 $ 81,390 $ 82,311 $ 83,109
CPL 1 1 H O URLY $ 25.89 $ 26.81 $ 27.76 $ 28.75 $ 29.77 $ 30.84 $ 31.39 $ 31.95 $ 32.53 $ 33.11 $ 33.71 $ 34.31 $ 34.93 $ 35.56 $ 36.20 $ 36.86 $ 37.52 $ 38.20 $ 38.90 $ 39.60 $ 40.32 $ 40.98 $ 41.58 $ 42.12 $ 42.59 $ 43.01
W/WW Sup
WEEKLY $ 1,036 $ 1,072 $ 1,110 $ 1,150 $ 1,191 $ 1,234 $ 1,256 $ 1,278 $ 1,301 $ 1,324 $ 1,348 $ 1,373 $ 1,397 $ 1,422 $ 1,448 $ 1,474 $ 1,501 $ 1,528 $ 1,556 $ 1,584 $ 1,613 $ 1,639 $ 1,663 $ 1,685 $ 1,704 $ 1,720
BI-WEEKLY $ 2,071 $ 2,145 $ 2,221 $ 2,300 $ 2,382 $ 2,467 $ 2,511 $ 2,556 $ 2,602 $ 2,649 $ 2,697 $ 2,745 $ 2,795 $ 2,845 $ 2,896 $ 2,949 $ 3,002 $ 3,056 $ 3,112 $ 3,168 $ 3,226 $ 3,278 $ 3,326 $ 3,369 $ 3,408 $ 3,441
ANNUAL $ 53,860 $ 55,764 $ 57,743 $ 59,798 $ 61,930 $ 64,143 $ 65,292 $ 66,462 $ 67,655 $ 68,870 $ 70,109 $ 71,371 $ 72,657 $ 73,967 $ 75,302 $ 76,664 $ 78,050 $ 79,463 $ 80,902 $ 82,370 $ 83,865 $ 85,230 $ 86,478 $ 87,602 $ 88,596 $ 89,457
1 2 H O U RLY $ 27.82 $ 28.81 $ 29.84 $ 30.91 $ 32.01 $ 33.16 $ 33.76 $ 34.37 $ 34.99 $ 35.62 $ 36.26 $ 36.92 $ 37.58 $ 38.26 $ 38.96 $ 39.66 $ 40.38 $ 41.12 $ 41.87 $ 42.63 $ 43.40 $ 44.11 $ 44.76 $ 45.34 $ 45.86 $ 46.30
W/WW Super
WEEKLY $ 1,113 $ 1,153 $ 1,194 $ 1,236 $ 1,281 $ 1,327 $ 1,350 $ 1,375 $ 1,399 $ 1,425 $ 1,450 $ 1,477 $ 1,503 $ 1,531 $ 1,558 $ 1,587 $ 1,615 $ 1,645 $ 1,675 $ 1,705 $ 1,736 $ 1,764 $ 1,790 $ 1,814 $ 1,834 $ 1,852
BI-WEEKLY $ 2,226 $ 2,305 $ 2,387 $ 2,473 $ 2,561 $ 2,653 $ 2,701 $ 2,749 $ 2,799 $ 2,849 $ 2,901 $ 2,953 $ 3,007 $ 3,061 $ 3,117 $ 3,173 $ 3,231 $ 3,289 $ 3,349 $ 3,410 $ 3,472 $ 3,529 $ 3,581 $ 3,627 $ 3,669 $ 3,704
ANNUAL $ 57,872 $ 59,931 $ 62,068 $ 64,286 $ 66,590 $ 68,979 $ 70,220 $ 71,484 $ 72,773 $ 74,085 $ 75,423 $ 76,785 $ 78,175 $ 79,590 $ 81,032 $ 82,502 $ 84,000 $ 85,525 $ 87,080 $ 88,664 $ 90,280 $ 91,752 $ 93,099 $ 94,311 $ 95,384 $ 96,312
Fin Spec IV 1 3 H O URLY $ 29.91 $ 30.98 $ 32.09 $ 33.24 $ 34.43 $ 35.67 $ 36.32 $ 36.98 $ 37.64 $ 38.33 $ 39.02 $ 39.72 $ 40.45 $ 41.18 $ 41.93 $ 42.70 $ 43.47 $ 44.27 $ 45.07 $ 45.90 $ 46.73 $ 47.50 $ 48.20 $ 48.83 $ 49.38 $ 49.86
HR Spec IV
Op Mgr (Frozen) W E EKLY $ 1,196 $ 1,239 $ 1,283 $ 1,330 $ 1,377 $ 1,427 $ 1,453 $ 1,479 $ 1,506 $ 1,533 $ 1,561 $ 1,589 $ 1,618 $ 1,647 $ 1,677 $ 1,708 $ 1,739 $ 1,771 $ 1,803 $ 1,836 $ 1,869 $ 1,900 $ 1,928 $ 1,953 $ 1,975 $ 1,995
SGT
BI-WEEKLY $ 2,393 $ 2,478 $ 2,567 $ 2,659 $ 2,755 $ 2,854 $ 2,906 $ 2,958 $ 3,012 $ 3,066 $ 3,122 $ 3,177 $ 3,236 $ 3,295 $ 3,355 $ 3,416 $ 3,478 $ 3,541 $ 3,606 $ 3,672 $ 3,739 $ 3,800 $ 3,856 $ 3,906 $ 3,951 $ 3,989
ANNUAL $ 62,206 $ 64,430 $ 66,739 $ 69,135 $ 71,621 $ 74,203 $ 75,543 $ 76,908 $ 78,300 $ 79,717 $ 81,162 $ 82,612 $ 84,133 $ 85,662 $ 87,219 $ 88,807 $ 90,425 $ 92,073 $ 93,752 $ 95,463 $ 97,207 $ 98,797 $ 100,249 $ 101,557 $ 102,716 $ 103,717

Town Clerk 1 4 H O U R L Y $ 3 2 . 1 6 $ 33.31 $ 34.51 $ 35.75 $ 37.05 $ 38.39 $ 39.08 $ 39.79 $ 40.51 $ 41.25 $ 42.00 $ 42.76 $ 43.54 $ 44.34 $ 45.15 $ 45.97 $ 46.81 $ 47.67 $ 48.54 $ 49.43 $ 50.33 $ 51.16 $ 51.91 $ 52.59 $ 53.19 $ 53.71
WEEKLY $ 1,286 $ 1,333 $ 1,380 $ 1,430 $ 1,482 $ 1,535 $ 1,563 $ 1,592 $ 1,621 $ 1,650 $ 1,680 $ 1,711 $ 1,742 $ 1,773 $ 1,806 $ 1,839 $ 1,872 $ 1,907 $ 1,941 $ 1,977 $ 2,013 $ 2,046 $ 2,076 $ 2,104 $ 2,128 $ 2,148
BI-WEEKLY $ 2,573 $ 2,665 $ 2,761 $ 2,860 $ 2,964 $ 3,071 $ 3,127 $ 3,183 $ 3,241 $ 3,300 $ 3,360 $ 3,421 $ 3,483 $ 3,547 $ 3,612 $ 3,678 $ 3,745 $ 3,813 $ 3,883 $ 3,954 $ 4,026 $ 4,092 $ 4,153 $ 4,207 $ 4,255 $ 4,297
ANNUAL $ 66,888 $ 69,290 $ 71,783 $ 74,370 $ 77,056 $ 79,845 $ 81,292 $ 82,766 $ 84,268 $ 85,800 $ 87,359 $ 88,950 $ 90,570 $ 92,220 $ 93,903 $ 95,617 $ 97,364 $ 99,144 $ 100,958 $ 102,805 $ 104,688 $ 106,404 $ 107,971 $ 109,383 $ 110,632 $ 111,713
LT 15 HOURLY $ 34.59 $ 35.84 $ 37.13 $ 38.47 $ 39.87 $ 41.32 $ 42.07 $ 42.83 $ 43.61 $ 44.41 $ 45.22 $ 46.04 $ 46.88 $ 47.74 $ 48.62 $ 49.51 $ 50.41 $ 51.34 $ 52.28 $ 53.24 $ 54.22 $ 55.11 $ 55.92 $ 56.65 $ 57.30 $ 57.86
WEEKLY $ 1,383 $ 1,433 $ 1,485 $ 1,539 $ 1,595 $ 1,653 $ 1,683 $ 1,713 $ 1,745 $ 1,776 $ 1,809 $ 1,842 $ 1,875 $ 1,910 $ 1,945 $ 1,980 $ 2,017 $ 2,053 $ 2,091 $ 2,130 $ 2,169 $ 2,204 $ 2,237 $ 2,266 $ 2,292 $ 2,314
BI-WEEKLY $ 2,767 $ 2,867 $ 2,970 $ 3,078 $ 3,189 $ 3,305 $ 3,365 $ 3,427 $ 3,489 $ 3,553 $ 3,617 $ 3,683 $ 3,751 $ 3,819 $ 3,889 $ 3,960 $ 4,033 $ 4,107 $ 4,182 $ 4,259 $ 4,337 $ 4,408 $ 4,474 $ 4,532 $ 4,584 $ 4,629
ANNUAL $ 71,944 $ 74,538 $ 77,230 $ 80,025 $ 82,926 $ 85,937 $ 87,500 $ 89,093 $ 90,715 $ 92,368 $ 94,053 $ 95,770 $ 97,520 $ 99,303 $ 101,120 $ 102,971 $ 104,858 $ 106,780 $ 108,739 $ 110,735 $ 112,769 $ 114,619 $ 116,312 $ 117,835 $ 119,183 $ 120,349
Fin Ofcr 1 6 H O U R LY $ 37.21 $ 38.56 $ 39.96 $ 41.41 $ 42.92 $ 44.48 $ 45.29 $ 46.12 $ 46.96 $ 47.82 $ 48.69 $ 49.59 $ 50.49 $ 51.42 $ 52.36 $ 53.32 $ 54.30 $ 55.30 $ 56.32 $ 57.36 $ 58.41 $ 59.37 $ 60.25 $ 61.04 $ 61.74 $ 62.34
HR Mgr
WEEKLY $ 1,488 $ 1,542 $ 1,598 $ 1,656 $ 1,717 $ 1,779 $ 1,812 $ 1,845 $ 1,878 $ 1,913 $ 1,948 $ 1,983 $ 2,020 $ 2,057 $ 2,095 $ 2,133 $ 2,172 $ 2,212 $ 2,253 $ 2,294 $ 2,336 $ 2,375 $ 2,410 $ 2,442 $ 2,470 $ 2,494
BI-WEEKLY $ 2,977 $ 3,085 $ 3,197 $ 3,313 $ 3,433 $ 3,558 $ 3,623 $ 3,689 $ 3,757 $ 3,826 $ 3,896 $ 3,967 $ 4,040 $ 4,114 $ 4,189 $ 4,266 $ 4,344 $ 4,424 $ 4,506 $ 4,588 $ 4,673 $ 4,750 $ 4,820 $ 4,883 $ 4,939 $ 4,988
ANNUAL $ 77,405 $ 80,206 $ 83,114 $ 86,133 $ 89,265 $ 92,518 $ 94,205 $ 95,925 $ 97,678 $ 99,464 $ 101,283 $ 103,138 $ 105,027 $ 106,953 $ 108,915 $ 110,915 $ 112,952 $ 115,027 $ 117,143 $ 119,299 $ 121,496 $ 123,493 $ 125,318 $ 126,963 $ 128,418 $ 129,676
Police Chief 1 7 H O U R L Y $ 40.05 $ 41.50 $ 43.01 $ 44.58 $ 46.21 $ 47.90 $ 48.77 $ 49.67 $ 50.58 $ 51.50 $ 52.45 $ 53.41 $ 54.39 $ 55.39 $ 56.41 $ 57.45 $ 58.51 $ 59.58 $ 60.68 $ 61.80 $ 62.94 $ 63.98 $ 64.93 $ 65.78 $ 66.53 $ 67.19
Dir, DPW
WEEKLY $ 1,602 $ 1,660 $ 1,721 $ 1,783 $ 1,848 $ 1,916 $ 1,951 $ 1,987 $ 2,023 $ 2,060 $ 2,098 $ 2,136 $ 2,176 $ 2,216 $ 2,256 $ 2,298 $ 2,340 $ 2,383 $ 2,427 $ 2,472 $ 2,518 $ 2,559 $ 2,597 $ 2,631 $ 2,661 $ 2,687
BI-WEEKLY $ 3,204 $ 3,320 $ 3,441 $ 3,566 $ 3,697 $ 3,832 $ 3,902 $ 3,973 $ 4,046 $ 4,120 $ 4,196 $ 4,273 $ 4,351 $ 4,431 $ 4,513 $ 4,596 $ 4,680 $ 4,767 $ 4,855 $ 4,944 $ 5,035 $ 5,118 $ 5,194 $ 5,262 $ 5,323 $ 5,375
ANNUAL $ 83,302 $ 86,328 $ 89,469 $ 92,728 $ 96,111 $ 99,624 $ 101,447 $ 103,304 $ 105,197 $ 107,126 $ 109,091 $ 111,094 $ 113,134 $ 115,214 $ 117,333 $ 119,492 $ 121,692 $ 123,935 $ 126,219 $ 128,548 $ 130,920 $ 133,076 $ 135,046 $ 136,821 $ 138,392 $ 139,749
18 HOURLY $ 43.12 $ 44.68 $ 46.31 $ 48.01 $ 49.76 $ 51.59 $ 52.53 $ 53.50 $ 54.48 $ 55.48 $ 56.50 $ 57.54 $ 58.60 $ 59.68 $ 60.78 $ 61.90 $ 63.04 $ 64.21 $ 65.40 $ 66.60 $ 67.84 $ 68.96 $ 69.98 $ 70.90 $ 71.71 $ 72.42
WEEKLY $ 1,724 $ 1,787 $ 1,853 $ 1,920 $ 1,990 $ 2,063 $ 2,101 $ 2,140 $ 2,179 $ 2,219 $ 2,260 $ 2,302 $ 2,344 $ 2,387 $ 2,431 $ 2,476 $ 2,522 $ 2,568 $ 2,616 $ 2,664 $ 2,713 $ 2,758 $ 2,799 $ 2,836 $ 2,869 $ 2,897
BI-WEEKLY $ 3,448 $ 3,575 $ 3,705 $ 3,840 $ 3,981 $ 4,127 $ 4,203 $ 4,280 $ 4,358 $ 4,439 $ 4,520 $ 4,603 $ 4,688 $ 4,774 $ 4,863 $ 4,952 $ 5,044 $ 5,137 $ 5,232 $ 5,328 $ 5,427 $ 5,516 $ 5,598 $ 5,672 $ 5,737 $ 5,793
ANNUAL $ 89,672 $ 92,939 $ 96,331 $ 99,851 $ 103,506 $ 107,299 $ 109,268 $ 111,274 $ 113,318 $ 115,401 $ 117,524 $ 119,687 $ 121,890 $ 124,137 $ 126,425 $ 128,757 $ 131,133 $ 133,555 $ 136,023 $ 138,537 $ 141,099 $ 143,426 $ 145,552 $ 147,468 $ 149,164 $ 150,629
19 HOURLY $ 46.42 $ 48.12 $ 49.88 $ 51.70 $ 53.60 $ 55.57 $ 56.59 $ 57.63 $ 58.70 $ 59.78 $ 60.88 $ 62.00 $ 63.15 $ 64.31 $ 65.50 $ 66.71 $ 67.95 $ 69.20 $ 70.49 $ 71.79 $ 73.12 $ 74.33 $ 75.43 $ 76.43 $ 77.31 $ 78.07
WEEKLY $ 1,857 $ 1,925 $ 1,995 $ 2,068 $ 2,144 $ 2,223 $ 2,264 $ 2,305 $ 2,348 $ 2,391 $ 2,435 $ 2,480 $ 2,526 $ 2,573 $ 2,620 $ 2,669 $ 2,718 $ 2,768 $ 2,819 $ 2,872 $ 2,925 $ 2,973 $ 3,017 $ 3,057 $ 3,092 $ 3,123
BI-WEEKLY $ 3,713 $ 3,849 $ 3,990 $ 4,136 $ 4,288 $ 4,446 $ 4,527 $ 4,611 $ 4,696 $ 4,782 $ 4,870 $ 4,960 $ 5,052 $ 5,145 $ 5,240 $ 5,337 $ 5,436 $ 5,536 $ 5,639 $ 5,743 $ 5,850 $ 5,946 $ 6,035 $ 6,114 $ 6,184 $ 6,245
ANNUAL $ 96,551 $ 100,080 $ 103,743 $ 107,545 $ 111,491 $ 115,589 $ 117,715 $ 119,881 $ 122,089 $ 124,339 $ 126,630 $ 128,966 $ 131,347 $ 133,772 $ 136,244 $ 138,763 $ 141,329 $ 143,945 $ 146,609 $ 149,325 $ 152,092 $ 154,604 $ 156,899 $ 158,967 $ 160,796 $ 162,378
Town Mgr 20 HOURLY $ 49.99 $ 51.82 $ 53.72 $ 55.70 $ 57.75 $ 59.88 $ 60.98 $ 62.10 $ 63.25 $ 64.42 $ 65.61 $ 66.82 $ 68.06 $ 69.32 $ 70.60 $ 71.91 $ 73.24 $ 74.60 $ 75.98 $ 77.39 $ 78.83 $ 80.13 $ 81.32 $ 82.40 $ 83.35 $ 84.17
WEEKLY $ 1,999 $ 2,073 $ 2,149 $ 2,228 $ 2,310 $ 2,395 $ 2,439 $ 2,484 $ 2,530 $ 2,577 $ 2,624 $ 2,673 $ 2,722 $ 2,773 $ 2,824 $ 2,876 $ 2,930 $ 2,984 $ 3,039 $ 3,096 $ 3,153 $ 3,205 $ 3,253 $ 3,296 $ 3,334 $ 3,367
BI-WEEKLY $ 3,999 $ 4,146 $ 4,298 $ 4,456 $ 4,620 $ 4,790 $ 4,878 $ 4,968 $ 5,060 $ 5,153 $ 5,249 $ 5,346 $ 5,445 $ 5,545 $ 5,648 $ 5,753 $ 5,859 $ 5,968 $ 6,079 $ 6,191 $ 6,306 $ 6,411 $ 6,506 $ 6,592 $ 6,668 $ 6,733
ANNUAL $ 103,981 $ 107,792 $ 111,748 $ 115,853 $ 120,117 $ 124,540 $ 126,836 $ 129,176 $ 131,561 $ 133,991 $ 136,467 $ 138,989 $ 141,560 $ 144,179 $ 146,849 $ 149,569 $ 152,341 $ 155,165 $ 158,043 $ 160,977 $ 163,965 $ 166,676 $ 169,154 $ 171,385 $ 173,360 $ 175,068

EXHIBIT A Appendix D
TOWN OF CENTREVILLE
EMPLOYEE EVALUATION FORM
Name:________________________ Date:___________________
Department:____________________ Job Title: ________________
Evaluator:______________________ Title:____________________
Purpose of this Employee Evaluation –
The purpose of the employee evaluation is to take a personal inventory, to pin-
point strengths and weaknesses, and to outline and agree upon a practical
improvement program. Periodically conducted, these evaluations will provide a
history of development and progress for the individual employee.
Instructions to the Evaluator:
Listed below are a number of traits, abilities and characteristics that are important
for success in business. Place an “X” on each rating scale, over the descriptive
phrase which most nearly describes the person being rated. (If this form is being
used for self-evaluation, you will be describing yourself.)
Carefully evaluate each of the qualities separately.
Two common mistakes in rating are: 1) the tendency to rate nearly everyone as
“average” on every trait instead of being more critical in judgment – the evaluator
should use the ends of the scale as well as the middle; and 2) the “Halo Effect,”
i.e., a tendency to rate the same individual “excellent” on every trait or “poor” on
every trait based on the overall picture one has of the person being rated.
However, each person has strong points and weak points, and these should be
indicated on the rating scale.
Accuracy is the correctness of work duties performed.
Makes Careless; Usually Requires little Requires
frequent makes accurate; supervision; is absolute
errors recurrent makes only exact and minimum of
errors average precise most supervision; is
number of of the time almost always
mistakes accurate
Page 1 of 7 Rev. 03/17/17

Comment:
Alertness is the ability to grasp instruction, to meet changing conditions and to
solve novel or problem situations.
Slow to “catch Requires Grasps Usually quick Exceptionally
on” more than instructions to understand keen and alert
average with average and learn
instructions ability
and
explanations
Comment:
Creativity is talent for having new ideas, for finding new and better ways of
doing things and for being imaginative.
Rarely has a Occasionally Has average Frequently Continually
new idea; is comes up with imagination; suggests new seeks new
unimaginative a new idea has ways of doing and better
reasonable things; is very ways of doing
number of imaginative things; is
new ideas extremely
imaginative
Comment:
Page 2 of 7 Rev. 03/17/17

Friendliness is the sociability and warmth which an individual imparts in
his/her behavior toward customers, other employees, his/her supervisor and the
person(s) s/he may supervise.
Very distant Approachable; Warm; Very sociable Extremely
and aloof friendly once friendly; and outgoing sociable;
known by sociable excellent at
others establishing
goodwill
Comment:
Personality is an individual’s behavior characteristics or his/her personal
suitability for the job.
Personality Personality Personality Very desirable Outstanding
unsatisfactory questionable satisfactory personality for personality for
for this job for this job for this job this job this job
Comment:
Attendance is faithfulness in coming to work daily and conforming to work
hours.
Often absent Lax in Usually Very prompt; Always
without good attendance present and regular in regular and
excuse and/or and/or on time attendance prompt;
frequently reporting for volunteers for
reports for work on time overtime
work late when needed
Comment:
Page 3 of 7 Rev. 03/17/17

Housekeeping is the orderliness and cleanliness in which an individual keeps
his/her work area.
Disorderly or Some Ordinarily Quite Unusually
untidy tendency to keeps work conscientious neat, clean
be careless area fairly about and orderly
and untidy neat neatness and
cleanliness
Comment:
Dependability is the ability to do required jobs well with a minimum of
supervision.
Requires Sometimes Promptly Requires little Requires
close requires takes care of supervision; absolute
supervision; is prompting necessary Is reliable minimum of
unreliable tasks supervision
Comment:
Drive is the desire to attain goals, to achieve.
Has poorly Sets goals too Has average Strives hard; Sets high
defined goals low; puts forth goals and has high goals and
and acts little effort to usually puts desire to strives
without achieve forth effort to achieve incessantly to
purpose; puts reach these reach these
forth
practically no
effort
Page 4 of 7 Rev. 03/17/17

Comment:
Job Knowledge is the information concerning work duties which an individual
should know for a satisfactory job performance.
Poorly Lacks Moderately Understands Has complete
informed knowledge of informed; can all phases of mastery of all
about work some phases answer most work phases of job
duties of work common
questions
Comment:
Quantity of Work is the amount of work an individual does in a work day.
Does not Does just Volume of Very Superior work
meet enough to get work is industrious; production
minimum by satisfactory does more record
requirements than required
Comment:
Stability is the ability to withstand and to remain calm in crisis situations.
Goes to Occasionally Has average Tolerates Thrives under
pieces under “blows up” tolerance for most pressure;
pressure; is under crises; usually pressure; very really enjoys
jumpy and pressure; is remains calm good solving crises
nervous easily irritated tolerance for
crises
Page 5 of 7 Rev. 03/17/17

Comment:
Courtesy is the polite attention an individual gives other people.
Blunt; Sometimes Agreeable Always very Inspiring to
discourteous; tactless and pleasant polite and others in
antagonistic willing to help being
courteous and
very pleasant
Comment:
Overall Evaluation in comparison with other employees with the same length
of service on this job:
Definitely Substandard Doing an Definitely Outstanding
unsatisfactory but making average job above
progress average
Goals for Next 6 months: Goals for Next 12 Months:
Page 6 of 7 Rev. 03/17/17

Employee Comments:
A copy of this report has been given to me and has been discussed with me.
Employee’s Signature: ______________________________________________
Evaluator Signature: _______________________________________________
Page 7 of 7 Rev. 03/17/17

EXHIBIT A Appendix D
Management Employee Evaluation
Name:
Department: Education:
Years w/Town: Years in Present Job:
This Management Employee Evaluation is designed to evaluate performance that produces excellence. The
KEY to successful use of this evaluation is using it to effect performance positively.
Department Goals:
Areas of Strength Areas in Need of Improvement
Annual Evaluation and Interview Completed by:
Date: Overall Score:

Town Manager's Signature
Page 1

Page 2

OBJECTIVES 1 2 3 4 5
The Department Head establishes high departmental goals that help achieve desired results. These goals are reached
in a timely manner.
COMMENTS:
PLANNING 1 2 3 4 5
The Department Head develops short and long range plans which reflect foresight in each major responsibility area.
COMMENTS:
INNOVATION 1 2 3 4 5
The Department Head searches for new ideas and encourages creative problem solving that leads to better work
product.
COMMENTS:
CUSTOMER RELATIONS 1 2 3 4 5
The Department Head and employees performance and attitude show concern and respect for our customers. Ways
of better serving the customer are always part of the focus of plans and operations of the Department.
COMMENTS:
Page 3

QUALITY OF WORK 1 2 3 4 5
The Department Head establishes high quality standards for work product and frequently monitors the work being
completed to ensure top quality.
COMMENTS:
QUANTITY OF WORK 1 2 3 4 5
The Department Head and employees complete a noteworthy amount of quality work.
COMMENTS:
DECISION MAKING 1 2 3 4 5
The Department Head is well-informed when making decisions. People are consulted before decisions are made that
affect them. Less than excellent decisions are revised quickly.
COMMENTS:
EXAMPLE 1 2 3 4 5
The Department Head sets the example for others by good work, personal demeanor, and positive attitude.
COMMENTS:
Page 4

EVALUATIONS 1 2 3 4 5
The Department Head uses evaluations to instruct, improve performance and recognize excellence.
COMMENTS:
EMPLOYEE DEVELOPMENT 1 2 3 4 5
The Department Head develops the employees in the Department. Employees are cross-trained where appropriate
and skill levels are high.
COMMENTS:
JOB KNOWLEDGE 1 2 3 4 5
The Department Head exhibits breadth and depth of job knowledge and changes. Application of knowledge is very
effective.
COMMENTS:
SAFETY 1 2 3 4 5
The Department Head's safety practices save the Town money and prevent injury. The Department has a good safety
record.
COMMENTS:
Page 5

TIME MANAGEMENT 1 2 3 4 5
The Department Head consistently achieves desired results within time allotted. This includes time for revisions, if
required.
COMMENTS:
BUDGET 1 2 3 4 5
The Department Head prepares a perceptive, well-planned budget request based on true needs not wants. The
Department budget is managed in a way that optimizes resources and results in savings.
COMMENTS:
MANAGEMENT TASKS 1 2 3 4 5
The Department Head follows established policies and procedures. The Departments Head pays attention to details.
COMMENTS:
OVERALL COMMENTS:
Page 6

Management Employee Evaluation
I acknowledge the review of this evaluation with the Town Manager and understand that I will receive a
copy of this evaluation.
Department Head's Signature Date
I agree I do not agree with my evaluation. If you disagree, state the reason.
Other comments you wish to make:
Page 7

EXHIBIT A Appendix E
Town of Centreville
CAREER LADDER MATRIX
ADMINISTRATIVE DEPARTMENT
POSITION Administrative Administrative Administrative Administrative Town Clerk
Assistant I Assistant II Assistant III Assistant IV (Dept. Head)
(Part-time or Full-time)
PAY GRADE Grade 5 Grade 6 Grade 8 Grade 10 Grade 14
EDUCATION High School High School High School Associate’s Degree in Bachelor’s Degree in
Diploma/GED, required. Diploma/GED, Diploma/GED, Business Business Administration,
required. required. Administration, Public Public Administration, or
Administration or related field, required.
Associate’s Degree in related field, required.
Business
Administration, Public Bachelor’s Degree in
Administration or Business
related field, preferred. Administration, Public
Administration, or
related field, preferred.
EXPERIENCE Six (6) months to one (1) Two (2) years of Four (4) years of Six (6) years of Nine (9) years of relevant
year of relevant work- relevant work-related relevant work-related relevant work-related work-related experience
related experience experience, required. experience, required. experience, required required and also a
preferred. and also an Associate’s Bachelor’s Degree in
Degree in Business Business Administration,
Administration or Public Administration or
related field; or related field; or relevant
relevant work-related work-related experience as
experience as defined defined in the Town’s
in the Town’s Education Equivalency
Education Equivalency Policy.
Policy.
Supervisory experience,
preferred.
PERFORMANCE A minimum rating of A minimum rating of A minimum rating of A minimum rating of A minimum rating of
RATING satisfactory/meets satisfactory/meets satisfactory/meets satisfactory/meets satisfactory/meets
expectations. expectations. expectations. expectations. expectations.
Rev. 11/04/2021 Page 1 of 3

Town of Centreville
CAREER LADDER MATRIX
ADMINISTRATIVE DEPARTMENT
ADDITIONAL Ability to learn computer Basic understanding Considerable Advanced knowledge Advanced knowledge of
SKILLS applications to of computer knowledge of of computer computer applications.
successfully complete data applications to computer applications applications to
entry tasks. successfully complete to successfully successfully complete Advanced knowledge of
data entry tasks. complete data entry data entry tasks. clerical and technical
Ability to learn basic tasks. duties with higher degree
clerical tasks. Considerable Advanced knowledge of responsibility and/or
knowledge of clerical Considerable of clerical and confidentiality.
Ability to correctly use tasks. knowledge of more technical duties with
grammar, spelling, and complicated clerical higher degree of Advanced ability to
punctuation. Ability to correctly tasks. responsibility and/or correctly use grammar,
use grammar, confidentiality under spelling, and punctuation.
Ability to learn and spelling, and Ability to correctly use limited supervision.
understand policies and punctuation. grammar, spelling, and Advanced knowledge of
procedures in assigned punctuation. Advanced ability to policies and procedures in
areas. Considerable correctly use grammar, assigned areas.
knowledge of policies Considerable spelling, and
Ability to learn and and procedures in knowledge of policies punctuation. Advanced clerical and
perform basic level assigned areas. and procedures in technical duties with
computer skills, including assigned areas. Advanced knowledge highest degree of
data entry, scanner, e-mail, Considerable of policies and responsibility and/or
and internet use. knowledge of basic to Experienced clerical procedures in assigned confidentiality.
intermediate level and technical duties areas.
Ability to prepare computer skills, with higher degrees of Advanced ability to
documents and reports with including data entry, responsibility under Advanced clerical and prepare documents and
guidance. scanner, e-mail, and limited supervision. technical duties with reports.
internet use. higher degrees of
Knowledge of basic Ability to prepare responsibility under Knowledge of basic
mathematics. Ability to prepare documents and reports limited supervision. mathematics and basic
documents and with limited guidance. accounting.
Ability to understand and reports with limited Advanced ability to
follow written and verbal guidance. Knowledge of basic prepare documents and Advanced ability to
instructions. mathematics. reports with limited communicate effectively
Knowledge of basic guidance. through written and verbal
Ability to use limited mathematics. Ability to understand instruction.
independent judgment. and follow written and Knowledge of basic
Ability to understand verbal instructions. mathematics. Ability to use independent
Organizational skills. and follow written judgment.
and verbal Ability to use limited Advanced ability to
instructions. independent judgment. follow written and Advanced organizational
Rev. 11/04/2021 Page 2 of 3

Town of Centreville
CAREER LADDER MATRIX
ADMINISTRATIVE DEPARTMENT
Ability to use limited Organizational skills. verbal instructions. skills.
independent
judgment. Ability to use Ability to supervise and
independent judgment. coordinate general front
Organizational skills. Advanced office operations.
organizational skills.
Compiles reports and
Ability to train office ensures Council is
procedures to new staff continually informed of
within assigned areas. the status of Town’s
external and internal
correspondence.
Prepares Council minutes,
agendas, presentations,
reports, and submittals to
other governmental
agencies and private
entities.
Supervisory experience,
preferred.
OTHER Full-time Admin. Asst. I Admin Asst. II Admin Asst. III Considered advanced This position is under the
provide necessary training provides necessary provides necessary level office support. direct supervision of the
opportunity for promotion training opportunity training opportunity Promotion to Town Town Manager.
to Admin. Asst. II. for promotion to for promotion to Clerk is based on
Admin Asst. III. Admin Asst. IV. vacancy availability.
* Internal Promotions between levels are dependent on the department’s needs, position availability, individual qualifications, performances and demonstration of
progressive advancement of skill and responsibility levels and approval by the Department Head, Human Resources Department, and Town Manager. Descriptors at
each level are intended as general guidelines; they are neither absolute nor complete statements of criteria for the job levels described. Positions and funding must be
available in the respective department for employees to move forward in the career ladder.
Education Equivalency Policy (Eff. 11/04/21; Resolution 08-2021) – Whereas, three (3) years of experience is equivalent to one (1) year of education, in addition to
any minimum years of experience required for a position requiring a degree, as specified on the career ladders and as outlined in the Personnel Manual.
Rev. 11/04/2021 Page 3 of 3

EXHIBIT A Appendix E
Town of Centreville
CAREER LADDER MATRIX
FINANCE DEPARTMENT
POSITION Finance Specialist I Finance Specialist II Finance Specialist III Finance Specialist IV Finance Officer
(Part-time or Full-time) (Department Head)
PAY GRADE Grade 6 Grade 8 Grade 10 Grade 13 Grade 16
EDUCATION High School High School Associate’s Degree in Associate’s Degree in Bachelor’s Degree in
Diploma/GED, required. Diploma/GED, required. Accounting, Business Accounting, Business Accounting, Business
Administration, or a related Administration, or a related Management, or a
Associate’s Degree in Associate’s Degree in field, required. field, required. related field, required.
Accounting, Business Accounting, Business
Administration, or a Administration, or a Bachelor’s Degree in Bachelor’s Degree in Master’s Degree in
related field, or a related related field, or a related Accounting, Business Accounting, Business Accounting, Business
field, preferred. field, preferred. Administration, or a related Administration, or a related Administration, or a
field, preferred. field, preferred. related field, preferred.
EXPERIENCE Two (2) years of Four (4) years of Six (6) years of responsible Eight (8) years of Ten (10) years of
responsible accounting responsible accounting accounting experience, responsible accounting responsible accounting
experience, preferred. experience, required. required and also an experience, required and experience and also a
Associate’s Degree in also an Associate’s Degree Bachelor’s Degree in
Accounting, Business in Accounting, Business Accounting, Business
Administration, or a related Administration, or a related Management, or a
field; or relevant work field; or relevant work related field; or relevant
experience as defined in experience as defined in work experience as
the Town’s Education the Town’s Education defined in the Town’s
Equivalency Policy. Equivalency Policy. Education Equivalency
Policy.
Three (3) years of
governmental finance,
budgeting, and
management
experience, preferred.
Certified Public
Accountant, preferred.
Supervisory experience,
preferred.
Rev. 11/04/2021 Page 1 of 3

Town of Centreville
CAREER LADDER MATRIX
FINANCE DEPARTMENT
PERFORMANCE A minimum rating of A minimum rating of A minimum rating of A minimum rating of A minimum rating of
RATING satisfactory/meets satisfactory/meets satisfactory/meets satisfactory/meets satisfactory/meets
expectations. expectations. expectations. expectations. expectations.
ADDITIONAL Basic understanding of Considerable knowledge Experienced knowledge of Advanced knowledge of Advanced knowledge
SKILLS computer applications of computer applications computer applications to computer applications to of computer
including data entry, including data entry, successfully complete successfully complete applications to
scanner, e-mail, and scanner, e-mail, and basic data entry tasks. basic data entry tasks. successfully complete
internet use. internet use. basic data entry tasks.
Experienced knowledge of Advanced knowledge of
Ability to correctly use Considerable knowledge grammar, spelling, and grammar, spelling, and Advanced knowledge
grammar, spelling, and of grammar, spelling, and punctuation. punctuation. of grammar, spelling,
punctuation. punctuation. and punctuation.
Experienced knowledge of Advanced knowledge of
Knowledge of basic Considerable knowledge basic mathematics, basic mathematics, Advanced knowledge
mathematics and ability of basic mathematics and accounting, and MS Word accounting, and MS Word of basic mathematics,
to learn accounting. accounting. and Excel software. and Excel software. accounting, and MS
Word and Excel
Ability to understand Ability to understand and Ability to understand and Advanced ability to software.
and follow written and follow written and verbal follow written and verbal understand and follow
verbal instructions. instructions. instructions. written and verbal Advanced ability to
instructions. communicate
Ability to understand Considerable knowledge Considerable knowledge of effectively through
billing software of billing software billing software Advanced knowledge of written and verbal
program(s). program(s). program(s). billing software instruction.
program(s).
Ability to learn process Considerable knowledge Considerable knowledge of Advanced knowledge
and data entry of utility of process and data entry process and data entry of Advanced knowledge of of billing software
billing, property of utility billing, property utility billing, property process and data entry of program(s).
inspections, and permits. inspections, and permits. inspections, and permits. utility billing, property
inspections, and permits. Advanced knowledge
Ability to learn and Ability to apply critical Ability to apply critical of utility billing,
apply basic critical thinking skills. thinking skills. Advanced ability to apply process of building
thinking skills. critical thinking skills. inspection, and permits.
Organizational skills. Organizational skills.
Organizational skills. Organizational skills. Advanced ability to
Ability to use limited Ability to use limited apply critical thinking
independent judgment. independent judgment. Ability to use limited skills.
independent judgment.
Knowledge of clerical Considerable knowledge of Organizational skills.
Rev. 11/04/2021 Page 2 of 3

Town of Centreville
CAREER LADDER MATRIX
FINANCE DEPARTMENT
methods used in keeping clerical methods used in Advanced knowledge of Ability to use
fiscal accounts and keeping fiscal accounts and clerical methods used in independent judgment.
records. records. keeping fiscal accounts and
records. Advanced knowledge
Considerable knowledge of of clerical methods
Town policies and Advanced knowledge of used in keeping fiscal
procedures. Town policies and accounts and records.
procedures.
Advanced knowledge
Knowledge of Town of Town policies and
budgeting procedures. procedures.
Knowledge of Town
budgeting procedures.
OTHER Full-time Finance Finance Specialist II Finance Specialist III Finance Specialist IV This position is
Specialist I provides provides necessary provides necessary training provides necessary training appointed by Town
necessary training training opportunity for opportunity for promotion opportunity for promotion Council.
opportunity for promotion to Finance to Finance Specialist IV. to Finance Officer position.
promotion to Finance Specialist III.
Specialist II.
* Any employee within the Finance Office holding a current Certified Public Accountant (CPA) may receive an additional pay increase.
** Internal Promotions between levels are dependent on the department’s needs, position availability, individual qualifications, performances and demonstration
of progressive advancement of skill and responsibility levels and approval by the Department Head, Human Resources Department, and Town Manager.
Descriptors at each level are intended as general guidelines; they are neither absolute nor complete statements of criteria for the job levels described. Positions
and funding must be available in the respective department for employees to move forward in the career ladder.
Education Equivalency Policy (Eff. 11/04/21; Resolution 08-2021) – Whereas, three (3) years of experience is equivalent to one (1) year of education, in
addition to any minimum years of experience required for a position requiring a degree, as specified on the career ladders and as outlined in the Personnel
Manual.
Rev. 11/04/2021 Page 3 of 3

EXHIBIT A Appendix E
Town of Centreville
CAREER LADDER MATRIX
HUMAN RESOURCES DEPARTMENT
POSITION Human Resources Human Resources Human Resources Human Resources Human Resources
Specialist I Specialist II Specialist III Specialist IV Manager
(Full-time or Part-time) (Department Head)
PAY GRADE Grade 6 Grade 8 Grade 10 Grade 13 Grade 16
EDUCATION High School High School Associate’s Degree in Associate’s Degree in Bachelor’s Degree in
Diploma/GED, required. Diploma/GED, Human Resources Human Resources Human Resources
required. Management, Business Management, Business Management, Business
Associate’s Degree in Administration or a Administration or a Administration, or a
Human Resources Associate’s Degree in related field, required. related field, required. related field, required.
Management, Business Human Resources
Administration or a related Management, Business Bachelor’s Degree in Bachelor’s Degree in Master’s Degree in
field, preferred. Administration or a Human Resources Human Resources Human Resources
related field, preferred. Management, Business Management, Business Management, Business
Administration, or a Administration, or a Administration, or a
related field, preferred. related field, preferred. related field, preferred.
EXPERIENCE Ability to obtain designation Ability to obtain Ability to obtain Ability to obtain Ability to obtain
as retirement coordinator designation as designation as designation as designation as
from the Maryland State retirement coordinator retirement coordinator retirement coordinator retirement coordinator
Retirement System within from the Maryland from the Maryland from the Maryland from the Maryland State
one year of hire. State Retirement State Retirement State Retirement Retirement System
System within one System within one year System within one year within one year of hire.
Two (2) years of human year of hire. of hire. of hire.
resources experience, Ten (10) years of human
preferred. Four (4) years of Six (6) years of human Eight (8) years of resources experience,
human resources resources experience, human resources required and also a
experience, required. required and also an experience, required Bachelor’s Degree in
Associate’s Degree in and also an Associate’s Human Resources,
Human Resources, or a Degree in Human Business Administration
related field; or Resources, Business or a related field; or
relevant work-related Administration or a relevant work-related
experience as defined related field; or experience as defined in
in the Town’s relevant work-related the Town’s Education
Education Equivalency experience as defined Equivalency Policy.
Policy. in the Town’s
Education Equivalency Professional Human
Policy. Resources (PHR),
Senior Professional in
Professional Human Human Resources
Rev. 11/05/2021 Page 1 of 3

Town of Centreville
CAREER LADDER MATRIX
HUMAN RESOURCES DEPARTMENT
Resources (PHR) or (SPHR) or related
related certification, certification, preferred.
preferred.
Supervisory experience,
preferred.
PERFORMANCE A minimum rating of A minimum rating of A minimum rating of A minimum rating of A minimum rating of
RATING satisfactory/meets satisfactory/meets satisfactory/meets satisfactory/meets satisfactory/meets
expectations. expectations. expectations. expectations. expectations.
ADDITIONAL Ability to learn and Considerable Considerable Advanced knowledge Advanced knowledge of
SKILLS understand basic principles knowledge of knowledge of of principles and principles and
and procedures for personnel principles and principles and procedures for procedures for personnel
recruitment. procedures for procedures for personnel recruitment. recruitment.
personnel recruitment. personnel recruitment.
Ability to learn and Advanced knowledge Advanced knowledge in
understand practices and Considerable Considerable in practices and practices and procedures
procedures in assigned knowledge in practices knowledge in practices procedures in assigned in assigned areas.
areas. and procedures in and procedures in areas.
assigned areas. assigned areas. Advanced knowledge of
Basic understanding of Advanced clerical and intermediate to expert
computer applications Considerable Considerable clerical technical duties with level computer skills,
including data entry, knowledge of basic to and technical duties higher degree of with highest degree of
scanner, e-mail, and internet intermediate level with higher degree of responsibility and/or responsibility and/or
use. computer skills, responsibility and/or confidentiality under confidentiality.
including data entry, confidentiality under limited supervision.
Ability to correctly use scanner, e-mail, and limited supervision. Advanced knowledge of
grammar, spelling, and internet use. Advanced knowledge grammar, spelling, and
punctuation. Considerable of grammar, spelling, punctuation. Ability to
Considerable knowledge of grammar, and punctuation. review work of less
Knowledge of basic knowledge of grammar, spelling, and experienced personnel.
mathematics. spelling, and punctuation. Advanced knowledge
punctuation. of basic mathematics Advanced knowledge of
Ability to understand and Considerable and basic accounting. basic mathematics and
follow written and verbal Knowledge of basic knowledge of basic basic accounting.
instructions. mathematics. mathematics and basic Advanced ability to
accounting. follow written and Advanced ability to
Organizational skills. Ability to understand verbal instructions. communicate effectively
and follow written and Ability to follow through written and
verbal instructions. written and verbal Ability to use verbal instruction.
instructions. independent judgment.
Rev. 11/05/2021 Page 2 of 3

Town of Centreville
CAREER LADDER MATRIX
HUMAN RESOURCES DEPARTMENT
Ability to use limited Ability to use limited Advanced knowledge Ability to use
independent judgment. independent judgment. to prepare documents independent judgment.
and reports.
Considerable Develops and
knowledge to prepare Advanced knowledge implements polices,
documents and reports of HR policies and documents and reports.
with limited guidance. procedures.
Advanced knowledge of
Considerable Ability to prepare HR policies and
knowledge of HR calculations and procedures.
policies and figures, as it pertains to
procedures. budget preparation. Calculate figures and
amounts and apply in
reports as it pertains to
budget preparation and
review.
OTHER HR Spec I provide HR Spec II provides HR Spec III provides Promotion to HR Spec This position is under
necessary training necessary training necessary training IV provides necessary the direct supervision of
opportunity for promotion to opportunity for opportunity for training opportunity for the Town Manager.
HR Spec II. promotion to HR Spec promotion to HR Spec promotion to HR
III. IV. Manager, if position is
available.
* Any position within Human Resources must have the ability to obtain designation as retirement coordinator from the Town’s approved retirement plan within
one year of hire.
** Internal Promotions between levels are dependent on the department’s needs, position availability, individual qualifications, performances and demonstration
of progressive advancement of skill and responsibility levels and approval by the Department Head, Human Resources Department, and Town Manager.
Descriptors at each level are intended as general guidelines; they are neither absolute nor complete statements of criteria for the job levels described. Positions
and funding must be available in the respective department for employees to move forward in the career ladder.
Education Equivalency Policy (Eff. 11/04/21; Resolution 08-2021) – Whereas, three (3) years of experience is equivalent to one (1) year of education, in
addition to any minimum years of experience required for a position requiring a degree, as specified on the career ladders and as outlined in the Personnel Manual.
Rev. 11/05/2021 Page 3 of 3

EXHIBIT A Appendix E
Town of Centreville
CAREER LADDER MATRIX
POLICE DEPARTMENT
POSITION Officer Officer First Class Police Corporal Police Sergeant Police Lieutenant Police Chief
(Department Head)
PAY GRADE Grade 8 Grade 10 Grade 11 Grade 13 Grade 15 Grade 17
EDUCATION High School High School High School High School High School Bachelor’s Degree in
Diploma/GED, Diploma/GED, Diploma/GED, Diploma/GED, Diploma/GED, Criminal Justice, Public
(Must be 21 years required. required. required. required. required. Administration, or a related
old by graduation field, required.
date of Police/Law Successful Successful completion Successful Successful Successful completion
Enforcement completion of of accredited completion of completion of of accredited Master’s Degree in Criminal
Academy Training) accredited Police/Law accredited accredited Police/Law Justice, Public
Police/Law Enforcement Academy Police/Law Police/Law Enforcement Academy Administration, or a related
Enforcement Training, required. Enforcement Enforcement Training, required. field, preferred.
Academy Training, Academy Training, Academy Training,
required. required. required.
EXPERIENCE/ Must possess a valid Must possess a valid Must possess a valid Must possess a valid Must possess a valid Must possess a valid driver’s
CERTIFICATIONS driver’s license. driver’s license. driver’s license. driver’s license. driver’s license. license.
Must possess a valid Must possess a valid Must possess a valid Must possess a valid Must possess a valid Possession of a valid
MPCTC MPCTC Certification MPCTC MPCTC MPCTC Certification MPCTC Certification Card,
Certification Card. Card. Certification Card. Certification Card. Card. preferred.
Successful Successful completion
completion of of MPCTC First Line
MPCTC First Line Police Administrator
Supervisor Police Training.
Training.
EXPERIENCE/ No experience Successful completion Successful Successful Successful completion Ten (10) or more years of
TIME IN GRADE necessary. of two (2) years of completion of five completion of eight of ten (10) years of sworn law enforcement
experience as a (5) years of law (8) years of law law enforcement experience, preferred.
Centreville Police enforcement enforcement service, with eight (8)
Officer, including the experience, with experience, with at of those years being Five (5) years of supervisory
probationary period, three (3) of those least six (6) of those with Centreville Police experience, preferred.
required. years being with the years being with the Department,
Centreville Police Centreville Police
Department, Department, AND
Rev. 11/04/2021 Page 1 of 5

Town of Centreville
CAREER LADDER MATRIX
POLICE DEPARTMENT
AND AND Two (2) years of law
enforcement
One (1) year at the One (1) year at the supervisory
rank of Officer First rank of Corporal, experience, preferred,
Class, required. required. with at least one (1)
year at the rank of
Sergeant, required.
PERFORMANCE A minimum rating A minimum rating of A minimum rating A minimum rating A minimum rating of A minimum rating of
RATING of satisfactory/meets satisfactory/meets of satisfactory/meets of satisfactory/meets satisfactory/meets satisfactory/meets
expectations. expectations. expectations. expectations. expectations. expectations.
ADDITIONAL Ability to learn and Considerable Considerable Considerable Advanced knowledge Advanced knowledge of
SKILLS apply police/law knowledge of knowledge of knowledge of of police/law police/law enforcement
enforcement police/law enforcement police/law police/law enforcement principles, practices,
principles, practices, principles, practices, enforcement enforcement principles, practices, methods, techniques and
methods, techniques methods, techniques principles, practices, principles, practices, methods, techniques equipment in daily work
and equipment in and equipment in daily methods, techniques methods, techniques and equipment in daily situations.
daily situations. work situations. and equipment in and equipment in work situations.
daily work daily work Advanced knowledge of
Ability to learn and Considerable situations. situations. Advanced knowledge departmental rules,
understand knowledge of of departmental rules, regulations and town
departmental rules, departmental rules, Considerable Considerable regulations and town ordinances.
regulations and town regulations and town knowledge of knowledge of ordinances.
ordinances. ordinances. departmental rules, departmental rules, Advanced knowledge of
regulations and regulations and Advanced knowledge town geography.
Ability to learn town Considerable town ordinances. town ordinances. of town geography.
geography. knowledge of town Advanced ability to
geography. Considerable Considerable Advanced ability to communicate accurately and
Ability to knowledge of town knowledge of town communicate concisely, both orally and in
communicate Ability to communicate geography. geography. accurately and writing.
accurately and accurately and concisely, both orally
concisely, both concisely, both orally Ability to Ability to and in writing. Ability and willingness to
orally and in writing. and in writing. communicate communicate perform work under adverse
accurately and accurately and Ability and and at times dangerous
Ability and Ability and willingness concisely, both concisely, both willingness to perform conditions, in unpleasant
willingness to to perform work under orally and in orally and in work under adverse environments, during
perform work under adverse and at times, writing. writing. and at times, daytime and nighttime hours
adverse and at times, dangerous conditions, dangerous conditions, and for extended periods of
dangerous in unpleasant Ability and Ability and in unpleasant time.
conditions, in environments, during willingness to willingness to environments, during
Rev. 11/04/2021 Page 2 of 5

Town of Centreville
CAREER LADDER MATRIX
POLICE DEPARTMENT
unpleasant daytime and nighttime perform work under perform work under daytime and nighttime Ability to operate, after
environments, hours and for extended adverse and at adverse and at hours and for extended training, issued police
during daytime and periods of time. times, dangerous times, dangerous periods of time. equipment.
nighttime hours and conditions, in conditions, in
for extended periods Ability to operate, after unpleasant unpleasant Ability to operate, Ability to read, interpret and
of time. training, issued police environments, environments, after training, issued follow rules, regulations
equipment. during daytime and during daytime and police equipment. written and oral instructions
Ability to operate, nighttime hours and nighttime hours and and orders.
after training, issued Ability to read, interpret for extended periods for extended periods Ability to read,
police equipment. and follow rules, of time. of time. interpret and follow Ability to establish and
regulations written and rules, regulations maintain effective work
Ability to read, oral instructions and Ability to operate, Ability to operate, written and oral relationships with superiors,
interpret and follow orders. after training, issued after training, issued instructions and other employees and the
rules, regulations police equipment. police equipment. orders. public.
written and oral Ability to establish and
instructions and maintain effective work Ability to read, Ability to read, Ability to establish Knowledge of traffic and
orders. relationships with interpret and follow interpret and follow and maintain effective criminal laws and ability to
superiors, other rules, regulations rules, regulations work relationships apply both as required.
Ability to establish employees and the written and oral written and oral with superiors, other
and maintain public. instructions and instructions and employees and the Ability to operate a
effective work orders. orders. public. computer with knowledge
relationships with Knowledge of traffic of email, Microsoft Word
supervisors, other and criminal laws and Ability to establish Ability to establish Knowledge of traffic and Microsoft Excel.
employees and the ability to apply both as and maintain and maintain and criminal laws and
public. required. effective work effective work ability to apply both as Ability to safely operate a
relationships with relationships with required. motor vehicle during a
Knowledge of traffic Ability to operate a superiors, other superiors, other routine and an emergency
and criminal laws computer with employees and the employees and the Ability to operate a response.
and ability to apply knowledge of email, public. public. computer with
both as required. Microsoft Word and knowledge of email, Ability to train and mentor
Microsoft Excel. Knowledge of Knowledge of Microsoft Word and officers.
Ability to operate a traffic and criminal traffic and criminal Microsoft Excel.
computer with Ability to safely operate laws and ability to laws and ability to Advanced knowledge of
knowledge of email, a motor vehicle during a apply both as apply both as Ability to safely police department
Microsoft Word and routine and an required. required. operate a motor operations and functions.
Microsoft Excel. emergency response. vehicle during a
Ability to operate a Ability to operate a routine and an Advanced knowledge of
Ability to safely computer with computer with emergency response. supervisory theories,
operate a motor knowledge of email, knowledge of email, principles and practices.
vehicle during a Microsoft Word and Microsoft Word and Ability to train and
Rev. 11/04/2021 Page 3 of 5

Town of Centreville
CAREER LADDER MATRIX
POLICE DEPARTMENT
routine and an Microsoft Excel. Microsoft Excel. mentor officers. Advanced knowledge of the
emergency response. practices and principles of
Ability to safely Ability to safely Advanced knowledge police leadership and
Ability to qualify operate a motor operate a motor of police department supervision.
with a firearm as vehicle during a vehicle during a operations and
required. routine and an routine and an functions. Advanced ability to plan,
emergency emergency assign and supervise the
Ability to qualify in response. response. Advanced knowledge work of others.
self-defense skills as of supervisory
required. Ability to mentor Ability to mentor theories, principles Ability to utilize resources
less experienced less experienced and practices. and manpower effectively.
officers. officers.
Advanced knowledge Knowledge of Town
Considerable of the practices and budgeting procedures,
knowledge of police principles of police preferred.
line operations. leadership and
supervision.
Knowledge of
supervisory theories, Advanced ability to
principles and plan, assign and
practices. supervise the work of
others.
Knowledge of the
practices and Ability to utilize
principles of police resources and
leadership and manpower effectively.
supervision.
Knowledge of Town
Ability to plan, budgeting procedures,
assign and supervise preferred.
the work of others.
Ability to utilize
resources and
manpower
effectively.
Rev. 11/04/2021 Page 4 of 5

Town of Centreville
CAREER LADDER MATRIX
POLICE DEPARTMENT
OTHER Police Officer (Ofc) OFC provides necessary CPL provides SGT provides Lieutenant position This position is appointed
provides necessary training opportunity for necessary training necessary training may be filled through by Town Council and
training opportunity promotion to Corporal opportunity for opportunity for promotion or by reports to the Town
for promotion to (CPL). promotion through promotion through appointment. Manager.
Officer First Class testing to Sergeant testing to Lieutenant
(OFC). (SGT), if vacant. (LT), if vacant.
* Internal Promotions between levels are dependent on the department’s needs, position availability, individual qualifications, performances and demonstration of
progressive advancement of skill and responsibility levels and approval by the Department Head, Human Resources Department, and Town Manager. Descriptors at
each level are intended as general guidelines; they are neither absolute nor complete statements of criteria for the job levels described. Positions and funding must be
available in the respective department for employees to move forward in the career ladder.
** If there are no eligible or suitable candidates for promotion within the Department, the Chief of Police in conjunction with the Town Council, will advertise and hire
a qualified candidate from outside of the Department.
Education Equivalency Policy (Eff. 11/04/21; Resolution 08-2021) – Whereas, three (3) years of experience is equivalent to one (1) year of education, in addition to
any minimum years of experience required for a position requiring a degree, as specified on the career ladders and as outlined in the Personnel Manual.
Rev. 11/04/2021 Page 5 of 5

EXHIBIT A Appendix E
Town of Centreville
CAREER LADDER MATRIX
Department of Public Works – Streets Division
POSITION UTILITY UTILITY UTILITY UTILITY UTILITY OPERATIONS PUBLIC
WORKER I WORKER II WORKER III WORKER IV SUPERVISOR MANAGER WORKS
(Part Time/ Full DIRECTOR
Time)
PAY GRADE Grade 4 Grade 5 Grade 6 Grade 8 Grade 10 Grade 13 Grade 17
EDUCATION High School High School High School High School High School Associate’s Degree in Bachelor’s Degree in
Diploma/ Diploma/ Diploma/ GED, Diploma/ GED, Diploma/ GED, Civil Engineering, Civil Engineering,
GED, required. GED, required. required. required. required. Public Public
Administration, or a Administration, or a
Associate’s Degree related field, related field,
in Civil required. required.
Engineering, Public
Administration or a Master’s Degree in
related field, Civil Engineering,
preferred. Public
Administration, or a
related field,
preferred.
LICENSE/ Must possess a valid Obtain at least two (2) Class A or Class B Class A or Class B Class A or Class B Class A or Class B Class A or Class B
CERTIFICATIONS driver’s license. * of the following: * License and at least License and all of the License and all of License and all of the License and all of
five (5) of the following: * the following: * following: * the following: *
*Valid driver’s
DOT Physical Card Flagging course following: *
license (pre-
(Obtain within 30 First Aid CDL Tanker CDL Tanker CDL Tanker CDL Tanker
employment
days after CPR CDL Tanker endorsement endorsement endorsement endorsement
requirement and
employment.) Safety Courses endorsement Flagging course Flagging course Flagging course Flagging course
maintain valid
Flagging course First Aid First Aid First Aid First Aid
and current.)
*(minimum of 2 First Aid CPR CPR CPR CPR
certifications) CPR Safety Courses Safety Courses Safety Courses Safety Courses
Safety Courses WW Collection WW Collection Roadside Tree Care Roadside Tree Care
Operator in Training Certificate Certificate Expert Expert
Water Distribution or Water Distribution Water Distribution
higher Certificate Certificate Maryland License by the
Operator in Training Roadside Tree Care Roadside Tree Care Department of Maryland Board of
Wastewater Expert Expert Agriculture Pesticide Waterworks and
Collection 2 or Applicators Waste System
higher *(Maintain CDL Maryland Certificate for Local Operators, preferred.
Roadside Tree Care license and all Department of Government,
Rev. 11/04/21 Page 1 of 3

Town of Centreville
CAREER LADDER MATRIX
Department of Public Works – Streets Division
Expert certifications.) Agriculture preferred. *(Maintain CDL
Pesticide license and all
*(Maintain CDL Applicators *(Maintain CDL certifications.)
license and 5 of 8 Certificate for Local license and all
certifications.) Government, certifications.)
preferred.
*(Maintain CDL
license and all
certifications.)
EXPERIENCE Six (6) months to one Six (6) months to one - Two (2) years of Four (4) years of - Five (5) years of Eight (8) years of Ten (10) years of
(1) year of relevant (1) year of relevant relevant work-related relevant work- relevant work- relevant work-related relevant work-
work-related work-related experience, required. related experience, related experience, experience, required. related experience
experience, experience, preferred; required. required. required and also a
preferred. Supervisory Bachelor’s Degree in
Completion of 6- Supervisory experience, preferred. Civil Engineering,
month probation for experience, Public
non-CDL holders, preferred. Administration, or a
required. related field,
required; or relevant
work-related
experience as
defined in the
Town’s Education
Equivalency Policy.
Supervisory
experience,
preferred.
PERFORMANCE A minimum rating of A minimum rating of A minimum rating of A minimum rating A minimum rating A minimum rating of A minimum rating of
RATING satisfactory/meets satisfactory/meets satisfactory/meets of satisfactory/meets of satisfactory/meets satisfactory/meets satisfactory/meets
expectations. expectations. expectations. expectations. expectations. expectations. expectations.
Rev. 11/04/21 Page 2 of 3

Town of Centreville
CAREER LADDER MATRIX
Department of Public Works – Streets Division
ADDITIONAL Working knowledge Proficient in at least Proficient in at least Proficient in all Proficient in all Proficient in all skills Working knowledge
SKILLS of at least one (1) of two (2) of the four (4) of the skills listed: skills listed: listed: of all skills listed:
the following skills: following skills: following skills:
Jetter Jetter Jetter Jetter
Jetter Jetter Jetter Articulated Loader Articulated Loader Articulated Loader Articulated Loader
- Articulated Loader Articulated Loader Articulated Loader Fork Lift Fork Lift Fork Lift Fork Lift
- Fork Lift Fork Lift Fork Lift Mini Excavator Mini Excavator Mini Excavator Mini Excavator
- Mini Excavator Mini Excavator Mini Excavator Vac-Tron Vac-Tron Vac-Tron Vac-Tron
- Vac-Tron Vac-Tron Vac-Tron Snow Plow Snow Plow Snow Plow Snow Plow
- Snow Plow Snow Plow Snow Plow Street Sweeper Street Sweeper Street Sweeper Street Sweeper
- Street Sweeper Street Sweeper Street Sweeper Tanker Truck Tanker Truck Tanker Truck Tanker Truck
- Tanker Truck Tanker Truck Tanker Truck
OTHER Utility Worker I Promotion to Utility Promotion to Utility Promotion to Utility Promotion to Promotion to Public This position reports
provide necessary Worker II provides Worker III provides Supervisor is based Operations Manager Works Director is directly to the Town
training opportunity necessary training necessary training to on position vacancy. is based on position based on position Manager.
to Utility Worker II. opportunity to Utility Utility Worker IV. vacancy. vacancy.
Worker III.
** Initial employment and internal promotions between levels are dependent on the department’s needs, position availability, individual qualifications, performances and
demonstration of progressive advancement of skill and responsibility levels and approval by the Department Head, Human Resources Department, and Town Manager.
Descriptors at each level are intended as general guidelines; they are neither absolute nor complete statements of criteria for the job levels described. Positions and
funding must be available in the respective department for employees to move forward in the career ladder. Promotions obtained through the career ladder process will be
made effective the next full pay period.
Education Equivalency Policy (Eff. 11/04/21; Resolution 08-2021) – Whereas, three (3) years of experience is equivalent to one (1) year of education, in addition to any
minimum years of experience required for a position requiring a degree, as specified on the career ladders and as outlined in the Personnel Manual.
Rev. 11/04/21 Page 3 of 3

EXHIBIT A Appendix E
Town of Centreville
CAREER LADDER MATRIX
Department of Public Works – Water/Wastewater Division
POSITION WTP & WWTP WTP & WWTP WTP & WWTP WTP & WWTP WTP & WWTP WTP & WWTP
Operator I Operator II Operator III Operator IV Supervisor Superintendent
PAYGRADE Grade 5 Grade 7 Grade 8 Grade 9 Grade 11 Grade 12
EDUCATION High School High School High School High School High School High School
Diploma/GED, required. Diploma/GED, Diploma/GED, Diploma/GED, Diploma/GED, required. Diploma/GED, required.
required. required. required.
Associate’s Degree in Associate’s Degree in
Environmental Science, Environmental Science,
Wastewater Treatment Wastewater Treatment
Technology, or a related Technology, or a related
field, preferred. field, preferred.
LICENSE/ Ability to obtain the Water Treatment Water Treatment All required licenses All required licenses All required
CERTIFICATIONS following within the Class 3 or 4 Class 3 or 4 and certifications and certifications from certifications from
first three (3) months of Certificate and Class Certificate and Class from the Operator III the Operator IV level. Supervisor level; and
employment: 5 Arsenic Certificate 5 Arsenic Certificate level. also holds an active
*Valid driver’s license
Superintendent
(pre-employment
Operator in Training OR AND Certification.
requirement and
Water Treatment
maintain valid and
Class 3 and Class 5 Wastewater Wastewater
current.)
Arsenic Treatment Treatment
Certificate 5A Certificate 5A
Operator in Training
Wastewater AND AND
Treatment Class 5A
Maryland Maryland
Maryland Department Department of the Department of the
of the Environment Environment Water Environment Water
Water Sampler Sampler Sampler
Certification. Certification. Certification.
Flagging course Flagging course Flagging course
First Aid First Aid First Aid
CPR CPR CPR
Safety Courses Safety Courses Safety Courses
DOT Physical Card DOT Physical Card DOT Physical Card
Rev. 11/04/2021 Page 1 of 3

Town of Centreville
CAREER LADDER MATRIX
Department of Public Works – Water/Wastewater Division
Commercial
Driver’s License
Class A or B with
Tanker
Endorsement,
preferred.
EXPERIENCE Six (6) months to one Two (2) years of Three (3) years of Five (5) years of Six (6) years of Six (6) years of Certified
(1) year of relevant Certified Operator Certified Operator Certified Operator Certified Operator Operator experience
work-related experience, experience and other experience and other experience and other experience required. required.
preferred. relevant work- relevant work- relevant work-related
related experience, related experience, experience, required. Supervisory Supervisory experience,
required. required. experience, preferred. preferred.
PERFORMANCE A minimum rating of A minimum rating A minimum rating A minimum rating of A minimum rating of A minimum rating of
RATING satisfactory/meets of satisfactory/meets of satisfactory/meets satisfactory/meets satisfactory/meets satisfactory/meets
expectations. expectations. expectations. expectations. expectations. expectations.
TECHNICAL As defined in job In addition to WTP In addition to WTP In addition to WTP & Advanced knowledge Advanced knowledge of
SKILLS description. or WWTP Operator & WWTP Operator WWTP Operator III of water treatment and water treatment and
I duties; Basic I and II duties; duties; Advanced Arsenic removal in Arsenic removal in
knowledge in Intermediate understanding of drinking water in drinking water in
Plumbing, understanding of pumps and electrical drinking and operation drinking and operation
Electrical, pumps, and controls. of associated of associated equipment.
Mechanical, and electrical controls. equipment. Advanced Advanced knowledge of
ability to knowledge of activated activated sludge
troubleshoot sludge treatment treatment process of
problems in these process of wastewater wastewater and
areas. and operation of operation of associated
associated equipment. equipment. Electrical
Understanding of Electrical and and plumbing
water and plumbing experience. experience.
wastewater permit
limitations.
Rev. 11/04/2021 Page 2 of 3

Town of Centreville
CAREER LADDER MATRIX
Department of Public Works – Water/Wastewater Division
OTHER Operator I provides Promotion to Promotion to Promotion to Promotion to This position reports
necessary training Operator II provides Operator III Supervisor is based Superintendent is based directly to the Director
opportunity for necessary training provides necessary on position vacancy. on certification, of Public Works.
promotion to Operator opportunity to training opportunity experience and position
II. Operator III. to Operator IV. vacancy.
** Internal Promotions between levels are dependent on the department’s needs, position availability, individual qualifications, performances and demonstration of
progressive advancement of skill and responsibility levels and approval by the Department Head, Human Resources Department, and Town Manager. Descriptors at
each level are intended as general guidelines; they are neither absolute nor complete statements of criteria for the job levels described. Positions and funding must be
available in the respective department for employees to move forward in the career ladder.
Education Equivalency Policy (Eff. 11/04/21; Resolution 08-2021) – Whereas, three (3) years of experience is equivalent to one (1) year of education, in addition to
any minimum years of experience required for a position requiring a degree, as specified on the career ladders and as outlined in the Personnel Manual.
Rev. 11/04/2021 Page 3 of 3